tag:theconversation.com,2011:/fr/topics/work-culture-14175/articlesWork culture – The Conversation2024-03-26T12:48:40Ztag:theconversation.com,2011:article/2223642024-03-26T12:48:40Z2024-03-26T12:48:40ZNot having job flexibility or security can leave workers feeling depressed, anxious and hopeless<figure><img src="https://images.theconversation.com/files/581106/original/file-20240311-22-aqasrx.jpg?ixlib=rb-1.1.0&rect=62%2C20%2C6934%2C4637&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">Warehouse employees frequently lack control over their own schedules.</span> <span class="attribution"><a class="source" href="https://www.gettyimages.com/detail/photo/exhausted-warehouse-worker-royalty-free-image/1413866834">Andres Oliveira/E+ via Getty Images</a></span></figcaption></figure><p>When employees don’t have control over their work schedules, it’s not just morale that suffers – mental health takes a hit too. That’s <a href="https://doi.org/10.1001/jamanetworkopen.2024.3439">what my colleagues and I discovered</a> in a study recently published in the medical journal JAMA Network Open.</p>
<p>As a <a href="https://www.bu.edu/sph/profile/monica-wang/">public health expert</a>, I know that the way our jobs are designed can affect our well-being. Research has shown that flexibility, security and autonomy in the workplace are strong <a href="https://doi.org/10.1093/acrefore/9780190236557.013.15">determinants of health</a>.</p>
<p>To understand how powerful they are, my colleagues and I looked at the 2021 <a href="https://www.cdc.gov/nchs/nhis/about_nhis.htm">National Health Interview Survey</a>, a major data collection initiative run out of the <a href="https://www.cdc.gov/nchs/index.htm">National Center for Health Statistics</a>. We analyzed responses from 18,144 working adults across the U.S., teasing out how job flexibility and security may be linked with mental health.</p>
<p>The respondents were asked how easily they could change their work schedule to do things important to them or their family, whether their work schedule changed on a regular basis, and how far in advance they usually knew their schedules. They also rated their perceived risk of losing their job in the next 12 months.</p>
<p>We found that workers who had more flexible work arrangements were less likely to report feelings of depression, hopelessness and anxiety. Similarly, those with greater job security were at lower risk of mental health challenges. We also found that higher job security was linked with fewer instances of missing work over the past year.</p>
<h2>Why it matters</h2>
<p>The average full-time worker dedicates <a href="https://www.gettysburg.edu/news/stories?id=79db7b34-630c-4f49-ad32-4ab9ea48e72b">a third</a> of their lifetime waking hours to work. Given that fact, understanding how job design affects mental health is key to developing policies that bolster well-being.</p>
<p>It’s clear why employers should care: When workers aren’t feeling well mentally, they’re <a href="https://doi.org/10.1007/s40258-022-00761-w">less productive</a> and more likely to <a href="http://doi.org/10.1097/00043764-200104000-00010">miss work</a>. Their <a href="https://www.betterup.com/blog/mental-health-impedes-creativity">creativity</a>, <a href="https://doi.org/10.1080/02678373.2017.1304463">collaboration</a> and ability to <a href="https://www.who.int/news-room/fact-sheets/detail/mental-health-at-work#">meet job demands</a> also suffer, hurting the entire organization.</p>
<p>The impact of job-related stress extends beyond the workplace, affecting families, communities and health care systems. People grappling with work-related mental health challenges often require <a href="http://doi.org/10.1186/1471-244X-14-131">multiple forms of support</a>, such as access to counseling, medication and social services. Not addressing these needs comprehensively can cause <a href="http://doi.org/10.1001/jamahealthforum.2023.3535">serious long-term consequences</a>, including reduced quality of life and increased health care costs.</p>
<p>It’s important to note that the COVID-19 pandemic <a href="https://doi.org/10.1007/s40615-022-01284-9">worsened mental health disparities</a> and that individuals in lower-wage positions, front-line workers and people in marginalized communities continue to face <a href="http://doi.org/10.1111/1475-6773.14136">additional challenges</a>. In this context, understanding exactly how job and work design can affect people’s mental health is all the more important.</p>
<h2>What’s next</h2>
<p>My research team plans to examine how race and gender affect the links between job flexibility, job security and mental health.</p>
<p><a href="http://doi.org/10.1037/a0034016">Previous research</a> suggests that women and people of color experience <a href="http://doi.org/10.1037/a0034016">unique workplace stressors</a> that harm their mental well-being. For instance, women continue to face <a href="https://sgff-media.s3.amazonaws.com/sgff_r1eHetbDYb/Women+in+the+Workplace+2023_+Designed+Report.pdf">barriers to career advancement</a>, <a href="https://www.forbes.com/advisor/business/gender-pay-gap-statistics/#">unequal pay</a> and a <a href="https://doi.org/10.1007/s11205-018-2025-x">higher burden</a> of unpaid care work.</p>
<p>Similarly, employees of color often experience <a href="https://news.gallup.com/poll/328394/one-four-black-workers-report-discrimination-work.aspx">discrimination</a>, <a href="https://hbr.org/2022/05/research-the-real-time-impact-of-microaggressions">microaggressions</a> and <a href="https://www.urban.org/sites/default/files/publication/104761/racial-equity-and-job-quality.pdf">limited opportunities for professional growth</a> at work, all of which can harm <a href="https://milkeninstitute.org/sites/default/files/2023-04/racialequitybrief.pdf">mental health</a>. Understanding gender and racial differences will help researchers and organizations develop targeted interventions and policy recommendations.</p>
<p>Mental health challenges are far from rare: More than 50 million Americans, or nearly <a href="https://www.nimh.nih.gov/health/statistics/mental-illness">1 in 5 adults</a>, live with mental illness. By creating workplaces that <a href="https://doi.org/10.1177/08901171241233398">prioritize employee well-being</a> – through flexible work arrangements, supportive policies and access to mental health resources – organizations can help build a healthier society. </p>
<p><em>The <a href="https://theconversation.com/us/topics/research-brief-83231">Research Brief</a> is a short take on interesting academic work.</em></p><img src="https://counter.theconversation.com/content/222364/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Monica Wang does not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.</span></em></p>The way jobs are structured affects employee mental health, an analysis of more than 18,000 workers shows.Monica Wang, Associate Professor of Public Health, Boston UniversityLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/2169702024-01-25T13:18:02Z2024-01-25T13:18:02ZThinking about work as a calling can be meaningful, but there can be unexpected downsides as well<figure><img src="https://images.theconversation.com/files/568740/original/file-20240110-17-o199g3.jpg?ixlib=rb-1.1.0&rect=0%2C0%2C8057%2C5408&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">A sense of calling can provide workers a feeling of higher purpose in their jobs.</span> <span class="attribution"><a class="source" href="https://www.gettyimages.com/detail/photo/emotional-woman-feels-happy-to-finish-working-on-royalty-free-image/1728919751?phrase=personally+rewarding+work&searchscope=image%2Cfilm&adppopup=true">megaflopp/Getty Images</a></span></figcaption></figure><p>Many Americans – especially young adults – want to do work that feels meaningful. Creating meaning for oneself may be especially important as fewer workplaces <a href="https://today.duke.edu/2023/03/managers-exploit-loyal-workers-over-less-committed-colleagues">provide good pay</a> and benefits to their employees. </p>
<p><a href="https://news.rice.edu/news/2023/religious-calling-job-can-motivate-employees-might-result-mistreatment-going-unaddressed">Those who are religious or spiritual</a> often want to connect their faith to their work through a sense of calling. But there can be unexpected downsides for those who do so. People who say they feel “called” report <a href="https://doi.org/10.1007/s10551-014-2336-z">better work and life satisfaction</a>, but they may also be less likely to address workplace problems or unfair treatment when it arises. </p>
<h2>Faith in workplaces</h2>
<p>As <a href="https://profiles.rice.edu/faculty/elaine-howard-ecklund">scholars</a> <a href="https://www.wheaton.edu/academics/faculty/denise-daniels/">who study</a> <a href="https://rplp.rice.edu/people/brenton-kalinowski">religion in the workplace</a>, we have found that about 1 in 5 American workers agree with the statement, “I see my work as a spiritual calling.” Most of those who see their work in this way link it to religious sensibilities and practices. </p>
<p>Even though faith can be deeply connected to work, there are few comprehensive studies on this topic. In 2018 and again in 2021, we gathered responses from across the United States on how people see their faith in relation to their work. </p>
<p>Over 15,000 people representing a cross section of American adults filled out our surveys. These respondents included individuals from many different faith traditions and also those who did not follow a religious tradition. We also conducted in-depth interviews with over 250 of our survey-takers. </p>
<p>We found that 53% of Americans who feel called to their work are “very satisfied” with their current job compared with <a href="https://doi.org/10.3390/rel11060287">39% of those who do not feel called</a>. </p>
<h2>Religious calling in work</h2>
<p>The “concept of calling” has roots in Christian history, where people felt called to serve the church. More recently, calling has been extended to a possibility for any person in any job that serves the world.</p>
<p>There is no widely agreed-upon definition of what a modern-day spiritual calling might entail. Business scholars <a href="https://hankamer.baylor.edu/person/mitchell-j-neubert">Mitchell Neubert</a> and <a href="https://www.baylor.edu/content/services/document.php/175560.pdf">Katie Halbesleben</a> <a href="https://doi.org/10.1007/s10551-014-2336-z">define it as</a> “a summons from God to approach work with a sense of purpose and a pursuit of excellence in work practices.”</p>
<figure class="align-center zoomable">
<a href="https://images.theconversation.com/files/568746/original/file-20240110-27-l3svwn.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=1000&fit=clip"><img alt="A woman seated on a chair, with two other coworkers, laughs while having a conversation." src="https://images.theconversation.com/files/568746/original/file-20240110-27-l3svwn.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/568746/original/file-20240110-27-l3svwn.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/568746/original/file-20240110-27-l3svwn.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/568746/original/file-20240110-27-l3svwn.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/568746/original/file-20240110-27-l3svwn.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/568746/original/file-20240110-27-l3svwn.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/568746/original/file-20240110-27-l3svwn.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px"></a>
<figcaption>
<span class="caption">Viewing work as a calling has a positive effect on mental health and well-being.</span>
<span class="attribution"><a class="source" href="https://www.gettyimages.com/detail/photo/businesswoman-laughing-with-coworkers-while-working-royalty-free-image/1129490276?phrase=joy+at+work">Thomas Barwick/Getty Images</a></span>
</figcaption>
</figure>
<p>Findings that <a href="https://academic.oup.com/socrel/advance-article/doi/10.1093/socrel/srad010/7160374">relate calling to positive workplace outcomes</a> are consistent with previous research that shows viewing work as a calling has a positive effect on worker satisfaction, <a href="https://doi.org/10.1177/0164027517706984">mental health</a> and well-being, including <a href="https://doi.org/10.1177/0022167899391010">feeling one’s talents are being well used</a>. As one respondent whom we interviewed told us, “I definitely feel more fulfilled in my work because of my faith, and vice versa. I feel like I’m being a better Christian by doing the work that I do …”</p>
<p>Yet, less is known about the specifics of how people see their work as a calling. Interviews we conducted found that a sense of calling provides workers with higher purpose in their work, especially when facing work that is either extremely challenging or mundane. </p>
<p>For example, teachers talked about dealing with the bureaucracy of state educational systems, and medical service workers discussed the daily grind of mopping floors and handling bodily waste. However, despite the challenges of their work, these people also acknowledged that they were able to get through the day-to-day aspects of their jobs because they felt spiritually called to their work.</p>
<h2>Being called to work has downsides</h2>
<p>There is reason to be cautious, however, in touting the advantages of viewing work as a calling without also considering the detrimental effects that can emerge. </p>
<p>For example, people who feel that God intended them to be in their current workplace or industry might be more disposed to stay in their current role regardless of <a href="https://news.rice.edu/news/2023/religious-calling-job-can-motivate-employees-might-result-mistreatment-going-unaddressed">unfair treatment</a> or working conditions that take advantage of them, such as being underpaid or overworked. Specifically, in previous work we found that people who do feel called to their work report higher job satisfaction – even when they are experiencing discrimination – than people who do not feel called to their work. </p>
<p>A sense of calling may make people less likely to initiate changes to problematic workplace situations. Indeed, as we found in our research, those who view their work as a calling but also perceive discrimination in the workplace report being less likely to speak up in these situations compared with those who do not attach the same meaning to their work. </p>
<p>This can be especially detrimental for those of racial and religious minority groups who are more likely to experience discrimination at work in the first place. As one woman who works in government told us, “It is difficult being an African American woman in my field, so my faith allows me to step back sometimes and remove myself from the situation.” </p>
<p>This also shows how religion may help individuals cope with discrimination at work, but sometimes in a way that could detract from actively seeking change.</p>
<h2>The double-edged sword</h2>
<p>Experiencing work as a calling can be a double-edged sword. Because those who feel called to their work <a href="https://doi.org/10.1111/jssr.12842">have a high level of commitment to their jobs</a>, they tend to be more likely to tolerate, endure or ignore work situations that are unreasonable, inequitable or even discriminatory. </p>
<figure class="align-center ">
<img alt="A young Black teacher, looking tired, at his desk in a classroom." src="https://images.theconversation.com/files/568747/original/file-20240110-27-2v3nml.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/568747/original/file-20240110-27-2v3nml.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/568747/original/file-20240110-27-2v3nml.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/568747/original/file-20240110-27-2v3nml.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/568747/original/file-20240110-27-2v3nml.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/568747/original/file-20240110-27-2v3nml.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/568747/original/file-20240110-27-2v3nml.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">Surveys have found that workers who believe in calling are more likely to tolerate exploitative situations.</span>
<span class="attribution"><a class="source" href="https://www.gettyimages.com/detail/photo/tired-teacher-royalty-free-image/1134698169?phrase=overworked+teacher&adppopup=true">shironosov/Getty Images</a></span>
</figcaption>
</figure>
<p>According to organizational ethics scholars <a href="https://olin.wustl.edu/faculty/j-bunderson">Stuart Bunderson</a> and <a href="https://sorensencenter.byu.edu/directory/jeffery-thompson">Jeffery Thompson</a>, <a href="https://www.jstor.org/stable/27749305">workers who feel called to their jobs are</a> “more likely to see their work as a moral duty, and to sacrifice pay, personal time and comfort for their work.” Thus, it can become easier for organizations to exploit these employees, whether they do so intentionally or unintentionally. </p>
<p>Having and being led by a sense of calling is also linked to financial stability. According to our data, 68% of people who do not feel called to their work agree that “the primary reason” they do the work is to make money. In comparison, 47% of those who experience a sense of calling view making money as their primary reason for working.</p>
<p>The discrepancy could also speak to gender, race and class privileges. In her research on the “passion principle” – the idea that Americans feel the need to follow their passion and choose jobs they find fascinating, intriguing or fulfilling – sociologist <a href="https://lsa.umich.edu/soc/people/faculty/erin-cech.html">Erin Cech</a> notes how the concept of pursuing paid work that one loves or feels called to can inadvertently foster <a href="https://www.ucpress.edu/book/9780520303232/the-trouble-with-passion">structural and cultural inequalities</a>. According to Cech, race and class can influence the freedom to choose their work. Not surprisingly, Cech found that white, upper-class men who did not need to worry about money as much enjoyed the most liberty to do so.</p>
<p>Our research also shows that when workers see their job as a spiritual calling, it can blind them to the difficulties others experience at work. They may be less able to empathize with those who feel stuck in their job because of money concerns, are unhappy or unfulfilled in their work, or are struggling to find a job. </p>
<p>Our surveys reveal that 60% of those who view their work as a calling agree that “anyone can find a good job if they try hard enough,” whereas only 49% of those who <a href="https://doi.org/10.3390/rel11060287">do not view their work as a calling concur</a>.</p>
<p>Based on these findings, we suggest that leaders in organizations can help cultivate a sense of calling in workers by helping them identify their particular gifts and interests and facilitate their development along these pathways. At the same time, they can and should encourage feedback that can lead to a healthier workplace for everyone.</p><img src="https://counter.theconversation.com/content/216970/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Elaine Howard Ecklund receives funding from the Lilly Endowment Inc. a foundation that funds research on faith at work. </span></em></p><p class="fine-print"><em><span>Denise Daniels receives funding from the Lilly Endowment Inc., a foundation that funds research on faith at work.</span></em></p><p class="fine-print"><em><span>Brenton Kalinowski does not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.</span></em></p>Many workers who see their work as a spiritual calling wind up tolerating unfair treatment and poor work conditions.Elaine Howard Ecklund, Professor of Sociology and Director of The Boniuk Institute for the Study and Advancement of Religious Tolerance, Rice UniversityBrenton Kalinowski, PhD Candidate, Rice UniversityDenise Daniels, Hudson T. Harrison Endowed Chair of Entrepreneurship, Wheaton College (Illinois)Licensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/2116402023-09-25T12:20:11Z2023-09-25T12:20:11ZHow to create a college internship where students actually learn − and don’t want to quit<figure><img src="https://images.theconversation.com/files/548209/original/file-20230914-21-6a4us2.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">Interns benefit from structured tasks, hands-on supervision and open communication.</span> <span class="attribution"><a class="source" href="https://www.gettyimages.com/detail/photo/two-businesswomen-working-on-computer-in-office-royalty-free-image/637152194">Monkey Business Images/iStock/Getty Images Plus</a></span></figcaption></figure><p>When Angelica landed a prestigious internship with a major corporation just outside of Houston, she was ecstatic about the opportunity to launch her career in finance. </p>
<p>Such optimism was warranted, as research shows that students with internships are <a href="https://doi.org/10.1177/1521025120947357">almost twice as likely to graduate college</a>, have a <a href="https://doi.org/10.1016/j.econedurev.2021.102141">12.6% higher likelihood</a> of being invited to job interviews, and <a href="https://doi.org/10.3368/jhr.57.4.0418-9460R2">earn 6% higher wages</a> than noninterns once they graduate.</p>
<p>But even with a decent paycheck and scholarships to cover her rent, Angelica considered leaving the internship within weeks. What went wrong? </p>
<p>As part of the three-year College Internship Study at the <a href="https://ccwt.wisc.edu/">Center for Research on College-Workforce Transitions</a> at the <a href="https://www.wisc.edu/">University of Wisconsin-Madison</a>, we found that interns can have a tough time adapting to the culture of a new city, organization and work environment.</p>
<p>In Angelica’s case, the shock was partly about geography. She was the only intern in a group of 17 from out of town, and she felt “alone and in a big city where I didn’t know anybody.”</p>
<p>But more alienating was the fact that she knew of only one other Hispanic woman in her intern group, and the company itself, she said, was mostly white. Ultimately, she believed that “none of these people really have anything in common with me.” She felt excluded and started to believe it would be impossible to work full time at the company. </p>
<p>Angelica’s story demonstrates that not all student interns have positive and productive experiences. In fact, research shows that internships can <a href="https://doi.org/10.1080/13639080903290454">reinforce gender inequalities</a> in the workplace, create <a href="https://doi.org/10.1080/13639080.2018.1473559">unrealistic expectations</a> for career advancement and even <a href="http://dx.doi.org/10.6551/AS.0101.04">exploit student labor</a>. </p>
<h2>Common internship pitfalls</h2>
<p>Interns are <a href="https://nsuworks.nova.edu/elthe/vol4/iss2/17/">learners as much as they are workers</a> earning a paycheck. Unfortunately, the educational aspect of internships frequently gets overshadowed, with interns assigned <a href="https://doi.org/10.1177/0730888413504098">mundane or repetitive tasks</a> unrelated to their academic or professional interests. This can hinder their career development, for example by <a href="https://www.edweek.org/teaching-learning/want-to-motivate-students-give-them-a-meaningful-taste-of-the-working-world/2023/02">diminishing their motivation to pursue a career</a> in that field.</p>
<p>Another problem, which our own research revealed, is that too often supervisors <a href="https://doi.org/10.1080/00221546.2023.2241330">adopt a hands-off strategy</a>. They expect interns to define and complete tasks independently. </p>
<p>While <a href="https://hbr.org/2014/12/dealing-with-a-hands-off-boss">this may work for long-term or mature employees</a>, it is unsuitable for most interns who are new to professional life. Interns typically have a shorter tenure, <a href="https://nsuworks.nova.edu/elthe/vol4/iss2/17/">limited authority and less access</a> to resources. This makes it difficult to complete complex tasks with little supervision. The lack of structure and guidance can also cause significant stress that <a href="https://doi.org/10.1002/hrm.20331">weakens their learning and job performance</a>.</p>
<p>And, finally, unstructured internships can alienate students who are already marginalized – particularly those who are <a href="https://education.wisc.edu/news/new-study-finds-successful-student-internships-require-careful-design-equitable-access/">first-generation, low-income or students of color</a>. That’s because the lack of structure or supervision can make students feel overwhelmed, pushing them to <a href="https://www.gse.harvard.edu/ideas/usable-knowledge/21/05/rethinking-summer-internship">seek guidance from family or friends</a>. These students may not have family connections in prestigious or professional occupations and therefore <a href="https://doi.org/10.1080/02615479.2019.1654990">lack support systems</a> to deal with their challenging workplace situations.</p>
<p>Based on our research, we offer four strategies for designing effective and welcoming internships for college students.</p>
<figure class="align-center zoomable">
<a href="https://images.theconversation.com/files/549569/original/file-20230921-19-8n9z1s.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=1000&fit=clip"><img alt="Group of young professionals walking with laptops in an office" src="https://images.theconversation.com/files/549569/original/file-20230921-19-8n9z1s.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/549569/original/file-20230921-19-8n9z1s.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/549569/original/file-20230921-19-8n9z1s.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/549569/original/file-20230921-19-8n9z1s.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/549569/original/file-20230921-19-8n9z1s.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/549569/original/file-20230921-19-8n9z1s.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/549569/original/file-20230921-19-8n9z1s.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px"></a>
<figcaption>
<span class="caption">Peer mentors and organized social events can help college interns feel like they belong at a company.</span>
<span class="attribution"><a class="source" href="https://www.gettyimages.com/detail/photo/inspired-ladies-and-gentleman-on-their-way-to-the-royalty-free-image/1367511479">Creative Credit/iStock/Getty Images Plus</a></span>
</figcaption>
</figure>
<h2>1. Set clear learning goals</h2>
<p>In order to ensure interns acquire new knowledge and skills, supervisors can establish both long-term and short-term <a href="https://www.cas.edu/learningoutcomes">learning goals</a>. This is required in <a href="https://doi.org/10.1080/03043797.2018.1450846">countries like France</a>, where internships with companies are fully included in college curricula, <a href="https://doi.org/10.5465/AMBPP.2019.10172abstract">but not in the U.S.</a>.</p>
<p>Learning goals can include specific tasks the intern will be expected to perform, technical knowledge they will gain and transferable skills like communication or teamwork that they should develop through the internship. </p>
<p>Ideally, they are developed in collaboration with faculty advisers, students and employers. We especially emphasize the importance of engaging students in these conversations. Different interns will <a href="https://www.proquest.com/docview/822747510">likely have unique objectives</a> for their own internship experience. </p>
<p>Documenting these goals using forms like <a href="https://drive.google.com/file/d/1KQjwkU2FOTzLgQWwK1Bap-ZSxPdPhcgu/view">this one</a> from the University of Minnesota can help students discern where to concentrate and hone their skills during the internship.</p>
<h2>2. Structure assignments from easy to hard</h2>
<p>A well-known theory in educational psychology shows that people learn best when they are <a href="https://www.simplypsychology.org/zone-of-proximal-development.html">gradually introduced to new tasks</a> or subject matters. In our own study, we found that interns also benefit from starting their jobs with easier tasks and gradually transitioning to tasks that require less oversight.</p>
<p>When internship tasks are structured progressively from easier to harder, it <a href="https://doi.org/10.1080/00461520701263368">gradually increases students’ understanding</a> over time. Our research also shows that interns benefit from assignments that have clear expectations and deadlines and pose minimal consequences if performed incorrectly.</p>
<h2>3. Keep communication open</h2>
<p>Research confirms the <a href="https://doi.org/10.1080/13639080.2016.1181729">importance of clear, regular and open lines of communication</a> between interns and their supervisors. This became especially important <a href="https://ccwt.wisc.edu/publications/?sr=online+internships+pandemic#main">during the height of the COVID-19 pandemic</a>, when online internships suffered from infrequent and virtual communications. Many interns were left feeling unsatisfied and neglected. </p>
<p>Whether the internship is in-person or online, an effective communications strategy involves regular meetings to review progress, discuss new tasks and ideas and provide students with an opportunity to voice their concerns. Open communication can be especially important for interns who are new to a job, company or city. </p>
<h2>4. Connect interns with appropriate mentors</h2>
<p>Employees in general <a href="https://www.educause.edu/ecar/research-publications/mentoring-in-higher-education-it/2019/characteristics-of-mentoring-relationships-engaging-with-differences-and-similarities#a926cb803023487388b0fc02e3113ce5">benefit professionally and psychologically</a> from having workplace mentors with similar backgrounds and identities to their own. Yet, workers from marginalized groups – <a href="https://www.educause.edu/ecar/research-publications/mentoring-in-higher-education-it/2019/characteristics-of-mentoring-relationships-engaging-with-differences-and-similarities#a926cb803023487388b0fc02e3113ce5">especially women</a> – often have a harder time finding supportive and relatable mentors. </p>
<p>However, simply pairing mentors and interns based on characteristics like race or gender <a href="https://www.linkedin.com/pulse/small-world-worlds-apart-pros-cons-demographically-matching-petrela/">may not be the best approach</a>. Different interns – and supervisors – have varying needs, experiences and capabilities. Companies can first survey interns on their <a href="https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6205751/">values and preferences</a> regarding mentoring and supervision, and then match them in accordance with their mentorship needs and preferences. </p>
<p>Additional strategies to enhance interns’ sense of belonging include peer mentoring and frequent social events – methods that have been proven to <a href="https://doi.org/10.1177/1538192717702949">help newcomers adapt to new environments</a>. </p>
<p>We believe internships must be seen as more than a part-time job where students simply need to be hired, onboarded and shown a desk. Internships are learning opportunities and, as such, require careful design. Done right, internships can help interns gradually get more acquainted with the culture where they work and the jobs they will be expected to do.</p><img src="https://counter.theconversation.com/content/211640/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>The authors do not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.</span></em></p>The transition from college to the workforce can be challenging, but these four strategies can help young workers get valuable experience and feel welcome.Kyoungjin Jang-Tucci, Project Assistant, Center for Research on College-Workforce Transitions, University of Wisconsin-MadisonHee Song, Project Assistant at the Center for Research on College-Workforce Transitions, University of Wisconsin-MadisonMatthew T. Hora, Assistant Professor of Adult and Higher Education, University of Wisconsin-MadisonLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1986152023-03-06T17:15:30Z2023-03-06T17:15:30ZManaging people for the first time: expert tips on how to succeed<figure><img src="https://images.theconversation.com/files/513237/original/file-20230302-25-c1tn1u.jpg?ixlib=rb-1.1.0&rect=14%2C0%2C4702%2C3146&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">
