Happy employees equal to happy customers. Happy customers equal to having a better return on investment. Good return on investments equal to success for both employers and employees. — Everything is connected to one another. In fact, Kalpathy Subramanian, a Professor in Management, mentioned that the current business environment is characterised by instant connectivity between […]
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Date: 18th March 2020 at 18:02
Author: hrinasia – Renny
With the COVID-19 pandemic continuing spreading widely, Public Health experts are suggesting everyone to self-quarantine in order to slow down the spread of the virus. By doing so, it is expected that the number of people who require medical attention does not overwhelm hospitals. How to self-quarantine Self-quarantine is a step up from self-monitoring because […]
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Date: 18th March 2020 at 15:06
Author: hrinasia – Renny
Posted by Jannine Zucker, Maribeth Sivak, Jen Guo, and Seth Stancroff on March 16, 2020.
It is well-documented that employees who are engaged at work tend to be more satisfied with their jobs and demonstrate higher productivity than their less-engaged peers.¹ Furthermore, companies with more engaged workforces tend to outperform those with less engaged employees on a number of key outcomes, including higher quality of work, fewer safety incidents, and lower employee turnover and absenteeism.² The topic of workforce experience has been approached from a number of different viewpoints (see our previous articles using the personal and digital lenses). However, another critical, but oftentimes overlooked aspect of the workforce experience is the physical space in which work is done.
Stay connected.Follow us @Deloitte HCThe physical workplace plays an essential role in driving a consumer-grade workforce experience. ³ “If you want to build a culture of high performance,” says Diane Hoskins, co-CEO of Gensler, a global architecture and design firm, “start by taking a look at your office environment.”⁴ Organizations where employees are satisfied benefit from higher employee creativity and productivity,⁵ increased commitment and dedication to work,⁶ as well as lower absenteeism and turnover rates.⁷ Research has shown that a positive workplace environment can reduce chronic stress and ensuing physiological consequences, such as higher levels of cortisol and increased risk of heart disease.⁸ In addition, changing the physical layout of a workplace can increase access to leadership and promote collaboration.⁹ Importantly, the workplace can serve as a medium through which an organization can uniquely foster (and change) its culture.¹⁰,¹¹, ¹² The importance of the physical workplace in elevating the workforce experience cannot be understated.
How, then, can an organization maximize the workplace experience for employees? Deloitte, in this context, defines a successful workplace as one in which employees feel energized and encouraged to work collaboratively. To that point, successful workplace environments should allow for a large degree of flexibility so that individual workers with their own unique needs can be productive all in the same environment. As such, we have identified three key, deeply interrelated concepts within the workforce experience from a physical lens: (1) workplace autonomy, (2) work arrangements enabled by technological infrastructure, and (3)embracing change.
Workplace autonomyThe most engaged employees are those who have control over their work experience, including the space in which their work is done. ¹³ Research has shown that autonomy and flexibility in the physical workplace improves employee productivity, increases job satisfaction, and lowers workplace stress. ¹⁴ ¹⁵ ¹⁶ In addition, those workers, whose companies allow them to determine for themselves their work arrangements, report being more satisfied, are judged to be better performers, and are more likely to view their company as innovative when compared to its competitors. ¹⁷ Even seemingly minimal shifts towards a flexible work environment can yield big results. In some cases, companies have witnessed increased employee engagement and job satisfaction after simply providing employees with the option of selecting their preferred meeting space or desk configuration. ¹⁸
Investments in flexible workspaces also go deeper than concepts such as open-office environments. By providing a variety of flexible environments for different activities, companies can meet their employees where they are—trusting employees to utilize the ideal workspace for their activity needs—whether it’s for heads-down time or moments to socialize and openly collaborate with others. As a result, employees may feel less stressed, more creative, and more confident in and proud of the organization which they work for.
While we may naturally assume that the amount of time employees utilize the work space drives engagement and performance, in actuality, it is “access [to flexible workspace that is] important,” Gensler emphasizes, “not how long [the employees] work there.” ¹⁹ Consider that in workplaces that offer coworking spaces, only 14 percent of employees make use of them. ²⁰ However, the mere access to these spaces is associated with a 12 to 16 percent increase in performance. ²¹ One large entertainment company has taken notice of this and has successfully included in its new headquarters “me” and “we” spaces, in which employees can choose to work collaboratively or can be alone to focus as needed. ²² By providing employees with their choice of a variety of working arrangements, companies can elevate their workforce experience one space at a time.
