Future of Work
Last week my colleague Emma and I gave an interview on the theme of ‘motivating tomorrow’s workforce’. It reminded me that there are several important questions about the relationship between tomorrow’s talent and organisations, which we haven’t yet fully addressed – and that the answers may be simpler than we think.
- Are our organisations ready to embrace an adult-to-adult relationship between organisations and talent?
- How will it change the role of HR professionals?
Are we ready for the adult-to-adult relationship between organisations and talent?
In my view, one of the key elements of this changing relationship is that it’s no longer the sole responsibility of the company to understand what kind of working arrangement will attract talent and enable people to perform at their very best. This is good news, for two reasons. Firstly, because we can expect our talent to be increasingly comfortable bringing their ‘wholes selves’ to work, meaning working arrangements will need to become highly individualised. Secondly, with longer working lives becoming a reality, the strong link between ‘age and stage’ is weakening, making age a much less reliable indicator of expectations and aspirations.
In this new reality of multi-faceted diversity, it would seem unrealistic to expect HR to propose work arrangements that work for every individual. And why should we? I’m of the belief that adults know what’s right for them and are fundamentally keen to do the right thing by the organisations. As we start considering the relationship an adult-to-adult one, there’s no reason they wouldn’t deliver on these expectations.
What does this mean for HR? It means we need to change our organisations’ narratives to make clear that empowerment is a two-way deal. It is a constructive relationship between adults, not one where one party suggests specific rules for how people can work flexibly, which may or may not work, for the people involved, both individually, and as a team of workers. We should invite our people to design their own arrangements for flexible working and expect them to be thoughtful about how this will work for the organisation and for their colleagues (as individuals’ flexible working arrangements can take a toll on their fellow work team members), and likewise their own career journeys (moving between fast track, slow lane, plateau, sideways, etc.).
To build this narrative, and not least to get senior management to live by it, HR must be a credible source of strategic direction, and be proactive. This requires changing deeply engrained views of roles and responsibility. It also requires mutual trust, which needs to be preceded not only by the new narrative, but also by training, guidance and coaching.
My final question to the HR community is how do we train ourselves for this role? I’d suggest we start by ensuring we profoundly understand what the future of work will look like – (and assume that predicting the exact pace of change is near impossible so ‘sooner rather than later’ is a safe assumption regarding the timeline). We need to be a force of proposition and prepare our organisations for this change – it could well be the biggest one so far this millennium!
We hear this phrase echoing around the corridors of Canary Wharf and Downtown Manhattan, but are we really unleashing the potential of all the great people in our organisation? Well, in our experience, we find that companies often recruit talented, high performing individuals, but then fail to empower these individuals to affect change.
So what are the levers that organisations must activate if they are to enable their people to unleash their full potential?
1. Speaking up – We spend a lot of time thinking about this at Hot Spots Movement, as well as working on this capability with clients, and what we’ve found is that speaking up is far more likely and powerful in organisations which create an environment of psychological safety. What do we mean by psychological safety? This is an environment in which people’s views are valued, no matter their seniority or function, where people can challenge the status quo and are free to build on each other’s ideas. In addition to creating psychological safety, we find it’s crucial that organisations act on the insights given. People will only speak up if they feel they are being listened to, and that their views are being acted upon.
2. Collaboration – Here, we are looking at tapping into collective people power. Research shows that innovative and impactful ideas tend to come from cross-enterprise collaboration, rather than one team from a research lab or company department working on an issue in isolation. Additionally, new workplace technologies have allowed organisations to bring people together in a many-to-many communication model, inspiring innovation as well as giving employees greater agency when it comes to decision-making.
3. Innovation and Productivity – Organisations often find themselves tasked with doing more with less, and have to constantly reinvent themselves in the face of disruption. As such, innovation is no longer a department or function, but instead a mentality that must pervade the entire organisation. Interestingly, our experience from running innovation projects with clients indicates an innate desire and capacity to innovate which is latent within many employees. What these employees are lacking, however, is the time to do so, or the incentives to ensure they make time for innovation.
