Flexible work options – Work From Homee http://work-fromhomee.com/ Thu, 21 Oct 2021 15:21:05 +0000 en-US hourly 1 https://wordpress.org/?v=5.8 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 Anxiety looms for many workers ordered to return to the office https://work-fromhomee.com/anxiety-looms-for-many-workers-ordered-to-return-to-the-office/ https://work-fromhomee.com/anxiety-looms-for-many-workers-ordered-to-return-to-the-office/#respond Thu, 21 Oct 2021 14:59:21 +0000 https://work-fromhomee.com/anxiety-looms-for-many-workers-ordered-to-return-to-the-office/ Despite the overwhelming recognition of the importance of flexible working, 35% of employers want all of their employees to return to the office full-time after the pandemic – which can make workers anxious. As more workers from all professions return to the office, many grapple with anxiety, change management and the logistics of restructuring their […]]]>
Anxiety looms for many workers ordered to return to the office

Despite the overwhelming recognition of the importance of flexible working, 35% of employers want all of their employees to return to the office full-time after the pandemic – which can make workers anxious.

  • As more workers from all professions return to the office, many grapple with anxiety, change management and the logistics of restructuring their lives.
  • Workers say commuting, less flexibility, possible exposure to the virus and childcare issues are the main factors contributing to their anxiety.
  • The lack of clear communication from employers about returning to the office exacerbates the anxiety and fear that many workers feel about RTO, especially those who are mandated to do so.

Why are many workers worried about being called back to the office after working remotely?

Returning to the office creates relief for some, but anxiety for many. Workers who may feel uncomfortable returning to their workplace have a list of valid reasons, such as fear of contracting COVID-19, having to deal with the stress of commuting and commuting. traffic, feeling less productive in the workplace due to distractions and a lack of flexibility.

Letting workers choose their schedule and location allows for a sense of flexibility and empowerment, which increases employee morale.

Employees who are afraid of having to work in person again may feel more productive and comfortable at home, especially if they are introverts.

According to a survey by The Limeade Institute, the main sources of anxiety about returning to work include:

  • Being exposed to COVID-19 – 77%
  • Less flexibility – 71%
  • Getting to work – 68%
  • Wearing a mask – 54%
  • Childcare need – 22%
  • Other – 7%

Zero percent of those surveyed said they did NOT have anxiety about returning to work.

All survey participants – regardless of where they currently work – were asked what their main sources of stress were when generally considering next year.

  • The health and safety of themselves and their families (82.4%) was the main source of stress selected
  • Economic uncertainty (82%) was the second
  • 55% of employees indicated some stress about job security
  • 49% of employees cited political polarization

When asked what other aspects of their working life employees want to keep, these were the most desirable:

  • Flexibility in working hours – 68%
  • Time spent working from home – 54%
  • Productivity – 58%

81% of employees said their productivity has stayed the same or increased. When asked if the physical space they currently work in helps them thrive, only 54% of employees felt it did, indicating that while employees may like a lot about the workplace. remote work, their home may not be optimized for work.

There are advantages to working from home during the pandemic, as well as disadvantages

Good points :

  • Working from home is convenient
  • It gives people more autonomy
  • Working only from home means avoiding long trips and managing traffic
  • Telecommuting allows you to spend more time with your family

Negative points :

  • Working alone can increase loneliness
  • It can cause strain in relationships with spouses or family members
  • Increased loneliness can increase the risk of mental health problems
  • Remote work poses the risk of losing work-life balance

But working full time in the office isn’t ideal either. Working full time in an office can contribute to burnout and increased stress and anxiety. In 2019, 94% of American workers reported experiencing stress in the workplace. 56% of employees surveyed said anxiety affects their performance at work, and half reported a negative impact on relationships with colleagues and peers.

While not everyone may experience the same level of stress and anxiety when working in the office, it can greatly affect the performance of some employees, which is why employers may need to adopt a return-to-office strategy. flexible and more empathetic.

Which companies are returning to the office?

Airbnb employees don’t have to return to the office until September 2022. When that happens, “people won’t be expected to come back to the office five days a week, every week,” according to CEO Brian Chesky.

Amazon does not plan to bring its corporate workers back to the office until Jan. 3, 2022, according to the Commercial Observer.

American Airlines manages its employees under a flexible hybrid model with management and support staff in the office three days a week. The company has flexible hours for full-time office workers, likely starting in the fall.

American Express does not foresee a full return to power until at least January 24, although those who wish to enter before may voluntarily. The company is also adopting a hybrid model that will emphasize flexibility.

Apple employees are not expected to be back in the office until January at the earliest. The company has adopted a hybrid model for those who return and encourages employees to get vaccinated.

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Asana workers in San Francisco and New York are not expected to return to the office until February 1, 2022, at the earliest.

Facebook allows those who can do their work remotely to do so on a permanent basis and does not plan to require employees to come to the office before January.

Google pushed back its return to office date from Oct. 18 to Jan. 20, 2022, and returning employees should be vaccinated unless they can prove an exemption. One-fifth of the company’s employees will continue to work remotely all the time, and others will operate on a hybrid model.

PwC became the first of the large accounting firms to allow its customer service staff (40,000 employees) to work remotely at all times. Those who choose to work in a lower cost area will see their wages decrease.

How many employees want to return to the office?

A hybrid workplace model is preferred by 68% of workers, but a third of employees want to return to the office full time.

What’s better – working from home or the office?

There’s a lot to be said about both ways of working, but a more in-between solution is ideal.

As companies analyze ways to get workers back to the office, flexible office brand Industrious has recommended a 30% model. This involves questioning employees every 30 days and bringing in 30% of employees.

This model allows businesses to gradually move from home to hybrid and allows employees to benefit from both remote and office time.

Industrious argues that “the office we return to should be less like a classroom with neatly aligned rows of desks and more like a student center – a magnet for social activity, connection and collaboration.”

This type of workplace can better support remote and in-person employees by enabling active management of worker interactions.

Employers in the face of conflict

On the one hand, employers want to take care of the health of their employees and reduce the risk of transmission of COVID-19. But they are also motivated by financial incentives to justify expensive office rents and allow their employees to physically attend meetings and discussions, or simply be able to control their working time.

Pressuring employees to return to the office could create more anxiety.

56% of survey respondents said their employers had not asked them for their opinion on return-to-work policies and procedures.

This breakdown in communication between employees and employers could create anxiety among employees who are unwilling or not yet ready to return to the physical workplace.

Hybrid workspaces offer a solution

For workers who are happier at home and for those who may wish to resume the daily commute to 9-5, hybrid and flexible workspaces may be the best options.

A hybrid workspace retains all of the benefits of the office, while reducing the sense of isolation for those who suffer from it, while creating a sense of routine while creating a collaborative space for workers.

Mark Dixon, founder and CEO of International Workplace Group, said some people perform best in a strictly work place.

“Some people can work from home, and they’re good and very disciplined. Others do much better in an office. Maybe at home there are too many interruptions. Personally, I like going to an office because if I don’t, I’ll be working day and night. Being able to leave the office is an important mental break, ”Dixon told the BBC.