Of course, there could be contexts in which greater choice in the physical workspace could create difficulties in production or even be dangerous. Examples include industrial manufacturing settings or in health care, where specific processes require precise setups or layouts. However, these examples should serve as a testament to the notion that designing the workforce environment is not a one-size-fits-all endeavor. In the end, those in the organization can benefit if the physical environment is created with employees’ needs in mind, rather than when employees are required to restructure their work to fit the workplace.
Work arrangements enabled by technologyAs the digital landscape expands, organizations are faced with the rapid growth in remote, contract, and other alternative workforces. As a result, leaders are faced with the challenge of engaging employees whom may not share a physical office space (or in extreme cases, are not even based in the same country). In these situations, how can organizations balance workforce autonomy while still maintaining a sense of community and connection with their peers? The answer to this varies company-to-company and depends in large part upon the technological capabilities of the organization.
For some organizations, the option for employees to be mobile or remote can yield more efficiency and higher employee satisfaction. ²³ This is because remote workdays account for the possibility that employees’ needs may change day-to-day and for situations where being deskbound would be a hindrance to their productivity. ²⁴ ²⁵ Other organizations may have a far more disparately located workforce and must heavily rely upon technology for communication. Luckily, there are countless solutions and cloud-based platforms that can allow for many to stay up-to-date regardless of location or time zone. However, it’s vital for managers of those remote employees to still be trained on team-building and be empowered to create a community that fosters trust and collaboration. At either end of the alternative workforce spectrum, it is important for organizations to acquire and maintain those technologies that support their employees and enable high-quality work.
Embracing changeThe third and final tenet of our framework for elevating the workforce experience through a physical lens is simply the ability for an organization to embrace change. In their book, The Runaway Species: How Human Creativity Remakes the World, Anthony Brandt and David Eagleman write, “The means to enhance creativity will always be changing. That’s to be expected, because ways of innovating require constant innovation themselves.” ²⁶ ²⁷
Providing a workforce with a variety of work arrangements can make the workplace feel less monotonous and more dynamic. Indeed, Brandt and Eagleman place value on change for its own sake—even if there is not a specific need, “There’s a surprising shrewdness to the constant transformations: They break up cognitive ossification.” ²⁸ And it is partly for this reason that the goal of an organization should be to “proliferate options” from which its employees can choose. ²⁹
Indeed, change to the physical workspace can come with challenges. After all, our subconscious attachment to the environments that we are accustomed to (no matter how inefficient) does not easily fade overnight. For this reason, organizational change management should be embedded within the transformation strategy so that all affected audiences can be brought along the change journey and with as little disruption to other areas of the business as possible. Change management activities empower leaders to define who their most affected stakeholders are, what specifically will be the impacts from the change, how and when those affected stakeholders are best communicated or engaged with, and what training may be required by stakeholder segment. Within the context of the physical workforce experience, effective change management by influential leaders in the organization can help model and coach employees to improved ways of working.
In summary, an organization’s physical workplace influences the day-to-day workforce experience in a significant way. It is important that companies consider how to optimize their physical work arrangements to help improve employee engagement and productivity. Organizations should identify ways to provide their workforces with access to flexible work arrangements both inside the office and out. Moreover, organizations should embrace new technologies to enable workers to perform at their peak while exercising autonomy. Impacts of these physical shifts can substantially affect an organization’s cultural environment as well. To prepare for these shifts, organizations can design a workplace with the workforce experience in mind and align leadership and stakeholders to embrace change and innovation.
