Future of Work
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.
By Sarah Elsing, researcher, Hot Spots Movement
Employee Voice is often linked to employee engagement. While employee surveys are used to assess employees’ levels of engagement, Employee Voice can be understood not only as a way of assessing people’s engagement levels but also as one way of enabling this engagement. It also reaches far beyond the realm of employee engagement. A two-way conversation with employees can help boost staff morale and productivity but it can also be useful in the problem-solving process, create innovation, and help an organisation’s leadership renegotiate the deal with its changing workforce.
Despite these wide-ranging uses and benefits, Employee Voice mechanisms are still most often applied in a reactive manner. Only when staff morale or productivity are already low do organisations start engaging their employees in a conversation. When this is the case, they often focus on understanding what is causing the problem rather than allowing employees to voice their ideas on how to improve the situation. As a large, diverse group of problem-solvers and innovators, employees remain largely untapped. At Hot Spots Movement, we therefore find that the best Employee Voice tools allow their participants to move from a reactive, negative and reflective state of mind to a more proactive, constructive and future-oriented conversation.
If you would like to find out more about Employee Voice and how it can work for you, simply leave your details on our contact form using the keyword ‘Employee Voice’. Our white paper on Employee Voice draws on the latest insights from our client-based research and provides best practice tips on how to make it work particularly in an era of digitalisation.
Over the last couple of years, I’ve been learning the art of Improv. For those of you who have never experienced such joy, Improv is a form of completely unscripted theatre or comedy, where a group of fully-grown adults create a story, characters and some kind of plot completely in the moment. As we walk onto the stage we have no idea who our character will be, where the scene is, or what the relationship is that we have with each other And yet, somehow it works. Somehow, we create something that is coherent, makes sense and sometimes – just sometimes – is hilariously funny.
Now, if this were a team in an organisation, we would consider it doomed to fail: No goals, no clarity on team roles, no accountability – no chance. But in this domain it succeeds. It got me thinking about what it is that makes it possible for Improv to… well, just work really, and what that could then teach us about creating successful teams in organisations. It all starts with three simple rules that allow everything else to follow freely:
#1 Listen to offers
The first time I got on stage to do an Improv scene my mind was screaming to me: “Say something. Anything. For the love of God fill the silence!” The result: disaster and a very public way to learn the hidden beauty of staying quiet and listening. And so comes the first rule: listen to what others are offering. The only way that something unscripted can work is if you are truly listening to all the cues your team are sending you about where you are in the scene, who your character is to them, and what the hell’s going on. Likewise, they need to be listening out for every possible piece of information from you so that you can all create something together.
There are many parallels here to what we see happening in teams. I can recall so many meetings in which it’s seemed like we’re all working off a different script. And why? Because that’s exactly what we were doing. We were armed with our own individual scripts about what we wanted to achieve, our foregone conclusions about the matter, ready to force that on others whether consciously or without even realizing that’s what we were doing. Next time you’re in a meeting with your team, try leaving the script behind. Make a conscious effort to focus and hear every ‘offer’ made by the other person. Every sentence, every word.
#2 Accept offers
The most awkward moments in Improv are when one actor makes an ‘offer’ in terms of what’s going on in the scene, for example: “Hey, great to bump into you. We always seem to see each other at this same park” only for their fellow actor to reject that offer and instead pursue their own agenda: “This isn’t a park it’s a school classroom, what were you thinking?” There’s really nowhere good to go from that point. It’s a clear rejection and now you are both completely lost somewhere in a… school parkroom? Or a park school class? Huh? When this happens in Improv it’s painfully visible and the chaos that ensues is immediate.
Once again, having learned this the hard way in performances, I’ve become particularly aware of it in other realms of life and work. How often do we listen to someone’s idea (offer) only to reject it, either subtly by moving the conversation back to our own brilliant idea, or by outright declaring it impossible due to a set of constraints reeled out too quickly to be a true response to what we’ve just heard?