</span> <span class="attribution"><a class="source" href="https://www.shutterstock.com/image-photo/businesswoman-standing-leading-business-presentation-female-681211267">Jacob Lund/Shutterstock</a></span></figcaption></figure><p>Getting a promotion that involves managing people for the first time is a milestone in anyone’s career. It is a sign that your employer values your performance and skills and trusts you to lead projects and colleagues. This transition can also be a challenging and stressful experience – you may need to relearn what it means to do a “good” job.</p>
<p>It is somewhat paradoxical that employees generally get promoted into managerial roles based on strong performance in non-managerial tasks. While you may have succeeded so far on your expertise and technical abilities, managerial roles call for a different set of skills. You will have to learn to prioritise and allocate work to make sure projects are completed on time, monitor your team’s performance, motivate the people you supervise and manage conflict. </p>
<hr>
<figure class="align-right ">
<img alt="Quarter life, a series by The Conversation" src="https://images.theconversation.com/files/451343/original/file-20220310-13-1bj6csd.png?ixlib=rb-1.1.0&q=45&auto=format&w=237&fit=clip" srcset="https://images.theconversation.com/files/451343/original/file-20220310-13-1bj6csd.png?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=600&fit=crop&dpr=1 600w, https://images.theconversation.com/files/451343/original/file-20220310-13-1bj6csd.png?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=600&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/451343/original/file-20220310-13-1bj6csd.png?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=600&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/451343/original/file-20220310-13-1bj6csd.png?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=754&fit=crop&dpr=1 754w, https://images.theconversation.com/files/451343/original/file-20220310-13-1bj6csd.png?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=754&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/451343/original/file-20220310-13-1bj6csd.png?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=754&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption"></span>
</figcaption>
</figure>
<p><em><strong><a href="https://theconversation.com/uk/topics/quarter-life-117947?utm_source=TCUK&utm_medium=linkback&utm_campaign=UK+YP2022&utm_content=InArticleTop">This article is part of Quarter Life</a></strong>, a series about issues affecting those of us in our twenties and thirties. From the challenges of beginning a career and taking care of our mental health, to the excitement of starting a family, adopting a pet or just making friends as an adult. The articles in this series explore the questions and bring answers as we navigate this turbulent period of life.</em></p>
<p><em>You may be interested in:</em></p>
<p><em><a href="https://theconversation.com/why-young-people-in-every-sphere-not-just-business-and-politics-should-learn-to-lead-198331?utm_source=TCUK&utm_medium=linkback&utm_campaign=UK+YP2022&utm_content=InArticleTop">Why young people in every sphere – not just business and politics – should learn to lead</a></em></p>
<p><em><a href="https://theconversation.com/lucky-girl-syndrome-the-potential-dark-side-of-tiktoks-extreme-positive-thinking-trend-198439?utm_source=TCUK&utm_medium=linkback&utm_campaign=UK+YP2022&utm_content=InArticleTop">Lucky girl syndrome: the potential dark side of TikTok’s extreme positive thinking trend</a></em></p>
<p><em><a href="https://theconversation.com/joy-can-help-us-be-better-at-work-heres-how-to-find-it-198260?utm_source=TCUK&utm_medium=linkback&utm_campaign=UK+YP2022&utm_content=InArticleTop">Joy can help us be better at work – here’s how to find it</a></em></p>
<hr>
<p>These interpersonal skills are misleadingly labelled “soft” skills – they are rather hard to develop. Here are some things to keep in mind:</p>
<h2>1. Get comfortable with power and politics</h2>
<p>It may feel particularly challenging to manage team members who are your friends, or who are much older than you. Having cordial working relationships is possible, even when managing others – but you still have to set priorities, tackle conflict and have difficult conversations. </p>
<p>A typical mistake among early career managers is trying to influence others by relying on formal authority. But having a new hierarchical position or job title will not automatically make it easier to get others on board. Effective managers are good at navigating the informal aspects of power that make up “office politics” – the conflicting interests and agendas in the workplace, and how people defend those interests.</p>
<p>Office politics might get a bad rap, but in my <a href="https://hbr.org/2022/05/office-politics-dont-have-to-be-toxic">research</a> I found that the ability to network, build relationships and influence others is <a href="https://hbr.org/2021/07/you-cant-sit-out-office-politics">critical</a> when it comes to managing people. For instance, most managers understand that before formally announcing a big decision, it is important to have informal conversations with those who are affected or can influence the decision. This is not unprincipled scheming, but a way of doing your homework.</p>
<p>As a first-time manager, you will probably need to manage both downwards (with your team) and upwards (with more senior managers). Political tensions can arise, for example, when you need to pass down or filter difficult messages coming from the top, while keeping your team motivated. While you may find politics occasionally frustrating, the good news is that <a href="https://onlinelibrary.wiley.com/doi/abs/10.1111/1467-8551.12219">managers develop political skill</a> with time and experience.</p>
<h2>2. Focus on the team</h2>
<p>Being a manager is not about your ego, it is about serving and empowering others to deliver results and to improve professionally. Your performance depends on the quality of work produced by your team, so it becomes essential to be able to delegate, provide work that stretches your team slightly beyond their current level of knowledge, and trust people to do it. </p>
<p>Trust is built by communicating openly and working specific, actionable, two-way feedback in regular conversations (not just formal appraisals). </p>
<p>If you are managing a team, remember that teams are more than the sum of their parts – they have shared goals, values, attitudes and practices. Similarly, organisations have established ways of working, that we sometimes accept unquestioningly and may need to challenge. </p>
<p>It is easy to think of under-performance as the fault of one person who “just doesn’t work hard enough” or “doesn’t have what it takes”. It is harder – but arguably more useful – to ask questions about the broader context, and your own role in team processes and organisational culture:</p>
<ul>
<li>Am I communicating my expectations clearly?</li>
<li>Am I providing good feedback to the people I supervise?</li>
<li>Why might people be lacking motivation?</li>
<li>What role am I playing in contributing to burnout?</li>
</ul>
<h2>3. Foster diversity and inclusion</h2>
<p>Managing people from different backgrounds in terms of gender, culture, race, sexuality, social class or age requires more than subscribing to generic corporate statements like “we value everyone”. Your heart might be in the right place, but when it comes to inclusion, our behaviour doesn’t always align with our values – unconscious bias creeps into decisions, and systemic biases are weaved into the fabric of our workplaces. </p>
<p>Research shows that women and ethnic minorities need to demonstrate a higher standard of performance to achieve comparable performance ratings and credibility. My <a href="https://hbr.org/2021/02/research-men-get-more-actionable-feedback-than-women">research</a> found that women leaders receive less useful developmental feedback compared with their male peers. It is difficult to get the best out of your team if members are not equally trusted, developed and empowered. </p>
<figure class="align-center ">
<img alt="A young man and woman in professional clothing look at a paper document together and discuss" src="https://images.theconversation.com/files/513245/original/file-20230302-25-x90lgn.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/513245/original/file-20230302-25-x90lgn.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/513245/original/file-20230302-25-x90lgn.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/513245/original/file-20230302-25-x90lgn.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/513245/original/file-20230302-25-x90lgn.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/513245/original/file-20230302-25-x90lgn.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/513245/original/file-20230302-25-x90lgn.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">A good manager gives feedback often, not just during annual reviews.</span>
<span class="attribution"><a class="source" href="https://www.shutterstock.com/image-photo/close-diverse-colleagues-working-together-checking-1931165117">Fizkes/Shutterstock</a></span>
</figcaption>
</figure>
<p>As a manager, you form impressions and assess others continuously, and you will need to actively work to leave your biases at the (virtual) office door. If you are a woman or an ethnic minority, you also need to consider how your identity shapes your experience as a manager. Our societal ideals of leadership are still constrained by the “<a href="https://onlinelibrary.wiley.com/doi/abs/10.1002/(SICI)1099-1379(199601)17:1%3C33::AID-JOB778%3E3.0.CO;2-F">think manager-think male</a>” phenomenon – the qualities we associate with managers are more commonly ascribed to men. Others might question your managerial credibility because of your gender, race, class or age. </p>
<p>It should not be only your responsibility to fend off entrenched biases. If your employer is genuinely committed to diversity and inclusion, ask how they support underrepresented employees taking on managerial roles.</p>
<h2>4. Get the support you need</h2>
<p>Taking on extra responsibilities and managing people can be stressful – there is always a degree of discomfort in professional growth. Formal management training can be useful, and on-the-job experience even more so. But your growth as a manager will also be helped if you can learn from others who have been in your shoes. </p>
<p>Managers with thriving careers cultivate a wide range of <a href="https://www.waterstones.com/book/strategic-relationships-at-work-creating-your-circle-of-mentors-sponsors-and-peers-for-success-in-business-and-life/wendy-murphy/kathy-kram/9780071823470">developmental relationships</a>. Trusted mentors, coaches, line managers, peers or career sponsors can act as a sounding board, provide advice and different perspectives, validate and challenge you at the same time, and open doors for additional opportunities. Nobody travels this road alone, and neither should you.</p><img src="https://counter.theconversation.com/content/198615/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Elena Doldor does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.</span></em></p>Expert tips on navigating office politics and supporting your team, even if you’ve never done it before.Elena Doldor, Associate Professor in Organisational Behaviour, Queen Mary University of LondonLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1983262023-02-02T14:56:47Z2023-02-02T14:56:47ZRemote working improves the lives of female managers - but at a cost<figure><img src="https://images.theconversation.com/files/506084/original/file-20230124-25-q2pruk.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">A woman working from home. </span> <span class="attribution"><a class="source" href="https://www.gettyimages.com/detail/photo/afro-caribbean-woman-working-from-home-during-the-royalty-free-image/1253792493?phrase=zoom%20meetings%20africa&adppopup=true">Alistair Berg/Getty Images</a></span></figcaption></figure><p>The COVID-19 pandemic has led to a question that would have been unthinkable a few years ago: do we really need to be in the office all the time? </p>
<p>At the height of the pandemic, working remotely was viewed as a safeguard, protecting employees from the spread of infections. Over time a <a href="https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8834350/">consensus</a> has developed that working remotely has had benefits but has also raised <a href="https://theconversation.com/working-in-isolation-can-pose-mental-health-challenges-heres-what-anyone-can-learn-from-how-gig-workers-have-adapted-194712">health concerns</a>.</p>
<p>To provide some answers to the question, I did <a href="https://www.frontiersin.org/articles/10.3389/fpsyg.2022.949914/full">research</a> on the experience of working remotely from the perspective of 23 female middle managers working in the South African public service. </p>
<p>It was clear that remote work had positive and negative aspects. </p>
<p>On the positive side, working remotely offered flexibility. Employees could balance individual and work tasks. This gave them some freedom and autonomy. In essence, work-life balance was somewhat promoted.</p>
<p>One participant, a human resource manager, said:</p>
<blockquote>
<p>During the height of the pandemic, I could spend more time connecting with other facets of my life outside work. I could read more at home. Do some gardening. Even connect more with the world around me. Yes I got to do some work but I also managed to do things I could not do previously. </p>
</blockquote>
<p>On the negative side, the women said they experienced a blurring of work boundaries and an extension of their office hours.</p>
<p>Based on the findings, I make three recommendations for managing the downside of working remotely. First, organisations may need to provide employee support; an important part of this is to trust their staff. Second, policy around remote working may need to be in place and reinforced. Such policy needs to strike a balance between getting the work done and respecting the individual rights of employees. Finally, a culture of open communication can be useful on both sides to achieve this. This includes setting goals and addressing misconceptions around working remotely.</p>
<h2>The upside</h2>
<p>The female managers in the study extolled the work-life balance that remote work can offer. </p>
<p>The managers praised remote working as cutting back unnecessary time spent in traffic while commuting to work. They could spend more time with family and pay attention to personal wellness activities such as going to the gym. </p>
<p>Remote working also had the potential to enhance the quality of relationships, thanks to the physical presence at home.</p>
<p>Another participant, an accounting manager, said:</p>
<blockquote>
<p>I think remote working also saved my marriage. My partner and I are appreciative of being in professions where we can work remotely. This assisted both of us to work in the same room at home. Such time was just the bond we needed. Remember in a week we usually spent half of the week at the office before the pandemic. It was wonderful to work from home not just for the work aspect but also our relationship.</p>
</blockquote>
<p>But the research also revealed that remote working posed some challenges.</p>
<h2>The downside</h2>
<p>Three main problems emerged. First, despite viewing remote working as a possibility, organisational will did not exist to see it through. There appeared to be mixed feelings in organisations, to support or not to support remote working. </p>
<p>Second, for some managers, managing people remotely was not a feasible option. This was largely due to the perception that for one to be an effective manager some form of physical presence was needed. The physical presence factor for these managers served as a form of surveillance, an ability to monitor that work was actually being done. Such a management approach created levels of suspicion and rendered remote working ineffective. </p>
<p>Thirdly, the managers in my study expressed concern around the extension of the working hours. Remote working distorted the boundaries of work and forced employees to be available at any time. This included receiving work-related calls at odd hours. Some employees felt that going to the office protected them from being bothered after work hours. </p>
<p>A participant observed:</p>
<blockquote>
<p>The organisational structure within the South Africa public service is still that one of command and control. This works well within physical spaces. With working from home that command and control manifests in the excessive calls. Someone can call you late at night. That was salient nightmare for remote working for me.</p>
</blockquote>
<h2>What should be done</h2>
<p>The findings of this research show there is a need for nuanced organisational responses to remote working. </p>
<hr>
<p>
<em>
<strong>
Read more:
<a href="https://theconversation.com/remote-work-has-made-developing-relationships-with-colleagues-harder-heres-what-workers-and-bosses-need-now-194883">Remote work has made developing relationships with colleagues harder – here's what workers and bosses need now</a>
</strong>
</em>
</p>
<hr>
<p>First, organisations should seek to support employees where remote working is in place. They may need policies to guide such modes of working.</p>
<p>Second, employees have a responsibility to speak out. While there is a need to be productive in organisations, this should not come through violation of individual rights. There can be no flexibility to the expression of individual rights.</p>
<p>Third, the findings show the need for investment in training and support services around remote working. This may include psycho-social support for employees who may be struggling with dealing with aspects related to remote working. Further, organisations need to invest in hardware and software support that enhances the remote working experience.</p><img src="https://counter.theconversation.com/content/198326/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Willie Tafadzwa Chinyamurindi receives funding from a) The National Research Foundation, b) The South African Medical Research Council, c) The Council for Scientific Industrial Research and d) The National Institute for the Humanities and Social Sciences.</span></em></p>Remote working policy needs to strike a balance between productivity and individual rights of employees.Willie Tafadzwa Chinyamurindi, Professor, University of Fort HareLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1950762022-12-06T20:56:30Z2022-12-06T20:56:30ZWorking one day a week in person might be the key to happier, more productive employees<figure><img src="https://images.theconversation.com/files/496648/original/file-20221122-11-hauiot.jpg?ixlib=rb-1.1.0&rect=5%2C0%2C3661%2C2132&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">Employees and supervisors are more likely to rate their job satisfaction high while working remotely compared to when working in-person.</span> <span class="attribution"><span class="source">(Shutterstock)</span></span></figcaption></figure><iframe style="width: 100%; height: 100px; border: none; position: relative; z-index: 1;" allowtransparency="" allow="clipboard-read; clipboard-write" src="https://narrations.ad-auris.com/widget/the-conversation-canada/working-one-day-a-week-in-person-might-be-the-key-to-happier--more-productive-employees" width="100%" height="400"></iframe>
<p>The COVID-19 pandemic spurred a <a href="https://www.microsoft.com/en-us/worklab/work-trend-index/great-expectations-making-hybrid-work-work">global shift to remote work</a>, with the latest evidence suggesting <a href="https://fsc-ccf.ca/research/the-shift-to-remote-work/">almost half of workers in Canada are still regularly working remotely</a>. Employers are grappling with how to strike the right balance between flexibility for work from home and expectations for in-person time together.</p>
<p>In November, Elon Musk announced the <a href="https://www.cbc.ca/news/business/elon-must-twitter-work-from-home-1.6647122">end of remote work at Twitter</a> — a move <a href="https://ottawa.ctvnews.ca/80-per-cent-of-canadians-would-seek-new-job-if-forced-back-to-office-survey-finds-1.6104878">80 per cent of Canadians said</a> would cause them to quit. Some of Canada’s largest companies are taking diverging approaches, from Shopify’s “<a href="https://www.shopify.com/ca/careers/work-anywhere">work anywhere</a>” policy to some of the <a href="https://www.retailbankerinternational.com/news/royal-bank-canada-remote-work/">big banks moving to two or three in-person days a week</a>.</p>
<p>A new survey by Toronto Metropolitan University with the support of the <a href="https://fsc-ccf.ca/">Future Skills Centre</a> provides new insights into the ongoing transition to hybrid workplaces. The study, conducted in October 2022 with 1,500 employees and 500 supervisors who regularly work remotely, aimed to shed light on how Canadian workers are feeling and being supported.</p>
<h2>Remote workers like remote work</h2>
<p>The study’s first major finding will come as no surprise: remote workers like remote work. Both employees and supervisors were more likely to rate their job satisfaction as somewhat high while working remotely (78 per cent) than when working in person (41 per cent). </p>
<p>Compared to before the pandemic, 60 per cent of remote workers said their work-life balance has improved. More than half of employees (54 per cent) said the amount of work they got done increased as a result of remote work. A similar proportion of supervisors agreed (52 per cent), while just 15 per cent said their employees’ output decreased because of remote work.</p>
<figure class="align-center ">
<img alt="An over-the-shoulder shot of a woman waving to people she is on a virtual call with" src="https://images.theconversation.com/files/498090/original/file-20221129-13081-dfo64q.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/498090/original/file-20221129-13081-dfo64q.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=399&fit=crop&dpr=1 600w, https://images.theconversation.com/files/498090/original/file-20221129-13081-dfo64q.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=399&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/498090/original/file-20221129-13081-dfo64q.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=399&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/498090/original/file-20221129-13081-dfo64q.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=502&fit=crop&dpr=1 754w, https://images.theconversation.com/files/498090/original/file-20221129-13081-dfo64q.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=502&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/498090/original/file-20221129-13081-dfo64q.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=502&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">Working remotely impacts how connected employees feel with their colleagues.</span>
<span class="attribution"><span class="source">(Shutterstock)</span></span>
</figcaption>
</figure>
<p>What’s the catch?</p>
<p>Remote work has impacted <a href="https://www.gendereconomy.org/the-future-of-work/">workers’ sense of connectedness</a> and <a href="https://theconversation.com/burnout-and-isolation-why-employees-and-managers-cant-ignore-the-social-and-mental-health-impact-of-working-from-home-192740">can result in loneliness and lack of social support</a>. When respondents were asked if the shift to remote work had impacted connection with their colleagues, 43 per cent said their connection had declined, while only 21 per cent said their connection had improved. </p>
<p>It’s understandable that many organizations are trying to set expectations for on-site work at least some of the time.</p>
<h2>Flexible in-person expectations</h2>
<p>The survey found nearly half of remote workers either had no fixed in-person work requirements or worked entirely remotely. Another 37 per cent were expected to work in person once or twice a week and only 17 per cent were expected to work in person three or more days a week.</p>
<figure class="align-center ">
<img alt="Bar graph showing requirements for working on-site: 21 per cent no fixed expectation; 23 per cent fully remote; 16 per cent once per week; 21 per cent twice per week; 13 per cent three days per week; 4 per cent four days per week" src="https://images.theconversation.com/files/496608/original/file-20221121-18432-7m0lqx.png?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/496608/original/file-20221121-18432-7m0lqx.png?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=332&fit=crop&dpr=1 600w, https://images.theconversation.com/files/496608/original/file-20221121-18432-7m0lqx.png?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=332&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/496608/original/file-20221121-18432-7m0lqx.png?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=332&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/496608/original/file-20221121-18432-7m0lqx.png?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=417&fit=crop&dpr=1 754w, https://images.theconversation.com/files/496608/original/file-20221121-18432-7m0lqx.png?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=417&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/496608/original/file-20221121-18432-7m0lqx.png?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=417&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">A survey of 2,000 remote workers in Canada finds nearly half have no fixed expectations for working in person.</span>
<span class="attribution"><span class="license">Author provided</span></span>
</figcaption>
</figure>
<p>However, expectations did not always match reality. When remote workers were asked how often they actually worked on site in the week prior to the survey (the first week of October), about 67 per cent went worked the required amount of days, 17 per cent went in less often and 16 per cent went in more often.</p>
<figure class="align-center ">
<img alt="Table comparing remote workers' on-site expectations vs. attendance last week" src="https://images.theconversation.com/files/496650/original/file-20221122-11-opty9v.png?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/496650/original/file-20221122-11-opty9v.png?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=384&fit=crop&dpr=1 600w, https://images.theconversation.com/files/496650/original/file-20221122-11-opty9v.png?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=384&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/496650/original/file-20221122-11-opty9v.png?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=384&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/496650/original/file-20221122-11-opty9v.png?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=483&fit=crop&dpr=1 754w, https://images.theconversation.com/files/496650/original/file-20221122-11-opty9v.png?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=483&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/496650/original/file-20221122-11-opty9v.png?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=483&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">Two out of three remote workers went to the office the same number of days they were required to.</span>
<span class="attribution"><span class="license">Author provided</span></span>
</figcaption>
</figure>
<p>Remote workers without fixed in-person expectations, or who were fully remote, tended to report lower stress levels, higher levels of trust in their employers and better job performance. However, these same workers also reported lower levels of connection to their colleagues. To balance the costs and benefits of working remotely, one approach seems to hit a sweet spot: working one day per week in person.</p>
<h2>Flexibility increases satisfaction</h2>
<p>Job satisfaction with remote work didn’t fall significantly when people worked one day a week in person. Eighty-four per cent of workers (employees and supervisors) had high satisfaction working fully remotely and 83 per cent had high satisfaction working in person one day a week. For workers that worked two or more days in person, that number dropped to 70 per cent.</p>
<p>Similarly, the perceived level of trust workers said their employers had in them didn’t change significantly when people worked one day a week on site. </p>
<p>Eighty per cent of fully remote workers, and 76 per cent who worked one day a week in person, felt their employers had high trust in them. This number decreased to 62 per cent once workers started working two or more days in person.</p>
<figure class="align-center ">
<img alt="Table comparing job satisfaction, perceived employer trust, connection with colleagues and amount of work done by employees by on-site attendance" src="https://images.theconversation.com/files/499078/original/file-20221205-5826-h665s4.png?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/499078/original/file-20221205-5826-h665s4.png?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=397&fit=crop&dpr=1 600w, https://images.theconversation.com/files/499078/original/file-20221205-5826-h665s4.png?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=397&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/499078/original/file-20221205-5826-h665s4.png?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=397&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/499078/original/file-20221205-5826-h665s4.png?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=499&fit=crop&dpr=1 754w, https://images.theconversation.com/files/499078/original/file-20221205-5826-h665s4.png?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=499&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/499078/original/file-20221205-5826-h665s4.png?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=499&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">One day per week on site has higher levels of job satisfaction and perceived trust than more days in person.</span>
</figcaption>
</figure>
<p>Hybrid work also impacted how management viewed the productivity of their employees.</p>
<p>Sixty-seven per cent of supervisors who worked in person one day a week believed their employees were more productive, while only 47 per cent of supervisors who worked two or more days a week did. Of supervisors who were fully remote, 53 per cent believed their employees were more productive. </p>
<p>But did working one day a week in person solve the challenge of connectedness with colleagues? Not quite — those working one day a week in person still reported an overall loss of connectedness to colleagues. But that reversed when employees worked three or more days in person, which correlated with significant drops in perceived job satisfaction and performance.</p>
<h2>The future of remote work</h2>
<p>Most Canadians who work remotely are still very satisfied and able to <a href="https://www150.statcan.gc.ca/n1/pub/45-28-0001/2021001/article/00012-eng.htm">get more work done with less stress</a>. This latest survey suggests about half of employers are letting their employees choose when to work in-person. And of those with specific expectations, many employees work less or more in-person than they are expected to. </p>
<p>The biggest issue for employers is how to maintain flexibility while keeping teams connected and productive. Employers across the country are grappling with the right approach to mandating back-to-work requirements, while also balancing concerns about team performance and culture.</p>
<p>In this new world of hybrid work, managers need to support their teams with high-quality working conditions that build and maintain interpersonal connections while allowing for both high productivity and superior job satisfaction.</p>
