Younger generations of workers – so called ‘Millennials’ – are used to constantly using new communications technology to constant keep up-to-date with social media and personal email. This has also come to mean that monitoring work emails outside office hours has become routine – blurring the boundaries between work and personal life. A majority of 18-34 year old workers in one survey said that answering work email during dinner way OK, versus only 22% of workers age 55-64.
However, there are signs that younger buy levitra online overnight delivery workers are dissatisfied with the effects of a constant digital connection to their workplace on their work-life balance. This will have implications for employers as younger workers are the most active employee group in seeking better work-life balance; they are the most likely group to move jobs, relocate home or take a pay-cut for better balance and work flexibility.
To attract and retain the best talent, employers will need to better adapt to the demands of these workers who want work-life balance. Examples of how this is being done include shifting management focus from requiring attendance in the office, to looking at ways of allowing workers the flexibility to be work productively. Importantly, this means putting high-levels of trust in workers.
Read more at TIME.
A survey of 500 hiring managers and more than 1,500 professionals across Australia and New Zealand has shown what employers and employees fear most about flexible working.
For staff, the biggest concern is that they’ll be perceived as lazy (51%). This is followed by fear that flexible work will have negative impacts on their online pharmacy tramadol shortage career progression (43%) and fear of resentment from co-workers (38%).
Employers are most concerned about not treated all employees equally (51%). There are also issues of trust, the following two concerns being employee abuse of flexible policies (49%) and difficulty in supervising employees who work flexibly (44%).
Read more at Business Insider.
Only 23%, or just over 1 in 5, UK workers have submitted requests for flexible working since the government legislation was introduced six months ago.
Research from O2 business shows that while 54% of workers were aware of their right to flexible buy genuine tramadol online uk working, there remain barriers to their taking advantage of it. Issues cited included lack of trust (31%), business culture (28%) and a lack of resources to work outside the office (28%).
Read more at HR Review.
Dr. Jade S. Jenkins is currently the academic assessment coordinator at Texas A&M – Texarkana. She earned her Ph.D in social and industrial-organizational psychology from Northern Illinois University, and her research interests include occupational health psychology, stereotypes, and the self . Here she writes about how those who utilize family-friendly policies may face stigma from colleagues and managers. Continue reading
Only 13% of the UK workforce work from home despite research suggesting a 13% increase in productivity for remote workers. This article questions why remote working has not become mainstream suggesting multiple issues, including:
- A lack of trust in employees to work effectively without supervision.
- A belief on the part of employees that promotion will be harder to achieve while working out-of-sight.
- The attraction of the office as a social space.
- Availability of, and costs involved in properly equipping the home with, necessary technology.
- Laws that only grant parents the right to request flexible working.
Read more at The Guardian.
Even as new communications technologies make flexible working more possible the reality is that few companies have official policies and even fewer managers are open to or equipped to handle employees with alternative schedules. Furthermore, despite research demonstrating improved productivity, there are still issues of trust, with a persistent belief that flexible and remote working encourages a lax attitude to work.
This blog post suggests that workers may be able to help themselves get the flexible working patterns they want by being clear about what they need, and by working with employers to respond to their needs and show that work does get done and that flexible working may even be a net gain to the organisation.
Read more on the HBR Blog.
Researchers from Yale, Texas, and Harvard Universities have found that managers are more likely to grant flexitime requests to men in both professional and hourly-paid employment.
Women were unlikely to be granted flexitime regardless of the reason for their request. Women with childcare needs who worked in lower-status role – were among the least likely to have requests approved. Even when the reason for leave was professional development or training it was also more likely for men to have requests granted.
The author infers that managers and female members of staff have an absence of trust as women – strongly associated with family care – are assumed to either hide their real reasons for wanting flexitime, or do not deserve it as they will later opt-out of work to assume childcare responsibilities.
Read more on Slate.