4. Organisational Structure and Values – Research shows that strong values and purpose are effective in unleashing the people power of current employees, as well as becoming an increasingly important role in the attraction of new talent. The challenge that organisations face here is to ensure that the rhetoric matches reality. That is to say, if you have a set of values in your office lobby, you need to ensure that they are being reflected in the processes and practices that underpin the everyday behaviour of your employees, and be sure that employees are rewarded for living those values.
We’re undertaking ongoing research into this topic through the Unleashing People Power Survey. This 10-minute survey allows you to pulse-check how your organisation is performing on each of the above four levers, as well as how this compares to the benchmarking of 60+ multinationals. Perhaps take a moment today to complete it, and send it to your colleagues too – the more responses, the more insightful the data.
If you’re interested in taking the Unleashing People Power Survey or would like to learn more about how to unleash the energy of your people, please contact Harriet Molyneaux firstname.lastname@example.org.
 Wuchty, S., Jones, B. and Uzzi, B. 2007. The Increasing Dominance of Teams in Production of Knowledge, Science 316, no. 5827: 1036–1039
 Nally, D. (2015). Five reasons diversity and inclusion matter to every business and every employee. PwC CEO Insights.
Are your employees doing enough exercise?
According to the World Health Organisation (WHO), roughly 35% of people fall short of the recommended 150 minutes of weekly physical exercise.
Now I know that I don’t always reach that magical figure and my number one reason is – no time. If, like myself, you work full time, you can expect to spend around 50% of your waking day at work. When you throw in things such as duties at home and having a social life, you can easily run out of time to fit in some exercise or even just have the pleasure of walking to work. This has consequences.
Here in the UK we lose 131 million working days due to ill-health each year, which is roughly translated as around £100 billion(1). This sickening figure could easily be reduced according to those in academia. Multiple studies have shown that increases in exercise (both during and after work), can lead to a reduction in sick days, less presenteeism and an overall reduction in the cost of sickness absence for organisations.
And there are good examples that this is true from outside of academia as well. As Phil Smith, Chairman of Cisco, highlighted in a recent FT article, a significant portion of Cisco’s private healthcare budget is spent treating musculoskeletal conditions, caused primarily by sedentary work. This, many argue, can be reduced simply by employees exercising more, rather than spending their time sitting at their desks.
But it’s not just on absenteeism and healthcare budgets where you’ll see impressive gains, it’s also about how your employees perform when they’re at work where you’ll see a difference.
The benefits of exercise are well-documented – it puts your staff in a better mood and reduces their likelihood of suffering from depression. But importantly for many employers it also improves productivity, memory and can even lead to be better job satisfaction, which again improves overall performance. On the opposite side of the coin, common challenges such as workplace stress, burnout, employee turnover and presenteeism, were all found to be reduced when employees were given the option to exercise more whilst at work.
The final benefit can be found in how whole teams perform. A recent study out of Loughborough University(2) found that employees taking part in team-sports, such as football, netball, volleyball and rugby reported an improvement in team cohesion and also their overall performance.
So, it’s clear then that you can improve your bottom line by helping your employees improve their own wellbeing. Relatively easy steps like the messaging given out and the example set by leaders is a great way to encourage employees to be more active – and when they start to see some changes, so will you.
As a challenge to you all then, this week ask yourself: Am I truly encouraging my team to take opportunities for movement and exercise during the day? Am I taking the stairs or hosting walking meetings rather than just sitting in a meeting room? Am I leading by example or could I be doing more?
Being the newest member of Hot Spots Movement, a key focus in my recent job search was to join an organisation which celebrates diversity. Not only do I have a diverse background in terms of my heritage, (being Jamaican, Finnish, Pakistani and English!) but I’m also – like everyone, really – diverse in the way I think and feel. And it’s this latter type of diversity that many organisations are only now beginning to understand and act upon.
One element of this ‘diversity of thought’ is mental health. This is something we all come into contact with, either personally or through the experiences of friends and family. However, it consists to be a pervasively silent culture. In fact, with 3 out of 4 employees experiencing a wobble in mental stability at some point, it is one of the biggest workplace issues, costing UK employers £30 billion alone, through lost production, recruitment and absence. And yet, conversations and initiatives around mental health are conspicuously absent in many organisations.