<p>For employers requiring on-site attendance, this new survey indicates that working one day a week in person might be a sweet spot for maintaining job satisfaction and performance, while still providing opportunities for building in-person connections.</p><img src="https://counter.theconversation.com/content/195076/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Sam Andrey receives funding from the Future Skills Centre to support this research.</span></em></p><p class="fine-print"><em><span>Cory Searcy receives funding from the Future Skills Centre to support this research. </span></em></p><p class="fine-print"><em><span>Patrick Neumann receives funding from Future Skills Centre to support this research.</span></em></p>In this new world of hybrid work, managers need to create working conditions that build and maintain interpersonal connections, while allowing for both high productivity and superior job satisfaction.Sam Andrey, Director of Policy & Research, Leadership Lab, Toronto Metropolitan UniversityCory Searcy, Professor, Mechanical and Industrial Engineering, & Vice-Provost and Dean of Graduate Studies, Toronto Metropolitan UniversityPatrick Neumann, Professor, Department of Mechanical and Industrial Engineering, Toronto Metropolitan UniversityLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1904892022-11-17T20:40:01Z2022-11-17T20:40:01Z5 ways to create a compassionate workplace culture and help workers recover from burnout<figure><img src="https://images.theconversation.com/files/495481/original/file-20221115-23-xns9l3.jpg?ixlib=rb-1.1.0&rect=112%2C0%2C3147%2C1471&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">Creating a compassionate workplace culture involves acknowledging people's challenges,
even related to apparently small matters, in professionally appropriate ways. </span> <span class="attribution"><span class="source">(Shutterstock)</span></span></figcaption></figure><iframe style="width: 100%; height: 100px; border: none; position: relative; z-index: 1;" allowtransparency="" allow="clipboard-read; clipboard-write" src="https://narrations.ad-auris.com/widget/the-conversation-canada/5-ways-to-create-a-compassionate-workplace-culture-and--help-workers-recover-from-burnout" width="100%" height="400"></iframe>
<p>We live in tumultuous times which can create an added layer of uncertainty for employees who need to build relationships with students, patients or clients. Providing calm, confident and warm <a href="https://www.edcan.ca/articles/teacher-emotional-well-being/">emotional labour</a> can be difficult for people experiencing burnout, grief or compassion fatigue. </p>
<p>I have been studying the <a href="https://doi.org/10.18848/2156-8960/CGP/v13i01/31-55">impact of compassion fatigue and burnout</a>, as well as the nature of emotional labour, in educational settings. </p>
<p>Workplace culture has emerged as a critical element to prevent burnout and support employees experiencing emotional distress.</p>
<p>Organizations that promote a sense of <a href="https://doi.org/10.2189/asqu.51.1.59">collective compassion</a> — by supporting noticing, feeling and acting on the suffering of others at the workplace — may see improvements in both <a href="https://doi.org/10.1093/oxfordhb/9780199734610.013.0021">employee performance and job satisfaction</a>. </p>
<h2>Compassionate work culture</h2>
<p>The emotions of sympathy, empathy and compassion play an important role in developing a compassionate work culture, by helping us pay attention, in professionally appropriate ways, to the suffering of our students, patients, clients, colleagues, managers and leaders. </p>
<p>Sympathy — the <a href="https://doi.org/10.1177/0269216316663499">superficial recognition of the distress of another individual</a> — is the first step towards developing a compassionate workplace. It helps us notice the suffering of others. </p>
<p>The <a href="https://cmha.ca/empathy-a-skill-you-can-learn/">emotion of empathy</a> compels us to take the time and attention to investigate and understand the response of the individual in distress. Compassion is noticing, <a href="https://psycnet.apa.org/doi/10.1037/pspi0000010">feeling and then acting on the suffering of others</a>. </p>
<p>Workers’ acknowledgement and response to these emotions vary according to their professional duties and boundaries. But compassionate action can make the difference at the workplace, whether through small moments of kind interpersonal interaction or sustained collective effort to address complex and multifaceted challenges. </p>
<figure class="align-center ">
<img alt="A figure seen with arrows pointing to a cloud or a heart." src="https://images.theconversation.com/files/495457/original/file-20221115-12-mtcg5a.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/495457/original/file-20221115-12-mtcg5a.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/495457/original/file-20221115-12-mtcg5a.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/495457/original/file-20221115-12-mtcg5a.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/495457/original/file-20221115-12-mtcg5a.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/495457/original/file-20221115-12-mtcg5a.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/495457/original/file-20221115-12-mtcg5a.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">Sympathy helps us notice the suffering of another human being.</span>
<span class="attribution"><span class="source">(Shutterstock)</span></span>
</figcaption>
</figure>
<h2>Responding to co-workers</h2>
<p>An example of how these emotions help to create a compassionate workplace would be the familiar case of a person struggling with a new software program, such as an expense reporting system. </p>
<p>A sympathetic response by a colleague would be to notice that a co-worker is spending too much time inputting their expenses into the management system, and to say, “The new system is tricky! Good luck!” and then walk away.</p>
<p>Empathy would prompt the colleague to seek to understand what the co-worker was already doing (rather than jumping in with an immediate solution) so that the colleague can figure out the origin of the frustration. Empathetic listening takes time.</p>
<p>Having felt similarly frustrated, the colleague may feel compassion and feel compelled to act by scheduling time during the next reporting period to sit with and help the co-worker complete their expense submission. If, through empathetic listening and compassionate action, further action is warranted, the colleague may offer to raise the problem as a larger systemic issue related to software training with management.</p>
<h2>Compassion in action</h2>
<p>Building an organizational culture that encourages compassion requires employers and employees to create time and space for listening. The <a href="https://www.nctsn.org/what-is-child-trauma">cause of a person’s distress</a>, whether displayed in the workplace or not, can be complex, multi-faceted and not easily solved.</p>
<p><a href="https://www.academia.edu/19886190/Figley_C_R_1995_Compassion_Fatigue_Toward_a_New_Understanding_of_the_Costs_of_Caring">Compassion satisfaction</a>, or the joy and pleasure of providing care to others, provides the caregiver with the long-term fortitude to help others. </p>
<hr>
<p>
<em>
<strong>
Read more:
<a href="https://theconversation.com/commit-to-a-wellness-streak-to-help-manage-work-stressors-174592">Commit to a 'wellness streak' to help manage work stressors</a>
</strong>
</em>
</p>
<hr>
<p>While compassion is <a href="https://www.drshanesinclair.com/blog/sympathy-empathy-and-compassion">not itself limited or easily extinguished</a>, acting on it can be slowed or stopped by burnout or compassion fatigue. </p>
<figure class="align-center ">
<img alt="A heart made of lego has some of the pieces flying away." src="https://images.theconversation.com/files/495464/original/file-20221115-13-url2je.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/495464/original/file-20221115-13-url2je.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/495464/original/file-20221115-13-url2je.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/495464/original/file-20221115-13-url2je.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/495464/original/file-20221115-13-url2je.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/495464/original/file-20221115-13-url2je.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/495464/original/file-20221115-13-url2je.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">Acting on compassion is interrupted when people are living with compassion fatigue or burnout.</span>
<span class="attribution"><span class="source">(Shutterstock)</span></span>
</figcaption>
</figure>
<h2>Moral distress</h2>
<p>The symptoms of compassion fatigue include <a href="https://doi.org/10.4324/9781351030021">a changed worldview to negative, helplessness, hopelessness and disassociation from the individual in distress</a>. </p>
<p>The <a href="https://doi.org/10.1002/job.4030020205">main symptoms of burnout</a> are physical fatigue, mental and emotional exhaustion, feeling unacknowledged or unimportant and viewing the people one serves and one’s colleagues with apathy or a lack of care. </p>
<p>These symptoms can hinder a compassionate individual from acting on their emotions, creating <a href="https://books.google.ca/books?hl=en&lr=&id=ruCrBwAAQBAJ&oi=fnd&pg=PA246&dq=burnout,+compassion+fatigue,+and+moral+distress&ots=J9JcX_tkIl&sig=pOhCGRdLWz4IHh19W_Ww1ZjtqEU&redir_esc=y#v=onepage&q=burnout%2C%20compassion%20fatigue%2C%20and%20moral%20distress&f=false">moral distress</a> for employees who want to be helpful, but do not have the time, energy or fortitude to act on their sympathy. </p>
<p><strong>Employers can ignite sympathy, empathy and compassion by:</strong></p>
<ol>
<li><p>Encouraging rest for fatigued or burned-out workers. Rest is not only related to following a <a href="https://www.health.harvard.edu/topics/sleep">healthy sleep schedule</a>. It also includes actions like choosing a hard stop time for answering emails or thinking about clients’ needs each day, using allotted personal days, de-stigmatizing personal leaves for mentally or emotionally exhausted employees and having a judgement-free return to work plan. </p></li>
<li><p>Educating employees and managers about how to access organizational and local resources, such as benefits plans, crisis hotlines and mental health clinics. Rarely are individuals equipped — nor should they be — to take on the emotional and mental work of healing people who have experienced traumatic events, so knowing where help is provided can lighten the workers’ and leaders’ role. </p></li>
<li><p>Ensuring that leaders (both formal and informal) model the importance of rest by scheduling, <em>and taking</em>, breaks throughout the workday. A break could be a ten-minute solo walk around the workplace or an energizing breakfast with colleagues in the local coffee shop. </p></li>
<li><p>Managing the valuable resource — employee and manager time — thoughtfully. Every organization likely has busier and slower times in the day, week or year. Consider how your organization regards time, as <a href="https://ijoh.tums.ac.ir/index.php/ijoh/article/view/130">workload is strongly related to employee burnout</a>. For example, in schools, September and June are extremely busy as the year ramps up and slows down. Avoiding implementing new innovations at this time can help educational workers focus on building strong relationships with students and colleagues.</p></li>
<li><p>Supporting work check-in practices that provide options for leaders and employees to self-reflect on their own <a href="https://doi.org/10.1016/j.colegn.2019.07.001">mental and emotional states of mind</a>. Such reflection can include asking oneself: “Am I compelled to look away or <em>act</em>?” Are leaders or employees able to shift focus <em>from</em> hopeless worry about all the suffering they can’t relieve <em>to</em> hopeful impact by doing what they can do for each other? </p></li>
</ol>
<p>Meanwhile, if resting, taking daily breaks and investigating and accessing workplace benefits and other resources do not help with recovery from compassion fatigue or burnout, consider a longer leave of absence <a href="https://www.universityaffairs.ca/career-advice/effective-successfull-happy-academic/what-to-do-when-you-feel-just-done/">or investigate other career, job</a> or workplace options. </p>
<p>The embers of sympathy, empathy and compassion are not extinguished by compassion fatigue or burnout, but they may be temporarily muffled by stress and circumstance. These emotions can be re-ignited through finding daily actions that can support a compassionate workplace culture.</p><img src="https://counter.theconversation.com/content/190489/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Astrid H. Kendrick receives funding from SSHRC, is a member of the Board of Directors for PHE Canada, and is the Co-Chair of the Heath Promoting Schools Collaborative for southern Alberta. </span></em></p>It’s important that employers and employees understand sympathy, empathy and compassion, and consider these emotions’ roles in both job performance and employee relations.Astrid H. Kendrick, Director, Field Experience (Community-Based), Werklund School of Education, University of CalgaryLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1782562022-03-16T19:53:03Z2022-03-16T19:53:03ZHow to encourage vulnerability in the workplace while keeping workers safe<p>As we begin to tentatively shape the post-pandemic business world, there is a growing chorus of voices pushing for <a href="https://www.oecd.org/coronavirus/policy-responses/building-back-better-a-sustainable-resilient-recovery-after-covid-19-52b869f5/">a new normal</a>. Powered by the <a href="https://hbr.org/2021/09/who-is-driving-the-great-resignation">Great Resignation</a>, increasing numbers of workers are demanding a more human-centric work environment, with space to express trust and vulnerability. </p>
<p>In particular, one idea gaining steam is a worker-led expectation that it be normalized and safe to <a href="https://theconversation.com/management-is-so-passe-its-co-creation-that-workers-are-demanding-171574">bring our whole selves to work</a> instead of requiring a stiff, impersonal work persona. However, re-shaping the workspace along these lines is not without risk. To get a sense of the risks involved, it may be helpful to look at the fallout from recent efforts born of similar motivations, like corporate mindfulness.</p>
<h2>The cautionary tale of corporate mindfulness</h2>
<p>The past two decades have seen an explosive growth in <a href="https://www.psychologytoday.com/ca/blog/managing-meaning/202202/meaningful-work-is-more-mindful">corporate mindfulness initiatives</a> as a way to support human-centric management. A 2017 study found nearly <a href="https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5217767/">one in six white-collar workers engaged in some form of mindfulness practice</a>.</p>
<p>Research shows <a href="https://doi.org/10.1108/S0742-7301(2011)0000030005">mindfulness at work allows us to better control our attention</a>. When we refine our capability to pay attention, we also improve other mental abilities, like being flexible and better regulating our emotional responses. </p>
<p>But managing the emotional needs of workers by encouraging them to have a mindful moment in the meditation room is counterproductive. While good for refining attention, <a href="https://hbr.org/2019/01/mindfulness-is-demotivating">mindfulness practice can be demotivating</a> at work, as emphasizing staying “in the moment” is at odds with setting goals for the future. A mindful state <a href="https://www.theguardian.com/lifeandstyle/2019/jun/14/the-mindfulness-conspiracy-capitalist-spirituality">can also make employees more vulnerable to exploitation</a> by cynical executives as it encourages contentment with the status quo.</p>
<figure class="align-center ">
<img alt="A woman in a suit suits behind a laptop with her arms up in a meditative position. On either side of her, two men in suits are gesturing forcefully while speaking to her." src="https://images.theconversation.com/files/450809/original/file-20220308-6791-xao9ls.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/450809/original/file-20220308-6791-xao9ls.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/450809/original/file-20220308-6791-xao9ls.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/450809/original/file-20220308-6791-xao9ls.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/450809/original/file-20220308-6791-xao9ls.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/450809/original/file-20220308-6791-xao9ls.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/450809/original/file-20220308-6791-xao9ls.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">Managing the emotional needs of workers by encouraging them to have a mindful moment can be counterproductive.</span>
<span class="attribution"><span class="source">(Shutterstock)</span></span>
</figcaption>
</figure>
<p>Beyond this cautionary tale, we also see that even in companies that explicitly encourage a psychologically safe culture, receptiveness about who can share their emotions without repercussions <a href="https://www.bbc.com/worklife/article/20211029-the-people-penalised-for-expressing-feelings-at-work">differs by race</a>. And Bell, a company whose brand identity is tied to open discussions of mental health, has <a href="https://theconversation.com/bell-lets-talk-about-colonialism-racism-and-ableism-153823">fostered a workplace culture that exacerbated stressors</a> and systemic causes of mental illness.</p>
<p>There are a few principles that we can follow to encourage vulnerability in our workplaces, while countering these risks.</p>
<h2>Three principles to follow</h2>
<p>First, it’s helpful to remember that tone sets the standard. Two Harvard professors, Julia A. Minson and Francesca Gino, found that <a href="https://hbr.org/2022/03/managing-a-polarized-workforce">when colleagues communicated at work, they emulated the other’s tones</a>. Individuals naturally picked up on expressions signalling receptiveness, or the opposite, and adopted them in replies. </p>
<p>This means a deliberate effort to set a human-centric tone at the start of an exchange can increase the likelihood of all participants following a set standard, and responding in kind. It’s a simple, yet effective, principle that can have a near instantaneous impact.</p>
<p>Second, accountability sets the culture. If we want a human-centric workspace, we need an organizational culture where everybody — up and down the hierarchy — is <a href="https://utorontopress.com/9781487508425/connected-capitalism/">willing to take responsibility</a> for their actions. Workplace culture needs to encourage and empower all members to take risks and own the consequences of their actions. </p>
<p>This means that everybody must be open to both giving and receiving feedback. A human-centric work culture <a href="https://hbr.org/2018/07/4-ways-to-create-a-learning-culture-on-your-team">values learning</a> when someone’s work is in need of improvement, they need to be provided with the opportunity to grow and change. Human-centered management presumes accountability, which requires an openness to feedback. We can be kind and still hold folks accountable for what they do, what they say they are going to do and how they respond to what employees do.</p>
<figure class="align-center ">
<img alt="A man and a woman looking at a computer screen together. The woman is pointing at the screen." src="https://images.theconversation.com/files/450811/original/file-20220308-27-6ncopq.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/450811/original/file-20220308-27-6ncopq.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/450811/original/file-20220308-27-6ncopq.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/450811/original/file-20220308-27-6ncopq.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/450811/original/file-20220308-27-6ncopq.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/450811/original/file-20220308-27-6ncopq.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/450811/original/file-20220308-27-6ncopq.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">In a human-centric workplace, both employees and employers must be open to giving and receiving feedback.</span>
<span class="attribution"><span class="source">(Shutterstock)</span></span>
</figcaption>
</figure>
<p>Third, co-operation requires challenge, confrontation and safety. In a human-centric workplace, <a href="https://utorontopress.com/9781487508425/connected-capitalism/">all participants are made to feel safe</a> while being active and engaged in their work. Managers need to engender safety because <a href="https://hbr.org/2019/11/cracking-the-code-of-sustained-collaboration">authentic co-operation</a> cannot be faked. We know when we are actually needed. </p>
<p>Real co-operation demands all involved parties honour the need to be active while creating value in an open and trusting environment. Everyone listens with the same intensity when others speak, and challenges other participants as appropriate, knowing they are bonded in a shared pursuit.</p>
<h2>Creating safe work spaces</h2>
<p>Feeling safe does not mean that we are free from expectations to speak up and share our ideas, to actively contribute to a project or to take calculated risks in a supportive environment. Our post-pandemic culture has the lingering association of safety with passivity — we are only truly safe when we withdraw.</p>
<p>A “safe space” is often understood as a place free of conflict or criticism, but I argue that conflict is not antithetical to safety. We can trust that our co-operative partners have our best interests at heart, even when we are challenged by them.</p>
<p>With these three guiding principles, businesses can create a workplace environment that both supports vulnerability, and is less likely to lead to exploitation by the dishonest. It is a first, but deeply necessary, step in building a more human-centric post-pandemic future.</p><img src="https://counter.theconversation.com/content/178256/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>David Weitzner receives funding from SSHRC. </span></em></p>An increasing number of workers are demanding a more human-centric work environment, with space to express trust and vulnerability.David Weitzner, Assistant professor, Administrative Studies, York University, CanadaLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1754672022-01-27T13:15:06Z2022-01-27T13:15:06ZDrink problems at work got much worse during the pandemic – here’s how employers can tackle them<p>The Downing Street <a href="https://theconversation.com/a-linguist-analyses-boris-johnsons-apology-175195">“partygate” scandal</a> has shown how alcohol use can be embedded in the everyday workplace. The internal investigation being led by senior civil servant Sue Gray is expected to make clear how normalised the culture of drinking has become within the centre of government under Boris Johnson’s administration. </p>
<p>But this culture of drinking in the workplace is <a href="https://www.bbc.com/worklife/article/20170425-the-jobs-where-career-success-means-drinking-at-work">not restricted</a> to government, of course. We know that drinking carries a heavy cost for employers in terms of <a href="https://theconversation.com/why-you-should-be-wary-of-going-to-work-with-a-hangover-78139">work absences</a> and <a href="https://alcoholchange.org.uk/alcohol-facts/fact-sheets/alcohol-in-the-workplace">reduced productivity</a> – including when it is happening outside work. </p>
<p><a href="https://www.sleepfoundation.org/nutrition/alcohol-and-sleep">Alcohol interferes</a> with sleep, particularly the quality of sleep, making people tired, less able to concentrate, and less likely to do well at tasks that require motor coordination. And more generally, alcohol misuse is a <a href="https://www.gov.uk/government/publications/delivering-better-oral-health-an-evidence-based-toolkit-for-prevention/chapter-12-alcohol">leading cause</a> of disability, ill health and death in the UK. </p>
<p>One major concern is that the COVID pandemic may have made it easier for employees to drink more alcohol while working from home. The World Health Organization recognised <a href="https://www.euro.who.int/__data/assets/pdf_file/0010/437608/Alcohol-and-COVID-19-what-you-need-to-know.pdf">some time ago</a> that this change in working practice could lead to a rise in alcohol consumption and provided advice on how to manage this. </p>
<p><a href="https://theconversation.com/heavy-drinkers-increased-their-alcohol-consumption-the-most-during-lockdown-new-research-175174">New research</a> covering the period of the pandemic has subsequently revealed the dramatic rise in drinking among those who were deemed to be high-risk drinkers prior to the pandemic. These risks include not only developing psychological and physical dependence but a range of <a href="https://ascopubs.org/doi/full/10.1200/JCO.2017.76.1155">health problems</a> including cancer and heart issues. </p>
<p>By the end of October 2021 in the UK, this group of high-risk people rose to an estimated 8 million – up from 6 million in February 2020. It’s easy to imagine how changes such as working from home could have contributed to this. </p>
<p>Many employees have seen their colleagues less frequently as meetings and conversations have been conducted virtually, meaning that problematic drinking is less likely to be detected or managed. We also know that people tend to <a href="https://academic.oup.com/her/article/19/5/485/571025?login=true">pour larger measures</a> when at home and lose the social cues around the pace of drinking which they would get in a pub or bar.</p>
<figure class="align-center zoomable">
<a href="https://images.theconversation.com/files/442945/original/file-20220127-14-19bz5y8.jpeg?ixlib=rb-1.1.0&q=45&auto=format&w=1000&fit=clip"><img alt="Man working on laptop drinking a glass of wine" src="https://images.theconversation.com/files/442945/original/file-20220127-14-19bz5y8.jpeg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/442945/original/file-20220127-14-19bz5y8.jpeg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=422&fit=crop&dpr=1 600w, https://images.theconversation.com/files/442945/original/file-20220127-14-19bz5y8.jpeg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=422&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/442945/original/file-20220127-14-19bz5y8.jpeg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=422&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/442945/original/file-20220127-14-19bz5y8.jpeg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=531&fit=crop&dpr=1 754w, https://images.theconversation.com/files/442945/original/file-20220127-14-19bz5y8.jpeg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=531&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/442945/original/file-20220127-14-19bz5y8.jpeg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=531&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px"></a>
<figcaption>
<span class="caption">Workplace drinking got worse during the pandemic.</span>
<span class="attribution"><a class="source" href="https://www.shutterstock.com/image-photo/men-calling-by-video-chat-his-1728696196">Olga Serdyukova Italia</a></span>
</figcaption>
</figure>
<p>It’s not just about having the opportunity to drink more that the change in working practice has produced; it is the additional toll that this and other restrictions have on workers’ mental health. Alcohol is very effective in the short term for <a href="https://theconversation.com/grey-area-drinking-pandemics-heavy-drinkers-are-ignoring-the-health-risks-170060">mitigating feelings</a> of isolation, unhappiness, stress and a lack of hope – all factors that are known <a href="https://www.sciencedirect.com/science/article/pii/S0165178120332595">to have risen</a> during the pandemic.</p>
<p>Yet in the longer term, drinking <a href="https://theconversation.com/why-alcohol-makes-you-feel-warm-and-other-strange-effects-it-has-on-the-brain-59547">can increase</a> the risk of anxiety and depression. So while some people may use alcohol to cope with work-related stress and other negative feelings, it can end up contributing to them. </p>
<h2>Employers and alcohol policies</h2>
<p>Early in the pandemic, the Chartered Institute of Personnel and Development (CIPD) <a href="https://www.cipd.co.uk/knowledge/culture/well-being/drug-alcohol-misuse-work-report#gref">published a report</a> highlighting the need for UK employers to have effective policies in place for problems with alcohol. The research found that in the previous two years, one third of employers had disciplined an employee and a fifth had dismissed an employee due to alcohol use. Training for line managers was particularly poor, with only 12% having been given specific training on procedures and policy in relation to alcohol. </p>
<p>This raised the issue of how we all view problems with alcohol. Too many people, <a href="https://link.springer.com/chapter/10.1007%2F978-3-030-02580-9_10">including employers</a>, see getting drunk as self-inflicted or a “bad” choice made by the employee. This view of alcohol as a set of one-off incidents at work which requires <a href="https://uk.practicallaw.thomsonreuters.com/Link/Document/Blob/Ib334f2e0104411e598db8b09b4f043e0.pdf?targetType=PLC-multimedia&originationContext=document&transitionType=DocumentImage&uniqueId=0abad4bd-9a31-4f22-b469-66e6a8c95fd9&ppcid=428d2f48cd98425987421baffeac959c&contextData=(sc.Default)&comp=pluk">employer intervention</a> unfortunately misses the reasons why people develop problems with it. </p>
<p>Instead of viewing alcohol problems as a disciplinary matter, employers need to see them as a health issue. Though there is no legal requirement that employers have policies to deal with alcohol at work, or allow time off work for treatment, these kinds of supportive policies are shown to have positive outcomes for employees and employers. The <a href="https://www.cipd.co.uk/knowledge/culture/well-being/drug-alcohol-misuse-work-report#gref">CIPD report</a> showed that where employers had referred a worker to specialist alcohol treatment, 69% continued to work for the organisation.</p>
<p>Of all the drugs that people use, <a href="https://onlinelibrary.wiley.com/doi/full/10.1111/j.1530-0277.2012.01812.x?casa_token=IWuiIUxdiJwAAAAA%3AO_XoIZ-_HzJHdHe6PVkhytPJU1_Ls_13QhabV6_rAOZCUZAtWkERUGTEIH2EdmEX0rG5NebBCdUeNM0qtg">alcohol takes</a> more time and regular exposure to develop a dependency. Many people at high risk are functional drinkers: they continue to work, have relationships, and outwardly appear unaffected. </p>
<p>This can make it difficult to discern when they have a problem, and it will often require the person to own up to it first. Many won’t want to do this because it comes with so much <a href="https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6260179/">fear and stigma</a>, but it’s more likely to happen where they know their employer will respond supportively and without judgement.</p>
<figure class="align-center zoomable">
<a href="https://images.theconversation.com/files/442943/original/file-20220127-6269-1j3mgur.jpeg?ixlib=rb-1.1.0&q=45&auto=format&w=1000&fit=clip"><img alt="Woman working at a word processor with a glass of beer in the foreground" src="https://images.theconversation.com/files/442943/original/file-20220127-6269-1j3mgur.jpeg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/442943/original/file-20220127-6269-1j3mgur.jpeg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/442943/original/file-20220127-6269-1j3mgur.jpeg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/442943/original/file-20220127-6269-1j3mgur.jpeg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/442943/original/file-20220127-6269-1j3mgur.jpeg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/442943/original/file-20220127-6269-1j3mgur.jpeg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/442943/original/file-20220127-6269-1j3mgur.jpeg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px"></a>
<figcaption>
<span class="caption">Hangovers are too often seen as a disciplinary matter.</span>
<span class="attribution"><a class="source" href="https://www.shutterstock.com/image-photo/consumption-alcoholic-beverages-home-office-1732260415">Erich Sacco</a></span>
</figcaption>
</figure>
<p>The only intervention the government has made on alcohol during the pandemic is to ensure uninterrupted access to the drug. As COVID took hold in 2020 and restrictions were put in place, the government placed off-licences in the <a href="https://www.bbc.co.uk/news/business-52033260">same category</a> as pharmacies, deeming them to be “essential services”. So although pubs, bars and restaurants were closed people could still buy alcohol from off-licences and supermarkets.</p>
