Tuesday, June 28, 2016

Remote Working Tips and Tools

I turn on the computer and there they pop. The three Google Docs that I was working on yesterday now have my colleague’s comments appended. I chat with him in Slack to clarify what he meant. It only takes two minutes, even though we’re an eight-hour plane ride away.

Next tab is for Trello. That’s where we brainstorm ideas for our content calendar. I do it while my colleagues are sleeping, and they add ideas while I’m having breakfast.
Once we week, we catch up on Skype to get on the same page. It’s easy. It’s effective. And it’s flexible for everyone.

And we’re not alone in these habits. In the 2015 PGi Global Telework Survey, a whopping 79 percent of surveyed knowledge workers around the world worked outside the office. And the trend of working remotely – whether as an employee, an entrepreneur, or a freelancer – is only expected to grow in the next decade.

Naturally, the number of tools meant to assist in remote work is also on the rise. Dailybitsof.com asked nine remote workers what tools they use daily. Here is what they shared:

Thursday, June 23, 2016

Japanese Workers Really Distrust Their Employers

A long economic slump has broken the once-unshakable devotion of the "salarymen."
Lifetime employment sounds like a great thing, but not if you hate where you work. That seems to be the plight of Japanese “salarymen” and “office ladies.”
Only 22 percent of Japanese workers have “a great deal of trust” in their employers, which is way below the average of eight countries surveyed, according to a new report by EY, the global accounting and consulting firm formerly known as Ernst & Young. And it's not just the companies: Those employees are no more trusting of their bosses or colleagues, the study found. By contrast, about two-thirds of workers in India and Mexico had a great deal of trust in their employers. 

The EY study confirms other research, including Aon's employee engagement survey and Edelman's annual trust barometer, and comes as Prime Minister Shinzo Abe has been looking to shake up Japan's hidebound corporate culture. The irony is that Japan was identified as a high-trust society by Francis Fukuyama in his 1995 book, Trust: The Social Virtues and the Creation of Prosperity. That may have been true once, but Japan's long economic slump, which had already begun by the time Fukuyama's book came out, seems to have worn away that goodwill.  Read full report on Bloomberg

Thursday, June 16, 2016

How a values-driven culture will help your business attract and retain top talent

Much has been made recently about millennials in the workplace, and with good reason: they are now the largest demographic in the workforce, and more than half are considering leaving their current position within three years, according to a 2015 study conducted by Elance.

These statistics can be alarming to business leaders attempting to build a committed and engaged employee base.
As a result, many companies are scrambling to implement targeted strategies that will attract and retain the generation’s top talent. The focus has been in the development of benefits and programs that speak directly to the oft-discussed ideals of millennials with regards to community involvement and positive social impact.
However, engineering an organization’s culture to attract a specific demographic is a dangerous game that could result in an unstable foundation. Instead, the culture must be driven by what the firm values, and must be rooted in its vision and business purpose. Read more on Globe & Mail
How would you define your company’s culture? A 4Cs Employee Survey from Insightlink can help you.

Tuesday, June 14, 2016

Engagement and Purpose-Driven Work - A Natural Fit!

Back in the days of the dinosaur, the Bob the caveman would leave home, go to work, and eight hours later bring home a brontosaurus for his cavewoman, Sally, to cook. That was his purpose – he was the hunter and gatherer.
In 2016, a few things have changed. Sally has joined the ranks of the hunter/gatherer, and, depending on who arrives home first, Bob is cooking the Bronto-burgers.
However, there are things that have not changed. Employees are still looking for a purpose to their lives. Consider the fact that employees spend 40 hours/week, 160 hours/month, and 1920 hours/year working, mostly away from home doing a job for someone else's profit. Their reward – a modest paycheck, time off when sick, time off for a little fun, and a gold watch upon retirement (if you’re lucky).
So the desire to have a purpose for all this time away from family – beyond the paycheck – is extreme in an increasing number of employees. “I know my job is to tighten this screw on this doohickey, and do it well, but why am I doing it? Why is it so important? That word – important – is what is paramount to these employees. They want to believe they are doing something important. Bringing home a dino for the family was very important but tightening screws, maybeeeeee not so much. Read full article on Examiner.com

Thursday, May 19, 2016

Why Your Employees Pretend to Work 80-Hour Weeks

Whether you know it or not, your employees feel immense pressure to be committed to their jobs--and available 24 hours a day. 