In a hybrid working model and / or in a coworking space, employees who need the peace of mind to concentrate or who thrive in an office environment may have the choice of working where and when they are most productive.

What will happen to people’s work schedules as the pandemic ends?

The vast majority of employers have in fact yet to release any plans for the post-pandemic workplace, but it is clear that workers greatly value flexibility.

More than half (54%) of employees surveyed globally would consider leaving their jobs after the pandemic if they do not have flexibility in where and when they work.

Despite the overwhelming recognition of the importance of flexible working, an EY survey found that 35% of employers polled want all of their employees to return to the office full-time after the pandemic.

The plans to return to the office have been named “The Great Wait”. At the end of August, 66% of organizations were delaying reopening offices due to COVID variants. It’s not clear whether full-time work from the office will be the norm again, but most workers don’t want it to be.

What would be best for most office workers (and what’s most likely to happen for many of them) is something between old-fashioned office work and digital nomadism. Most companies are still deciding exactly what their post-pandemic workspaces will look like.

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How does remote working affect career progression in tech? https://work-fromhomee.com/how-does-remote-working-affect-career-progression-in-tech/ https://work-fromhomee.com/how-does-remote-working-affect-career-progression-in-tech/#respond Wed, 20 Oct 2021 07:16:10 +0000 https://work-fromhomee.com/how-does-remote-working-affect-career-progression-in-tech/ James Milligan of Hays explores how remote working and digitization could affect the careers of tech professionals. Remote working and digitization both exploded during the pandemic, with the adoption of new technologies surging several years in just a few months. This has created a boom in demand within the tech industry for particular skills. There […]]]>

James Milligan of Hays explores how remote working and digitization could affect the careers of tech professionals.

Remote working and digitization both exploded during the pandemic, with the adoption of new technologies surging several years in just a few months.

This has created a boom in demand within the tech industry for particular skills. There is currently a huge need for expertise in cloud and infrastructure, cybersecurity, data science and change management, to name a few.

But, to build the right tech workforce for our future remote and hybrid world of work, employers need to ensure that their employees have access to the personal and professional development they need, no matter where they are. where they work.

Don’t let the growth of tech talent slow down

Tech workers fear advancing their careers while working from home, with women in tech particularly affected. Hays research found that more than a third (39%) of the tech workforce surveyed said they believed flexible working limited career development, but this belief varied widely depending on their position. seniority level in the industry.

James Hallahan, director of Hays Technology UK and Ireland, said when it comes to the impact of flexible working on career progression, there is a “pretty stark disparity” between the most senior staff. old and newer.

Manager-level professionals, for example, are the least likely to think flexible working limits their career progression (70%) – perhaps because they have already built a successful career and have strong networks. . In contrast, just over half of technology graduates are concerned about the effect on their careers.

To overcome this, organizations must prioritize the personal and professional development of all their staff, from juniors to seniors. There are many ways to do this, from online learning to matchmaking programs and professional qualifications.

Focus on early career development

MIT Sloan Management Review reports that working remotely actually improves early career employee confidence by 80%. In addition, it allows geographically distant colleagues to connect and leaders to rotate staff between different departments to help early career employees learn on the job and share knowledge.

This then helps them understand what interests them most, which will allow them to progress faster.

However, other research reveals that a lack of mentoring and training due to remote working can affect staff, with just 18% of bosses surveyed scheduling weekly one-on-one meetings during the pandemic, for example. .

This type of regular telecommuting contact is essential for first-time buyers, especially when they don’t have the opportunity to learn by osmosis as they would when working alongside more experienced colleagues in an office.

So make sure you maintain the support and development of your staff, especially your early career employees, even when working remotely.

Click here for more on the Hays Technology Blog.

What employers can do

To tackle the complex issue of remote staff career progression, e-learning initiatives have grown in popularity, with technology companies creating a range of training opportunities for staff, using both distance and classroom resources. Here are a few examples that highlight some potential options for your business:

Invest in training all your staff, not just technicians

With the advancement of digitization, many non-tech workers may need to move into more tech-oriented roles in the future. It is important to provide training for both these workers and your current tech workforce.

Amazon, for example, has pledged $ 700 million for skills upgrading and training in multiple departments as part of its Upskilling 2025 initiative. This includes the introduction of a machine learning university to help workers technology to develop their machine learning skills.

Customize your learning platforms according to the individual

Everyone learns in different ways. While some people prefer online lessons, others may want to sit in a classroom. In addition, everyone’s learning pace differs. It is therefore important to personalize your learning initiatives to give everyone the best chance for success.

Mastercard, for example, launched its Degreed learning platform to deliver personalized learning experiences and help staff access the right resources for their career progression. Launched in 2016, the platform has grown steadily during the pandemic and recently achieved 96% engagement levels with staff.

Explore state-of-the-art learning tools

VR, or “v-learning,” for example, is gaining popularity in the tech industry. This tool can create virtual learning environments that allow training and development programs to be delivered in an immersive way.

In fact, a PwC study on the use of VR in soft skills training found that VR-trained learners were 275% more confident to act on what they learned after training, which represented a 40% improvement over similar classroom training and a 35% improvement over e-learning methods.

Career development is more important than ever

Thanks to the rise of remote work, the ownership of the career now belongs to the individual. But in the competitive and dynamic world of technology, organizations need to help every staff member thrive and develop the right skills for the future.

With the advancement of digitization and the growing lack of digital skills, there has never been a more important time for technology leaders to help their teams grow their careers the right way, whether they are working remotely. or not.

Through James milligan

James Milligan is the global chief technology officer at Hays. A version of this article originally appeared on the Hays Tech Blog.

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Before you quit your job, start by following these 7 steps https://work-fromhomee.com/before-you-quit-your-job-start-by-following-these-7-steps/ https://work-fromhomee.com/before-you-quit-your-job-start-by-following-these-7-steps/#respond Mon, 18 Oct 2021 23:31:00 +0000 https://work-fromhomee.com/before-you-quit-your-job-start-by-following-these-7-steps/ Many workers are at a crossroads. To give up or not to give up? getty Record numbers of workers quit their jobs because they are unhappy, fueling the “The Great Resignation” campaign. According to the Bureau of Labor Statistics, 4.3 million employees left their jobs in August. “With the pandemic emphasizing the fragility of life, […]]]>

Record numbers of workers quit their jobs because they are unhappy, fueling the “The Great Resignation” campaign. According to the Bureau of Labor Statistics, 4.3 million employees left their jobs in August. “With the pandemic emphasizing the fragility of life, many are asking, ‘Is this really how I want to spend my life? “” said Michelle Wax, founder of the American Happiness Project. American workers are looking for higher wages, better working and living conditions and more flexible working hours.

American workers want new rules of engagement

“We are no longer in a crazy period. We live in a new era, which calls for new rules of engagement to attract talent, especially when recruiters and employers struggle to fill positions, ”said Keith MacKenzie, Head of Content Strategy at Workable . “It is now incumbent on employers to really step up their talent attraction game and relax the requirements for a position. There’s a huge way to get there: finding and hiring these top prospects and developing them when they’re with you.