<p>The focus on “partygate” is a good moment for employers to reconsider their policies and procedures for dealing with alcohol and work, but also how far problems such as work-related stress exacerbate problems with alcohol. As has been apparent from all the recent Downing Street headlines, the government and civil service seem to be no exception.</p><img src="https://counter.theconversation.com/content/175467/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Lisa Rodgers is a member of the Industrial Law Society</span></em></p><p class="fine-print"><em><span>Ian Hamilton does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.</span></em></p>When employers treat staff drinking problems as a health issue, they get much better results.Ian Hamilton, Associate Professor of Addiction, University of YorkLisa Rodgers, Associate professor, labour law, University of LeicesterLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1731352021-12-16T16:51:04Z2021-12-16T16:51:04ZOrganizational support: The key to employee commitment and well-being during the pandemic<figure><img src="https://images.theconversation.com/files/436807/original/file-20211209-159504-1swm253.jpg?ixlib=rb-1.1.0&rect=0%2C0%2C8234%2C5000&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">A recent study suggests that organizations can lessen the negative effects of the pandemic by implementing key support measures to make employees feel more committed and content in their jobs.</span> <span class="attribution"><span class="source">(AP Photo/Michael Sohn) </span></span></figcaption></figure><p>For nearly two years, the COVID-19 pandemic has made it increasingly difficult for people to do their jobs. In addition to regular work duties, people have had to worry about their health and that of their loved ones. They have faced increased uncertainty about the future and have had to learn new ways of working. </p>
<p>Considering this additional pressure, it is not surprising that employees have reported feeling <a href="https://worldhappiness.report/ed/2021/work-and-well-being-during-covid-19-impact-inequalities-resilience-and-the-future-of-work/">less happy at work</a> since the start of the pandemic.</p>
<p>The pandemic has also damaged employees’ commitments to their organizations. With <a href="https://www.bbc.com/worklife/article/20210915-how-companies-around-the-world-are-shifting-the-way-they-work">companies increasingly adopting remote work models</a>, employees have fewer and fewer reasons to feel attached to their workplaces, as the usual human interactions have been replaced by video calls.</p>
<p>In the face of all this change, employers have been asking: what can organizations do to reduce these negative effects of the pandemic on their employees?</p>
<h2>Organizational support can reduce the pandemic’s damage</h2>
<p>It is precisely this question that I set out to investigate in a <a href="https://doi.org/10.1002/hrm.22082">study of nearly 300 people</a> working full-time. The results determined that the extent to which the pandemic affected employees depended heavily on how their employers responded to the crisis.</p>
<p>In particular, our study suggests that organizations can lessen the negative effects of the pandemic by implementing support measures. If workplaces offer these types of support, they can make their employees feel more committed, leading to a greater sense of employee well-being.</p>
<p>Organizational support is so important because employees are in “repeated exchange” relationships with their workplaces. Employees provide their time and effort to their workplaces, and in return they have certain expectations, like salaries and job security, from their organizations. </p>
<p>The pandemic represents a moment of truth for workers — they are using it to determine whether or not they can depend on their organizations to help out in critical situations. When organizations <em>do</em> rise up to the challenge, employees recognize that their employers are capable of fulfilling their duties towards them, and are much more likely to remain committed to their organizations.</p>
<h2>Organizational support not (only) about money</h2>
<p>Organizations can support their employees during the COVID-19 pandemic in several ways. At the most basic level, there are measures to help reduce some of the difficulties associated with doing the required work. For instance, p<a href="https://www.cnbc.com/2020/05/26/google-will-give-employees-up-to-1000-to-buy-work-from-home-gear.html">roviding the right communication equipment</a>, <a href="https://www.cnbc.com/2020/06/03/companies-are-paying-for-their-workers-home-offices.html">help with setting up home working facilities</a> and <a href="https://www.forbes.com/sites/jackkelly/2021/11/16/companies-that-truly-trust-their-employees-will-offer-them-flexibility-working-the-way-they-want/?sh=58c8303b67bd">increasing scheduling flexibility</a> are all ways to help people work effectively, despite the new challenges.</p>
<p>In addition, organizations can show employees that they care by acknowledging the extra effort needed to work during the pandemic. Working during the pandemic is a juggling act; business leaders need to realize this and show their appreciation for employees that are balancing multiple work and private responsibilities (such as caring for children during school closures).</p>
<figure class="align-center ">
<img alt="A mother and daughter, with only their hands visible, work on two laptops at a table" src="https://images.theconversation.com/files/436840/original/file-20211210-141979-14x6thl.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/436840/original/file-20211210-141979-14x6thl.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/436840/original/file-20211210-141979-14x6thl.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/436840/original/file-20211210-141979-14x6thl.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/436840/original/file-20211210-141979-14x6thl.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/436840/original/file-20211210-141979-14x6thl.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/436840/original/file-20211210-141979-14x6thl.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">Eileen Carroll, left, works on her laptop as her daughter, Lily, 11, attends school remotely from their home in Rhode Island. Providing employees that have children with scheduling flexibility is an important form of workplace support.</span>
<span class="attribution"><span class="source">(AP Photo/David Goldman)</span></span>
</figcaption>
</figure>
<p>Another way organizations can help is through clear and open communication about the future. With <a href="https://www.cbc.ca/news/business/covid-19-statistics-canada-1.5548942">many businesses facing lower sales and profitability</a> due to the pandemic, being transparent about how the organization will be impacted can help reduce the uncertainty employees have about their future.</p>
<p>Support can also come from direct supervisors. Even though our study found that many organizations were not able to arrange comprehensive support measures for their employees, direct supervisors can still help by making themselves available to employees for support.</p>
<p>The opportunity to talk to their supervisors can also help employees understand their new roles and expectations in the workplace. Another <a href="https://doi.org/10.1111/joms.12658">recent study argued</a> that, because COVID-19 disrupted the normal way of working, employees need help making sense of the new situation and employers are in a unique role to ensure supervisors can perform this important support role.</p>
<h2>One-size-fits-all approach not the solution</h2>
<p>Another key finding of <a href="https://doi.org/10.1002/hrm.22082">our study</a> is that people respond to organizational support differently, depending on their personality. For instance, people with high self-esteem may benefit less from some support measures because they may consider them less helpful.</p>
<p>For maximum success, organizations should design customizable support measures. Instead of a one-size-fits-all solution, organizations should let employees choose from a range of support options. Since employees have different personalities and personal circumstances, the ability to choose is vital. </p>
<hr>
<p>
<em>
<strong>
Read more:
<a href="https://theconversation.com/to-create-a-better-work-environment-after-covid-19-we-must-truly-hear-employees-161766">To create a better work environment after COVID-19, we must truly hear employees</a>
</strong>
</em>
</p>
<hr>
<p>Employees with young children may <a href="https://www.bostonglobe.com/2021/12/01/magazine/how-companies-are-helping-parents-caregivers-with-work-life-integration/">benefit from the ability to work later in the day or on weekends</a> to accommodate sudden needs for home-schooling. Meanwhile, those who live alone may not see this as an equally helpful option.</p>
<p>The principle of customization, or opting-in, can also be applied to support from the direct supervisor. For example, instead of scheduling additional meetings for everyone to attend, more intentional and targeted forms of communication could be used instead.</p>
<p>If employers want to mitigate some of the negative impacts of the pandemic on their employees, they will need to deliberately design support mechanisms to help their employees cope with the increased demands of working during the pandemic. Organizational support designed on principles of customization can help increase employee commitment and their job-related well-being at large.</p><img src="https://counter.theconversation.com/content/173135/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Oli Mihalache does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.</span></em></p>Organizations can reduce some of the negative effects of the COVID-19 pandemic. Providing customizable support measures can improve employees’ work commitment and well-being.Oli Mihalache, Associate Professor of Digital Transformation, Faculty of Business, Athabasca UniversityLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1733492021-12-07T15:33:25Z2021-12-07T15:33:25ZPing, read, reply, repeat: how to break bad email habits at work<figure><img src="https://images.theconversation.com/files/436120/original/file-20211207-137612-wook1e.jpeg?ixlib=rb-1.1.0&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">Open all hours. </span> <span class="attribution"><a class="source" href="https://www.shutterstock.com/image-photo/young-woman-working-on-her-laptop-264184457">Mavo</a></span></figcaption></figure><p>It is an impressive feat that work email <a href="https://www.radicati.com/wp/wp-content/uploads/2021/Email_Statistics_Report,_2021-2025_Executive_Summary.pdf">has managed</a> to reign supreme as the most prolific and favoured communication tool in today’s digital working world, despite the emergence of arguably more functional alternatives like Slack, Yammer and MS Teams. </p>
<p>Yet it may not be through active choice that email continues to dominate our working lives. Many <a href="https://pubsonline.informs.org/doi/abs/10.1287/orsc.1120.0806?casa_token=glgejXvtczIAAAAA:wPv7nSZE8cX-HTTU6VVS5PQNGfoY-2lohiB3JXOC1IcIItmVnlyikaxcTTFy_tLyhrEXNyOnsNfq">academic studies</a> have <a href="https://www.sciencedirect.com/science/article/pii/S0378720611000176?casa_token=yBpfv6F4cG0AAAAA:Z2F8kBuHcHdQbBnkIlOqagNYXqbJh5S_M2fiMzm6dTGm54pYotEj9up6qpaSNP51m23N8q30J3s">found that</a> there is a certain addictive, habitual component to our use of work email that might be difficult for us to change. At a time when there are so many concerns being raised about <a href="https://theconversation.com/remote-working-the-new-normal-for-many-but-it-comes-with-hidden-risks-new-research-133989">always-on work cultures</a> and our <a href="https://www.hr-inform.co.uk/news-article/what-is-the-right-to-disconnect">right to disconnect</a>, email is the bane of many of our working lives. </p>
<h2>Our research</h2>
<p>We were approached by an international UK-based charity that was concerned about recent staff survey results suggesting that email was making many of their employees feel stressed. Despite making a significant investment into alternatives to try to curb the heavy reliance on work email, many staff were still overusing it – such as sending messages to colleagues sitting nearby, using it for general chit-chat, or out of office hours. </p>
<p>We were asked to design a long-term intervention that could help the staff to change their work-email habits to improve their wellbeing and productivity. <a href="https://bpspsychub.onlinelibrary.wiley.com/doi/10.1111/joop.12363">We developed</a> a model using existing research on changing people’s habits, and how work email is used. </p>
<p>A key aspect of the model is that unlike, say, a health habit such as smoking, work habits are seldom good or bad per se, but depend on the worker’s role and work context. We consider that a work habit should only be defined as good or bad in relation to whether it helps or hinders someone from fulfilling their tasks and goals, and how it affects their wellbeing. </p>
<p>For example, for a person in a customer-serving role, responding immediately to email notifications can be a good habit as they achieve their central objective of being responsive and helpful to customers. But for a scientist or a writer, the same habit could be detrimental as it might distract them from concentrating on complex work for long periods. </p>
<p>We ran our model for a year with 127 employees at the charity. These workers had responded to an open call to engage in the research and were randomly assigned to an intervention or a control group that were roughly equal in size. For all participants, we measured their email habits and work goals before, during and after the programme. </p>
<p>We provided all workers in the intervention group with work-email tips over a period of about nine months, disseminating these one at a time on a regular basis. Tips included a suggestion to turn off work-email alerts, especially when doing something that demanded a lot of concentration, and to only manually check their inbox every 30-40 minutes. </p>
<p>As each participant received a tip, they had to confirm to us whether they would be implementing this suggestion or not. This meant they were given control over whether it would be appropriate for them and the work they do. Workers in the control group didn’t receive any tips. </p>
<figure class="align-center zoomable">
<a href="https://images.theconversation.com/files/436121/original/file-20211207-25-90rci7.jpeg?ixlib=rb-1.1.0&q=45&auto=format&w=1000&fit=clip"><img alt="Someone working on their laptop with a coffee" src="https://images.theconversation.com/files/436121/original/file-20211207-25-90rci7.jpeg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/436121/original/file-20211207-25-90rci7.jpeg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=463&fit=crop&dpr=1 600w, https://images.theconversation.com/files/436121/original/file-20211207-25-90rci7.jpeg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=463&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/436121/original/file-20211207-25-90rci7.jpeg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=463&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/436121/original/file-20211207-25-90rci7.jpeg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=582&fit=crop&dpr=1 754w, https://images.theconversation.com/files/436121/original/file-20211207-25-90rci7.jpeg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=582&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/436121/original/file-20211207-25-90rci7.jpeg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=582&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px"></a>
<figcaption>
<span class="caption">Keep typing.</span>
<span class="attribution"><a class="source" href="https://www.shutterstock.com/image-photo/friendship-happiness-togetherness-children-casual-concept-349534082">Rawpixel.com</a></span>
</figcaption>
</figure>
<p>Our results showed that workers who received the tips and expressly committed to using them were more likely to change their email behaviour overall. Those who changed their habits enjoyed an improved sense of wellbeing and their perceived ability to achieve work goals increased. </p>
<p>The participants who benefited most were the ones with the highest levels of self-efficacy (a belief in one’s ability to exert control over work and achieve desirable outcomes). In other words, only when people believe they can make the changes will they actually succeed and reap the benefits. </p>
<h2>Key messages</h2>
<p>Our research shows how important it is for initiatives aimed at changing employees’ habits to accommodate individual preferences so that they have control over what they change. To improve the email habits of workers, organisations should therefore provide plans to help them decide which habits might need altering, while leaving the decision to the individual about what to implement in the context of their role. </p>
<p>Coupled with this, organisations should provide <a href="https://psycnet.apa.org/record/2018-30691-001">self-efficacy training</a> to <a href="https://www.researchgate.net/publication/220495613_A_quasi-experiment_approach_to_study_the_effect_of_e-mail_management_training">give staff</a> the resources and confidence to change their habits. That will maximise the chances of success, helping as many people as possible to ditch those dysfunctional work-email habits and develop better, more effective ways of working.</p><img src="https://counter.theconversation.com/content/173349/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>The authors do not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.</span></em></p>A research team reports on its one-year project to improve the email habits of a large UK charity.Emma Russell, Senior Lecturer in Occupational Psychology, University of Sussex Business School, University of SussexKevin Daniels, Professor of Organisational Behaviour, University of East AngliaMarc Fullman, Researcher in Organisational Behaviour, University of Sussex Business School, University of SussexTom Jackson, Professor of Information and Knowledge Management, Loughborough UniversityLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1699272021-11-19T02:07:58Z2021-11-19T02:07:58ZChance encounters in the workplace help build trust – so how do you replicate that online?<figure><img src="https://images.theconversation.com/files/430118/original/file-20211104-16987-whs1wa.jpg?ixlib=rb-1.1.0&rect=0%2C934%2C6000%2C3053&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">
</span> <span class="attribution"><span class="source">Shutterstock</span></span></figcaption></figure><p>For many of us it feels like there’s no going back – at least not full-time. We’ve had working from home foisted upon us. We’ve worked through it. We don’t want to give it all up.</p>
<p>Yes, there are employers who want everyone back into the office. Google, for example, plans to end its global voluntary work-from-home policy <a href="https://www.austpayroll.com.au/google-pushes-back-return-to-office-plan-to-january-2022/">on January 10</a>. But other employers are happy to let staff continue to work remotely. Australian software company <a href="https://www.smh.com.au/business/small-business/four-times-a-year-in-the-office-atlassian-goes-all-in-on-wfh-20210428-p57n4w.html">Atlassian</a>, for one, is insisting only that its employees come into the workplace four times a year.</p>
<hr>
<p>
<em>
<strong>
Read more:
<a href="https://theconversation.com/how-many-days-a-week-in-the-office-are-enough-you-shouldnt-need-to-ask-166418">How many days a week in the office are enough? You shouldn't need to ask</a>
</strong>
</em>
</p>
<hr>
<p><a href="https://theconversation.com/have-we-just-stumbled-on-the-biggest-productivity-increase-of-the-century-145104">Studies</a> and surveys are consistently clear: most of us don’t believe our productivity has been harmed, and those who do are offset by those who think they are more productive. Crucially, many <a href="https://theconversation.com/with-management-resistance-overcome-working-from-home-may-be-here-to-stay-144850">managers feel the same way</a>.</p>
<p>The real sticking point in working from home is not the “work” part. It’s the loss of the fun parts of a workplace – the informal networking and socialising that’s good for the individual as well as the group. </p>
<h2>Experiments in online socialising</h2>
<p>Managers have had their reasons for being averse to remote working. Quite apart from worries about individual productivity, many studies have shown how proximity promotes communication. For example, when Harvard organisational researchers Ethan Bernstein and Ben Waber <a href="https://hbr.org/2019/11/the-truth-about-open-offices">examined a major US retailer</a> occupying a campus with more than a dozen buildings, they found just 10% of all communications took place between employees whose desks were more than 500 metres apart. </p>
<p>Over the past 18 months there have been many experiments with using technology to replicate this communication. I’ve been part of one as a university academic, moving all my teaching online, and another as an organisational consultant, helping a small enterprise make the shift to remote operations.</p>
<p>My client, a small private TAFE college, has 11 permanent staff as well as casuals. In May 2020 the college asked me to help it move all business processes – teaching, office communications, support services and more – online. This had to be done on a shoestring given the <a href="https://www.cnbc.com/2021/08/25/74percent-of-colleges-face-financial-challenges-according-to-survey-of-higher-ed-workers.html">financial impact</a> of the pandemic. In this work we agreed it was fundamental to address the need for socialising. </p>
<p>This presented some challenges, particularly for a small organisation.</p>
<h2>The value of ‘casual collisions’</h2>
<p>Work-based socialising occurs in two broad ways. </p>
<p>First are “organised” social activities, such as sharing a morning tea, getting lunch, or having drinks on Friday night. To some extent these aspects are the easiest to simulate, using conferencing apps. For my client, this included activities such as <a href="https://www.wallstcom.com/news/we-built-a-virtual-pub/">virtual drinks</a> and <a href="https://www.cosmopolitan.com/lifestyle/a32775193/best-zoom-games/">online games</a>. </p>
<figure class="align-center ">
<img alt="It's easier to simulate organised activities such as after-work drinks than the haphazard 'casual collisions' of the physical workplace." src="https://images.theconversation.com/files/430702/original/file-20211108-16752-2dto0a.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/430702/original/file-20211108-16752-2dto0a.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/430702/original/file-20211108-16752-2dto0a.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/430702/original/file-20211108-16752-2dto0a.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/430702/original/file-20211108-16752-2dto0a.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/430702/original/file-20211108-16752-2dto0a.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/430702/original/file-20211108-16752-2dto0a.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">It’s easier to simulate organised activities such as after-work drinks than the haphazard ‘casual collisions’ of the physical workplace.</span>
<span class="attribution"><span class="source">Shutterstock</span></span>
</figcaption>
</figure>
<p>More difficult to replicate are what organisational expert <a href="https://smlr.rutgers.edu/faculty-staff/jessica-r-methot">Jessica Methot</a> and her fellow researchers call “casual collisions”. As they wrote in the Harvard Business Review <a href="https://hbr.org/2021/03/remote-workers-need-small-talk-too">in March</a>:</p>
<blockquote>
<p>The tidbits we learn about our colleagues – for instance, that they play guitar or love dogs – build rapport and deepen trust. Research even suggests that chance encounters and spontaneous conversations with our coworkers can spark collaboration, improving our creativity, innovation, and performance.</p>
</blockquote>
<p>One of the best-known examples of designing a <a href="https://www.researchgate.net/publication/289697794_Chance_encounters_Where_do_they_take_place_and_what_is_the_benefit">workplace for chance encounters</a> is the <a href="https://www.inc.com/jeff-miller/3-ways-to-design-an-office-for-collaboration-not-c.html">headquarters of Pixar Animation Studios</a>, which Steve Jobs oversaw during his exile from Apple. The building has a central atrium with bathrooms only on the ground floor, the idea being to create more opportunities for people to run into one another.</p>
<figure class="align-center ">
<img alt="Designed for serendipity: the 'Steve Jobs Building', headquarters of Pixar Animation Studios." src="https://images.theconversation.com/files/432772/original/file-20211118-22-16acfn5.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/432772/original/file-20211118-22-16acfn5.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=443&fit=crop&dpr=1 600w, https://images.theconversation.com/files/432772/original/file-20211118-22-16acfn5.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=443&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/432772/original/file-20211118-22-16acfn5.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=443&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/432772/original/file-20211118-22-16acfn5.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=557&fit=crop&dpr=1 754w, https://images.theconversation.com/files/432772/original/file-20211118-22-16acfn5.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=557&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/432772/original/file-20211118-22-16acfn5.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=557&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">Designed for serendipity: the ‘Steve Jobs Building’, headquarters of Pixar Animation Studios.</span>
<span class="attribution"><a class="source" href="https://commons.wikimedia.org/wiki/File:Steve_Jobs_building_at_Pixar.gk.jpg">Grendelkhan/Wikimedia</a>, <a class="license" href="http://creativecommons.org/licenses/by/4.0/">CC BY</a></span>
</figcaption>
</figure>
<p>Yet the research by Methot and her colleagues also shows small talk can be both <a href="https://journals.aom.org/doi/abs/10.5465/amj.2018.1474">uplifting and distracting</a>. This makes attempts to use software to replicate this informal, unstructured socialising even trickier.</p>
<h2>Building an online networking space</h2>
<p>In seeking to provide staff with an online substitute for casual collisions and chats in the lunch room, we chose an “enterprise social networking service” called <a href="https://www.microsoft.com/en-au/microsoft-365/yammer/yammer-overview">Yammer</a>. There are alternatives, each with their own strengths, but Yammer has the advantage of functionality similar to Facebook. The idea was to provide staff with an intuitive tool to communicate, and then leave it to them to use it as they liked. </p>
<p>It’s a work in progress. We’ve learnt some things along the way. One complaint was we didn’t provide enough initial training on how to use Yammer’s main options, which meant some staff took time to appreciate its use. </p>
<hr>
<p>
<em>
<strong>
Read more:
<a href="https://theconversation.com/after-a-year-of-zoom-meetings-well-need-to-rebuild-trust-through-eye-contact-160405">After a year of Zoom meetings, we’ll need to rebuild trust through eye contact</a>
</strong>
</em>
</p>
<hr>
<p>But most feedback has been positive. Despite the unplanned (and therefore chaotic) nature of the move, surveys indicate most staff think communication has actually improved. We appear to have avoided <a href="https://www.unleash.ai/remote-working-communication-vitalsmarts/">distance destroying dialogue</a> and <a href="https://www.bbc.com/worklife/article/20210315-why-remote-work-has-eroded-trust-among-colleagues">breeding distrust</a>, as reported in other workplaces. </p>
<p>Can technology ever fully replace the serendipitous exchanges of a physical workplace? I doubt it. But done well it may provide enough of a facsimile to ensure there’s no downside to staff continuing to work a few days a week from home.</p><img src="https://counter.theconversation.com/content/169927/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Michael Baron does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.</span></em></p>Zoom parties are one thing. Harder for organisations to replicate online are ‘casual collisions’ between colleagues.Michael Baron, Lecturer, Charles Sturt UniversityLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1697742021-10-20T12:25:07Z2021-10-20T12:25:07ZSarah Everard, police culture and the ‘masculinised’ workplaces we can all help change<p>The horrific case of Sarah Everard raises many questions about our society - not least what her killer’s behaviour says about workplace cultures, and the role of organisations in preventing men’s violence against women.</p>
<p>Investigations are underway over allegations that the murderer engaged in a range of sexist and abusive behaviours as a serving police officer that could and should have been addressed by his employer at an earlier stage, and which his colleagues may sometimes have been <a href="https://www.bbc.com/news/uk-58760933">complicit in</a>.</p>
<p>This is just <a href="https://www.theguardian.com/uk-news/2021/oct/02/breaking-up-the-boys-club-how-sexism-still-damages-the-police">one among</a> many <a href="https://www.theguardian.com/uk-news/2021/sep/30/activist-duped-into-sexual-relationship-with-spy-wins-case-against-met-police">examples</a> in British policing of sexism, abuse of women, and institutional inaction, which suggest that despite some progress in recent decades, misogyny remains deeply embedded within the forces. Meanwhile, in one of his <a href="https://www.theguardian.com/politics/2021/oct/06/dominic-raab-confuses-meaning-of-misogyny-in-bbc-interview">earliest interviews</a> as justice secretary, Dominic Raab didn’t even appear to understand what the term misogyny means. </p>
<p>The police have also appeared reluctant to reflect on how deep these problems run. That was in evidence when, in the wake of Everard’s death, it was <a href="https://www.independent.co.uk/news/uk/home-news/met-police-sarah-everard-couzens-b1930331.html">suggested</a> that women should hail down buses if they feel threatened by officers. It’s even more in evidence in the figures recently uncovered by Channel 4 showing that nearly 2,000 accusations of sexual misconduct have been made against police officers in the last four years, and almost two thirds of the complaints were “<a href="https://www.channel4.com/programmes/cops-on-trial-dispatches">discontinued</a>”. These revelations led the National Police Chiefs’ Council <a href="https://www.independent.co.uk/news/uk/home-news/police-sexual-misconduct-uk-b1935993.html">to accept</a> that some were drawn to join the police “because of the power, the control and the opportunity it affords them”.</p>
<h2>Masculinised institutions</h2>
<p>This connects to the very composition of the police as an institution. Not only does it continue to be dominated by men, but it also endorses a construction of masculinity which is tough, competitive and unemotional. It is an arm of the state in which using force and aggression is deemed legitimate, and hierarchy and group loyalty are paramount. In a masculinised environment such as this, women both inside and out are often marginalised. </p>
<p>It’s vital that the conversations instigated following this case do not fade away. They should lead to tangible action across society, from both individuals and organisations. And it is not enough for men to dismiss violence against women as something they, personally, would never do and therefore not their problem. They must go beyond this kind of thinking <a href="https://www.whiteribbon.org.uk/promise">and commit</a> to never excuse or remain silent about violence against women. </p>