You might, at first, be happy about this. What kind of founder doesn't want a hard-working staff? But the reality is more nuanced. While you might think your team is devoted 24/7 to work, in truth, most of them are finding ways to deal with your company's inclination toward workaholism. 
In fact, according to research published yesterday in the Harvard Business Review, your employees are likely to cope with the pressure to be perpetually available in one of three ways...Read on Inc.com

Wednesday, May 18, 2016

3 Dysfunctional Ways We've Adapted To The Hell Of The 24/7 Workplace

How do you deal with the “cult of busy”? That’s the term Erin Reid uses to describe today’s work-first culture in which ideal employees are expected to put their jobs first, work all the time and be constantly available to the boss.

In the June cover story of Harvard Business Review, “Managing the High-Intensity Workplace,” Reid and coauthor Lakshmi Ramarajan describe how workers adapt to these demands. It’s not a good look for anyone.

“Our research shows that being always available is actually dysfunctional for everyone at some level,” Reid, an assistant professor at Boston University’s Questrom School of Business, told The Huffington Post.

Recall the recent portrayal of employees at Amazon, where work culture is so bruising that The New York Times reported workers were crying at their desks. In the company’s warehouses, workers collapse from exhaustion.

It’s not just employees who suffer. When companies create a work-first culture, turnover is likely higher — people quit, and the cost of replacing them is high. Read more on Huffington Post

Wednesday, May 4, 2016

Employee Engagement the UPS Way

Does your team lack cohesion? Do you often ask yourself if your employees are even taking you seriously?

Would you like to transform your “me” culture into a “we” culture?

In his new book, Leadership Lessons from a UPS Driver: Delivering a Culture of We, Not Me, former UPS International president and one-time driver, Ron Wallace, reveals how to establish quality employee engagement that builds strong, unified teams for lasting business success.

Wallace knows a thing or two about leadership and team building: during a career of nearly 40 years, he served as a UPS driver for six years and eventually became the president of UPS International, leading more than 60,000 employees and overseeing the operations of UPS in more than 200 countries. Drawing on decades of experience leading one of the most well-known and successful companies in the world, in his new book, Wallace shares essential tips for growing the best team of inspired employees to make any business thrive.

In the book, Wallace gives several tips on how leaders can build a “we not me culture” and deliver exceptional results. Read more on Huffingtonpost

Thursday, April 28, 2016

Why Trust Motivates Employees More than Pay

Everyone knows that a workplace in which people feel appreciated and valued, with more autonomy, is a more pleasant place to work than one in which they don’t. What has been less certain is that workplaces with high trust and a strong culture actually do better as businesses.

Now, with the release of a new study from ethics and leadership advisory firm LRN, we are getting closer to proving a link between the two. The 2016 edition of The How Report, provided exclusively to Fortune, has some surprising--and mostly encouraging--findings. The most compelling: Organizations deemed “self-governing”--defined by LRN as companies in which “employees are inspired by a desire for significance and encouraged to act as leaders regardless of role”--really do outperform their peers. That outperformance is measured by a yardstick that combines market share, customer satisfaction, employee engagement, and the longer-term sustainability of the business. Says LRN founder and CEO Dov Seidman: “What were once considered ‘soft skills’ are becoming the new hard currency.”  Read on Yahoo

Tuesday, March 22, 2016

Why Employees Quit

It has long been said that a company’s assets go up and down the elevator daily. Most employers tend to hire fast and fire slow, which is the exact opposite of what they should be doing. If your employees are your most important asset, then once you have made the decision to hire someone, you probably want to keep them in your employ as long as possible. In most cases, employees continue to learn and become more valuable to your business every day.  Read more on Herald-Tribune

Thursday, March 17, 2016

How Technology Is Changing Market Research

Marketresearch.com asked a wide variety of market research professionals, executives, and consultants to explain how technology is changing market research. As you may suspect, we encountered conflicting points of view on this topic. While most responded positively, using words like “exciting,” “faster,” “cheaper,” and “easier” to describe the effects of technology on market research, a few others fell on the opposite side of the spectrum, citing reliability and quality concerns.
For a range of diverse viewpoints, read through the 23 different quotes from leading industry commentators. Read more on marketresearch.com

Friday, March 4, 2016

Thursday, January 21, 2016

Insightlink's Annual Survey of the American Workplace

The proportion of U.S. employees with more work than they can handle has increased steadily since Insightlink began conducting employee surveys over 15 years ago. This finding aligns with public health concerns that stress is becoming a workplace epidemic. Anxiety, exhaustion, burnout and fear of losing their jobs are reported with increasing frequency in Insightlink’s employee research. And not to forget that there is a clear correlation between high stress levels in employees and increased absenteeism, reduced productivity, higher levels of disengagement and excessive turnover. Read more on PRweb