I think the reason we find this so hard is because it requires us to be vulnerable. In a scene, if I accept someone else’s offer in terms of where we are or what our relationship is, then I have to put more thought and energy into responding than if I were to simply shut it down and force my own idea – inevitably one I’m more comfortable with. It’s unknown territory and I can’t guarantee I’ll sail through it. Likewise, exploring someone else’s way of thinking at work means letting go of our reassuringly familiar reality to step into theirs. It’s uncomfortable. As a leader, you may feel you need to add value by having the vision and providing clarity of output. You may feel that if you’re not driving the meeting or the project, then you’re not doing you role as a leader. However, the two are of not mutually exclusive at all.
Next time you feel yourself inclined to say no to an idea – to reject someone’s offer – perhaps take a moment. Acknowledge that it feels a bit uncomfortable and then stick with it. It may be that the discomfort lasts only a few moments and is the path to something you never thought possible.
#3 Make other people look good
Every so often, I’ll be in a scene and see an opportunity to throw in a line so witty it’s sure to have the crowd thinking, ‘God she’s hilarious’. And every time I’ve given into the temptation it’s resulted in a soul-destroying awkward pause. Now, while this is no doubt useful feedback about the quality of my jokes, it’s also a fairly unanimous experience in Improv. Why? Because Improv is about teams, not stand up comics, and any attempt to elevate yourself over and above your fellow Improvisers just destroys whatever it is you were creating together.
And so comes the third rule: make others look good. The logic is pretty simple when you think about it: if everyone does it, then everyone ends up looking good. Lovely. So what happens if we take this approach in our teams? If we all go in agreeing that our role is to make our team members look good rather than being our individual best?
This doesn’t mean that individual performance is completely negated, but that in an environment in which no one superstar (or stand up comic genius) is sufficient to succeed, we all embrace working together. We all help amplify the performance of others and bask in the great feeling that comes with knowing that they will do the same for us. This is how we can unleash additional value, enabling others else to shine and then building on that ‘greatness’.
These rules are pretty simple. But what resonated with me was how incredibly important they are in any successful collaboration – whether it be a friendship, a relationship, a project team or maybe even an Improv group. And that they are mutually reinforcing. Follow one of the rules avidly and you’re sure to find yourself deploying the other two: really listen to the other person in your team and you will find yourself immediately more likely to accept their offer and help them look good.
In increasingly unpredictable and unscripted worlds, perhaps now is the time to truly embrace improvisation.
In 1932, philosopher Bertrand Russell wrote an essay titled In Praise of Idleness. He was writing at a time when only the most affluent in society had the opportunity for leisure time while the poor laboured away in dirty, dangerous and dull work. Today, the situation is quite the opposite: for the first time in history, the most skilled, highest earners in society are working the longest hours. But why is it that those who can afford the most leisure are now taking the least?
It turns out we still have much to learn from the old greats such as Russell and Keynes. Both had distinct yet complementary philosophies on the meaning of work that may help us understand why affluent knowledge workers, with above average pay cheques and already high standards of living, are slaving away to the point of burnout.
The first message is that as a society, we have had a vested interest in seeing work as virtuous. Back in the 18th and 19th centuries, the virtues of work were extolled by the affluent, upper classes who, according to Russell, preached ‘the dignity of labour [to the poor], while taking care themselves to remain undignified in this respect.’ The dignity of labour ‘kept adults from drink and children from mischief,’ by distracting them with 15-hour work days. This ideology was reinforced by religious beliefs that the poor were far more likely to go to heaven than the rich, thus their gratification was coming, just posthumously. So what does this mean for today? According to Keynes, despite entire populations moving into higher skill, higher paid work, ‘we have been trained too long to strive and not to enjoy.’ We ascribe status now to those who make valuable contributions to the success of organisations and our ‘busyness’ has become a proxy for that level of contribution. Perhaps then, if we are to resolve the challenge of long working hours, burnout and stress, we need to remind ourselves of the meaning of work, its role in our own lives and in society as a whole. Now that we don’t need work to prevent us all from becoming delinquent on gin and to get into the afterlife, maybe we can reassess how we spend our time?
A second message from the works of the old greats is that how we spend our leisure time is also a point of contention. Both Keynes and Russell stressed the importance of leisure time in pursuing academic and creative interests. According to Russell, the small leisure class in previous centuries ‘cultivated the arts and discovered sciences; it wrote the books, invented the philosophies, and refined social relations […] without the leisure class, man would never have emerged from barbarism.’ Today, we might argue that these activities take place within institutions such as universities, businesses and NGOs. However, Russell warned that when ‘studies are organised […] the man who thinks of some original line of research is likely to be discouraged,’ making it an inadequate substitute for real leisure time.