Jannine Zucker is a principal in Deloitte Consulting LLP’s Human Capital practice where she leads Deloitte’s Workforce Experience offering, which helps clients shift the design of programs, processes, and policies to the design of experiences that delight of programs, processess, and policies to the design of experiences that delight and engage the workforce.Maribeth Sivakis a specialist leader in Deloitte Consulting LLP’s Human Capital practice, where she helps clients implementing design thinking to reimagine and redefine the workforce experience. What makes her unique is her ability to thread workforce experience through solutions, from strategy to design through implementation, to deliver a transformative workforce experience and business results.Jen Guois a senior consultant in Deloitte Consulting LLP’s Human Capital practice, where she helps clients envision, redesign, and organizationally manage their ideal employee experience. Jen uses her PhD in psychology to provide insights on employee needs, better understand pain-points, and deliver a successful change program for cross-industry clients.Seth Stancroff is an analyst in Deloitte Consulting LLP’s Human Capital practice. He is interested in helping clients design and implement programs to elevate their workforce experience. 1 John Baldoni, “Employee Engagement Does More than Boost Productivity,” Harvard Business Review, July 4, 2013, https://hbr.org/2013/07/employee-engagement-does-more.2 Susan Sorenson, “ow Employee Engagement Drives Growth,” Gallup, June 20, 2013, https://www.gallup.com/workplace/236927/employee-engagement-drives-growth.aspx.3 Jacob Morgan, “How The Physical Workspace Impacts the Employee Experience,” Forbes, December 3, 2015, https://www.forbes.com/sites/jacobmorgan/2015/12/03/how-the-physical-workspace-impacts-the-employee-experience/#4eb299779ead.4 Diane Hoskins, “Emplyees Perform Better When They Can Control Their Space,” Harvard Business Review, January 16, 2014, https://hbr.org/2014/01/employees-perform-better-when-they-can-control-their-space.5 OstermanCron, “Workplace design impacts employee well-being and productivity,” Cincinnati Business Courier, January 21, 2019, https://www.bizjournals.com/cincinnati/news/2019/01/21/workplace-design-impacts-employee-well-being-and.html.6 Nnenna G. Madu, Soye P. Asawo, and Justin M. O. Gabriel, “Physical workplace environment and employee engagement: A theoretical exploration by Madu, N. G., Asawo, S. P., and Gabriel, J.M.O.,” ResearchGate, November 2017, https://www.researchgate.net/publication/321361940_Physical_workplace_environ ment_and_employee_engagement_A_theoretical_exploration_by_Madu_N_G_Asawo_S_P_and_Gabriel_JMO.7 Heryati R, “Creating a Healthy Workplace Environment for Your Employees,” 6Q blog, https://inside.6q.io/creating-a-healthy-workplace-environment.8 J. F. Thayer et al., “Effects of the Physical Work Environment on Physiological Measures of Stress,” European Journal of Preventive Cardiology 17, No. 4 (2010): 431–439, https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2917179.9 Serena Borghero, “The role of workplace design in employee engagement,” Workplace Insight, March 12, 2019, https://workplaceinsight.net/employee-engagement-role-workplace-design.10 Serraview, “Why the Physical Workspace Is the Backbone of Corporate Work Enrionment and Culture,” https://serraview.com/physical-workspace-backbone-corporate-culture.11 Kahler Slater, “Design Matters – The Role of the Physical Workplace in Being a Best Company,” https://www.kahlerslater.com/insights/design-matters-the-role-of-the-physical-workplace-in-being-a-best-company.12 https://theclearing.com/ideas-and-insights/link-physical-workplace-organizational-culture-important13 https://workplaceinsight.net/employee-engagement-role-workplace-design14 OstermanCron, “Workplace design impacts employee well-being and productivity.”15 Limeade Marketing, “Does Your Physical Work Environment Support Well-Being Improvement?”, March 16, 2017, https://www.limeade.com/en/2017/03/physical-work-environment-support-well-improvement.16 Hoskins, “Employees Perform Better When They Can Control Their Space.”17 Ibid.18 Ibid.19 Gensler, “14% of Corporate Workers Use Coworking Spaces Regularly,” U.S. Workplace Survey 2019, https://www.gensler.com/14-percent-of-corporate-workers-use-coworking-spaces.20 Ibid.21 Ibid.22 Gensler, “What Makes a Great Workplace Experience?”, U.S. Workplace Survey 2019, https://www.gensler.com/what-makes-a-great-workplace-experience.23 Gensler, “What Workplace Amenities Perform Best?”, U.S. Workplace Survey 2019, https://www.gensler.com/which-workplace-amenities-perform-best.24 Paul Miller, Ryan Anderson, and Karen Gill, “Fusing the digital and physical workplaces,” May 21, 2017, in Digital Workplace Impact, podcast produced by Digital Workplace Group, https://digitalworkplacegroup.com/dwg_podcast/fusing-digital-physical-workplace.25 Borghero, “The role of workplace design in employee engagement.”26 Anthony Brandt and David Eagleman, “Why Open Offices are the Answer…But Only for Now,” Behavioral Scientist, https://behavioralscientist.org/open-offices-answer-now.27 Anthony Brandt and David Eagleman, The Runaway Species: How Human Creativity Remakes the World (Catapult, October 2017).28 Brandt and Eagleman, “Why Open Offices are the Answer…But Only for Now.”29 Ibid.