From my own experience, speaking with others and through readings, implementing a successful mental health strategy alongside changing attitudes and cultural expectations, is of course challenging and does not happen overnight. It can prove difficult to merge the law, practice, training, evaluation and management into one company-wide policy.
This is why I was particularly excited to come across an exciting, new approach to tackling mental health: Co-production. This method puts employees affected by mental health at the heart of planning, delivering and evaluating policies. Offering them the chance to come forward, not to label themselves, but to work alongside HR professionals, is extremely innovative and merges expert and lived experience. This creates active networks that both support those affected and better informs those who aren’t.
Co-production appears to have many positives, including being based on psychological research dating back to the 1950s, blurring the lines of distinction between authority and recipients and being economic in drawing on the wisdom of employees themselves. As a result, Co-production and involving those who suffer, may help them feel a better sense of belonging and reduced stigma – in turn, increasing their sense of competence, engagement and loyalty.
This collaborative approach to problem-solving resonates with so much of the work we do here at Hot Spots Movement, from our advisory practice, to the Future of Work Research Consortium and our crowdsourcing methodology, the ‘Jam.’ I cannot help feeling that co-production is an energising and innovative concept that could really move the needle on mental health in organisations and empower those most affected with ownership over the solution.
For more information on how you can collaborate with your colleagues on mental health challenges visit our website http://www.hotspotsmovement.com and contact one of the team.
Head of Admin & Community Management
I’m constantly struck by the cross-disciplinary learning that business can take from the arts. At our Masterclasses for the Future of Work Research Consortium, two of our most popular external speakers have been Kasper Holten and Farooq Chaudhry, formerly director of opera at the Royal Opera House and producer for English National Ballet respectively. They weren’t just popular with our audience of senior HR execs because they were something a bit different. They were popular for the meaningful and actionable takeaways they provided about leadership, discipline and innovative thinking.
This got me thinking about the lessons I’ve learned from a lifelong passion of mine, ballet. Whether watching the prima ballerinas at Sadler’s Wells and Covent Garden, or sweating away at my own amateur ballet practice, here’s what I try to bring to the workplace from this disciplined art form:
Routine breeds excellence
Ballet is the living and breathing embodiment of the old adage ‘practice makes perfect’. Dancers pirouette their way to around a 100,000 hours of practice before they can even begin their professional careers. This impressive number of hours is made up of the same exercises year in-year out eventually culminating in exquisite, seemingly effortless performances. And it’s not a huge leap to apply this to business. In terms of a process or delivery style, routine practice enables us to deliver more, faster and with increased confidence.
Prioritise your time management
A good friend of mine went to ballet school, and at the age of eleven was skilfully juggling school work and punishing practice schedules, all the while maintaining a positive mindset. This ability to prioritise and manage your time alongside your positivity is crucial in our workplaces today. I see clients balancing increased workloads with less discretionary time, while being expected simultaneously to produce creative thought. This means they have to balance their focus on both hard and soft skills.
Strive for positivity and build resilience
In terms of knocks to confidence and the need to survive tough feedback, ballet is an undeniably punishing career. Even the likes of Darcey Bussell of Royal Ballet fame and Carlos Acosta, who’s meteoric rise to excellence has been well-documented, have suffered failed auditions and crippling injuries. It amazes me then to see dancers dart through the air as though they don’t have a care in the world. This is something I try to apply at work. Even with the most well-practiced routines and brilliantly prioritised schedule, we will experience times that test us. Remembering these are just moments on the much bigger picture of our careers will help us build a positive mindset and maintain resilience.
To learn about other cross-disciplinary learnings we can apply in business, contact email@example.com
Last week, I had the privilege of speaking on a panel discussion at the annual Women of Silicon Roundabout event, hosted this year at East London’s Tobacco Docks.
The event aims to bring together women working in technology to provide inspiration and ideas on how to advance their career, advance the career of others and improve diversity across the sector.
It’s no secret that the IT industry is particularly male dominated but as technology becomes an integral part to everyday life, we must ensure that women are empowered and prepared to thrive in the digital era.
The panel session I took part in discussed the art of mentoring, exploring the importance of role models, how companies can approach this and ultimately, how we can create the next generation of female leaders in technology. The other panelists were distinguished leaders from a variety of major companies, including: LinkedIn, Expedia and ASOS.