TalentLMS, backed by Epignosis and Workable, surveyed 1,200 U.S. workers and found that 72% of tech workers plan to quit their jobs within the next 12 months. For the vast majority of those exploring other employment opportunities, workplace changes caused by Covid-19 have caused them to think more about quitting (78%). The main reasons for considering a job change, other than salary and benefits, are limited career progression (41%), lack of flexibility in working hours (40%), followed by a work environment. toxic work (39%). Lack of learning and development opportunities (32%) and remote working options (30%) are the main reasons that keep tech workers away.

The survey reveals a deep overall desire for skills development, lifelong learning and professional growth, as 91% of tech workers say they want more training opportunities from their employers. When it comes to technologies that will ensure the sustainability of employees in the workforce, machine learning and artificial intelligence (AI) were the top choice (66%), followed by cloud native development (49%) and blockchain (46%). “The realization that remote working is a viable alternative for tech / IT workers has created many employment options that are no longer geographically limited,” said Periklis Venakis, CTO of Epignosis, who sees “ The great resignation ”as a direct result of the pandemic. . “With the need for highly skilled IT professionals at an all-time high, Epignosis and Workable survey shows tech workers increasingly see learning and development as a top career priority . ”

7 steps to follow before jumping the ship

You spend more time at your job – up to a third of your days according to some sources – than any other place on earth. And if you are unhappy, it can have a huge impact on your entire life. Of course, all jobs have drawbacks. But if you are an unhappy worker most of the time, you are an unproductive worker most of the time. It does not benefit you or the business. So what are you doing? First of all, experts warn employees to catch their breath and take a step back before you leave the ship too quickly to make sure you’ve given it a good thought. You can’t fire your boss. You can’t take over the business and restructure it, but there are a number of other steps you can take.

  1. Make a rational decision. The worst step is to impulsively leave your current position without thinking about it. You don’t want to trade one problem for another. Make sure the emotions aren’t overwhelming your rational decision and take time to think things through. According to Michelle Wax, “It is important to determine whether quitting your job will actually solve your problem or if it is just a temporary solution that will happen again in the future. It’s also important to take stock of what you currently enjoy and what you would like to spend your days doing in a perfect world, ”said Wax.
  2. Schedule a meeting with your boss. If your work is intolerable, use it as a topic of discussion when you meet with your manager. Without complaining, talk about your concerns. Make sure your boss understands your perspective, the importance of your personal life, and your expectations for the demands of the job. Ask if there is another way to divide the workload. Align your goals with those of the business and work with your boss to prioritize projects. Learn about the company’s expectations and find out exactly what performance goals you need to meet to receive a great review.
  3. Ask for a raise. According to Dr. Ebbie Parsons, founder of Yardstick Management, suggests asking for a raise. “When it comes to asking for a raise, it’s best to approach your manager openly, backing your request with real facts, action-oriented measures and milestones,” said Parsons. “If for some reason you feel that you are being paid unfairly and that is the reason why you are considering leaving your job, the best thing to do is to set up a meeting with a human resources manager in your area. company to discuss your concerns and what to do with them. can do to ensure better equality. Additionally, you should consider asking for a higher percentage to match your 401K, as it shows your employer that you are thinking long term, which is a win-win for you and for them.
  4. Application for work from home. “If you are planning to quit your job, you should consider asking to work from home a certain number of days a week,” Parsons adds. “This will allow you to schedule your meetings on the days you are on the job, freeing up longer periods of time to focus on important projects and tasks. Having more focused and dedicated time is also an important factor to express with senior management.
  5. Perform a stress audit to identify your dissatisfaction. What exactly makes you dissatisfied with your job? Is this the boss from hell? Boredom with tedious work? Not enough money? Long hours? Heavy workload? According to Michelle Wax, putting a pen on paper allows all the thoughts to come out of your head, and it’s easier for your mind to process and make a rational decision. “A stress audit is pretty straightforward but requires being completely honest with yourself,” she said. “It can be difficult to do, especially when you’ve been in a position or business for a while and have a connection to the people and the work you do there,” Wax adds. “When doing your own stress audit, don’t filter out or ignore any gut reactions or thoughts that arise. Once you can isolate the factors exactly, decide if you can correct them. If not, it might be time to start exploring other options that better match your personality.
  6. Give yourself the power. “If you depend on others and on external circumstances to determine your level of happiness, that will always be a moving target,” says Michelle Wax. “Increasing inner happiness begins with deciding that you are in control of your happiness, not others. »Avoid seeing yourself as a victim of your work and remember that this does not happen to you; you make that happen, in which case you can also make that not happen. Reminding yourself that you are the master, not the slave, empowers you and makes the days more tolerable until you find a more meaningful career.
  7. Contact your colleagues for help. If you think your situation is unbearable and unfair, contact your coworkers to see if they are experiencing a similar situation and ask them how they are handling it. If coworkers are also running out of steam, consider organizing support group meetings to deal with intolerable work situations. Whenever possible, use your employer as a resource, including them in meetings to find constructive solutions to stress-related issues.

The good news is that more and more companies are starting to realize that stress at work is a major health and safety issue and that having healthy employees is to their advantage. Happy employees are productive employees. Large companies are finding unique ways to support employees and reduce stress in work environments: paid paternity leave, remote and hybrid work, job sharing, flexible hours and on-site stress reduction courses. Workers do well when management communicates praise and encouragement, is clear about workplace expectations, and provides the tools employees need to feel challenged.

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Why companies should consider a four-day work week https://work-fromhomee.com/why-companies-should-consider-a-four-day-work-week/ https://work-fromhomee.com/why-companies-should-consider-a-four-day-work-week/#respond Sun, 17 Oct 2021 21:00:00 +0000 https://work-fromhomee.com/why-companies-should-consider-a-four-day-work-week/ There are many compelling reasons why businesses should consider a four-day work week. getty Has the company finally passed the 40-hour week? A study by the SimpleTexting team says yes. In this survey of more than 1,000 Americans, nine in ten people think the five-day workweek is outdated. Not only that, but nearly 80% of […]]]>

Has the company finally passed the 40-hour week? A study by the SimpleTexting team says yes. In this survey of more than 1,000 Americans, nine in ten people think the five-day workweek is outdated. Not only that, but nearly 80% of those polled say the pandemic has increased their desire for a four-day work week. And an overwhelming 98% believe it would improve their mental health.

As a result, some companies are testing the concept. In June, the crowdfunding platform Kickstarter announced a four-day pilot work week starting in 2022. “Kickstarter has a habit of thinking thoughtfully about how we design our workplace. As we build a flexible future, we see the four-day workweek test as a continuation of that spirit and intention, ”said Kickstarter CEO Aziz Hasan. Other companies like Unilever and Shake Shack are also experimenting with the idea. And then there are countries like Spain, which became the first country to test a four-day work week. As we enter a post-pandemic world, here are some compelling reasons why businesses should consider a four-day workweek.

Reduces overheads and other costs

From a financial perspective, research indicates that moving to a four-day work week can reduce overhead and other costs. Companies immediately eliminate a percentage of variable overheads like electricity and energy consumption. For example, in Microsoft Japan’s trial, electricity costs fell 23%. In addition, employees use less office supplies and equipment such as printers and copiers depreciate more slowly. Fewer working days also means less frequent janitorial services. And if you factor in the daily perks that many businesses give their employees like free snacks or lunches, the cost savings increase even more.