The post Elevating the workforce experience: The physical lens appeared first on Capital H Blog.
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Date/time: 18th March 2020, 03:02
The coronavirus outbreak has taken us by surprise — shutting down manufacturing facilities, causing widespread panic, and hammering financial markets. As the virus continues to spread, unchecked, around the world, businesses — big and small — are scrambling to keep their organizations afloat.
In a statement released by Tim Cook, Apple’s CEO, the company will be closing all its stores outside China to protect its employees and customers from the deadly virus.
“What we’ve learned together has helped us all develop the best practices that are assisting enormously in our global response. One of those lessons is that the most effective way to minimize the risk of the virus’s transmission is to reduce density and maximize social distance. As rates of new infections continue to grow in other places, we’re taking additional steps to protect our team members and customers.”
Sage asked all UK-based colleagues to work from home as soon as they can and until further notice.
“If you have the ability to work from home, please do so as soon as possible. You can collect your laptop, desktop equipment and peripherals (charging cable, headset etc) from the office if needed. If you are not yet an enabled home worker (ie some desktop users), we aim to have you working from home by the end of the day on Wednesday 18 March. Further communications will follow tonight on the details of this process.”
Twitter, on the other hand, makes work from home mandatory for all their employees globally.
“Our top priority remains the health and safety of our Tweeps, and we also have a responsibility to support our communities, those who are vulnerable, and the healthcare providers who are on the front lines of this pandemic. To continue this push, we are moving beyond our earlier guidance of “strongly encouraging work from home” provided on March 2 and have now informed all employees globally they must work from home.”
But these are big companies with deep pockets and a lot of resources. How about you, a small or medium enterprise owner? How can your business survive the coronavirus onslaught?
Make work from home a priority
If you have not yet considered the idea of your employees working in the comfort of their homes, now is the best time to do it. And you must act fast. Implement a work from home policy that covers when your employees are expected to be online, how to communicate, and what deliverables are expected from each team member.
Jeff Corder, VP Loss Control at AmTrust Financial Services:
“Moving work from an office environment to telecommuting is an important step in reducing the impact of a potential pandemic. However, it is an adjustment for those who have not telecommuted before and can be stressful. Planning and communication are vital.”
How CakeHR can Help You Manage Your Business during the Coronavirus Crisis
Storing your data in the cloud
CakeHR is a cloud-based software. This means that all your employee data are stored in the cloud and not in a device or computer in your office. You and your employees can access important information like shift schedules, time-offs, leave requests, and timesheets anywhere using any device — as long as you have an internet connection.
Creating employee shifts and schedules
Facing a pandemic like coronavirus is very stressful. Employees are worried about their health, safety, and even food security. There’s a lot of uncertainty around and people are living in fear. All these will affect your employees’ ability to work productively. Hence, the need to manage their shifts and schedules effectively to maximise work.
CakeHR provides you with an interactive shift planning platform that lets you create, edit, and share shift schedules with a click of a button. Using our platform’s self-service feature, your employees can add their preferred work schedule or indicate if they are not available to work for the day. This helps managers plan shifts accordingly.
Employee shifts and schedules can be accessed anytime using a laptop or a mobile device. Everything is updated in real-time so everybody knows what’s up in a moment’s notice.
Tracking employee time
One of the major challenges in remote working is tracking the time an employee spent working. CakeHR provides you with a digital timesheet where your employee can record the amount of time he has spent on a project. This timesheet, which serves as a basis for computing employee salary, can then be integrated with your in-house or external payroll system.
If your employee is away, the timesheets will automatically show this.
