WorkLife

Satisfaction with workplace collaboration fell from 36% in 2021 to 29% this year, coinciding with the return to offices, a Gartner survey of over 18,000 employees found. Other data from Gartner shows “hybrid and remote workers are consistently more satisfied with collaboration than their fully on-site peers,” said Jessica Knight, vp, research, at Gartner. “Clearly, physical proximity and co-location is not a silver bullet to solve the collaboration challenge,” Knight said. Organizations instead need to actively rethink and reform norms around how people interact with each other at work, workplace experts say, but are up against a number of deep and unresolved issues causing this distancing. 

As organizations plot their workplace strategies for 2025, the return-to-office debate shows no sign of cooling, with companies splitting into two camps: those doubling down on in-office mandates and those embracing flexibility as a competitive advantage. We explore that and more in this week's newsletter.

As organizations plot their workplace strategies for 2025, the return-to-office debate shows no sign of cooling, with companies splitting into two camps: those doubling down on in-office mandates and those embracing flexibility as a competitive advantage. One thing is certain: Several companies that botched the shift to in-office arrangements over the past year are something of a master class in how to not execute RTO plans. Read more: https://lnkd.in/epxbCxDY #worklife #rto #returntooffice

Lately a string of companies, from Meta to EY to Target, have parted ways with workers for the most minor infractions, raising questions about whether it’s really a shady way of reducing headcount while putting a spotlight on issues like trust and integrity in corporate culture. Rebecca Trotsky, chief people officer at workforce management platform HR Acuity, warns that it can have devastating consequences for organizational goodwill. “If you’re in HR and you are agreeing to letting people go for these minor types of infractions for a short-term benefit … what exactly is that going to do to your long-term prospects as an organization and as an HR organization?” she said.

For many workers, it feels near impossible to truly log off and take advantage of extended breaks from work. In fact, 40% of workers expect they’ll be working between Christmas and New Years, according to a report from SurveyMonkey including responses from over 1,000 U.S. workers. That’s in part because over 60% of workers said they dread the backlog awaiting them when they return from PTO, according to a report from The Harris Poll which included responses from over 1,000 U..S workers conducted earlier this year. And after a year of constant change in the workplace, an opportunity to truly unplug is needed, and HR professionals and managers have a strong influence in making staff feel comfortable taking a true break. In this piece by Hailey Mensik, we speak to Shawnee (Irmen) De Anda, PHR, PRC of Thriveworks, and Sabrina Banadyga of Shift.

Research by the The National Society of Leadership and Success (NSLS) found that only 1 in 4 of 3,000 Gen Zs surveyed believe they know how to network, while the same number don’t feel they are prepared to negotiate. Jennifer Moss and other experts suggest that is a byproduct of spending too much time focusing on digital relationships and social media, causing their social and relational skills to be underdeveloped. That said, they possess strong adaptive skills, positioning them to adopt new technology and be more open to change, Moss points out. “They rank high in emotional intelligence [and are] more likely to demonstrate vulnerability, empathy and tolerance,” she said. “They are also more altruistic than other cohorts.” A study by learning platform Kahoot! on Gen Z’s experience in the workplace revealed that young professionals face unique challenges but are also highly motivated to learn and grow.

Corporate diversity, equity and inclusion programs were already in flux this year after the U.S. Supreme Court banned race-based college admissions, inspiring similar moves across corporate America. Now, with an incoming administration vocally against such initiatives, employers expect continuing pressure to change their programs. For HR professionals, “it will probably be one of the hardest things they’ve ever dealt with in their professional careers,” said Peter Rahbar, an employment attorney at the Rahbar Group. Read more: https://lnkd.in/dDquycTq

A growing share of the workforce is identifying with being on the neurodiverse spectrum, having conditions such as autism, ADHD and dyslexia. And many are returning to regular in-person work after years of working remotely. During the pandemic neurodiverse workers found new ways of working and methods that better supported their individual productivity. Now they’re hoping their employers will support them and allow them to get needed accommodations to do their best work in the office. Neurodiverse accommodations typically include those offering visual communication support, verbal language support and environmental support. Here is a non-exhaustive list of examples of accommodations that can benefit neurodiverse staff, and ultimately, everyone. In this piece by Hailey Mensik, we speak to Deborah Wilson, SPHR of Understood.org. #neurodiverse #neurodiversity

While it may be a favorite buzzword, Brittany Schmaling, MAIO, ACC, data analyst principal at Dayforce, contends we’ve been getting burnout all wrong — starting with the definition. “In the popular media, when they talk about burnout, they’re talking about being overextended,” she said. “True burnout has real, physical consequences.” And Schmaling is not alone in thinking we should reframe burnout. “There’s a general perception that burnout is just about doing too much. However, burnout is also about feeling like your effort doesn’t matter or align with something meaningful,” said Cindy Kravitz, PhD, director of leadership development at the medical tech company Stryker. “When people feel so drained they can’t get out of bed, they’re often lacking connection, purpose and recognition. In trying to address this, they might take on more work to try to find this missing purpose. It becomes a vicious cycle.”

The youngest workers in the most highly demanding fields are facing a stark reality check as many realize the long hours and stress simply aren’t worth the status and pay to them. In the legal profession, over half of Gen Zers said they would take a pay cut for fewer billable hours, according to a survey of over 500 Gen Z associates from law firm Major, Lindsey & Africa, taken earlier this year. Over a third would also take less pay for more time off. The average amount of hours lawyers work per week varies widely depending on the size of the firm. Those at small and mid-sized firms typically work an average of 42 to 54 hours a week, according to Clio, a law firm tech company. At large firms, working 66 hours a week is the average. Read more: https://lnkd.in/equVwbHW