Help attract and retain talent

This proposed new way of working can help solve one of the main issues employers face: employee turnover. Especially since 3 in 4 respondents polled by SimpleTexting said they would consider quitting their current job if offered a position to work a four-day week. Additionally, a recent Gallup report estimated that Millennium Turnover costs the US economy $ 30.5 billion annually. According to the same report, Millennials put work-life balance at the top of their priority list when considering employment options. For this reason, a schedule that allows for one extra day off work per week can be attractive to workers. And the findings from the University of Reading support this theory. In that report, around 63% of UK employers said a four-day work week helps attract and retain talent.

Increase employee productivity and well-being

In 2019, Microsoft Japan tested reducing the workweek to one day, which resulted in a 40% increase in productivity. Not only that, but Andrew Barnes, founder of New Zealand-based Perpetual Garden, tried the same thing. Ultimately, his employees were happier and more productive. This is because they are working smarter, not harder. Icelandic researchers also found that a four-day work week without a pay cut improved workers’ well-being and productivity. For four years, the researchers followed 2,500 employees who reduced their workweek to 35 to 36 hours. They found that “the well-being of workers has increased dramatically across a range of indicators, from perceived stress and burnout to health and work-life balance.” At the same time, employee productivity has remained the same or improved.

While the five-day, 40-hour workweek is a nearly century-old tradition, the model is seriously outdated. Employees should be measured in terms of output, not hours. Will the four-day week become the future of work? It’s only when companies finally realize that it can benefit both employees and the bottom line. A real win-win.

Wondering if it’s finally time to change jobs or careers? Take my free 60-second career quiz and find out!

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COVID-19 is forcing video game companies to rethink remote working https://work-fromhomee.com/covid-19-is-forcing-video-game-companies-to-rethink-remote-working/ https://work-fromhomee.com/covid-19-is-forcing-video-game-companies-to-rethink-remote-working/#respond Sat, 16 Oct 2021 01:25:39 +0000 https://work-fromhomee.com/covid-19-is-forcing-video-game-companies-to-rethink-remote-working/ Jordan Lemos, video game writer, has lived in three different cities for the past five years. He moved from Los Angeles to Quebec City to Seattle – working on blockbusters like Assassin’s Creed Odyssey and Ghost of Tsushima – because the jobs demanded it. So when he was looking for a new job last year, […]]]>

Jordan Lemos, video game writer, has lived in three different cities for the past five years. He moved from Los Angeles to Quebec City to Seattle – working on blockbusters like Assassin’s Creed Odyssey and Ghost of Tsushima – because the jobs demanded it. So when he was looking for a new job last year, he told potential employers he wasn’t going to do it anymore. He would only work remotely.

Several big game companies were quick to say no when they heard his ultimatum. But Aspyr Media Inc., the Austin, Texas-based developer behind the highly anticipated Star Wars Knights of the Old Republic remake, agreed to the arrangement, offering a contract that will allow Lemos to work. from his apartment in Seattle even after the pandemic was over.

“Personally, any negatives that may exist from remote work are negligible compared to the massive amount of positives,” Lemos said. Game studios that refuse to be flexible will have to “see how many great talent they are missing by forcing people to completely uproot their lives,” he said.

Like many industries, especially in the creative and entertainment fields, video game production had a strong office culture before the pandemic, where artists, writers, and engineers collaborated in person to produce visually stunning content. The hours were often long and the lifestyle exhausting. People have complained, but that hasn’t changed much. Then the coronavirus-induced lockdowns forced an overhaul of the video game industry, which is slowly conceding that a lifestyle long considered sacrosanct could see some benefits with the change.

The pandemic initially hampered video game production significantly, with developers struggling to get used to substandard equipment and late VPNs at home, causing widespread delays in releases. But companies have adapted, buying new computers and improving their infrastructure so that creatives and programmers can transfer large files faster. Today, many video game makers say they are as productive as they were before the March 2020 global shutdown, even those who have yet to return to their desks.

Studies have shown that once companies can properly support their production pipelines, remote working makes people even more efficient.

With proof of success and the release of several highly publicized games this year, employees accustomed to the comfort of their home are now asking their companies to rethink traditional postures. Some say remote working has boosted morale and led to a healthier work-life balance, which has prompted game studios to be more flexible.

A survey this summer by the International Game Developers Association showed that more than half of developers said their employers would continue to offer some sort of work-from-home option, a reality that seemed unthinkable just two years ago. years.

The video game industry is unique in that it does not have a central hub like Hollywood or Silicon Valley. The big game companies are spread all over the world, from Canada to Japan to France, which has forced many developers like Lemos to relocate whenever they are made redundant or their contracts with a studio expire. A 2019 survey showed that gaming workers had an average of 2.2 employers in five years. The cycle has led to burnout, with many developers getting fed up with packing boxes and pulling their kids out of school every time they find a new job.

“There is only a limited number of moves you can do before you hit your limit,” Lemos said. “Keeping top executives in this industry is tough enough due to factors such as crunch and burnout. The last thing we need is more reasons for people to leave him. “

Many game companies are still finalizing their remote work plans after the pandemic. Some, like the French Ubisoft Entertainment SA, have adopted hybrid schedules, in which the majority of employees still have to go to the office at least part of the time, but are allowed to work from home two or three days a week, a routine which is likely to persist after the pandemic. But a growing number of big game studios are doing what was once thought to be impossible: hire people anywhere, without expecting them to come back to the office on a regular basis.

One of the biggest developers to make such a change is Insomniac Games from Sony Group Corp., based in Burbank, Calif., Which has hired dozens of employees remotely and has allowed most employees to work for almost. any state, according to two familiar people. with operations at the studio which asked not to be identified while discussing information about private companies. Mary Kenney, writer at Insomniac, was approved to work remotely and moved to Chicago earlier this year. She wrote on Twitter that the video game industry would be able to attract and retain so much more talent “if people didn’t have to uproot their lives and families for every new project / studio.”

Other companies, such as Los Angeles-based Respawn Entertainment, are asking each of their gaming teams to decide what best fits their approach, according to two people familiar with the studio. Some staff at Respawn, which is owned by Electronic Arts Inc., plan to work from home all the time. Others have already moved to new cities, such as Ryan Rigney, the communications director who said earlier this year he had received “full approval to work remotely” and moved from LA to Texas. EA did not respond to a request for comment.

French games company Dontnod Entertainment, which also has offices in Canada, said last month it offered permanent remote work to all of its 250 employees.

In an interview, CEO Oskar Guilbert said the company had learned positive lessons from the pandemic that prompted it to change its stance on office work. “We were able to ship two sets during the pandemic,” Guilbert said. “So we thought, ‘OK, this is working. Let’s try to continue like this. Looks like it’s a good balance between people’s personal and professional lives. ‘ “

Guilbert said 65% of Dontnod employees choose to work remotely in the future, and even those who stay primarily in the office will be able to work from home one or two days a week. “It makes the employees, I think, really happier,” he said. “It’s really important. If someone is happier, they are really effective.