While our context has changed markedly since the 18th and 19th Centuries, perhaps there is still something to take from this. How can we liberate people to pursue their passions, experiment and innovate under the necessary pre-condition of ‘no required output’? Some companies such as Google and 3G have attempted this with their ‘20% time to play’ rule, allowing employees to spend the equivalent of one day a week following up on an idea they have had on the understanding that it may come to nothing. But maybe, instead of creating rules around when and how much work time people can spend in liberated, free-thinking, we need to accept the fact that people need to be absent, disconnected and unrestricted if we want them to come up with new ideas. In short, we need to acknowledge the value of leisure time and ensure that work does not encroach. Likewise, we need to reserve energy as well as time for the pursuit of leisure or else, according to Russell, ‘pleasures […] become mainly passive: seeing cinemas, watching football matches, listening to the radio, and so on [… as a result of our] active energies being fully taken up with work.’
Keynes predicted that we would all be working three-hour days by now. We’ve perhaps ended up closer to Russell’s depiction of ‘a large percentage of the population idle, because we can dispense with their labour by making the others overwork.’ We simultaneously have people working extended hours and persistent unemployment. Could our ineffectiveness at addressing the skills mismatches behind this phenomenon be in part because we can make the skilled overwork? Both Keynes and Russell expected it to take some time to transition into a society that can accept and create value through extended leisure, without blindly pursuing more and more work as an end in itself. But perhaps it’s worth remembering Russell’s departing line: ‘there is no reason to go on being foolish forever.’
Keynes, John Maynard. “Economic Possibilities For Our Grandchildren”. (1930): n. pag. Print.
Russell, Bertrand. “In Praise Of Idleness”. (1932): n. pag. Print.
Henrik Ibsen’s play, Master Builder, tells the story of a self-made architect, Halvard Solness, who is increasingly afraid of the young displacing him. As I was watching the piece in the Old Vic Theatre a few weeks ago, one of Halvard’s lines caught my attention: “The young are waiting. In all their power. Knocking on the door.” This made me wonder whether Halvard’s fear is actually real. Will older workers be made redundant by young upstarts? Does the mature workforce need to step out of the young’s way and give them space? And what are the implications – positive and negative – for organisations?
It turned out Halvard was worried about a myth. The reality is that your organisation will see teams in which employees like Halvard and the young will work together. The young were not knocking on Halvard’s door to take his job. Quite the contrary, the young showed up to take jobs his activity created. So how exactly can employing older workers help your organisation grow and create more jobs in the process?
Age diversity provides you with the opportunity to combine skills and characteristics unique to different groups and thus create an effective and efficient organisation:
- The equivalent to Halvard in your organisation has been building their network for more than 40 years. The young know well that they cannot compete with that. Instead, on one hand, their ambition and determination can keep Halvard motivated. On the other hand, Halvard can transfer his network to the young, so your organisation has access to it when he retires.
- Younger workers are often still trying to define their mission and passion, which can translate into higher turnover. Indeed, according to one recent study, Millennials expect to change jobs every three years. Chances are Halvard has worked for you for a while and he has stayed with the organisation through thick and thin. This means he has a deep understanding of the history and culture of your company that cannot be easily emulated by new entrants.
- In the past decades, work became part of Halvard’s daily routine, and all of a sudden he has 8 hours on his hands to kill. Flexible working is a good way of helping people like Halvard transition to retirement. In fact, there has been a 140% increase in over-65s running their own business in the last decade, revealing the many new ways in which organisations can engage with more mature workers. It’s a win-win as the organisation retains Halvard’s critical skills at a reduced cost, and he gets some help with his pension too.
So what can you and your organisation do to avoid a Master Builder-like frustration?
- Help the Halvards in your organisations continually update their skills to stay relevant in a new day and age. Organisations such as GE and HP use reverse mentoring to help different generations learn from one another and to enhance generational cohesion.