<p>The problem may not always manifest in the same ways as it does in the police, but every organisation has a duty to consider how it responds to discrimination, <a href="https://www.fawcettsociety.org.uk/news/over-40-of-women-experience-sexual-harassment-in-their-working-lives">harassment</a> and abuse. Uprooting rigid and restrictive masculine norms and fostering more equal and inclusive workplace cultures is crucial. Employing more women, especially at senior levels, is important, but workplaces also have to be welcoming to women in the first place. Education, training and campaigns among staff can help, not only to raise awareness but to transform unhealthy and sexist attitudes and behaviours.</p>
<figure class="align-center ">
<img alt="A group of work colleagues sitting in a late night meeting in a dark office." src="https://images.theconversation.com/files/427243/original/file-20211019-28-1y4qnjg.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/427243/original/file-20211019-28-1y4qnjg.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/427243/original/file-20211019-28-1y4qnjg.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/427243/original/file-20211019-28-1y4qnjg.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/427243/original/file-20211019-28-1y4qnjg.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/427243/original/file-20211019-28-1y4qnjg.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/427243/original/file-20211019-28-1y4qnjg.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">Is your workplace working for everyone?</span>
<span class="attribution"><a class="source" href="https://unsplash.com/photos/VBLHICVh-lI">mario gogh VBLHICVh lI unsplash</a>, <a class="license" href="http://creativecommons.org/licenses/by/4.0/">CC BY</a></span>
</figcaption>
</figure>
<p>Looking at the very structures of the organisation is also vital. Are men and women being paid and rewarded differently? Who is in leadership and how did they get there? Are roles and responsibilities divided up in stereotypically gendered ways? These things send messages about who is valued within the organisation and in society more broadly, and the valuing of men’s lives more than women’s is central to violence against women. This is clear both from society’s continued failure to take this violence seriously, and in the entitlement some men feel to behave however they want towards women.</p>
<p>Organisations can thus set an example to others by demonstrating that they prioritise gender equality in deeds as well as words. Take parental leave policies, for example. In practice, cultures are often still based around the <a href="http://dur.ac.uk/criva/geotoolkit">“ideal” (male) worker</a>, with career progress strongly linked to full-time, continuous employment. Encouraging more men to take paternity and parental leave can help break down these norms – as can being the parent who stays home if children are sick, moves to part-time working to care for relatives, and simply being listed as the first emergency contact at a child’s school. </p>
<h2>Work needed from all of us</h2>
<p>Men have a particularly significant responsibility to start calling out harmful behaviour more. This is not least because they continue to dominate positions of power within many sectors, so often control the levers of change.</p>
<p>Men can <a href="https://theconversation.com/how-men-can-be-allies-to-women-right-now-157126">make a real difference</a> by being allies to their female colleagues, including not going along with sexist and misogynistic behaviour among their peers.</p>
<p>Being proactive about your mental health and work/life needs and those of your colleagues is another step towards changing the working practices that hold us all back, especially during <a href="https://changingrelations.co.uk/we-need-to-place-more-attention-on-gender-equality-in-the-workplace-during-times-of-crisis-not-less/">COVID-19</a>. This can undoubtedly require bravery, especially within highly masculinised workplaces, but we cannot stay silent any longer. Men who do challenge restrictive norms may find many colleagues were just waiting for someone else to speak up. We all, after all, have much to gain from workplaces which are more inclusive, supportive and free from rigid gendered pressures.</p>
<p>Of course, organisations may sometimes be reluctant to change. Building gender equality and shifting masculinised workplace cultures means disrupting power relations in which some have a lot invested. Some of the institutions we work within have played a significant role in keeping patriarchy in place for centuries. But this is the kind of change which is necessary across society in order to prevent men’s violence against women. Recent months have shown us that we simply cannot tolerate the toll of this violence any longer.</p><img src="https://counter.theconversation.com/content/169774/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Stephen Burrell is a trustee for White Ribbon UK and co-chairs the steering group for Changing Relations CIC. He is currently receiving funding from the Leverhulme Trust, and has previously received funding from the Economic and Social Research Council.</span></em></p><p class="fine-print"><em><span>Nicole is Vice Chair of the Rape and Sexual Abuse Counselling Centre for Darlington and County Durham. </span></em></p><p class="fine-print"><em><span>Sandy Ruxton is on the Steering Committee of MenEngage Europe</span></em></p>The terrible murder of a British woman is a clear example of how our behaviour at work can be linked to violence against women.Stephen Burrell, Leverhulme Early Career Fellow in the Department of Sociology, Durham UniversityNicole Westmarland, Professor of Criminology, Durham UniversitySandy Ruxton, Honorary Research Fellow in the Department of Sociology, Durham UniversityLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1636632021-06-30T11:25:42Z2021-06-30T11:25:42ZToday’s intense workplace culture can be traced back to a forgotten Soviet coal miner – podcast<p>This episode of The Conversation’s <a href="https://theconversation.com/uk/topics/in-depth-out-loud-podcast-46082">In Depth Out Loud podcast</a> features the story of a young Soviet miner named Alexei Stakhanov, and how the work ethic he embodied in the 1930s has been invoked by managers in the west ever since.</p>
<iframe src="https://embed.acast.com/5e29c8205aa745a456af58c8/60dc3f10ea345f0012302cca?cover=true" frameborder="0" allow="autoplay" width="100%" height="110"></iframe>
<p><iframe id="tc-infographic-563" class="tc-infographic" height="100" src="https://cdn.theconversation.com/infographics/563/073b078b1fc9085013377310bc6db3368fb84a13/site/index.html" width="100%" style="border: none" frameborder="0"></iframe></p>
<p>You can read the text version of <a href="https://theconversation.com/how-a-soviet-miner-from-the-1930s-helped-create-todays-intense-corporate-workplace-culture-155814">this in-depth article here</a>. The audio version is read by Les Smith in partnership with Noa, News Over Audio. You can listen to more articles from The Conversation, for free, on the <a href="https://newsoveraudio.com/publishers/103?mpId=17937807d4095-03ef8e1781bb1c8-445466-1fa400-17937807d41112&embedPubName=The%20Conversation&embedPubId=103">Noa app</a>. </p>
<p>Alexei Stakhanov’s staggering workload and personal commitment to his job as a miner in Stalin’s Soviet Union became the embodiment of a new human type and the beginning of a new social and political trend known as “Stakhanovism”. Bogdan Costea, professor of management and society at Lancaster University, and Peter Watt, international lecturer in management and organisation studies, at Lancaster University in Leipzig, argue that the spectre of this long-forgotten Soviet miner still haunts our workplace culture today. </p>
<p><em>The music in In Depth Out Loud is Night Caves, by <a href="https://www.youtube.com/watch?v=dvwbOVMlp3o">Lee Rosevere</a>. In Depth Out Loud is produced by Gemma Ware.</em></p>
<figure class="align-center ">
<img alt="" src="https://images.theconversation.com/files/313478/original/file-20200204-41481-1n8vco4.png?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/313478/original/file-20200204-41481-1n8vco4.png?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=112&fit=crop&dpr=1 600w, https://images.theconversation.com/files/313478/original/file-20200204-41481-1n8vco4.png?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=112&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/313478/original/file-20200204-41481-1n8vco4.png?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=112&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/313478/original/file-20200204-41481-1n8vco4.png?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=140&fit=crop&dpr=1 754w, https://images.theconversation.com/files/313478/original/file-20200204-41481-1n8vco4.png?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=140&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/313478/original/file-20200204-41481-1n8vco4.png?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=140&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption"></span>
</figcaption>
</figure>
<p>This story came out of a project at The Conversation called Insights, which is supported by Research England. You can read <a href="https://theconversation.com/uk/topics/insights-series-71218">more stories in the series here</a>.</p><img src="https://counter.theconversation.com/content/163663/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>The authors do not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.</span></em></p>The audio version of an in-depth article about a record-breaking Soviet miner from 1935 who embodied a system of values that is central to contemporary work cultures today.Bogdan Costea, Professor of Management and Society, Lancaster UniversityPeter Watt, International Lecturer in Management and Organisation Studies, Lancaster UniversityLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1588972021-04-29T02:14:30Z2021-04-29T02:14:30ZAs boundaries between work and home vanish, employees need a ‘right to disconnect’<figure><img src="https://images.theconversation.com/files/397461/original/file-20210428-21-9vndab.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">
</span> <span class="attribution"><span class="source">Mick Tsikas/AAP</span></span></figcaption></figure><p>If you have been in a children’s playground recently, you may have seen a distracted parent absorbed in an intense phone conversation, swatting a child away. </p>
<p>Sure, some are ordering tickets for The Wiggles, but most are not — they are working. They might have officially knocked off, be on leave or it might be a weekend. But as surely as if they were in the office, they are at work.</p>
<p>Many of us know that tug of double consciousness: the child’s pressing need pitted against a complex issue on the other end of the phone demanding every neurone we can muster. </p>
<p>You do not have to be a carer to feel this tug. It still finds plenty of people who just want some quiet time, an uninterrupted run, a life beyond work.</p>
<p>It’s the growth of this tug, affecting more and more women and men, which has fuelled the push for a “right to disconnect” from work. This includes a recent <a href="https://www.abc.net.au/news/2021-04-06/right-to-disconnect-gives-workers-their-lives-back/100040424">significant victory</a> for Victoria Police employees to protect their time away from work. </p>
<h2>Availability creep</h2>
<p>Our forebears would not recognise the ephemeral way we work today, or the absence of boundaries around it. But powerful new technologies have disrupted last century’s clearer, more stable, predictable limits on the time and place of work. </p>
<p>This is called “<a href="https://www.hrmonline.com.au/topics/health-wellbeing-and-safety/landmark-clause-availability-creep/">availability creep</a>”, where employees feel they need to be available all the time to answer emails, calls or simply deal with their workload. </p>
<figure class="align-center ">
<img alt="Sydney CBD skyline with headlights on the freeway." src="https://images.theconversation.com/files/397466/original/file-20210428-17-wad2x5.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/397466/original/file-20210428-17-wad2x5.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/397466/original/file-20210428-17-wad2x5.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/397466/original/file-20210428-17-wad2x5.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/397466/original/file-20210428-17-wad2x5.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/397466/original/file-20210428-17-wad2x5.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/397466/original/file-20210428-17-wad2x5.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">Australians did even more unpaid overtime during COVID than before the pandemic.</span>
<span class="attribution"><span class="source">Mick Tsikas/AAP</span></span>
</figcaption>
</figure>
<p>And that was well before a pandemic that piled <a href="https://d3n8a8pro7vhmx.cloudfront.net/theausinstitute/pages/3288/attachments/original/1586714739/Working_From_Home_Opportunitites_and_Risks_April2020.pdf?1586714739">revolution</a> upon revolution on the way we work. A 2020 mid-pandemic survey showed Australians were working <a href="https://d3n8a8pro7vhmx.cloudfront.net/theausinstitute/pages/3395/attachments/original/1605571432/GHOTD_2020_formatted_FINAL_FOR_RELEASE.pdf?1605571432">5.3 hours of unpaid overtime on average</a> per week, up from 4.6 hours the year before. </p>
<p>These longer hours are often <a href="https://www.theguardian.com/australia-news/2020/nov/07/sydney-university-staff-found-to-be-working-nearly-a-day-a-week-unpaid">associated with job insecurity</a>. In a labour market like Australia’s, where <a href="https://d3n8a8pro7vhmx.cloudfront.net/theausinstitute/pages/2807/attachments/original/1528337971/Insecure_Work_Factbook.pdf?1528337971">insecure work is widespread</a>, there are strong incentives to “stay sweet” with the boss and work longer, harder and sometimes for nothing. </p>
<h2>Health implications</h2>
<p>So, work is now untethered from a workplace or a workday, and our workplace regulation lags well behind. This has serious implications for our <a href="https://ama.com.au/media/long-hours-putting-pressure-mental-health-doctors-training#:%7E:text=Research%20published%20this%20week%20in,health%20problems%20and%20suicidal%20ideation.">mental health</a>, <a href="https://www.theatlantic.com/health/archive/2019/05/work-life-balance/590662/">work-life stress</a>, <a href="https://hbr.org/2015/08/the-research-is-clear-long-hours-backfire-for-people-and-for-companies">productivity</a> and a fair day’s work for a fair day’s pay.</p>
<p>Of course, flexibility is not all bad. As a researcher collecting <a href="https://apo.org.au/sites/default/files/resource-files/2014-09/apo-nid61996.pdf">evidence</a> for decades about the case for greater flexibility for employees, I see silver linings in a pandemic that achieved almost overnight what decades of data-gathering could not: new ways of working that can suit workers (especially women) and their households.</p>
<hr>
<p>
<em>
<strong>
Read more:
<a href="https://theconversation.com/forget-work-life-balance-its-all-about-integration-in-the-age-of-covid-19-137386">Forget work-life balance – it's all about integration in the age of COVID-19</a>
</strong>
</em>
</p>
<hr>
<p>However, this change has a <a href="https://1juibf12bq823l3a7515u1i5-wpengine.netdna-ssl.com/wp-content/uploads/2020/04/TheRighttoDisconnect.pdf">dark side</a>. Digital work and work-from-home have shown themselves to drive long hours of work, and to pollute rest and family time. <a href="https://academic.oup.com/occmed/article/67/5/377/3859790">Poor sleep, stress, burnout</a>, degraded relationships and distracted carers are part of the collateral damage. </p>
<h2>Disconnecting in Australia and internationally</h2>
<p>A growing international response attests to the importance of disconnection. And it has now reached our shores.</p>
<p>Last month, Victoria Police’s new Enterprise Bargaining Agreement (EBA) included the “<a href="https://tpav.org.au/news/journals/2020-journals/august-2020-journal/eba19-right-to-disconnect">right to disconnect</a>” from work. It directs managers to respect leave and rest days and avoid contacting police officers outside work hours, unless in an emergency or to check on their welfare. The goal is to ensure that police, whose jobs are often stressful, can switch off from work when they knock off and get decent rest and recovery time.</p>
<figure class="align-center ">
<img alt="Swimmers at Bondi Beach pool." src="https://images.theconversation.com/files/397467/original/file-20210428-21-ke7kxl.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/397467/original/file-20210428-21-ke7kxl.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/397467/original/file-20210428-21-ke7kxl.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/397467/original/file-20210428-21-ke7kxl.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/397467/original/file-20210428-21-ke7kxl.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/397467/original/file-20210428-21-ke7kxl.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/397467/original/file-20210428-21-ke7kxl.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">There is a growing push to protect employees’ time outside work hours.</span>
<span class="attribution"><span class="source">Bianca De Marchi/AAP</span></span>
</figcaption>
</figure>
<p>The “right to disconnect” has taken several forms internationally in recent decades. At individual firm level, some large companies such as <a href="https://www.bbc.com/news/technology-16314901">Volkswagen</a>, <a href="https://www.hfw.com/Right-to-disconnect-what-impact-on-companies-January-2017">BMW and Daimler</a> now simply stop out-of-hours or holiday emails or calls.</p>
<p>Goldman Sachs has also <a href="https://www.afr.com/work-and-careers/workplace/goldmans-promises-junior-bankers-saturdays-off-20210325-p57e26">recently re-stated</a> its far from radical “Saturday rule”, under which junior bankers are not expected to be in the office from 9pm Friday to 9am Sunday.</p>
<h2>The French example</h2>
<p>Some countries now regulate the right nationally.</p>
<p>Since 2017, French companies employing more than 50 people have been <a href="https://www.natlawreview.com/article/right-to-disconnect-new-right-french-employees">required to engage</a> in an annual negotiation with employee representatives to regulate digital devices to ensure respect for rest, personal life and family leave. If they can’t reach agreement, the employer must draw up a charter to define how employees can disconnect and must train and inform their workers about these strategies.</p>
<p>While enforcement of the French law has <a href="https://www.ibanet.org/Article/NewDetail.aspx?ArticleUid=7bba6da1-a70a-440c-8506-9c27134683bf">attracted criticism</a> (as penalties are weak), it has fostered a national conversation —now reaching other countries like <a href="https://www.weforum.org/agenda/2021/03/right-to-disconnect-from-work-at-home-eu/">Greece, Spain and Ireland</a>. In early 2021, the <a href="https://ioewec.newsletter.ioe-emp.org/industrial-relations-and-labour-law-february-2021/news/article/eu-parliament-resolution-on-the-right-to-disconnect">European Parliament</a> voted to grant workers the right to refrain from email and calls outside working hours, including when on holidays or leave, as well as protection from adverse actions against those who disconnect.</p>
<h2>What’s next for Australia?</h2>
<p>The Victoria Police EBA has encouraged a new level of discussion in Australia. The ACTU has <a href="https://www.abc.net.au/news/2021-04-07/right-to-disconnect-fight-to-expand-trade-union-eba-push/100050264">backed a right to disconnect</a>, especially for workers in stressful jobs.</p>
<p>Individual businesses will now be examining their <a href="https://www.fairwork.gov.au/employee-entitlements/national-employment-standards">obligations</a> to ensure maximum hours of work are adhered to and “reasonable” overtime and on-call work is managed to avoid possible claims for unpaid work. </p>
<hr>
<p>
<em>
<strong>
Read more:
<a href="https://theconversation.com/a-life-of-long-weekends-is-alluring-but-the-shorter-working-day-may-be-more-practical-127817">A life of long weekends is alluring, but the shorter working day may be more practical</a>
</strong>
</em>
</p>
<hr>
<p>This week, The Sydney Morning Herald <a href="https://www.smh.com.au/politics/federal/work-is-everywhere-now-so-do-staff-have-a-right-to-disconnect-20210422-p57lkw.html">reported that supermarket giant Coles</a> is trying to prevent out-of-hours work. </p>
<p>The consequences for companies can be expensive when digital work is not well managed. In 2018, the French arm of Rentokil was <a href="https://www.telegraph.co.uk/news/2018/08/01/british-firm-ordered-pay-60000-french-court-breaching-employees/">ordered to pay an ex-employee</a> the equivalent of $A92,000 because it required him to leave his phone on to talk to customers and staff. </p>
<p>Beyond fair remuneration, a duty of care to provide a safe and healthy workplace is also implicated in digital work that leaks beyond working hours.</p>
<h2>What needs to happen now</h2>
<p>Large public sector workplaces are likely to follow Victoria Police’s example. However, EBAs now cover just <a href="https://www.afr.com/work-and-careers/workplace/enterprise-bargaining-back-into-decline-20201221-p56p70">15% of workers</a>, so this pathway won’t help most workers, many of whom are instead covered by one of the 100 or so industry or occupational modern awards. </p>
<p>These awards could be amended to include a right to disconnect. But more simply and comprehensively, the <a href="https://www.fairwork.gov.au/employee-entitlements/national-employment-standards">National Employment Standards </a>(which apply to all workers regardless of whether covered by an award or an EBA) could be amended to provide an enforceable right to disconnect with consequences for its breach, alongside existing standards of maximum hours of work, flexibility and other minimum rights.</p>
<p>Given many women, low paid, private sector, un-unionised and relatively powerless workers in smaller workplaces have little chance of negotiating or enforcing a right to disconnect, it is vital the right to disconnect applies across the whole workforce.</p><img src="https://counter.theconversation.com/content/158897/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Barbara Pocock has received funding from the Australian Research Council. She is a Greens senate candidate. </span></em></p>Victoria Police recently won the rights not to be contacted out of work hours. They are not the only employees who need a proper break from work.Barbara Pocock, Emeritus Professor University of South Australia, University of South AustraliaLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1532932021-01-15T01:24:37Z2021-01-15T01:24:37ZToo much information: the COVID work revolution has increased digital overload<figure><img src="https://images.theconversation.com/files/378955/original/file-20210114-14-u3bkdv.jpg?ixlib=rb-1.1.0&rect=393%2C15%2C9652%2C5659&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">
</span> <span class="attribution"><span class="source">Shutterstock</span></span></figcaption></figure><p>Are too many online meetings and notifications getting you down? </p>
<p>Online communication tools – from email to virtual chat and video-conferencing – have transformed the way we work. In many respects they’ve made life easier. Without them we could not have made the shift to remote working during the COVID pandemic. </p>
<p>But are we now overly connected?</p>
<p>I and my colleagues have interviewed 120 experts from around the world to get a handle on the effects of 2020’s working-from-home revolution. </p>
<p>What they told us suggests the desire to compensate for the lack of physical interaction is compounding digital overload – the phenomenon that technology researchers Larry Rosen and Alexandra Samuel described in the <a href="https://hbr.org/2015/06/conquering-digital-distraction">Harvard Business Review</a> way back in 2015 as perhaps “the defining problem of today’s workplace”. </p>
<p>As Rosen, a pioneer in the “psychology of technology”, explains in <a href="https://mitpress.mit.edu/books/distracted-mind">The Distracted Mind: Ancient Brains in a High-Tech World</a>, his 2016 book co-written with neuroscientist <a href="https://neuroscape.ucsf.edu/profile/adam-gazzaley/">Adam Gazzaley</a>, our brains have not evolved for media multitasking.</p>
<blockquote>
<blockquote>
<p>So many technological innovations have enhanced our lives in countless ways, but they also threaten to overwhelm our brain’s goal-directed functioning with interference. This interference has a detrimental impact on our cognition and behaviours in daily activities. It impacts every level of our thinking, from our perceptions, decision making, communication, emotional regulation, and our memories.</p>
</blockquote>
</blockquote>
<p>This interference is increasing as we embrace ever more tools that facilitate virtual communication and collaboration, always “on” and in touch through a barrage of messages and notifications. </p>
<figure class="align-center ">
<img alt="Woman video conferencing." src="https://images.theconversation.com/files/378952/original/file-20210114-17-1bx4eot.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/378952/original/file-20210114-17-1bx4eot.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/378952/original/file-20210114-17-1bx4eot.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/378952/original/file-20210114-17-1bx4eot.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/378952/original/file-20210114-17-1bx4eot.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/378952/original/file-20210114-17-1bx4eot.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/378952/original/file-20210114-17-1bx4eot.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">The desire to compensate for the lack of physical interaction is compounding digital overload.</span>
<span class="attribution"><span class="source">Girts Ragelis/Shutterstock</span></span>
</figcaption>
</figure>
<hr>
<p>
<em>
<strong>
Read more:
<a href="https://theconversation.com/vital-signs-shorter-meetings-but-longer-days-how-covid-19-has-changed-the-way-we-work-143894">Vital Signs: Shorter meetings but longer days – how COVID-19 has changed the way we work</a>
</strong>
</em>
</p>
<hr>
<h2>Using nine tools a day</h2>
<p>Our research is part of a global project on the <a href="https://www.vision-project.org/">future of work and education</a> involving 14 university, corporate and non-profit partner organisations. </p>
<p>We interviewed managers in the private sector (from start-ups to corporations), the public sector and academia. We talked to each for an a hour about how their work environments had been affected by the pandemic, and how they imagine the future.</p>
<p>Almost all agreed digital overload had increased due to too many digital tools, too much information and too many hours spent in online conferencing.</p>
<p>On average, they reported using nine collaboration and communication tools every day. If that seems excessive, count how many you use. More than likely you have software for writing, email, instant message, calendars, file sharing, conferencing, work organisation and password management. That’s nine just there.</p>
<hr>
<p>
<em>
<strong>
Read more:
<a href="https://theconversation.com/with-management-resistance-overcome-working-from-home-may-be-here-to-stay-144850">With management resistance overcome, working from home may be here to stay</a>
</strong>
</em>
</p>
<hr>
<h2>More online fatigue</h2>
<p>Our respondents also reported increased fatigue from being online all the time, and from being expected to send and respond to messages. As one of interviewee put it, the old problem of lack of information has been overtaken by how to keep up with all the information we are expected to take in and provide. </p>
<p>Online meetings were cited as particularly exhausting. This concurs with research showing the demands of constantly observing ourselves as performers leads to “<a href="https://theconversation.com/5-reasons-why-zoom-meetings-are-so-exhausting-137404">Zoom fatigue</a>”.</p>
<hr>
<p>
<em>
<strong>
Read more:
<a href="https://theconversation.com/hide-self-one-tip-on-video-conferencing-good-enough-for-matthew-mcconaughey-136609">Hide self: one tip on video conferencing good enough for Matthew McConaughey</a>
</strong>
</em>
</p>
<hr>
<h2>3 tips to manage digital overload</h2>
<p>You may not have much influence over the number of tools you use. But you can control how you use them. The key is to reduce “goal interference” – anything that interrupts or distracts you from the task in front of you. </p>
<p>Here are three simple principles to manage the load.</p>
<p><strong>1. Switch between tasks less often</strong></p>
<p>Research shows the idea of multitasking is a myth. Maybe we can cope with two things at time, such listening to music while working. But for any task requiring focus we have to make a cognitive switch. Studies show the more we switch, <a href="https://www.pnas.org/content/106/37/15583">the worse we get</a> at focusing on what’s relevant to the task before us. Make fewer switches to maximise your ability to filter out interference from thoughts about other tasks.</p>
<p><strong>2. Schedule set times for regular tasks</strong></p>
<p><a href="https://www.semanticscholar.org/paper/Checking-email-less-frequently-reduces-stress-Kushlev-Dunn/cbf357a42ebe471a6287b2bf84e2833f3be21696?p2df">Behavioural experiments</a> show those who check emails just a few times a day report lower stress than those who constantly check throughout the day. Make the effort to do related tasks in set times blocks (say 30 minutes). Give yourself the opportunity to really concentrate. Switch off unnecessary notifications and other distractions. </p>
<p><strong>3. Limit unnecessary communication</strong></p>
<p>Sharing information is important – knowledge is power, after all. But too much information becomes just another distraction. As another adage goes, data isn’t information, information isn’t knowledge, knowledge isn’t understanding, and understanding isn’t wisdom. Information in the digital age is a bit like food. Tens of thousands of years of scarcity has conditioned us to crave it. But abundance means we have to consciously check ourselves from consuming too much.</p>
<h2>Changing work culture</h2>
<p>These three tips are far from a complete solution, of course. As our interviewees underlined, addressing the problem of digital overload at work requires radical reflection on the temptations of technology – including thinking yet more technology will solve the problem. </p>
<hr>
<p>
<em>
<strong>
Read more:
<a href="https://theconversation.com/50-years-of-bold-predictions-about-remote-work-it-isnt-all-about-technology-135034">50 years of bold predictions about remote work: it isn't all about technology</a>
</strong>
</em>
</p>
<hr>
<p>There have been many lessons to learn from 2020. </p>
<p>From our unplanned leap into a work future long predicted would come from digital technology, we have the opportunity to understand the pain points. We’ve had a technological revolution in workplace communication and collaboration. Now must come a cultural revolution.</p><img src="https://counter.theconversation.com/content/153293/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>RMIT University is an associate partner of the Erasmus+ Knowledge Alliance project Vision (Project Number: 612537-EPP-1-2019-1-SI-EPPKA2-KA).</span></em></p>Interference with our brain’s goal-directed functioning is increasing with ever more tools for virtual communication and collaboration.Olga Kokshagina, Researcher - Innovation & Entrepreneurship, RMIT UniversityLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1475482020-12-09T13:19:48Z2020-12-09T13:19:48ZWorkers are looking for direction from management – and any map is better than no map<figure><img src="https://images.theconversation.com/files/373697/original/file-20201208-17-13r1k09.jpg?ixlib=rb-1.1.0&rect=297%2C154%2C7051%2C3371&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">Workers need a map to lead them through the crisis.