Owlchemy Labs, a small Google-owned studio that makes virtual reality games like Vacation Simulator, also recently announced that it is switching to permanent remote work. COO Andrew Eiche said employees have benefited from not always having to come to the office and that “our results and the quality of our work have remained very high”. and exciting talent across the United States and Canada, ”he wrote in an email.

But not everyone wants to work from home. Some game developers have said they feel less productive when working from their bedrooms or kitchens, especially when surrounded by distractions such as pets and children. Others said they missed the social and creative benefits that come with working together in person.

Tina Sanchez, lead producer at new Los Angeles-based independent studio Gravity Well, said she enjoys going to the office one or two days a week to meet with her colleagues.

“There are times when I want to collaborate with my colleagues and we plan to be in the office at the same time,” she said. “What’s great is that we schedule meetings based on the quality of traffic in LA. “

Renee Gittins, executive director of the International Game Developers Association, said some companies won’t be switching to remote working anytime soon. She said she recently spoke to the management of a large video game studio who said this required office presence for most creative and executive roles and that he “hoped that a strong presence at the office after the end of the pandemic would attract potential employees. ”She declined to identify the studio.

Game developers who have joined businesses remotely “often don’t feel completely connected with their teams,” Gittins said. But the benefits, such as cutting commute time and being able to move to cheaper cities, have been tangible for many workers, she added.

“There are pros and cons to both remote working and the need for office support,” Gittens said. “I suspect that we will see a lot of studios providing support for remote work opportunities and many smaller studios will switch to working entirely remotely to save office space costs.”

Some game companies are taking a wait-and-see approach, such as hiring developers in other cities, and leaving ambiguity as to whether they will eventually have to relocate. And sometimes government oversight complicates plans.

In Quebec, which has attracted thousands of game developers by offering generous tax credits to companies that hire employees in the province, this means that publishers like Ubisoft must meet certain staffing thresholds in order to continue to enjoy the benefits. . But remote workers wouldn’t factor into those totals, making it harder for Montreal-based game studios to be so flexible.

Activision Blizzard Inc., America’s largest video game publisher, allows its individual divisions to make decisions on a case-by-case basis. A spokesperson said the company will offer either a full-time office arrangement, a full-time remote arrangement or a hybrid approach, depending on the employee and the team. “We have a range of options which we believe provide flexibility for our employees,” said the spokesperson.

The company may present a plethora of choices, but it also clearly states its preference. Activision recently emailed employees reviewing their immunization status and saying they hoped to “fully return to our offices by January 3, 2022”.

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New paths towards the end of life: rethinking work and retirement later in life https://work-fromhomee.com/new-paths-towards-the-end-of-life-rethinking-work-and-retirement-later-in-life/ https://work-fromhomee.com/new-paths-towards-the-end-of-life-rethinking-work-and-retirement-later-in-life/#respond Fri, 15 Oct 2021 09:30:22 +0000 https://work-fromhomee.com/new-paths-towards-the-end-of-life-rethinking-work-and-retirement-later-in-life/ In March 2020, for many Americans and older workers in particular, what it meant to go to work changed in an instant. As some workers moved from their desks to their homes, others had to go to work and face significant health risks every day. Older Americans faced greater health risks than younger adults, leaving […]]]>

In March 2020, for many Americans and older workers in particular, what it meant to go to work changed in an instant. As some workers moved from their desks to their homes, others had to go to work and face significant health risks every day. Older Americans faced greater health risks than younger adults, leaving many to feel they needed to take time off work temporarily or permanently, a trade-off between protecting their health despite a financial need to work. . Others have chosen to retire earlier than expected without a clear plan for this new phase in their lives. Since older workers who lose their jobs face much longer spells of unemployment before being re-employed if they wish to work, older workers are likely to lead the way in remaking what our lifestyles are like in the past. post-COVID-19 work.

It will be years before we can look back at the pandemic and fully assess how our working lives changed in March 2020. However, the Great Recession that shook the world in the final months of 2007 paved the way for the how we define work and retirement journeys today. For example, the odd-job economy has become a way for ordinary people to work without the structure of a typical job, and the freedom to choose when and how much to work. It has also led to an accelerated decline in retirement savings, leaving more people without the means to leave their jobs for good despite the traditional retirement age. How have these and other structural changes shaped career paths in later career stages?

My colleagues and I have identified the most prominent work and retirement patterns from 2008 to 2014 among older American workers who quit their full-time jobs in 2008. Our research showed:

  • More than half (58%) of those who left their full-time job in 2008 returned to work for some time.
    • 9% made the transition to part-time work only to return to a less intense full-time job and remained employed full time for a number of years.
    • 10% switched to part-time work and continued to reduce their commitment to work over time until they eventually quit work.
  • However, most of the individuals identified themselves as retired but continued to work to some extent.
    • 14% moved to jobs of less than 20 hours per week on average and remained part-time for an extended period,
    • 25% switched to part-time work and reduced their working hours each year until they completely withdraw from the workforce.

While it is not known whether these post-Great Recession work patterns will persist in a post-COVID-19 world, there is good reason to expect that most older workers will continue to work. paid work for many years after the traditional retirement age. . In fact, older workers report a preference for the transition to less intensive paid work before retirement rather than a sudden departure. The problem is that we have not developed a clear infrastructure for these kinds of professional transitions, so older workers have had to replenish post-retirement employment opportunities themselves. Although there are more options than before, most older workers are unable to phase out full-time jobs, and part-time work rarely includes much-needed benefits like health insurance and social security contributions. employers’ counterpart on retirement savings accounts. . Older workers also face the challenge of having a higher likelihood of facing family care needs, and many employers do not offer jobs that give workers the flexibility to perform their jobs while taking care of their loved ones.

While a post-COVID-19 world may push employers to take a fresh look at career models that include part-time work and flexible work options that allow older workers to stay employed, we need more intentional federal policies that encourage employers to create full-time work options that support career paths. For example, a new optional federal retirement savings program could be created for non-full-time workers, and optional early access to health insurance could be provided to part-time workers aged 50 and over. Such programs can lead to new working lifestyles that match not only the preferences and needs of older workers, but also those in other phases of life that need or prefer non-full-time career paths for them. allowing to obtain advantages, a potential for upward mobility and meaningful and stimulating work.

October is National Retirement Security Month, a time to reassess what retirement means in a post-pandemic world. All over the world, the average age of the population is increasing. With a decline in the number of younger and working-age people in the United States, postponing retirement as a way to retain the talents of older workers will become increasingly critical. Cultivating meaningful alternative forms of work and retirement has the potential to ensure that older workers are valued as important ingredients in a vibrant economy and culture. As we move into a post-pandemic society, the time has come to rethink the structures that differentiate between work and retirement so that we can be more inclusive and flexible to meet the needs and preferences of all workers.

