New Ways of Working
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
Last week I was speaking at an event for an energy company in the Nordics.
The night before the event we were having dinner together and I noticed people avidly checking their phones for the latest score in a sports match of seemingly national significance. When I asked what sport it was I was surprised to learn that it was a chess match. How could a potentially slow-paced game attract so much attention in real-time I pondered?
Now contrast this with another sports event, when FIFA took football (soccer) to the USA. They were asked to shift the pace of the match from two 45-minute halves with a break (standard football timings), to more of a basketball format, with 20-minute sessions and three breaks. The US television channels claimed that an American audience shouldn’t/couldn’t/wouldn’t watch 45 minutes straight without a breather.
While these are just anecdotes rather than careful analyses of each of the countries or cultures in question, they do hint at something we should perhaps pay more attention to in our lives: pace.
This is something I’ve examined in myself in recent years, when I’ve thought about what I’m good at and why I struggle with other endeavors. One example is when I first started speaking at events. My biggest challenge was to talk at a slower pace so that I could be clearly understood, but no matter how hard I tried, I couldn’t do it.
I eventually realized that the speed at which I spoke was innately tied up with the speed at which I approached just about everything in life, perhaps under the impression that that made me more productive. This meant that in order to speak more slowly, I had to practice just ‘being’ at a slower pace. I made myself walk slower, breathe slower, eat slower…. and only by doing all of those other things was I finally able to master presenting at a coherent speed.
It turned out that what I really needed to do was step outside of my comfortable pace of being, and learn to operate in another rhythm. It was a realization that for me, made the difference between excelling at something that was critical for my role, or continually falling short.
Now, pace isn’t something we talk much about at work, but perhaps it should be. We all have a natural pace that makes us great at certain things, but holds us back in other respects.
Maybe take a moment today to consider your natural pace – are you a chess match or a basketball game? And then practice ‘playing the other sport.’ What does it feel like when you simply walk a little faster or slower? What would you be better at if you sped up or slowed down at work? It may be that getting comfortable with a different pace, a different rhythm is the key to helping you master something you’ve been grappling with for years.
 Surely a turn of phrase that gives away how little I know about sports, let alone writing about them
 I appreciate the advertising community may have had something to do with this narrative
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.
As the COO of Hot Spots Movement, a research company specialising in understanding what the future of work will look like, I spend a lot of time thinking about jobs – both at a global level and with regards to my team. Frankly, I’m increasingly thinking that job descriptions are a waste of time. With work becoming far more task and project-based, traditional job descriptions feel too static and only marginally helpful in understanding what an employee contributes and how he or she can develop to bring even more value to the organisation. I’d suggest we arrest the time robber that job descriptions are, in favour of focusing on competencies, tasks and projects.
At Hot Spots Movement, we think that rather than expecting candidates to fit job descriptions, organisations and managers should focus on building roles around employee capabilities and potential. And we actually walk the talk: when we recruit, we look for candidates with capabilities, specific skills and a mindset that roughly address the needs within our team, and we then swiftly move on to continually identifying what they are good at. Defining their role based on those factors rather than a pre-existing job description seems to be a far better approach. Not only are project portfolios easier to change than people and more easily support my preferred approach of building on strengths than remedying weaknesses, it’s also an approach that can unveil unsuspected skills and aptitudes. And in this day and age, it’s important that roles can evolve easily over time to move in line with employee life stages rather than follow a set career route.
One of the core differences between this approach and traditional job-description-driven recruitment and development is the fact that it shifts the focus away from ticking boxes on a list of short-term wants. Instead, it encourages looking for a strong match between personality, purpose and values of the company and the candidate – a firm basis for a long-standing and productive relationship between employer and employee.
This type of fluid approach is often associated with smaller, newer workplaces – but there’s no reason it wouldn’t work in a big organisation. What matters is whether the line manager is able and willing to implement it.
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 firstname.lastname@example.org
 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