</span> <span class="attribution"><a class="source" href="https://www.gettyimages.com/detail/photo/battle-tactics-royalty-free-image/478690919">PeopleImages/E+ via Getty Images</a></span></figcaption></figure><p>Over eight months ago, with haste and necessity, workers and organizations across the globe were thrown into “the <a href="https://hbr.org/2020/07/the-implications-of-working-without-an-office">great remote work experiment</a>.” </p>
<p>What was arguably an adequate short-term solution is now showing signs of wear and tear: Remote workers <a href="https://www.cnbc.com/2020/07/28/remote-work-burnout-is-growing-as-coronavirus-pandemic-stretches-on.html">are burning out</a>, organizational cultures are <a href="https://hbr.org/2020/08/dont-let-the-pandemic-sink-your-company-culture">under threat</a>, and leaders are fretting about the loss of <a href="https://www.cio.co.ke/apples-tim-cook-shares-his-companys-wfh-experience/">creativity and collaboration</a>. </p>
<p>While some companies are beginning to forge ahead with longer-term plans – like proclaiming that <a href="https://www.cnbc.com/2020/05/12/twitter-tells-employees-they-can-work-from-home-forever.html">remote work will go on indefinitely</a> or <a href="https://www.nytimes.com/2020/11/10/business/economy/coronavirus-office.html">bringing at least some employees back to the office</a> in a COVID-19-safe way – most organizations remain in a holding pattern: <a href="https://www.nytimes.com/2020/10/13/technology/offices-reopening-delay-coronavirus.html">intent on returning to the physical office in some capacity</a>, but repeatedly kicking the can down the road. </p>
<p>This is understandable, <a href="https://www.bbc.com/news/newsbeat-54253776">given the amount of uncertainty</a> about the pandemic. Although a <a href="https://www.cidrap.umn.edu/news-perspective/2020/12/who-hails-covid-vaccine-progress-urges-nations-double-down-mitigation">vaccine seems to be in sight</a>, <a href="https://www.nbcchicago.com/news/coronavirus/health-officials-warn-americans-not-to-let-their-guard-down/2387692/">health officials are warning</a> of a grim winter. </p>
<p>As <a href="https://www.uml.edu/msb/faculty/latham-scott.aspx">management</a> <a href="https://www.uml.edu/msb/faculty/humberd-beth.aspx">scholars</a> actively researching and advising companies on their responses to COVID-19, we believe the consequences of <a href="https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/as-you-return-from-the-summer-break-can-you-lead-toward-a-covid-exit">just continuing to wing it</a> are piling up. </p>
<p>This doesn’t mean the only solution is an immediate return to the office. Based on research in our field and lessons we’ve learned from our work with companies during the pandemic, we believe there’s a way to make the best of a tough situation. It requires acknowledging the real costs of the remote work experiment – and charting a path forward.</p>
<h2>Employee burnout</h2>
<p>The remote work experiment seemed to offer an <a href="https://hbr.org/2020/08/research-knowledge-workers-are-more-productive-from-home">initial boost</a> in productivity. But sustaining such productivity has been difficult, in part because the <a href="https://news.stanford.edu/2020/03/30/productivity-pitfalls-working-home-age-covid-19/">home wasn’t designed for work</a> and the consequences of <a href="https://www.nationalgeographic.com/science/2020/04/coronavirus-zoom-fatigue-is-taxing-the-brain-here-is-why-that-happens/">“Zoom” fatigue</a> are real. Indeed, emerging evidence suggests <a href="https://www.cnbc.com/2020/07/28/remote-work-burnout-is-growing-as-coronavirus-pandemic-stretches-on.html">burnout is plaguing remote workers</a> across the board.</p>
<p>Yet managing employee burnout is particularly difficult during a pandemic, when people are asked to mostly isolate at home, away from <a href="https://theconversation.com/the-office-is-dead-long-live-the-office-in-a-post-pandemic-world-138499">colleagues whose mere presence can often ease work-related stress</a>. <a href="https://hbr.org/2019/09/what-happens-when-teams-fight-burnout-together">Recent research</a> suggests that even small interactions like going out to lunch together and taking a walk can help reduce worker burnout. </p>
<p>Even if <a href="https://www.wsj.com/articles/enough-of-zoomoffice-happy-hours-return-11601665066">re-creations of after-work rituals help</a> in the short term, poor communication from company leaders is a primary <a href="https://hbr.org/2019/12/burnout-is-about-your-workplace-not-your-people">cause of burnout</a>. Without some sense of direction, burned out employees simply can’t be reengaged via another virtual happy hour. </p>
<h2>Weakened cultures</h2>
<p>Another downside of the lack of interaction with colleagues is the <a href="https://sloanreview.mit.edu/article/how-to-sustain-your-organizations-culture-when-everyone-is-remote/">impact on organizational culture</a>. </p>
<p>We know from research that organizational culture is a key contributor to <a href="https://doi.org/10.1016/j.jbusres.2008.05.021">job satisfaction</a> and <a href="https://www.doi.org/10.1002/job.1985">organizational performance</a>. Initial hopes of <a href="https://www.businessinsider.com/ceo-3-lessons-learned-remote-work-take-back-to-office-2020-5">strengthened cultures</a> as employees navigated the unprecedented shift together are dwindling as time wears on without a physical anchor for <a href="https://hbr.org/2020/08/dont-let-the-pandemic-sink-your-company-culture">sustaining shared cultural beliefs</a>. </p>
<p>What’s worse, <a href="https://covid19.nj.gov/forms/violation">corporate policies</a> meant to <a href="https://www.politico.com/news/2020/06/26/workplace-apps-tracking-coronavirus-could-test-privacy-boundaries-340525">monitor</a> and <a href="https://www.npr.org/2020/05/13/854014403/your-boss-is-watching-you-work-from-home-boom-leads-to-more-surveillance">control</a> employee behavior – whether while they work remotely or as means to make the office safer – risk eroding <a href="https://www.inc.com/marissa-levin/harvard-neuroscience-research-reveals-8-ways-to-build-a-culture-of-trust.html">worker trust</a> and <a href="https://www.doi.org/10.1111/joms.12625">undermining cultural norms</a>.</p>
<p>And the impact of these policies <a href="https://onlinelibrary.wiley.com/doi/epdf/10.1111/joms.12625">will likely endure</a> long after the crisis subsides, making it very important for companies to think carefully about the lasting impact and strategies for dealing with COVID-19.</p>
<h2>Interrupted innovation</h2>
<p>A third major cost of this sustained remote period of work is the lack of collaboration and its <a href="https://news.stanford.edu/2020/03/30/productivity-pitfalls-working-home-age-covid-19">disruptive impact on innovation</a>. </p>
<p>Sure, some collaborations and idea generation can take place via Zoom meetings, but innovation still largely happens in physical spaces: at <a href="https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2259257">lab benches</a>, alongside a <a href="https://www.ingentaconnect.com/content/nai/ti/2017/00000019/00000001/art00005">3D printer</a> or in <a href="https://onlinelibrary.wiley.com/doi/full/10.1111/radm.12261">unintended office interactions</a> that spark interdisciplinary collaborations. These initial steps become the source of intellectual property, new startups, future commercialization and ultimately consumer value. </p>
<p>But when workers can’t get into their labs and research centers, they can’t plant the seeds for future innovations. Overall, patents have <a href="https://www.ipwatchdog.com/2020/11/01/technology-specific-patent-filing-trends-pandemic/id=126901/">fallen almost 10% year to date</a>, with patents in the life sciences down 20%. </p>
<h2>A purpose-driven plan</h2>
<p>Though the pandemic is still with us, organizations and workers need a plan now – and can’t wait for a vaccine to allow everyone to come back to the office. </p>
<p>To us, this isn’t simply about logistics, such as deciding whether, when and how to return to the office, but starting to address the downsides of this sustained remote work experiment by reengaging workers around a <a href="https://hbr.org/2018/07/creating-a-purpose-driven-organization">sense of organizational purpose</a>. </p>
<p>And honestly, it really doesn’t matter all that much what goes into the plan. A long history of scholarship on <a href="https://books.google.com/books/about/Making_Sense_of_the_Organization.html?id=ZJpCtAEACAAJ">organizations</a> emphasizes that even the most imperfect plan can have positive effects on morale and team confidence. When <a href="https://www.chicagotribune.com/news/ct-xpm-1995-02-13-9502130021-story.html">conditions are uncertain</a>, a plan provides direction, a sense of purpose and foundation for unity. Moreover, it’s a great way to turn a crisis into an opportunity. </p>
<p>For example, some companies we’ve worked with have crafted plans that focus on addressing pre-pandemic threats such as how automation and AI are changing <a href="https://sloanreview.mit.edu/article/four-ways-jobs-will-respond-to-automation/">the very nature of work</a>. They’ve been conducting a top-to-bottom review of jobs and roles to better understand which ones are providing the most and least value, and adjusting accordingly. Others, such as local health care organizations in the Boston area, are focusing on accelerating <a href="https://www.wsj.com/articles/covid-19-patients-put-remote-care-to-the-test-11602840627">their adoption of technologies</a> to improve the level of care they can provide patients.</p>
<p>[<em>Understand new developments in science, health and technology, each week.</em> <a href="https://theconversation.com/us/newsletters/science-editors-picks-71/?utm_source=TCUS&utm_medium=inline-link&utm_campaign=newsletter-text&utm_content=science-understand">Subscribe to The Conversation’s science newsletter</a>.]</p>
<p>Making a plan doesn’t require certainty about the path of the virus or committing to a return to the office. Rather, it’s about creating a shared sense of purpose to lead workers through one of the toughest periods in world history. </p>
<p>The value of having a plan reminds us of an anecdote – frequently shared by management scholars – <a href="https://www.tolstoytherapy.com/brief-thoughts-on-maps-miroslav-holub/">involving a Hungarian army platoon</a> briefly thought lost in the Alps during a snowstorm during World War I. Gone for two days, the soldiers suddenly showed up on the third. Asked how they survived, the group leader showed his commander the map that led them back. The punchline: It depicted the Pyrenees, not the Alps.</p>
<p>While it’s not clear if the story is factually based, the message still rings true: In times of uncertainty, often any map will do – even a wrong one.</p><img src="https://counter.theconversation.com/content/147548/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>The authors do not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.</span></em></p>Although the end of the pandemic may be in sight, the costs of working remotely are growing. It’s time companies had a plan – even if they aren’t returning to the office any time soon.Scott F. Latham, Associate Professor of Strategic Management, UMass LowellBeth Humberd, Associate Professor of Management, UMass LowellLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1471232020-10-06T12:59:43Z2020-10-06T12:59:43ZA transition to working from home won’t slash emissions unless we make car-free lifestyles viable<p>Even before the pandemic, the <a href="https://wiserd.ac.uk/sites/default/files/documents/Homeworking%20in%20the%20UK_Report_Final_3.pdf">proportion</a> of people <a href="https://twitter.com/hashtag/WFH?src=hashtag_click&f=live">working from home</a> was slowly but steadily increasing. But COVID-19 has put the practice into hyper-drive. Down from an April peak of about <a href="https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeetypes/bulletins/coronavirusandhomeworkingintheuk/april2020">47%</a> in the UK, recent reports suggest that <a href="https://www.bbc.co.uk/news/business-54194958">20%</a> of those in employment still work exclusively from home, with many more continuing to do so at least some of the time. </p>
<p>The benefits of reduced office costs – and the realisation that staff are actually fairly productive at home – has led to many <a href="https://www.theguardian.com/technology/2020/jul/27/google-employees-work-from-home-coronavirus-pandemic#:%7E:text=Google%20employees%20will%20work%20from%20home%20until%20at%20least%20summer%202021,-This%20article%20is&text=Google%20will%20keep%20its%20employees,wake%20of%20the%20coronavirus%20pandemic.">big tech firms</a> encouraging their employees to keep working from home, perhaps indefinitely. Up to <a href="https://wiserd.ac.uk/sites/default/files/documents/Homeworking%20in%20the%20UK_Report_Final_3.pdf">90%</a> of those who have worked from home during the pandemic are reportedly now converts to “telecommuting” as it’s known, preferring to continue remote working at least some of the time. These are only some of the bigger signs that many workers may be giving up the real commute for good, while others are expected to commute much less often.</p>
<p>So, is this seismic shift in our work culture good news for the environment? Does less commuting mean less traffic and so, less carbon emissions? Well, despite <a href="https://spectrum.ieee.org/news-from-around-ieee/the-institute/ieee-member-news/covid19s-effect-on-air-quality-can-be-seen-from-space">satellite images</a> revealing rapid reductions in air pollution during lockdowns around the world, more people switching to telecommuting for good does not necessarily equate to lower carbon emissions from transport. Our <a href="http://dx.doi.org/10.1016/j.jtrangeo.2020.102713">research</a> revealed that although telecommuters travel to work less frequently, they have a tendency to travel more often for other reasons. </p>
<p><strong>Google searches for ‘telecommuting’ in the UK, 2016-2020</strong></p>
<figure class="align-center zoomable">
<a href="https://images.theconversation.com/files/361679/original/file-20201005-22-ppabdi.png?ixlib=rb-1.1.0&q=45&auto=format&w=1000&fit=clip"><img alt="A line graph showing Google searches for 'telecommuting' spiking with the onset of lockdown in the UK during the COVID-19 pandemic." src="https://images.theconversation.com/files/361679/original/file-20201005-22-ppabdi.png?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/361679/original/file-20201005-22-ppabdi.png?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=205&fit=crop&dpr=1 600w, https://images.theconversation.com/files/361679/original/file-20201005-22-ppabdi.png?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=205&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/361679/original/file-20201005-22-ppabdi.png?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=205&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/361679/original/file-20201005-22-ppabdi.png?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=258&fit=crop&dpr=1 754w, https://images.theconversation.com/files/361679/original/file-20201005-22-ppabdi.png?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=258&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/361679/original/file-20201005-22-ppabdi.png?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=258&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px"></a>
<figcaption>
<span class="caption"></span>
<span class="attribution"><a class="source" href="https://trends.google.com/trends/explore?date=today%205-y&geo=GB&q=%2Fm%2F014xsg">Google Trends</a></span>
</figcaption>
</figure>
<h2>How travel patterns compare</h2>
<p>We analysed just under one million trips using all modes of transport recorded in travel logs filled in by over 50,000 working people in England between 2009 and 2016, as part of the government’s annual <a href="https://www.gov.uk/government/collections/national-travel-survey-statistics">National Travel Survey</a>. We found that those who said they usually worked from home at least once a week made 19 trips per week on average – just one fewer than regular commuters. </p>
<p>Instead of going to work, they were more likely to take the children to school, give lifts to friends or family, do the shopping, and run other errands. They also used the time saved from commuting to enjoy leisure activities more often than their regularly commuting counterparts, perhaps going to a café or a yoga class. These trips weren’t necessarily all by car, but the majority were. </p>
<p>Previous <a href="https://link.springer.com/article/10.1007/s00168-018-0873-6">studies</a> have found that those who work from home also tend to live further away from their employer, and so clock up more mileage when they do travel to work. Regular telecommuters are more likely to live in smaller towns and suburbs, rather than city centres. In the UK, such <a href="https://www.transportfornewhomes.org.uk/">places</a> are often car-dependent, lacking local public transport services and basic amenities within walking or cycling distance. </p>
<p>Some of these towns and suburbs have train lines into the city, and pre-pandemic, some part-time telecommuters were likely to use the train when they did venture into work. Our research found that working remotely and commuting by train were the only two means of accessing work that were increasing in England outside of London. But the majority of commuters still drive, and COVID-19 has meant that a fear of long stints on public transport prevent this changing any time soon.</p>
<hr>
<p>
<em>
<strong>
Read more:
<a href="https://theconversation.com/social-distancing-is-making-public-transport-worse-for-the-environment-than-cars-heres-how-to-fix-it-142299">Social distancing is making public transport worse for the environment than cars – here's how to fix it</a>
</strong>
</em>
</p>
<hr>
<h2>The 15-minute suburb</h2>
<p>The pandemic has accelerated not just the transition to telecommuting, but also the <a href="https://www.economist.com/finance-and-economics/2020/09/30/why-despite-the-coronavirus-pandemic-house-prices-continue-to-rise">rush to buy homes</a> with gardens outside of dense, urban areas, and further from the head office. While the lifestyle benefits may be clear, the places people are moving to will also be further from the range of shops and services in city centres. It’s no wonder that people in the hospitality and retail sector, whose business models depend on office workers, <a href="https://www.retail-insight-network.com/features/125000-jobs-lost-in-the-uk-retail-sector-so-far-this-year-says-study/">are concerned</a>. </p>
<p><a href="https://yougov.co.uk/topics/consumer/articles-reports/2020/07/10/-covid-19-coronavirus-UK-high-street-local-effect">High streets</a> in smaller towns, cities, and suburbs are reported to be performing rather better. Is it because they’re being visited by all the additional people now working from home? If so, are there enough of these places, and are they located so that people can walk there? Do they have all the amenities that people need? Perhaps the “<a href="https://www.theguardian.com/world/2020/feb/07/paris-mayor-unveils-15-minute-city-plan-in-re-election-campaign">15-minute city</a>” plan, championed by Paris Mayor Anne Hidalgo, where people can meet their basic needs without walking more than 15 minutes from home, could also work for towns and suburbs.</p>
<figure class="align-center ">
<img alt="A woman passes a house on her bike with a wicker basket on the front." src="https://images.theconversation.com/files/361889/original/file-20201006-16-14be4vc.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/361889/original/file-20201006-16-14be4vc.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/361889/original/file-20201006-16-14be4vc.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/361889/original/file-20201006-16-14be4vc.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/361889/original/file-20201006-16-14be4vc.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/361889/original/file-20201006-16-14be4vc.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/361889/original/file-20201006-16-14be4vc.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">Reorienting life around local amenities could help permanently reduce transport emissions.</span>
<span class="attribution"><a class="source" href="https://unsplash.com/photos/Q1KRS5xRGfM">Clem Onojeghuo/Unsplash</a>, <a class="license" href="http://creativecommons.org/licenses/by-sa/4.0/">CC BY-SA</a></span>
</figcaption>
</figure>
<p>If increased telecommuting and reduced transport emissions is to be a silver lining of the pandemic, then our research shows that transport and land use planners need to focus more on ensuring schools, shops, parks and community and leisure centres are accessible by foot or bike for locals. </p>
<p>Telecommuters, especially those working exclusively from home, may not have to worry about switching to a car-free commute, but, if anything, they will need even more help in building a car-free lifestyle.</p><img src="https://counter.theconversation.com/content/147123/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Hannah Budnitz received funding for this research from the Natural Environment and Economic and Social Research Council. She is a chartered member of the Royal Town Planning Institute, and served as voluntary Chair of their Transport Planning Network, from 2016 to 2020. </span></em></p><p class="fine-print"><em><span>Emmanouil Tranos is affiliated with and has received funding from The Alan Turing Institute. </span></em></p><p class="fine-print"><em><span>Lee Chapman has received funding from the Medical Research Council.</span></em></p>One in five now work exclusively from home in the UK. But remote workers still drive about as often as commuters – though for different reasons.Hannah Budnitz, Research Associate in Urban Mobility, Transport Studies Unit, University of OxfordEmmanouil Tranos, Reader in Quantitative Human Geography, University of BristolLee Chapman, Professor of Climate Resilience, University of BirminghamLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1432772020-07-24T06:37:38Z2020-07-24T06:37:38ZYes Ita, younger workers might actually be less resilient. But all workers should be thanked<p>Young workers <a href="https://www.smh.com.au/national/buttrose-says-millennial-workers-lack-resilience-and-need-hugging-20200722-p55ekh.html">lack resilience</a> and “need hugging”, according to eminent Australian Ita Buttrose. </p>
<p>This week the 78-year old ABC chair told a forum of the Australia-United Kingdom Chamber of Commerce:</p>
<blockquote>
<p>They’re very keen on being thanked and they almost need hugging. That’s before COVID of course, we can’t hug any more. But they almost need hugging […] they seem to lack the resilience that I remember from my younger days.</p>
</blockquote>
<p>Not surprisingly, many young people have been <a href="https://junkee.com/ita-buttrose-millennial-resilience-hugs/263083#:%7E:text=Ita%20Buttrose%20always%20reminds%20me,they%20keep%20asking%20for%20hugs.%22&text=%E2%80%9CThey're%20very%20keen%20on,but%20they%20almost%20need%20hugging.%E2%80%9D">unimpressed</a> by her comments. They’ve found older allies too, such as 80-year-old department store king <a href="https://www.theage.com.au/national/gerry-harvey-goes-into-bat-for-the-youth-after-need-a-hug-comments-20200723-p55etd.html?btis">Gerry Norman</a>, who said every generation believed younger people weren’t as tough.</p>
<p>So are younger people really less resilient at work? Or is this simply an <a href="https://www.vox.com/science-and-health/2019/11/12/20950235/ok-boomer-kids-these-days-psychology">example</a> of older people holding negative stereotypes about younger people? </p>
<hr>
<p>
<em>
<strong>
Read more:
<a href="https://theconversation.com/young-workers-expect-their-older-colleagues-to-get-out-of-the-way-73194">Young workers expect their older colleagues to get out of the way</a>
</strong>
</em>
</p>
<hr>
<p>Fortunately we have decades of research on personality change, mental health and even COVID-19 to answer this question. </p>
<p>Most research does clearly indicate younger people are – on average – less resilient than older people. They are more prone to stress, less emotionally stable and less <a href="https://theconversation.com/as-work-gets-more-ambiguous-younger-generations-may-be-less-equipped-for-it-105674">tolerant of ambiguity</a> than older people. </p>
<p>What drives these age-related differences is less clear. It is partly to do with maturity. People become more resilient as they age. A baby-boomer is likely to be more resilient than a millennial by the sheer fact of being older.</p>
<p>The bigger question is whether young people now are also less resilient than previous generations at the same age. On this the jury is still out, though some evidence does support Buttrose’s imputations. </p>
<h2>A correlation, but it’s weak</h2>
<p>In <a href="https://theconversation.com/as-work-gets-more-ambiguous-younger-generations-may-be-less-equipped-for-it-105674">previous published research</a> I have found younger people cope less well with work ambiguity, and more easily experience stress in response. </p>
<hr>
<p>
<em>
<strong>
Read more:
<a href="https://theconversation.com/as-work-gets-more-ambiguous-younger-generations-may-be-less-equipped-for-it-105674">As work gets more ambiguous, younger generations may be less equipped for it</a>
</strong>
</em>
</p>
<hr>
<p>In recent months I have been collecting data on how Australian workers are coping with COVID-19 work changes. Preliminary analysis indicates younger people are more stressed and less satisfied than older workers – and these results are not due to the extra pressures experienced by young people (financial strains, having young children, etc). </p>
<p>However, it is important to note that while numerous studies confirm a “statistically significant” relationship between age and resilience, it’s comparatively weak. </p>
<p>In my data the correlations range from 0.1 to 0.3 (0 being no correlation and 1 being a perfect correlation). This indicated that while younger workers, on average, were less resilient than older workers, there were many exceptions. Some of the most resilient workers were young, and some of the least resilient were above 60. </p>
<p>So a young person can still be highly resilient.</p>
<h2>Comparisons to past generations</h2>
<p>As noted, the jury is still out on whether young workers today are less resilient than young workers in the past. </p>
<p>This is in part due to the methodological challenge of disentangling maturation from cohort effects, along with reconciling findings from studies conducted in different countries. </p>
<p>There is emerging research, however, that <a href="https://psycnet.apa.org/record/2000-16701-013?doi=1">seeks to disentangle</a> the maturation and cohort effects and suggests younger workers now are less resilient than young people used to be.</p>
<p>US psychology researchers Kenneth Stewart and Paul Bernhardt, for example, compared 2004-08 university students with pre-1987 undergraduates. They found the 2000s cohort had lower psychological health and higher narcissism – traits associated with <a href="https://www.researchgate.net/profile/Paul_Bernhardt/publication/230683045_Comparing_Millennials_to_pre-1987_students_and_with_one_another/links/54ed05470cf27fbfd771f23d/Comparing-Millennials-to-pre-1987-students-and-with-one-another.pdf">low resilience</a>. </p>
<p>Cross-sectional studies from Australia have reported similar patterns. Neuroticism <a href="https://psycnet.apa.org/record/2006-21634-012">seems to be increasing</a> in younger generations, as does the <a href="https://onlinelibrary.wiley.com/doi/pdf/10.1002/kpm.298">need for recognition</a>, whereas optimism is <a href="https://scholar.google.com/scholar?hl=en&as_sdt=0%2C5&q=Generational+differences+in+personality+and+motivation%3A+Do+they+exist+and+what+are+the+implications+for+the+workplace&btnG=">falling</a>.</p>
<h2>Products of coddling?</h2>
<p>One explanation for why resilience might be declining in young people is outlined in the 2018 book <a href="https://www.amazon.com/Coddling-American-Mind-Intentions-Generation/dp/0735224897">The Coddling of the American Mind: How Good Intentions and Bad Ideas Are Setting Up a Generation for Failure</a> by psychologist Jonathan Haidt and co-author Greg Lukianoff. It argues good intentions from adults and three “great untruths” have hurt young people’s resilience. The untruths are:</p>
<ol>
<li>what doesn’t kill you makes you weaker</li>
<li>always trust your feelings</li>
<li>life is a battle between good and evil people.</li>
</ol>
<p>Lukianoff and Haidt suggest these messages (from overprotective parents and others) have reduced children’s exposure to the challenges and stressors they need to develop and flourish. They have also increased the tendency to engage in black-and white thinking.</p>
<p>The authors make a well-reasoned case consistent with much of the existing evidence. </p>
<hr>
<p>
<em>
<strong>
Read more:
<a href="https://theconversation.com/is-cancel-culture-silencing-open-debate-there-are-risks-to-shutting-down-opinions-we-disagree-with-142377">Is cancel culture silencing open debate? There are risks to shutting down opinions we disagree with</a>
</strong>
</em>
</p>
<hr>
<h2>Improving workplaces</h2>