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Outdated attitudes risk widening inequalities https://work-fromhomee.com/outdated-attitudes-risk-widening-inequalities/ https://work-fromhomee.com/outdated-attitudes-risk-widening-inequalities/#respond Wed, 13 Oct 2021 23:35:00 +0000 https://work-fromhomee.com/outdated-attitudes-risk-widening-inequalities/ video: Employers could reverse progress made over the past 18 months and worsen inequalities in the workplace if organizations fail to overcome deeply ingrained perceptions of ‘office culture’, warns new research from the Work Foundation. seen Following Credit: Lancaster Credit University School of Management Employers could reverse the progress made over the past 18 months […]]]>

video: Employers could reverse progress made over the past 18 months and worsen inequalities in the workplace if organizations fail to overcome deeply ingrained perceptions of ‘office culture’, warns new research from the Work Foundation.
seen Following

Credit: Lancaster Credit University School of Management

Employers could reverse the progress made over the past 18 months and worsen inequalities in the workplace if organizations fail to override deeply ingrained perceptions of “office culture,” a leading think tank warned.

New research, conducted by the Work Foundation and the Chartered Management Institute, reveals that ‘traditional’ views of the workplace are still relevant today, with managers expecting access to large projects and networks of workers. work decreases with remote or hybrid work, and exacerbates existing inequalities in the workplace.

The results also suggest that women are less comfortable than men in discussing a remote work request with their manager, and less likely than men to think their organization includes remote workers.

The new data, derived from surveys of 964 managers from the Chartered Management Institute, 1,000 UK workers and interviews with organizations representing women, people with disabilities and people with parental or family responsibilities in the workplace , also reveal that more than half of managers currently have the power to decide which employees can work remotely (55%), when staff should be present in the office (63%), working time during the day (53%) and staff responsiveness expectations (53%).

However, one in five employees (20%) whose supervisors make the decision for them is not satisfied with the way they work. More worryingly, only 59% of workers whose supervisor has formal decision-making powers over remote work requests are comfortable asking to work remotely.

While remote working and other forms of flexible working may be essential in enabling some to manage their work alongside their own well-being or family responsibilities, the researchers say the study reveals outdated attitudes that could exacerbate existing inequalities in the workplace.

Research findings indicate that workers with disabilities, workers, parents and caregivers may face particular challenges when working remotely, due to the isolation of the office and the potential lack of job opportunities. learning and development.

Ben Harrison, director of the Work Foundation, said: “The results of our survey suggest that attitudes surrounding remote or flexible working may be stuck in the pre-pandemic world, rather than truly seizing the opportunities that a whole new hybrid working model might present, which is alarming.

“There is a real risk that the ‘office culture’ is so ingrained that even organizations that seek flexible or hybrid arrangements could end up introducing inequalities between those who work primarily on site and those who work remotely. This would jeopardize the opportunities that hybrid work could bring to so many people – especially parents, caregivers and disabled workers – who have benefited from increased flexibility since 2020. ”

Ann Francke, CEO of the Chartered Management Institute, said: “This research highlights a real mismatch in attitudes towards hybrid work between some managers and their teams and it seems that some managers need to wake up and smell the coffee. Managers must take into account the new reality of employees wishing to work more flexibly, they must support it, express their support and ensure that remote workers are not disadvantaged, especially given the increased competition for them. talent employers.

“We have seen during the pandemic how greater flexibility in working practices can increase productivity, help everyone’s work-life balance and the well-being of workers.

“Engaging with employees to understand and then implement best-fit work practices is a great example of good management. Managers will have happier, more productive, and more loyal teams – and a healthier business – as a result. ”

In the ‘Making the hybrid inclusive: key priorities for decision makers report (published today, Thursday 14 October), the Labor Foundation calls on the Government to:

  • Develop an employer campaign and accreditation program to promote flexible and inclusive work practices. This should include strategies for consulting and engaging with staff on how time is spent on site, training managers to manage a hybrid workforce, and introducing measures such as an organizational policy of “right to disconnect”. Employer case studies should be used to promote innovative practices by ensuring that organizational changes are inclusive for different groups of workers.
  • Require large employers to share information about their flexible working approach and progress to drive adoption across their organization. Employers with more than 250 employees should be required to publish their flexible and hybrid working policies externally, monitor the adoption of flexible working practices within their organization in different groups of workers and regularly publish this data. as well as action plans to promote improvement.
  • Support the development of management capacities by providing inclusive hybrid work. For example, modules on equality, diversity and inclusion could be added to the Help to Grow: Management program, to ensure that managers and leaders are trained on how to create and foster inclusive work environments. .
  • Make flexible work the default position for all employees, with flexible options included in all job postings, unless the employers have a valid business reason for an exemption. The range of reasons given by employers for refusing to make work more flexible should be narrowed down; and workers already in place should be sufficiently supported to appeal decisions without fear of retaliation.
  • Prioritize inclusive employers in funding and procurement exercises, by requiring organizations with more than 50 employees and turnover above £ 10million to produce an up-to-date hybrid and flexible work strategy and action plan that prioritizes inclusion in the framework the demand for any public procurement or government grants.

In ‘Making the Hybrid Inclusive – A Guide for Employers published today alongside the report, the Fondation du Travail calls on managers and directors to:

  • Consult with staff to develop a flexible and remote working approach. Consultation should be an ongoing exercise aimed at developing an in-depth understanding of employees and the types of responsibilities and pressures they face that impact their work. This will help managers and leaders better adjust conditions to help workers be more productive.
  • Experiment and engage with staff to find an approach that works. When a shift to hybrid work involves some degree of experimentation, it’s important that employers check in regularly and be responsive to employee feedback. This can include having an open dialogue with employees around contact hours, disconnecting from work and making better use of the workplace.
  • Consider introducing an organizational policy on the “Right to Disconnect”, aimed at establishing a shared approach to workplace communications that helps workers disengage completely from work outside of core hours and during holidays in a way that promotes well-being and productivity.
  • Be a role model. When managers and leaders support remote working and mimic this behavior, it makes workers much more comfortable requesting access to this form of flexible working.
  • Increase the use of flexible working arrangements among men, which would help to integrate flexible working into the work culture, reduce misconceptions and associated career penalties, and could lead to significant progress towards achieving equality at work.
  • Make sure managers are properly trained and prepared to manage hybrid teams and a hybrid work model. This could include a focus on the ability to support the performance and well-being of workers who work remotely, effective communication, and appropriate use of technology to support collaboration.
  • Develop action plans around hybrid and remote work that prioritize diversity and inclusion, and publicize your hybrid work goals and policies to foster greater transparency and provide a leading example for other organizations. This could include monitoring the uptake of flexible working among staff based on characteristics such as gender, age, disability, sexuality and gender identity, and developing mechanisms to integrate flexibility into the workforce. working arrangements

Disclaimer: AAAS and EurekAlert! are not responsible for the accuracy of any press releases posted on EurekAlert! by contributing institutions or for the use of any information via the EurekAlert system.