- Sense check the signals you are sending to older workers. Do your people processes and practices signal that mature workers are valued? Or do pension arrangements, performance processes and training budgets signal that careers have a hard stop at 65 in your company?
- Break the perceived link between age and stage in your organisation. Retaining older workers will mean people may be managed by someone younger than them. This can create conflict in organisations in which progression and seniority are strongly linked to age and tenure. Creating more flexibility in career ladders is one way to ensure that age and seniority are no longer considered one and the same.
So, what’s the conclusion? Yes, the young are coming and knocking on the door in all their power. Halvard however still has a great deal to offer. As his good friend and counsel, Dr. Herdal, tells him, “You are not laid on the shelf yet, I should hope. Oh no—your position here is probably firmer now than it has ever been.”
Find out more about the challenges and opportunities of longevity by pre-ordering your copy of Lynda Gratton and Andrew Scott’s upcoming book, The Hundred-Year Life at www.100yearlife.com or contact David at email@example.com
 As written on the Old Vic Theatre’s website.
 Milligan, B. Older workers create extra jobs for young people – report, BBC – British Broadcasting Corporation 2015
 Meister, J. Job Hopping is the ‘New Normal’ for Millennials, Forbes, 2012
 Trends and Drivers of Workforce Turnover. Mercer Workforce Metrics Survey, 2014
 Altman, Dr. R. A New Vision for Older Workers: Retain, Retrain, Recruit, A Report to Government 2015
 Steimle, J. Reverse Mentoring – Investing in Tomorrow’s Business Strategy, Forbes, 2015
Ten years ago I took my son to East Africa to stay in a Masai village. I reasoned that time with these mighty warriors would be a good anecdote to his rather cosy suburban life.
On the second day at the village, our Masai guide walked with us into the surrounding countryside. Then something surprising happened. The silence of this picturesque place was pierced by a strangely familiar sound. From his belt pocket the warrior took his ringing mobile phone. This was not something I’d expected.
Four years ago I had been asked by the female students at London Business School (LBS) to speak at their annual Women in Business Conference. I spoke for around 30 minutes on the way that large corporations could make a positive difference in the world – a topic I had explored in a recently published book. In the Q&A session that followed I expected to be asked about corporate social responsibility. Instead, I was quizzed about how I had managed to be a mother and also build a relatively successful career as a professor and business woman. This was again something I had not expected.
Yet these unexpected experiences had something profound in common. They were both ‘weak signals’ in the sense that they both alerted me to something I had not really or deeply considered. They also heralded something that would become more important in the future.
I had not realised the scale with which mobile phones were being rolled out across East Africa and indeed that they contained the possibility of transferring money. And I had not realised how deeply worried young women were about the life choices they face.
Both these weak signals had a profound impact on my thinking. The first led to the creation of my Future of Work Research Consortium – dedicated to analysing the impact of trends in technology, demography and society on corporations and the people that work for them. The second helped me understand the huge impact that Anne-Marie Slaughter’s piece in the Atlantic would have when she wrote about her personal challenges in ‘having it all.’
I’m not sure it’s possible to actively seek out weak signals – often times, serendipity seems to play a key role. But here are some ideas:
– Don’t turn your back on what seems hard to comprehend. Frankly I was amazed by the questions at the LBS event. What was wrong with these women that my personal life was so interesting to them? Yet as I reflected on what had happened I began to realise that I had inadvertently tapped into a deep seam of anxiety. I began to realise that young women are genuinely concerned about their future, and as a commentator about the future I needed to understand this and indeed learn more about it. I’ve learnt to be very sensitive to people or ideas that don’t fall into my way of thinking.
– Be prepared to get off the beaten path. I had not expected to learn about technology through a family visit to East Africa. Yet by getting out of my normal routine I was faced with new experiences that presented me with weak signals and new insights.
– Mix with different people. It’s easy in a busy life to spend lots of time with people similar to ourselves. Yet often the ‘weak signals’ are found in unexpected conversations. So these days I try to spend time every week with people who are different from me. People who don’t necessarily walk the paths that I do, and whose experience of the world is profoundly different from mine.
Looking ahead is such a wonderful thing to do – and weak signals can be just the way to do this.