<p>Buttrose noted younger workers “like more transparency” and “need more reassurance and they need to be thanked”. </p>
<p>But let’s distinguish these issues from the question of resilience. Employees of all ages appreciate recognition and <a href="https://journals.sagepub.com/doi/abs/10.2307/2666999">psychological safety</a>. Such expectations are not a sign a worker lacks resilience.</p>
<p>So yes, it appears younger people today are less resilient than previous generations. But generational differences in resilience are small and probably exist due to a range of factors young people have little control over. </p>
<p>We should take care not to write off a range of effective workplace practices as unnecessary actions to appease non-resilient young people.</p><img src="https://counter.theconversation.com/content/143277/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Peter O'Connor does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.</span></em></p>Ita Buttrose may be right. The evidence does suggest younger workers are less resilient. But we shouldn’t make too much of it.Peter O'Connor, Professor, Business and Management, Queensland University of TechnologyLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1389322020-06-19T05:07:06Z2020-06-19T05:07:06ZInformal feedback: we crave it more than ever, and don’t care who it’s from<figure><img src="https://images.theconversation.com/files/342908/original/file-20200619-70396-112cfgw.jpg?ixlib=rb-1.1.0&rect=148%2C148%2C6804%2C4723&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">
</span> <span class="attribution"><span class="source">Shutterstock</span></span></figcaption></figure><p>The COVID-19 crisis has <a href="https://www.abc.net.au/news/2020-03-28/coronavirus-could-reshape-how-australians-work-forever/12097124">changed the way</a> many of us work. With the switch to working from home, in particular, a fundamental workplace behaviour has gone by the wayside. </p>
<p>Informal feedback.</p>
<p>At the office it is easy to get, and give. But <a href="https://www.afr.com/politics/federal/australians-brace-for-a-year-of-working-from-home-20200413-p54jac">working from home</a> makes it hard. Every interaction requires dialling a number, typing out a message or scheduling a video meeting. That little bit of extra effort means many of us may not bother, given other demands. Indeed a <a href="https://www.eaglehillconsulting.com/about-us/news/announcements/nearly-half-of-u-s-employees-feel-burnt-out-with-one-in-four-attributing-stress-to-the-covid-19-pandemic/">survey of 1,001 US employees</a> in April found lack of communication was a common reason 45% said they felt burnt out. </p>
<hr>
<p>
<em>
<strong>
Read more:
<a href="https://theconversation.com/its-not-just-the-isolation-working-from-home-has-surprising-downsides-107140">It's not just the isolation. Working from home has surprising downsides</a>
</strong>
</em>
</p>
<hr>
<p>So feedback is especially essential now. </p>
<p>But how to achieve it? </p>
<p>Traditional management thinking would assume the key source of feedback employees need is from supervisors, and put resources into that. </p>
<p>But this might be the time to change that. Our research shows the same organisational benefits can be achieved through a broader culture of feedback between colleagues, making managerial feedback non-essential.</p>
<h2>Managers not that important</h2>
<p>Our <a href="https://onlinelibrary.wiley.com/doi/full/10.1002/hrm.21960">study</a> investigated the degree to which two different sources of feedback – manager feedback and colleague feedback – influenced worker’s willingness to take on more office tasks. </p>
<p>To do so, we surveyed 300 employees and their 64 managers three times over three months in late 2018.</p>
<p>In the first month, employees rated the level of performance and developmental feedback they got from their managers and colleagues, using a “Likert scale” of one to five, one being strong disagreement and five strong agreement. For example, they were asked: “My co-workers provide me with valuable information about how to improve my job performance.” </p>
<hr>
<p>
<em>
<strong>
Read more:
<a href="https://theconversation.com/six-effective-ways-to-have-that-difficult-conversation-at-work-39559">Six effective ways to have that difficult conversation at work</a>
</strong>
</em>
</p>
<hr>
<p>In the second month, employees rated their work engagement and whether their feedback expectations were being met. These expectations are part of what researchers call the “<a href="https://www.researchgate.net/publication/226857215_Psychological_and_Implied_Contracts_in_Organisations">psychological contract</a>” between an individual and an organisation – personal beliefs about the reciprocal obligations between the worker and the workplace. </p>
<p>In the third month, we asked the employees’ direct managers to report on any extra tasks those employees had taken on over the past quarter. We asked them to assess if the employee was innovative, such as “creating new ideas” and “transforming the ideas into innovative applications”. We also asked how they helped others, such as “giving their time to help others who have work-related problems”.</p>
<p>Our hypothesis was that receiving high levels of manager feedback would be associated with high scores on these measures.</p>
<p>The results of our analyses did show feedback from managers was important. It increased employee engagement <a href="https://doi.org/10.5465/AMBPP.2018.11942abstract">by about 13%</a>. </p>
<p>Unexpectedly, however, our results also showed managerial feedback wasn’t any more important than feedback from colleagues.</p>
<p>That is, employees who rated feedback from managers low but feedback from colleagues high scored just as well on the engagement scores from their managers.</p>
<p>So the source of feedback did not matter, so long as it was there. </p>
<h2>Decentralising feedback</h2>
<p>Our results are in line with research showing the best feedback <a href="https://doi.org/10.1002/hrm.21785">for fostering innovation</a> comes from a source that understands the work, is <a href="https://pdfs.semanticscholar.org/ca77/ee3e85c909b7adf15924e1765e4679218a85.pdf">immediate</a> and <a href="https://doi.org/10.1002/hrm.21785">frequent</a>.</p>
<p>They show the potential of decentralised work cultures to pick up the slack when conditions, such as working from home, mean workers aren’t having their psychological contract fulfilled by managers. </p>
<hr>
<p>
<em>
<strong>
Read more:
<a href="https://theconversation.com/say-yes-to-mess-why-companies-should-embrace-disorder-72030">Say yes to mess – why companies should embrace disorder</a>
</strong>
</em>
</p>
<hr>
<p>Promoting an organisation-wide culture of constructive and supportive feedback is even more important to overcome the hurdles in remote working to getting enough informal feedback.</p>
<p>It will take leadership from the top, and bottom.</p>
<p>But you can do it. And we think someone should, informally, tell you that.</p><img src="https://counter.theconversation.com/content/138932/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>The authors do not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.</span></em></p>More than ever workers want feedback, and if managers can’t give it other colleagues can.Nathan Eva, Senior Lecturer, Monash UniversityAlex Newman, Associate Dean (International), Faculty of Business and Law, Deakin UniversityHannah Meacham, Monash UniversityTse Leng Tham, Lecturer in Human Resource Management and Management, RMIT UniversityLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1378662020-05-13T13:49:11Z2020-05-13T13:49:11ZThe paradox of social distancing: We’ve grown closer to co-workers during the coronavirus pandemic<figure><img src="https://images.theconversation.com/files/334468/original/file-20200512-82383-teyb3m.jpg?ixlib=rb-1.1.0&rect=0%2C14%2C5000%2C3480&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">Working from home means people see their co-workers in a different and more personal context.</span> <span class="attribution"><span class="source">(Dylan Ferreira/Unsplash)</span></span></figcaption></figure><p>While driving to work in the first week of 2020, I came upon the aftermath of a horrific vehicle collision involving a pedestrian. An hour later, I was in a meeting with colleagues at Brock University. Although still disturbed by what I saw, I didn’t share the experience with anyone.</p>
<p>A few days later, <a href="https://www.international.gc.ca/world-monde/issues_development-enjeux_developpement/response_conflict-reponse_conflits/crisis-crises/flight-vol-ps752.aspx?lang=eng">Ukrainian Airline Flight 752 was shot down by Iranian missiles</a>, killing everyone on board — including dozens of Canadians who were closely affiliated with universities across Canada. Here again, at a meeting with colleagues, I didn’t bring up this tragedy. Despite the fact many Canadian academic institutions had just experienced a staggering loss of brilliant minds and their potential to improve our world, it wasn’t addressed by me or anyone else in the room.</p>
<p>I was so troubled by my own failure to discuss these events, I reflected upon what prevented me from sharing and expressing my feelings. By no fault of any one individual, we are first and foremost driven with workplace purpose within our organizations. As a result, we have neglected our connection to each other to focus on getting the job done.</p>
<p>Now, however, this desire to prioritize performance over relationships has been challenged with the onset of a global crisis — one that could redirect our purpose and redefine human connection.</p>
<h2>Virtual, not in-person connections</h2>
<p>As COVID-19 moved across the globe, we had little control of its approach beyond washing our hands, not touching our faces, remaining physically distant and staying home. At many offices, non-essential operations were moved into a remote workplace and co-workers connected virtually over video conferences.</p>
<p>And then something remarkable happened. We began to see the people we work with in their own environments — in home settings with partners, children and pets. Some of our co-workers showed up with bedhead. Others wore hoodies.</p>
<figure class="align-center ">
<img alt="" src="https://images.theconversation.com/files/334181/original/file-20200511-66698-138201j.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/334181/original/file-20200511-66698-138201j.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=338&fit=crop&dpr=1 600w, https://images.theconversation.com/files/334181/original/file-20200511-66698-138201j.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=338&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/334181/original/file-20200511-66698-138201j.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=338&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/334181/original/file-20200511-66698-138201j.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=424&fit=crop&dpr=1 754w, https://images.theconversation.com/files/334181/original/file-20200511-66698-138201j.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=424&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/334181/original/file-20200511-66698-138201j.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=424&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">Pets and kids make regular appearances in office video meetings, meaning we see a different side of our co-workers.</span>
<span class="attribution"><span class="source">(Shutterstock)</span></span>
</figcaption>
</figure>
<p>We began to experience a more complete picture of our colleagues, managers and employees as people. And we began to ask, with the greatest level of sincerity: “How are you?” </p>
<p>In my work — research and practice on virtual methods of collaboration and crisis management — maintaining a human connection is an important factor towards successful outcomes.</p>
<p>For remote methods of working, <a href="https://www.researchgate.net/publication/26492382_A_Framework_for_Constructing_Effective_Virtual_Teams">such as virtual teams</a>, we rely on technology to effectively deliver on tasks assigned through the day. However, it’s also important to socialize and connect with others. In a world supported by technology, people still long for personal, human contact. Simply put, high-tech requires high-touch.</p>
<h2>Need for human interaction remains</h2>
<p><a href="https://core.ac.uk/download/pdf/16132899.pdf#page=2">In coping with disruptive events</a> and moments of crisis, communication and human connection are imperative to working through difficult situations. While the current environment prevents us from being together, our need for human interaction still remains.</p>
<p>Physical distancing and social isolation has meant that for the first time ever, we have been truly able to identify with people around the world. Whether the news reports are coming from Wuhan, Milan, Mumbai, Dubai or Montréal, we are all experiencing the same risks and anxieties.</p>
<p>In <a href="https://journals.aom.org/doi/10.5465/amr.1991.4278958">teaching ethics and social responsibility</a>, we discuss how our capacity to empathize decreases by the distance in context, family, region or race. The requirement to maintain a physical distance has, paradoxically, decreased our emotional distance to each other. We share the same pain.</p>
<p>“<a href="https://www.cbc.ca/news/politics/global-vaccine-pledge-trudeau-1.5554278">We will get through this together</a>” has become the clarion call of many political leaders and public health officials during the pandemic. What lies on the other side remains a question.</p>
<p>Today, I know that if I were in a meeting with colleagues and I was troubled by a tragic event, I would share my thoughts. I also believe others in the room would do the same.</p>
<h2>Work culture will have changed</h2>
<p>As restrictions are lifted and we start to return to our workplaces, life and organizational culture will have changed. There will be a sustained period of reflection where we will contemplate everything that’s happened. We will come together, but physical distancing will still be necessary. Instead of embracing each other to help soothe the pain of months apart during a shared traumatic experience, we will awkwardly look at each other, unsure of how to react.</p>
<p>How do we acknowledge and share in the mutual anxiety we have all experienced? We will need to maintain our physical distance, but that should not go without visual acknowledgement through a smile, a nod and likely the shedding of a tear.</p>
<figure class="align-center ">
<img alt="" src="https://images.theconversation.com/files/334182/original/file-20200511-66707-35l0tn.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/334182/original/file-20200511-66707-35l0tn.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/334182/original/file-20200511-66707-35l0tn.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/334182/original/file-20200511-66707-35l0tn.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/334182/original/file-20200511-66707-35l0tn.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/334182/original/file-20200511-66707-35l0tn.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/334182/original/file-20200511-66707-35l0tn.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">When social distancing ends and people return to their workplaces, they will have a shared experience that could change office culture in the future.</span>
<span class="attribution"><span class="source">(Shutterstock)</span></span>
</figcaption>
</figure>
<p>When we finally leave our makeshift home offices and return to our places of work, we will likely bring with us a higher level of shared context — that we have literally all gone through this together.</p>
<p>Having experienced a shared purpose of surviving the virus, we will maintain a higher level of respect and empathy for each other. Managers should become advocates of this new behaviour and underscore that it’s OK to feel the way we do.</p>
<p>Our “return to normal” will be different for each of us. There will be moments when a swell of emotions and spontaneous tears occur. Boxes of facial tissue — and hand sanitizer — will be standard issue for every workstation. Other times, we may momentarily forget the traumatic events we all experienced and continue just as we did before all of this happened.</p>
<p>Most important, through all of this, we should not lose the importance of human connection. Our workplace is more than getting the job done. It is also a place to feed the soul, nurture relationships and create opportunities for people to engage and interact.</p>
<p>Ultimately, it is the human connection that will get us through this pandemic and sustain us as we collectively build the new normal in our workplaces.</p><img src="https://counter.theconversation.com/content/137866/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Andrew Gaudes does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.</span></em></p>As many offices have converted to work-from-home operations during the coronavirus pandemic, the human connection needed for successful work cultures has changed for the better.Andrew Gaudes, Dean, Goodman School of Business, Brock UniversityLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1339892020-03-18T15:45:43Z2020-03-18T15:45:43ZRemote working: the new normal for many, but it comes with hidden risks – new research<figure><img src="https://images.theconversation.com/files/321332/original/file-20200318-1913-189rbhn.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">Cry freedom. </span> <span class="attribution"><a class="source" href="https://www.shutterstock.com/image-photo/female-freelancer-her-casual-home-clothing-241592305">Matej Kastelic</a></span></figcaption></figure><p>Many of us have had little choice but to resort to remote working in the midst of the coronavirus pandemic. It is just days since <a href="https://www.forbes.com/sites/rachelsandler/2020/03/10/google-tells-more-than-100000-employees-to-work-from-home-due-to-coronavirus/">Google</a>, <a href="https://www.marketwatch.com/story/facebook-apple-google-and-twitter-ask-staff-to-work-remotely-due-to-coronavirus-heres-the-bad-news-for-the-rest-of-america-2020-03-08?link=MW_latest_news">Apple and Twitter</a> were making headlines by ordering their employees to work from home, but you could now say the same about lots of companies. </p>
<p>Whatever you think about this style of working, the trend is increasing. Remote working was already growing fast – <a href="https://www.flexjobs.com/blog/post/flexjobs-gwa-report-remote-growth/">more than doubling</a> since 2005 to 4.7 million workers in the US, for example. If you believe <a href="https://www.forbes.com/sites/jonobacon/2020/03/10/how-to-switch-to-remote-working-quickly-for-both-employers-and-employees/">recent headlines</a>, the transition is all too easy and seamless.</p>
<p>Yet the march towards this utopian future has been uneven – witness IBM’s decision to dump remote working several years ago, <a href="https://qz.com/924167/ibm-remote-work-pioneer-is-calling-thousands-of-employees-back-to-the-office/">because</a> it was preventing innovation and collaboration. I have just <a href="https://link.springer.com/article/10.1007%2Fs40558-020-00172-4">published research</a> that highlights additional challenges and difficulties. And if people don’t approach remote working in the right way, they risk making their work lives worse. </p>
<h2>Pros and cons</h2>
<p>When discussing remote working, academics and the media have been split into opposing camps. The pro camp <a href="https://www.businessinsider.com/how-remote-work-can-affect-and-improve-your-mental-strength-2020-3?r=US&IR=T">talk about</a> cuttng out commutes, increasing quality family time and productivity and achieving a better work-life balance. Sceptics <a href="https://theconversation.com/how-remote-working-can-increase-stress-and-reduce-well-being-125021">reply that</a> flexibility comes at a cost. They warn about losing social interaction, nuance and community – and potentially becoming less productive. These give us mixed messages when we need certainty.</p>
<p>As an anthropologist, I’ve spent the past four years <a href="https://link.springer.com/article/10.1007%2Fs40558-020-00172-4">researching how</a> people adjusted to becoming an extreme type of remote worker known as <a href="https://theconversation.com/digital-nomads-what-its-really-like-to-work-while-travelling-the-world-99345">digital nomads</a>. These workers move from country to country, always working online. I followed more than 50 in total, employed in a range of jobs including computer coding, graphic design, online marketing and travel journalism. </p>
<p>After an initial honeymoon period, remote working quickly became too isolating for over 25% of my participants. As one said, “Some aren’t naturally self-motivated, and no end of self-help books will change that”. </p>
<p>One solution turned out to be the <a href="https://theconversation.com/the-rise-of-the-coworking-space-sign-of-the-times-or-flash-in-the-pan-43368">coworking space</a>. It gave a sense of community and face-to-face interaction, but more important was just to be around other workers – academic jargon for this is <a href="https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0212004">co-presence</a>. As a remote employee working in ecommerce explained: “Just being around other folk working turbocharges your day.” </p>
<p>I completely understand this sentiment. I wrote most of this article in a coworking space, and just being around others <a href="https://www.standard.co.uk/comment/comment/coronavirus-closed-your-office-here-s-my-guide-to-working-from-home-yes-you-need-to-get-dressed-a4379411.html">tapping away</a> at their keyboards creates a feeling of effortless productivity.</p>
<p>Yet things change quickly. Coworking spaces are not going to be an option for many people for a while. Some of those in house shares will be able to recreate the same environment at home. There are various forms of coworking space etiquette that can be adopted at home, such as having quiet zones for focused work and having separate areas for voice and video calls. </p>
<h2>Digital discipline</h2>
<p>If working near other people is important, the need for a disciplined work life is everything. For my research participants, this was the secret ingredient in sustaining remote working – whether the discipline was <a href="https://www.merriam-webster.com/dictionary/self-discipline">self-imposed</a> or externally set by <a href="https://www.fastcompany.com/90474550/one-simple-trick-to-make-any-deadline-manageable">deadlines</a>. </p>
<p>My participants never discussed discipline at first. The initial excitement of remote working made them productive for a while. But after a few months, motivation became harder. At this point, some participants gave up on this lifestyle. </p>
<figure class="align-center zoomable">
<a href="https://images.theconversation.com/files/321383/original/file-20200318-1982-1jh57jx.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=1000&fit=clip"><img alt="" src="https://images.theconversation.com/files/321383/original/file-20200318-1982-1jh57jx.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/321383/original/file-20200318-1982-1jh57jx.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/321383/original/file-20200318-1982-1jh57jx.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/321383/original/file-20200318-1982-1jh57jx.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/321383/original/file-20200318-1982-1jh57jx.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/321383/original/file-20200318-1982-1jh57jx.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/321383/original/file-20200318-1982-1jh57jx.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px"></a>
<figcaption>
<span class="caption">Productivity waning?</span>
<span class="attribution"><a class="source" href="https://www.shutterstock.com/image-photo/freelance-work-casual-dressed-man-sitting-389902036">Moshbidon</a></span>
</figcaption>
</figure>
<p>Those who thrived tended to be more strict, ensuring they went to coworking spaces every day and put phones and social media noise out of reach. Many also set up rituals. One graphic designer deliberately chose to work in a space that was 15 minutes walk from their home, to “mentally gear up for work” on his way in and to decompress before he got home. </p>
<p>Fascinatingly, here was a worker who had not only given up one office for another, but was recreating the daily commute. And just because coworking spaces are off limits at the moment it doesn’t mean you can’t consider equivalent rituals. It is still an option to build a short walk into the beginning and end of the working day, thereby creating a clear division between your home and work life.</p>
<h2>Always on, always available</h2>
<p>Digital technology may free people to work remotely in the first place, but it also causes unforeseen problems. My participants reported a growing expectation to be available 24/7, reflecting <a href="https://theconversation.com/how-remote-working-can-increase-stress-and-reduce-well-being-125021">similar findings</a> in <a href="https://theconversation.com/leaveism-welcome-to-the-dark-side-of-21st-century-flexible-working-130976">other studies</a>. </p>
<p>This is an issue for the entire workforce, but it is arguably exacerbated by remote working. Our 24/7 work culture didn’t happen overnight, or because of coercive managers. Instead, the perceived division between work and non-work has steadily disappeared over time, while few of us were paying attention. </p>
<p>Sociologist Judy Wajcman argues that this mentality is <a href="https://journals.sagepub.com/doi/10.1177/1461444818820073">even restructuring</a> how we think about time, as Silicon Valley designs devices and apps that urge us all on a never-ending quest for productivity and self-discipline. Besides work, the ways in which we read books, watch TV, exercise and meditate can now be timeboxed into app-sized chunks as well. </p>
<p><a href="https://hbr.org/2018/11/helping-remote-workers-avoid-loneliness-and-burnout">This culture</a> has led some remote workers to experience mental health issues and burnout. Reflecting back on his burnout, one interviewee called Sam explained:</p>
<blockquote>
<p>I didn’t have the concept of free time until I found myself scheduling four-hour meetings in my diary titled ‘downtime’. It’s insane; I look back at this period in my life and wonder why it took so long to burnout.</p>
</blockquote>
<figure class="align-center zoomable">
<a href="https://images.theconversation.com/files/321335/original/file-20200318-1942-1tmky04.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=1000&fit=clip"><img alt="" src="https://images.theconversation.com/files/321335/original/file-20200318-1942-1tmky04.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/321335/original/file-20200318-1942-1tmky04.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/321335/original/file-20200318-1942-1tmky04.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/321335/original/file-20200318-1942-1tmky04.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/321335/original/file-20200318-1942-1tmky04.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/321335/original/file-20200318-1942-1tmky04.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/321335/original/file-20200318-1942-1tmky04.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px"></a>
<figcaption>
<span class="caption">‘Yes boss.’</span>
<span class="attribution"><a class="source" href="https://www.shutterstock.com/image-photo/woman-bed-phone-headache-638526568">Aldeca Productions</a></span>
</figcaption>
</figure>
<p>We all need to keep an eye on this dangerous trend. It is crucial to set clear boundaries between home life and work and not put pressure on ourselves to be available outside working hours – particularly during a crisis when many of us will need to support family and friends. </p>
<p>Finally, remote working could well become permanent for many people. Many companies were encouraging staff to work elsewhere to reduce office costs before the outbreak, and this will probably be all the more attractive to the businesses that survive this crisis. One wonders if in ten years we will look back from our remote workstations and remember 2020 as the year we last went into the office. Either way, we need to be careful. Remote working always tantalises with the promise of freedom, but it can end up delivering the exact opposite.</p><img src="https://counter.theconversation.com/content/133989/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Dave Cook does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.</span></em></p>COVID-19 has forced many of us to do the daily shift from home. An anthropologist who observed a group of remote workers raises some concerns and shares some tips.Dave Cook, PhD Researcher, Anthropology, UCLLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1298412020-02-07T15:14:41Z2020-02-07T15:14:41ZReduce stress at work and prevent burnout – a psychologist explains how<figure><img src="https://images.theconversation.com/files/313972/original/file-20200206-43108-ulzsu6.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">Look familiar?</span> <span class="attribution"><a class="source" href="https://www.shutterstock.com/image-photo/businessman-stressed-out-work-casual-office-548218657">vectorfusionart / shutterstock.com</a></span></figcaption></figure><p>How did those new year’s resolutions work out for you? Old habits will have already returned for many – you’re not alone if you’ve already stopped using <a href="https://theconversation.com/this-is-why-you-wont-keep-your-new-years-resolution-21489">that new gym membership</a>. Similarly, you’re in good company if 2020 is already stressing you out. </p>