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Notice: Want to work from home? Here’s how to get your boss to agree. https://work-fromhomee.com/notice-want-to-work-from-home-heres-how-to-get-your-boss-to-agree/ https://work-fromhomee.com/notice-want-to-work-from-home-heres-how-to-get-your-boss-to-agree/#respond Tue, 12 Oct 2021 22:59:26 +0000 https://work-fromhomee.com/notice-want-to-work-from-home-heres-how-to-get-your-boss-to-agree/ Pilgrim is Market Director and Jobs Expert at global talent management solutions company Robert Half. She lives in La Jolla. One of the most significant changes for workers during the pandemic was the ability to work from home, which for many years was reserved for top executives or top performers in the company. As a […]]]>

Pilgrim is Market Director and Jobs Expert at global talent management solutions company Robert Half. She lives in La Jolla.

One of the most significant changes for workers during the pandemic was the ability to work from home, which for many years was reserved for top executives or top performers in the company. As a result, workers at all levels were given the opportunity to work from home. Businesses and employees alike have realized that remote work can be done and is efficient. But what is the future of hybrid or remote work?

While many U.S. professionals have embraced hybrid work arrangements, our recent study found that a majority of companies anticipate a full return to the office once the pandemic is over. According to an August survey by our talent solutions company, Robert Half, of more than 2,800 senior executives, 71% of employers said they will require their teams to be on-site full-time after the restrictions. related to COVID-19 will be completely lifted. Much less (16%) will allow employees to follow a hybrid schedule, where they can split the time between the office and another location. Even fewer (12%) will give staff complete freedom to choose where to work. In San Diego, 67% of employers said they would require workers to return to the office full-time after the restrictions were lifted and only 16% said they would allow hybrid hours; 15 percent said they would let each employee decide.

What employers need to know in today’s talent-driven market is that workers can walk if they have to return to the office full-time. There is a big disconnect between what managers prefer and what employees expect, and companies need to put their employees first and look to the future. That being said, while our data shows employers expect to return to the office, a good number of companies in San Diego offer long-term hybrid models, and they are the ones that attract the best talent. If businesses want to attract the best, they need flexibility.

Employees have options in today’s tight job market, and there has never been a better time to negotiate remote work capabilities.

Before negotiating flexible work, make your current home work schedule count as an efficient and productive schedule for the business. Communicate more from the remote environment you are currently in. Be a tech champion too. Learn as much as you can about data sharing and collaboration applications. Ask for help learning the tech tools to make sure you are connected as much as possible virtually.

Here are some tips on how to best position yourself for these conversations with your manager.

Time well. Depending on your situation, you may be able to wait for an upcoming performance review or a regular one-on-one with your boss to bring up the topic. But if you can’t wait, schedule a specific time with your boss to discuss it.

Explain the benefits to the business using recent history. While there are many ways that a hybrid schedule will benefit you, it is much more effective to explain how your hybrid schedule can benefit your employer. It can be even more convincing if you use remote work statistics and how you have successfully helped the business grow while working remotely. Save your explanations.

Be specific. Make your request as specific as possible. For example, if you say, “I want to work from home a few days a week,” your manager might think that one day a week is enough. Instead, give a specific schedule and explain why you chose these days and discuss how this will help the business and your productivity.

Prepare your talking points. It doesn’t have to be as formal as a set of slides, but it can be if you like. Take a few notes to help you remember what you want to say. Be clear on how your hybrid schedule will help your boss, the team, and the business.

Practice in advance. Ask a trusted colleague or family member to listen to your outline and presentation. Seek honest feedback on your ideas. Are you specific enough? Do you save your request with data? Do you speak with confidence?

Focus on communication and accountability. Your ability to communicate and work effectively with your teammates will be critical to your success.

Offer a try. Your manager may be a little reluctant to try a hybrid work plan for a variety of reasons. If you feel resistance, offer a trial run to test things out. Work with your manager to establish concrete goals and objectives that can measure your productivity and performance.

Providing flexibility to employees is an inexpensive way to create a positive company culture and employee experience, which is essential to recruiting and retaining top talent today.

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Advancing gender equity as you emerge from the pandemic https://work-fromhomee.com/advancing-gender-equity-as-you-emerge-from-the-pandemic/ https://work-fromhomee.com/advancing-gender-equity-as-you-emerge-from-the-pandemic/#respond Mon, 11 Oct 2021 13:36:00 +0000 https://work-fromhomee.com/advancing-gender-equity-as-you-emerge-from-the-pandemic/ By January 2021, nearly 3 million women had left the labor market. The “Shecession” naturally led many to focus on recovering the levels of engagement of women before the pandemic in the workforce. But why settle for just to resume what did you already have when your organization can do more? Why not use the […]]]>

By January 2021, nearly 3 million women had left the labor market. The “Shecession” naturally led many to focus on recovering the levels of engagement of women before the pandemic in the workforce. But why settle for just to resume what did you already have when your organization can do more? Why not use the efficiency of remote working and the priorities of talented women seeking employment to reset your company’s gender diversity and inclusion at all levels of management? The authors suggest three ways to do this. First, challenge normative gender assumptions about flexible working by communicating that flexible working arrangements are all employees (not just women) and encourage men and male leaders to participate. Second, protect yourself from the stigma of working from home and a two-class culture by regularly analyzing the pay and promotion rates of stationed and remote workers to ensure transparency and prevent gender disparities. infiltrate. skills, including authenticity, inclusiveness, humility and empathy.

While the ‘Shecession’ naturally led many to focus on reclaiming women’s pre-pandemic engagement levels in the workforce, we believe this approach amounts to a lack of imagination and a profound missed opportunity.

Why settle for to resume what did you already have when your organization can do more? Why not take advantage of this moment to fully pivot towards flexibility, transparency and innovation in the operation of your business? And why not use the efficiency of remote working and the priorities of talented women seeking employment to reset your company’s gender diversity and inclusion at all levels of management?

By January 2021, nearly 3 million women had left the labor market compared to the previous year, representing a 33-year low in women’s participation in the labor market. In February, McKinsey and Oxford Economics estimated that female employment may not return to pre-pandemic levels until at least 2024. But that estimate did not take into account how increases in Covid variants -19 could further prevent access to child care and in-person schooling. (And women – far more than men – were forced to choose between care obligations and career opportunities.) July (compared to just 12% for men); unemployment remains highest for black and Latin women.

What does all of this evidence indicate? The workplace is about to witness an epic war for talent. Women make up at least half of those at the top of the curve when it comes to IQ, emotional intelligence, creativity, and leadership. While there are nuances in the gender distribution in these key areas of business performance, women make up at least 50% of the most talented portion of the workforce. Companies with more women, especially more women in management positions, perform better. The power and performance of female leadership was particularly visible around the world during the pandemic. Overall, countries led by women have outperformed those led by men.

Organizations that establish themselves as destinations of choice for female employees by taking a stand on gender and racial equality, conducting flexible and remote working arrangements, transparently seeking equal pay and demonstrating creative solutions for quality child care will win the war, while companies that cling to 20th-century workplace standards will disappear. There has never been an easier time to capitalize on a competitor’s deafness and poor agility.

To do this, organizations must act quickly and proactively. Here are our top recommendations for creating an economic transformation that enables women to participate equally and equitably in the labor market.

Challenging gender normative assumptions about flexible work.