Managing sick leaves, vacation leaves, and compassionate leaves
During a crisis, some employees will choose to spend time with their family and get their house in order before everything gets too late. Some may travel to their home cities or provinces. While there are others just want to take a break and let the gravity of the situation the world is facing sink in.
Don’t be surprised if your HR department will be flooded with leave requests. So, how will you manage everything?
CakeHR allows you to handle leave requests digitally. Using our self-service feature, employees in your company can access their leave balances and request time off. Managers can then approve or reject these requests in real-time using Slack, email, or the CakeHR mobile app.
Each approved time-off request is reflected in a shared calendar that can help managers plan shifts and schedules effectively.
Additionally, you can build custom time-off policies into CakeHR to cover compassionate leaves.
Tips on How to Successfully Run Your Business Remotely
Paul Boag, a leader in Digital Strategy and User Experience Design:
“Remote working is becoming an industry standard, especially among digital workers. However, many organisations are afraid of this departure from traditional working practices and are unsure how to manage it effectively.”
How prepared are you to manage remote teams? Below are some tips on how to manage remote teams effectively.
1⃣ Communicate often, but don’t micromanage
Too little contact can throw remote workers off the track. While too much contact makes them think that you are spying on them. You need to find the sweet spot when it comes to communicating with your remote team.
Short, daily check-ins are great to keep everyone focused and so that you know what resources your team needs from you. I recommend doing this face-to-face using video. Emails, chats, and phone calls can only go so far. You can use apps like Zoom, Google Hangouts, Skype.
2⃣ Take advantage of technology to keep your team connected
Email is old school and is not enough for modern, fast-paced teams. Communications tools like Microsoft Teams and Slack are designed to keep remote employees engaged. Its centralized nature makes collaboration and communication easy.
3⃣ Collaborate on documents effectively
If there’s a document or spreadsheet that your team needs to edit frequently, the best way to share it is through Google Drive. If you are looking for a reliable file storage solution, try Dropbox.
4⃣ Use project management systems
These applications help manage remote teams because they help organize conversations and documents into projects. Running your remote team purely on email can quickly become a disorganized mess. Here’s a list of the best project management systems you can find online.
5⃣ Allow flexibility without sacrificing quality
Remote workers will want some flexibility in their work. And you must be considerate especially in this current environment. A lot is going on today — although that’s not an excuse for not getting things done, it’s a wakeup call to consider what productivity means.
In remote working, punching a time clock after 8 hours is not the norm. A 9-5 work schedule is almost non-existent. So, learn to trust your team. Set expectations, give them the resources they need, and then step out of the way. Let them work on hours they think they are most productive.
6⃣ Use a secure connection
Data security is a major concern for companies shifting into telecommuting. As part of your work from home policy, make it mandatory for remote workers to have a secure Wi-Fi network and work with a reputable Virtual Private Network (VPN) service provider. VPNs keep your data safe as it travels on the internet by encrypting it.
7⃣ Create a true “team feeling”
When remote working, it takes an extra effort to keep team members engaged and committed to the mission and vision of the company. It’s easy to feel left out. Work from home workers needs to feel that they are part of the organization.
Here’s are some ways on how you can make remote workers feel that they belong:
Sharing the future vision of the organization
Keeping your team informed about how the business is doing. Employees love to know what’s happening in the company. It helps them see where they fit in and makes them feel that they are contributing to a larger cause.
Have non-work related communications. It’s important to build relationship and trust with your remote team members. Give them a phone call to ask how their family is doing. Send them a quick text just to say hi. Use videos as often as you can during team meetings.
Send out gifts during birthdays or special occasions or as a token of appreciation for a job well done.
Like what we did in the past, I am confident that we can survive this coronavirus pandemic. If there is one lesson I can draw from our current predicament, it’s the fact that remote work has finally earned its place.
Today, working from home is no longer a trend, but a necessity. And I don’t see going away in the future. The way we work has changed. And CakeHR is here to help you manage your remote workers effectively.Kaspars.
There is a subtle difference between a good and great HR management software. Know how we deliver nothing but “Great” by starting your 14-day free trial at CakeHR!
The post [BREAKING!] Working from Home: How Your Business Can Survive the Coronavirus (Covid-19) Onslaught appeared first on CakeHR Blog | Easy to implement HR tips!.
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Author: cake hr uk
Date/time: 18th March 2020, 03:02