<p>Stress, and more chronic exhaustion such as burnout, is <a href="https://www.stress.org/42-worrying-workplace-stress-statistics">commonplace within</a> <a href="https://www.hse.gov.uk/statistics/causdis/stress.pdf">the modern workplace</a>. People are sinking under the pressure of an attendance culture that glorifies being present at work at the expense of their health. But why exactly does this happen and what can you do to prevent it?</p>
<p>Presenteeist cultures, which see employees working longer hours, have been linked to <a href="https://www.cambridge.org/core/books/presenteeism-at-work/presenteeism-burnout-and-health/84631409392E55ED48C2B2FA71FE2216">higher rates of burnout</a>. This is the opposite of absenteeism. People attend work when sick, or even overwork, and it is a habit that is more common than we think. Employees feel they’re unable to challenge this culture because they see everyone else doing the same thing. </p>
<p>People that go to work when ill or work longer hours than expected often work at <a href="https://www.ncbi.nlm.nih.gov/pubmed/17408341">less than their full capacity</a>. Studies show <a href="https://academic.oup.com/occmed/article/58/8/522/1466121">this results</a> in a <a href="https://www.tandfonline.com/doi/abs/10.1080/09585192.2012.667435">decline in productivity</a>. </p>
<hr>
<p>
<em>
<strong>
Read more:
<a href="https://theconversation.com/long-hours-at-the-office-could-be-killing-you-the-case-for-a-shorter-working-week-116369">Long hours at the office could be killing you – the case for a shorter working week</a>
</strong>
</em>
</p>
<hr>
<p>One <a href="https://www.eurofound.europa.eu/publications/article/2006/prevalence-of-sickness-absence-and-presenteeism">study in the Netherlands</a> looking at a variety of jobs found that presenteeism may appear to be profitable for companies at first because of the reduced absence of employees. But in the long term, presenteeism resulted in higher levels of sickness and absenteeism later on. </p>
<p>Other studies have found that presenteeism can cause a decline in productivity in the individual employee <a href="https://hbr.org/2004/10/presenteeism-at-work-but-out-of-it">by at least one third</a> and is more costly to the employer <a href="https://www.businessknowhow.com/manage/presenteeism.htm">than its counterpart, absenteeism</a>. It is also what makes employees sick.</p>
<p>The World Health Organisation <a href="https://www.who.int/mental_health/evidence/burn-out/en/">officially classifies</a> burnout as an “occupational phenomenon”. It is defined as “a syndrome conceptualised as resulting from chronic workplace stress that has not been successfully managed”. And it is characterised by feelings of energy depletion or exhaustion, negative and cynical feelings towards your job, and a decline in performance. </p>
<h2>Starting at the top</h2>
<p>Tackling burnout is the responsibility of both organisations and their employees. If improving your health is a priority for you, your work health plays a crucial part in this – both physically and mentally.</p>
<p>Leaders need to lead by example. There is a trickle-down effect in leadership where subordinates <a href="https://hbr.org/2016/01/the-trickle-down-effect-of-good-and-bad-leadership">copy those above them</a>. They don’t want to appear weak and feel they need to push themselves more. If leaders start taking lunch breaks, going for a walk in the middle of the day, and leaving at a reasonable hour, that sets a good example to their team. </p>
<p>If you’re a manager and you see more and more presenteeist behaviour, shame culture could be affecting your organisation. Consider tackling this head on. Provide fruit, encourage walks outside and tell your staff to leave on time. These are just some of the small changes you can make to help create a healthier, happier workplace. If you can, get workplace wellness consultants to run workshops for you and your team. </p>
<figure class="align-center ">
<img alt="" src="https://images.theconversation.com/files/314000/original/file-20200206-43089-ul2g0.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/314000/original/file-20200206-43089-ul2g0.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/314000/original/file-20200206-43089-ul2g0.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/314000/original/file-20200206-43089-ul2g0.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/314000/original/file-20200206-43089-ul2g0.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/314000/original/file-20200206-43089-ul2g0.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/314000/original/file-20200206-43089-ul2g0.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">Say no to lunch al desko.</span>
<span class="attribution"><a class="source" href="https://www.shutterstock.com/image-photo/young-man-architect-working-office-ocuupation-658476550">Dima Sidelnikov / Shutterstock.com</a></span>
</figcaption>
</figure>
<h2>Health starts at home</h2>
<p>If you’re an employee, you shouldn’t expect your boss to solely be responsible for your workplace wellbeing. You also need to make changes yourself. There’s no shame in returning to those new year’s resolutions you set back in January. </p>
<p>Here are some tips to relieve your stress and lower your chances of burnout:</p>
<p><strong>Pick a priority.</strong> Write down exactly what you want to happen this year. Are you looking for a career change or a promotion? Do you want to prioritise your life outside of work? Once you’ve defined what you want, you can start making small changes to work towards this.</p>
<p><strong>Set some goals.</strong> Once you have established exactly what you would like to achieve, set some monthly objectives. Work at a pace that suits you. Achieving smaller goals can result in a dopamine boost that will increase your sense of <a href="https://www.psychologytoday.com/au/blog/the-truisms-wellness/201610/the-science-accomplishing-your-goals">accomplishment and motivation</a>.</p>
<p><strong>Get better sleep.</strong> Prioritising rest and improving your sleep hygiene will <a href="https://www.mayoclinic.org/diseases-conditions/insomnia/expert-answers/lack-of-sleep/faq-20057757">boost your immune system</a>. Getting disciplined about logging off electronic devices one to two hours ahead of going to sleep at night will also improve the quality of your sleep.</p>
<hr>
<p>
<em>
<strong>
Read more:
<a href="https://theconversation.com/how-a-lack-of-sleep-affects-your-brain-and-personality-66604">How a lack of sleep affects your brain – and personality</a>
</strong>
</em>
</p>
<hr>
<p><strong>Get more exercise.</strong> If you’re in a sedentary job, get out more. Taking a lunch break can help get the mental clarity needed to be productive and accomplish more challenging tasks. You will also avoid the afternoon slump. </p>
<p><strong>Help others around you.</strong> <a href="https://journals.sagepub.com/doi/full/10.1177/2167702615611073">Research shows</a> that behaviour like supporting others and giving positive feedback to colleagues can help reduce your own stress levels and the effect that your stress has on your mental health. </p>
<p>Reducing stress at work and mitigating the effect it has on you is down to a mix of physical and mental pursuits. It’s everyone’s responsibility.</p><img src="https://counter.theconversation.com/content/129841/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Sarah Tottle does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.</span></em></p>Stress, and more chronic exhaustion such as burnout, is commonplace within the modern workplace.Sarah Tottle, Business psychologist, Lancaster UniversityLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1305012020-02-07T13:50:19Z2020-02-07T13:50:19ZEmployment gaps cause career trouble, especially for former stay-at-home parents<figure><img src="https://images.theconversation.com/files/313582/original/file-20200204-41490-ip2ut6.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">It is harder for stay-at-home moms to return to work than for stay-at-home dads.</span> <span class="attribution"><a class="source" href="https://www.shutterstock.com/image-photo/african-mother-her-smiling-daughter-using-536552224">Liderina/Shutterstock.com</a></span></figcaption></figure><p>Understanding how employment gaps can affect careers is especially relevant given the recent policy discussions around <a href="https://www.vox.com/2019/12/11/21004707/paid-parental-leave-federal-workers-space-force">paid family leave</a> and <a href="https://www.ffyf.org/cnn-debate-2020-candidates-agree-on-child-care/">childcare access</a> in the U.S.</p>
<p><a href="http://www.kateweisshaar.com/research">I am a sociologist</a> whose research examines what happens to people’s careers after they take time out of work. I find that gaps in employment can negatively affect future career prospects in multiple ways, particularly for those who left work for childcare responsibilities.</p>
<h2>No support for working parents</h2>
<p>Decisions to leave work often happen because working parents in the U.S. <a href="http://doi.org/10.1257/aer.103.3.251">lack support</a>.</p>
<p>With <a href="https://www.pewresearch.org/fact-tank/2019/12/16/u-s-lacks-mandated-paid-parental-leave/">no mandated paid parental leave</a>, the <a href="https://www.americanprogress.org/issues/early-childhood/reports/2019/03/28/467488/child-care-crisis-keeping-women-workforce/">high costs of childcare</a>, <a href="https://doi.org/10.1177%2F0730888413515691">long work hours</a> and the <a href="http://dx.doi.org/10.1080/00380253.2016.1246905">spillover of work</a> into other parts of life – for example, checking emails or being “on call” – parents in the U.S. <a href="https://press.princeton.edu/books/hardcover/9780691178851/making-motherhood-work">may find themselves in a bind</a>.</p>
<p>If a paycheck doesn’t cover the cost of childcare, or if the demands of both work and family seem irreconcilable, something has to give. </p>
<p>It is in these contexts that some parents – <a href="https://www.bls.gov/news.release/famee.nr0.htm">more often mothers than fathers</a> – decide to leave work to care for their children, even if temporarily.</p>
<p>My research shows that having an employment lapse can have lasting consequences on careers. I explore this finding, first, in terms of hiring and employers’ perceptions of job applicants and, second, in an article with <a href="https://scholar.google.com/citations?user=VpSwBpoAAAAJ&hl=en">Tania Cabello-Hutt</a> examining the impact on wages.</p>
<figure class="align-center ">
<img alt="" src="https://images.theconversation.com/files/313538/original/file-20200204-41485-1dw4mth.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/313538/original/file-20200204-41485-1dw4mth.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/313538/original/file-20200204-41485-1dw4mth.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/313538/original/file-20200204-41485-1dw4mth.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/313538/original/file-20200204-41485-1dw4mth.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/313538/original/file-20200204-41485-1dw4mth.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/313538/original/file-20200204-41485-1dw4mth.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">Politicians introduced paid family leave legislation during a news conference in March 2019.</span>
<span class="attribution"><a class="source" href="https://www.gettyimages.com/photos/parental-leave?agreements=pa:77130&phrase=parental%20leave&sort=best#license">Chip Somodevilla/Getty Images</a></span>
</figcaption>
</figure>
<h2>Parents with employment gaps perceived as unemployable</h2>
<p>In the <a href="http://journals.sagepub.com/eprint/wss5qdJRASWnqYiQiBpp/full">first study</a>, I examined how employers perceive an employment gap and if these perceptions are different if the lapse resulted from childcare responsibilities rather than unemployment from a job loss.</p>
<p>I created fictitious resumes for three kinds of job-seekers: continuously employed, unemployed and stay-at-home parents. I used names to signal gender, and the application materials indicate that each of the applicants was a parent.</p>
<p>Importantly, all other skills and features of the resumes were similar across applicants, and both unemployed and stay-at-home parents were out of work for 18 months. I then sent 3,374 of these fictitious resumes to real job openings across 50 cities in the U.S. and recorded when applicants received a “callback” from employers, an interview request or other positive response.</p>
<p>I found that 15.2% of employed applicants, 9.3% of unemployed applicants and just 5.1% of stay-at-home parents received a callback.</p>
<p>In other words, both unemployed and stay-at-home parent applicants faced callback penalties compared with applicants with no employment gaps, but stay-at-home parents faced a much larger penalty. I found similar effects for both mothers and fathers.</p>
<p><iframe id="Tj9sd" class="tc-infographic-datawrapper" src="https://datawrapper.dwcdn.net/Tj9sd/1/" height="400px" width="100%" style="border: none" frameborder="0"></iframe></p>
<p>To understand why employers viewed stay-at-home parent job applicants negatively, I conducted a survey. The respondents viewed resumes that were similar to those sent to real employers.</p>
<p>Many survey respondents perceived both unemployed and stay-at-home parent applicants to be less capable than continuously employed applicants, which makes sense if there are concerns about these applicants’ skills becoming rusty while not working.</p>
<p>I also found that respondents viewed stay-at-home parents as less reliable, less deserving of a job and – the biggest penalty – less committed to work, compared with unemployed applicants.</p>
<p>These findings are consistent with employers’ tendency to view stay-at-home parents as not dedicated to work, perceiving them as violating professional expectations that employees should prioritize work over other areas of life – what sociologists call “<a href="https://hbr.org/product/updating-the-image-of-the-ideal-worker/ROT345-PDF-ENG">ideal worker norms</a>.”</p>
<h2>Wage gaps for nonsteady employment</h2>
<p>In the <a href="https://doi.org/10.1007/s13524-019-00845-8">second study</a>, we looked at the common employment trajectories that men and women follow from ages 22 to 50 using <a href="https://www.bls.gov/nls/nlsy79.htm">national data</a> on the work histories of about 6,000 individuals.</p>
<p>While many people are employed steadily throughout their careers, we found that a substantial group of people – about 32% – have low work attachment at the beginning, middle or end of their careers or frequent gaps and reductions in employment at multiple points in their careers.</p>
<p>We also found that gender, race, ethnicity and social class background are associated with these more intermittent trajectories.</p>
<p>Next, we looked at whether and how these long-term career trajectories influence wages later in life, at ages 45 to 50. We found that compared with those who work continuously, employment paths with the most gaps experience up to 40% lower wages later in life.</p>
<p>These paths are the ones most commonly associated with women and mothers taking time out of work for family reasons.</p>
<h2>Family leave and transitioning back to work</h2>
<p>So why is it important to know what happens to people after they experience employment gaps for family and other reasons?</p>
<p>This research shows that employment gaps can compound already existing inequality in the labor market, particularly for women and mothers compared with men and fathers.</p>
<p>The lack of accommodating work policies for parents and affordable childcare can lead to an <a href="http://doi.org/10.1111/josi.12013">all-or-nothing work environment</a>.</p>
<p>In this environment, gender inequality in caregiving is not the only issue. There are additional burdens to overcome for those who want to <a href="https://www.ucpress.edu/book/9780520290808/opting-back-in">return to work after a family-related employment lapse</a>.</p>
<p>Of course, paid family leave and affordable child care won’t solve all of the problems with gender, family and work inequality. </p>
<p>A <a href="https://www.bc.edu/content/dam/files/centers/cwf/research/publications/researchreports/Expanded%20Paid%20Parental%20Leave-%20Study%20Findings%20FINAL%2010-31-19.pdf">recent study</a> found that while new parent employees were hugely appreciative of extended family leave offered at their companies, they still found the transition back to work to be challenging.</p>
<p>But in my assessment, access to paid family leave and affordable child care are two policies that could have a <a href="https://www.brookings.edu/blog/up-front/2019/06/27/paid-leave-as-fuel-for-economic-growth/">transformative effect</a> on gender inequality in the labor market and help reduce the <a href="https://press.princeton.edu/books/hardcover/9780691178851/making-motherhood-work">many burdens</a> faced by working parents.</p><img src="https://counter.theconversation.com/content/130501/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Kate Weisshaar does not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.</span></em></p>Stay-at-home parents have a hard time reentering the workforce after spending time away.Kate Weisshaar, Assistant Professor of Sociology, University of North Carolina at Chapel HillLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1309762020-02-05T12:40:13Z2020-02-05T12:40:13ZLeaveism: welcome to the dark side of 21st century flexible working<figure><img src="https://images.theconversation.com/files/313686/original/file-20200205-149802-1p5udsa.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">Happy holiday!</span> <span class="attribution"><a class="source" href="https://www.shutterstock.com/image-photo/sick-african-american-girl-flu-bedroom-1115357936">Diego Cervo/Shutterstock</a></span></figcaption></figure><p>Most people are familiar with presenteeism, where employees spend many more hours at the workplace than necessary – out of a sense of duty or to impress the boss or whatever. Presenteeism <a href="https://www.thehrdirector.com/features/absence-management/presenteeism-damaging-productivity/">damages productivity</a>, ultimately weakening the economy, and many companies <a href="https://www.theguardian.com/commentisfree/2016/sep/19/hillary-clinton-working-presenteeism">now prioritise</a> stamping it out. </p>
<p>A few years ago, <a href="https://academic.oup.com/occmed/article/64/3/146/1439077">our research</a> into this sort of behaviour led us to identify a related but different phenomenon: employees using annual leave or other work entitlements, such as banked flexi-hours, to go off sick or to look after a relative or dependent. There was no name for such situations, so we called it leaveism. </p>
<p>As part of the same category, we also included employees taking work home that can’t be completed in normal working hours, or catching up on work while on leave or holiday. Half a decade later, the bad news is that leaveism appears to be getting more and more common. </p>
<p>A recent Deloitte report, <a href="https://www2.deloitte.com/uk/en/pages/consulting/articles/mental-health-and-employers-refreshing-the-case-for-investment.html">Mental Health and Employers: Refreshing the Case for Investment</a>, included a deep dive into the phenomenon. It found that 51% of employees were working outside contracted hours and 36% were taking allocated time off when they were, in fact, unwell. It also noted that 70% of respondents who had witnessed presenteeism in their organisation had also observed leaveism.</p>
<figure class="align-center zoomable">
<a href="https://images.theconversation.com/files/313689/original/file-20200205-149778-5i7r3y.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=1000&fit=clip"><img alt="" src="https://images.theconversation.com/files/313689/original/file-20200205-149778-5i7r3y.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/313689/original/file-20200205-149778-5i7r3y.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=399&fit=crop&dpr=1 600w, https://images.theconversation.com/files/313689/original/file-20200205-149778-5i7r3y.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=399&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/313689/original/file-20200205-149778-5i7r3y.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=399&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/313689/original/file-20200205-149778-5i7r3y.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=502&fit=crop&dpr=1 754w, https://images.theconversation.com/files/313689/original/file-20200205-149778-5i7r3y.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=502&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/313689/original/file-20200205-149778-5i7r3y.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=502&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px"></a>
<figcaption>
<span class="caption">Pooled working.</span>
<span class="attribution"><a class="source" href="https://www.shutterstock.com/image-photo/funny-young-businessman-swimmingtrunks-next-pool-128221049">Riccardo Piccinini</a></span>
</figcaption>
</figure>
<p>Worryingly for the future, the report said that younger professionals are more susceptible to taking leave in this way. They are also prone to burnout and financial worries, and twice as likely to suffer from depression as the average employee. </p>
<p>Little wonder that the BBC last year included leaveism <a href="https://www.bbc.com/worklife/article/20190718-leaveism">in a review</a> of the 101 people, ideas and things changing how we work today. It described the phenomenon as a “major scourge in the modern-day workplace”. </p>
<h2>Never not available</h2>
<p>We are in an era where people are <a href="https://www.theguardian.com/uk-news/2019/aug/12/britons-fear-of-unemployment-spikes-in-last-five-years">much more afraid</a> of losing their jobs than in the past: companies have been operating in a <a href="https://www.cnbc.com/video/2019/11/26/the-world-is-in-a-low-growth-environment-strategist-says.html">low-growth environment</a> for the past decade, which has meant more focus on profitability – <a href="https://www.cnbc.com/2019/12/12/60percent-of-big-us-corporations-say-head-count-reduction-is-coming-in-2020.html">including labour costs</a>. Alongside this is <a href="https://industryeurope.com/technically-redundant-six-in-10-fear-losing-their-jobs-to-ai/">the prospect</a> of more and more jobs being automated in the coming years. </p>
<p>This has meant more employees having to live with excessive workloads, and bosses afraid for their own livelihoods who are <a href="https://www.eleapsoftware.com/7-ways-micromanagement-negatively-affects-employees/">micromanaging people</a> and not giving them enough autonomy and control at work. A study of <a href="https://academic.oup.com/occmed/article/65/9/746/1442637">Austrian workers</a> in 2015 concluded that employees were more likely to use annual leave to go off sick if they fear losing their jobs or having them downgraded, or if they were experiencing low job satisfaction. </p>
<p>Compounding this sense of unhappiness at work is <a href="https://www.ftadviser.com/your-industry/2018/08/08/beware-signs-of-leaveism-in-the-workplace/">likely to be</a> the way that technology is changing how we do our jobs. In a <a href="https://www.cipd.co.uk/knowledge/culture/well-being/health-well-being-work">survey of 1,000 HR professionals</a> representing 4.6 million UK employees, 87% said that technology was affecting people’s ability to switch off out of working hours. Common examples were employees taking work-related phone calls or responding to work emails. </p>
<p>At first glance, these behaviours may look fairly innocuous and just part of modern-day working life. But we are in danger of endorsing a tech-enabled 24-7 working culture from which it is increasingly difficult to switch off. Work-life balance is becoming a thing of the past. For many of us, it is being superseded by work-life integration. </p>
<p>Whatever the positives of not being tied to an office desk, it is not helping us to relax. Stress and mental ill health <a href="https://www.hse.gov.uk/statistics/overall/hssh1718.pdf3.">now account for</a> 57% of all long-term absences from work, having replaced physical complaints, such as backache, as the main reason employees are off sick. </p>
<figure class="align-center zoomable">
<a href="https://images.theconversation.com/files/313690/original/file-20200205-149766-18m7nb9.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=1000&fit=clip"><img alt="" src="https://images.theconversation.com/files/313690/original/file-20200205-149766-18m7nb9.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/313690/original/file-20200205-149766-18m7nb9.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/313690/original/file-20200205-149766-18m7nb9.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/313690/original/file-20200205-149766-18m7nb9.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/313690/original/file-20200205-149766-18m7nb9.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/313690/original/file-20200205-149766-18m7nb9.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/313690/original/file-20200205-149766-18m7nb9.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px"></a>
<figcaption>
<span class="caption">Quality time at home with the family.</span>
<span class="attribution"><a class="source" href="https://www.shutterstock.com/image-photo/attractive-young-asian-man-drinking-coffee-1225953211">Chaay_Tay</a></span>
</figcaption>
</figure>
<p>According to the UK mental health charity Mind’s most recent <a href="https://www.mind.org.uk/workplace/workplace-wellbeing-index/">Workplace Wellbeing Index</a>, employees with poor mental health may resort to taking leave rather than disclosing mental health problems in as many as one in 12 cases. In an echo of the Deloitte findings, Mind found younger employees far less likely to disclose they are struggling with mental health.</p>
<h2>How companies should respond</h2>
<p>So what should modern managers and employers <a href="https://blackwells.co.uk/bookshop/product/Wellbeing-at-Work-by-Ian-Hesketh-author-Cary-L-Cooper-author/9780749480684">do to ensure</a> staff are not being run into the ground by leaveism? As <a href="https://www2.deloitte.com/uk/en/pages/consulting/articles/mental-health-and-employers-refreshing-the-case-for-investment.html">reported by Deloitte</a>, responsible employers are now considering the impact of it in their corporate reporting frameworks. This is something that needs to become standard practice, in a similar way to what has happened with presenteeism. </p>
<p>Unlike previous generations, many bosses will be overseeing teams of displaced staff, many of them working an array of rotas, hours and working patterns. They need to understand how employees think and feel in today’s workplace, bearing in mind that this might be a spare bedroom or a cafe with internet access. Being alone, whether actually or perceived, may exacerbate stress and mental health issues. </p>
<p>We <a href="https://onlinelibrary.wiley.com/doi/book/10.1002/9781118993811">recommend that</a> managers and employers make time for regular meaningful contact with all employees, discussing not only their work but also how they are feeling about life in general. They certainly need to encourage staff to take annual leave for holiday and recuperation time. They also need to distribute work evenly and fairly, ensuring there is cover for the employee in question so that work is not simply stacked up awaiting their return. </p>
<p>As far as employers are concerned, they need to encourage managers to develop the necessary people skills to handle these kinds of interactions, by making sure they receive regular, appropriate training. Especially when you are talking about a scattered, remote workforce, it is important to make sure there is workplace peer support in place for employees and regular check-ins. </p>
<p>It’s all about creating a workplace environment conducive to a supporting culture. Expecting fewer employees do more is a false economy, since <a href="https://www.entrepreneur.com/article/315095">you tend to</a> lose the best people and do more harm to your organisation in the long run.</p>
<p>Finally, we have to give a nod to all those emails outside working hours. Managers need to stop sending them. You know who you are.</p><img src="https://counter.theconversation.com/content/130976/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>The authors do not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.</span></em></p>Why hit the beach on holiday when you can use your annual leave to be ill at home instead?Ian Hesketh, Project Support, National Health & Wellbeing Forum, University of ManchesterCary Cooper, Professor of Organisational Psychology and Health, University of ManchesterLicensed as Creative Commons – attribution, no derivatives.