A significant proportion of women seek out companies that offer (and honor) flexible, remote and hybrid work schedules. Providing generous flexible labor policies that allow more women to stay in the labor market is a key step in reducing gender inequalities, but these must be accompanied by changes in work cultures and standards. existing gender. Extending more flexible working arrangements to all workers – not just women – can disrupt the associated stigma by avoiding assumptions about who will want to use flexible working arrangements. Attitudes towards gender roles have become more equal with the influx of Millennials into the workforce, and companies need policies to adapt in order to help employees thrive. Make sure that written policies and communications from frontline managers reinforce the message that flexible work options are available to everyone, and avoid assuming that these are “women’s” programs.

In addition, men, including male leaders, need to participate in flexible and remote work programs. Although many men face a stigma of femininity when using flexible and remote working options, we encourage men as allies for gender equality to help de-stigmatize flexible working and women. family leave by requesting and using these options, both as a way to support their own partners and families and as a way to de-stigmatize flexible working for women and young men.

Protect yourself against the stigma of working from home and a two-class culture.

Unless we are vigilant, remote working options can inadvertently widen the gender pay and promotion gap. Stanford economist Nicholas Bloom has warned that while remote working options are mainly used by women while men mostly stay in the office, racking up time in the face, and if managers do not change traditional conceptions of the worker ideal in the office five days a week, we are prepared to further delay women in pay equity.

Remote and hybrid working is only a victory if it does not perpetuate the stigma of working from home, fostering negative perceptions towards workers who do not work in the office every day. Leaders and managers need to understand that work is something we do, not a place we go. Companies should regularly analyze the pay and promotion rates of in-office and remote workers to ensure transparency and prevent disparities from creeping in. Set performance expectations and benchmarks for remote workers to reflect how work is done differently in the remote environment. Managers should also consider new communication routines that ensure fair visibility in all working arrangements.

In addition, companies should highlight flexible and remote working arrangements in job postings and recruitment materials. Women (and men) are more likely to apply for jobs (and stay longer) with remote and flexible working arrangements. Companies can standardize and equalize these working arrangements with office work by providing fair pay, benefits and promotion opportunities. Highlighting signing bonuses, training for new skills and qualifications, and promotion opportunities in job postings and corporate promotional materials are just some of the many ways companies are promoting the new world. work. Remote and flexible working arrangements effectively open up a treasure trove of untapped diverse talent in previously unavailable job markets based on location.

Hire and promote leaders with 21st century skills.

Actively recruiting women and promoting flexible working arrangements will not be enough if frontline managers – who are predominantly men – remain actively or passively resilient. Companies need to hire people, especially women, who can articulate the business case and moral imperative for gender balance and equity in the business, and promote those who exude authenticity, inclusiveness, humility and empathy. Favor managers who have proven their worth in integrating and promoting diverse talents. Can they listen attentively and build trusting relationships through remote technology? There is evidence that remote workers are less alone, more integrated into teams, and more successful when their managers are deliberate communicators, often expressing encouragement, support and appreciation.

Make no mistake, implementing these changes will be difficult. But smart leaders will see this as a challenge, not a burden; a competitive opportunity, not an accommodation for women. These changes constitute a radical organizational change, something guaranteed to provoke resistance and something worthwhile.

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Corporate wellness initiatives for World Mental Health Day https://work-fromhomee.com/corporate-wellness-initiatives-for-world-mental-health-day/ https://work-fromhomee.com/corporate-wellness-initiatives-for-world-mental-health-day/#respond Sun, 10 Oct 2021 07:08:38 +0000 https://work-fromhomee.com/corporate-wellness-initiatives-for-world-mental-health-day/ According to search by Mates in Mind, employee absences due to illness can cost employers around £ 8.4bn per year, while presenteeism, or reduced productivity at work, can cost £ 15.1bn annually. Happy employees are equal to happy customers and customers. Wellness initiatives are one of the most tangible ways for an organization to play […]]]>

According to search by Mates in Mind, employee absences due to illness can cost employers around £ 8.4bn per year, while presenteeism, or reduced productivity at work, can cost £ 15.1bn annually.

Happy employees are equal to happy customers and customers. Wellness initiatives are one of the most tangible ways for an organization to play a role in the wellness and mental health of its employees. By offering a range of different options, companies can ensure that employees feel valued and fulfilled, creating a happy and healthy workforce.

Additionally, during the pandemic, several charities reported an increase in calls for help:

  • Calls to domestic violence helplines have been 49% upper
  • Alcohol abuse charities received a 500% to augment

Callers come from all ages, regions and workforces. PPL PRS experts have advised a number of initiatives that companies can implement with little preparation to support their employees on World Mental Health Day:

1. Encourage physical activity

Staying in shape and adopting healthy habits is a great way to reduce stress and help your employees keep a cool head. Studies show that moving, whatever its form, can really help de-stress.

Whether it’s a half-hour yoga session over lunch or an after-work running club, providing opportunities to help your employees move can really improve their overall mood and their performance. Mental Health. We all know exercise is good for the body, but the feel-good endorphins released when we move really make a difference in how we see the day.

If you have a less fitness-focused workforce, even getting everyone out for a lunchtime walk can make all the difference. Walking half an hour every day really helps reduce tensions, stimulate enthusiasm and relax the brain. In turn, all of this helps staff be more productive when they return to their desks and stimulates the flow of creativity for the rest of the day.

2. Offer flexible work

For many employees, having a good work-life balance is the key to happiness in a job. Whether working full-time or part-time, it’s essential that your staff have time to relax, see friends and family, and indulge in hobbies.

Working around a ruthless work schedule can often hamper work-life balance, while flexible working can help employees feel valued, valued, and trustworthy. Providing a reasonably flexible or remote work schedule gives your employees the flexibility to take a break when they need it, while allowing them to be as productive as ever. In reality, three quarters of employees are more productive when working remotely, with just under a third getting more work done in less time.

3. Activate team activities

Organizing activities that the whole workforce can get involved in is a great way to bond between employees who would not typically socialize together. Team building tasks that require collaboration are the best way to get people to communicate, helping them build trust. Ultimately, you might even see an increased level of motivation in the office, as staff will be more committed to working towards common goals.

Creating a sports team or hosting a Pub Quiz night is a simple but great way to bring people together, but hosting charity events or hosting a karaoke night are also great ideas for fostering team spirit.

4. Promote mindfulness

Practicing mindfulness is one of the most effective ways to reduce stress, anxiety, and depression. Enabling employees to improve their awareness of different aspects of life and their importance facilitates positive emotions and harnesses creativity.

We’ve all heard of office dogs, but have you ever considered letting your employees bring their other furry friends to work? Bringing Your Pet to Work on work days is a favorite for many, and research actually shows that having a pet nearby can benefit your mental health.

Another thing that can influence your mental health is music. This is because it is considered a natural antidepressant because listening to music causes the release of dopamine, the hormone that can make us happy. Playing music through a licensed streaming service in the workplace in the office is a way that also improves the well-being as a whole, as it can also have an impact on stress reduction and can make employees more productive which can benefit both your employees and the business as a whole.

It’s good to ask, says the Google search engine

As the world returns to normal, Google is celebrating “the power of questions in building unity” in a new era.

Don’t be afraid to ask a coworker how they’re doing – or ask your boss to let pets into the office.

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