What I found most interesting was the varying opinions on what being a mentor is and what it means to individuals. One of the panelists described this as the ‘magic of mentorship’, a completely unique relationship in which the mentor and mentee learn from each other, whether it be a simple catch-up or a focused discussion on how to achieve a particular goal.
I know from personal experience the benefit of having a mentor, someone to guide you and prepare you for the next stage of your career, or life. That’s why I am a great advocate of TCS’ iConnect platform. This internal initiative provides each employee with a mentor and sends reminders to both the mentor and mentee to meet up and maintain regular contact. We have found that this more formal process of bringing together employees to learn from each other, has ultimately helped to make our overall network a stronger one.
TCS is actively addressing gender diversity across our employee network. More than a quarter of our UK workforce is female while it’s over a third globally. But, the change needs to be systemic and these numbers will only improve across the technology sector by educating young people and inspiring them to pursue a career in IT. Through our IT Futures programme, we’ve reached over 170,000 young people across the UK in less than 4 years. Through inspirational talks from female leaders and partnerships with organisations such as MyKindaFuture and the Engineering Development Trust (EDT), we’ve worked hard to engage the next generation of young women in technology and demonstrate what is possible.
The conference aimed to encourage and inspire those who want to get into technology, helping individuals and businesses alike to understand the role that talent acquisition, retention and development of females has to play.
There’s still a way to go but I look forward to being part of more events and initiatives such as this, and continuing to meet more and more women that are set to play a major role in this sector, and wider society.
Nupur Singh Mallick is Director of HR at Tata Consultancy Services UK & Ireland
Distracted. Stressed. Burned out. In an age of constant communication and economic pressure, a common dilemma for workers today is how to manage all of the competing demands in work and life. As a researcher of Future of Work, I have been studying and exploring this topic for over five years now. Here are three strategies I have found to be most useful for successfully managing our multiple responsibilities:
- Strive for work-life integration—not balance. It is true that for some time, the advice was to create stiffer boundaries between work and home but new research suggests that maintaining strict distinctions between work roles and home roles might actually be what is causing our feelings of stress to set in. Researchers Jeffrey Greenhaus and Gary Powell expand on this concept and recommend that work and personal life should be allies and that integration of multiple identities, such as parent, partner, friend, employee, can actually enhance physical and psychological well-being. Simply put, even in the busiest of schedules, the most practical and effective way we can live is by aligning our personal priorities of work, family, health, and well-being. Stewart Friedman, Professor of Management at the University of Pennsylvania’s Wharton School has developed a very thought-provoking exercise that can help us examine the importance and congruence of our various identities and responsibilities in life. (You can do it online at this free site: myfourcircles.com.)
- Make time for the work that matters: By managing our time differently, we can work more effectively in less time and improve our wellbeing. Researchers Sendhil Mullainathan and Eldar Shafir have found that reducing the workday to fewer hours creates periods of heightened productivity called ‘focus dividends’, thereby forcing us to prioritise the work that matters. Recently, I came across a company called Tower Paddle Boards who are experimenting with this approach by letting employees leave by lunchtime. The results have been astounding. They have been part of the 5000 list of America’s fastest growing companies over the past two years and in 2015, their 10-person team generated $9 million in revenues.
- Build periods of recovery: The very lack of a recovery period is dramatically holding back our collective ability to be resilient and successful. In today’s hyper-paced environment, we need to build periods of relaxation that take place within the frames of the workday in the form of short breaks. One strategy is inspired by the research of Nathaniel Kleitman, who established that our brains work in 90-minute rest-activity cycles not only when we sleep but also when we are awake. This means that we should take a recharging break every hour and a half, especially if we are using technology, which makes the brain overly active. Evidence for this approach can be seen in the work of Professor K. Anders Ericsson and his colleagues from Florida State University who have studied elite performers, including musicians, athletes, actors, and chess players. In each of these fields, Dr. Ericsson found that the best performers typically practice in uninterrupted sessions that last no more than 90 minutes.
I’m really looking forward to exploring this topic further and look forward to presenting additional insights at our upcoming Future of Work Masterclass on Shifting Identities.