tag:theconversation.com,2011:/us/topics/office-culture-35781/articlesOffice culture – The Conversation2024-01-05T16:14:52Ztag:theconversation.com,2011:article/2164612024-01-05T16:14:52Z2024-01-05T16:14:52ZPlants and bookcases in, living rooms and blank walls out: how your Zoom background can make you seem more competent<p>Working from home has made job interviews and starting a new role easier in many ways. You don’t have to worry about a missed train or spilt coffee derailing a job interview if it’s on Zoom – but you still need to impress your interviewer.</p>
<p>Your home surroundings help show off your personality to the person on the other end of the Zoom call. Anyone who judged the bookcases of <a href="https://www.nytimes.com/2020/05/01/arts/quarantine-bookcase-coronavirus.html">politicians and celebrities</a> during the early days of lockdown will be familiar with this. </p>
<p>My colleagues and I recently <a href="https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0291444">conducted a study</a> that found the objects in your digital background can affect how people view you. We already know that people make snap first impressions based on <a href="https://www.frontiersin.org/articles/10.3389/fpsyg.2022.857511/full">faces</a> and <a href="https://www.sciencefocus.com/news/hardwired-trust-confident-voices">voices</a>. On a video call, you have to represent yourself, but also your environment. </p>
<p>The messy table behind you may be seen as an indication of your personality and capabilities. An unmade bed shows a lack of attention to detail. On the positive side, plants that you’ve kept alive showcase your responsibility and maturity. </p>
<p>We created still images of men and women with smiling and neutral expressions in front of various backgrounds on a Zoom call. We then asked 167 people to rate the faces using a seven-point scale on how trustworthy and competent they thought they were. </p>
<p>We didn’t mention the backgrounds, which allowed us to find out whether the same face would be rated differently depending on what was behind them.</p>
<p>We found that plants or a bookcase in the background significantly increased ratings of trust and competence. Conversely, a living room or novelty background showed lower ratings. A blank or blurred background fell somewhere in the middle. We also found that smiling faces and females were generally regarded as more <a href="https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0243230">trustworthy and competent.</a></p>
<p>When we looked specifically at faces with neutral expressions, we found no gender difference in ratings of trust or competence when they were seated in front of the plants and bookcase. However, the male faces were rated as significantly less competent if in front of a living room, novelty background or blank wall. </p>
<p>All the faces in the database we used are white, thus avoiding race becoming a confounding factor and allowing us to just focus on the effect of the Zoom backgrounds. However, we know from other research that subconscious bias about race, class and disability <a href="https://harvest.usask.ca/items/668b2e7e-2c70-4052-859c-f0f6a7b7ea28">can affect</a> how job applicants are viewed. Zoom backgrounds may give an impression of someone’s heritage, disability or socioeconomic status, so interviewers must still make an effort to remain unbiased.</p>
<h2>Tidy up your background</h2>
<p>Most of us put a lot of time and effort into our appearance for a Zoom meeting or interview. But much of what our webcam actually picks up is what’s behind us. </p>
<p>Our research shows that there are small tweaks you can make to help make a good virtual first impression: put some plants behind you, or turn your desk so you’re framed by a bookcase. </p>
<p>Of course, a downside of working from home is that many factors are out of our control. You may have to share a home office (or desk) with a flatmate or partner, or have construction going on nearby. As our findings show, if you don’t have much control over your background, smiling can help. There are also AI tools which allow you to <a href="https://www.theverge.com/2023/11/15/23961943/microsoft-teams-ai-decorate-background-voice-isolation">virtually “tidy up” or add a little sparkle</a> to your background space. </p>
<p>So, after you’ve gone over your notes and popped on some smart clothes (<a href="https://www.youtube.com/watch?v=xx5E7VcXip0&ab_channel=Podduturi">at least on the top half of your body</a>) take a look at your video preview or over your shoulder. Does that background give the best first impression? If not, how close is your nearest garden centre?</p><img src="https://counter.theconversation.com/content/216461/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Paddy Ross 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>Research can help you make a good first impression in a virtual interview.Paddy Ross, Associate Professor, Department of Psychology, Durham UniversityLicensed 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/1283302020-01-14T13:41:07Z2020-01-14T13:41:07ZWhy every company needs a Chief Fun Officer<figure><img src="https://images.theconversation.com/files/309753/original/file-20200113-103979-1kb3nbx.jpg?ixlib=rb-1.1.0&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/fly-154884413">Shutterstock</a></span></figcaption></figure><p>It has long been recognised that all work and no play is likely to lead to less productive, dissatisfied workers. As far back as the 1930s, management researchers such as Elton Mayo and Mary Parker Follett <a href="https://www.jstor.org/stable/973329?seq=1">noted</a> that aspects of human nature, such as relationships, were important motivating factors in the workplace. It was a radical departure from Henry Ford’s assertion that “men work for two reasons. One is for wages, and one is for fear of losing their jobs”.</p>
<p>There was no time for fun in the early-1900s stopwatch driven world of scientific management <a href="https://www.bmmagazine.co.uk/in-business/advice/the-evolution-of-management/">and the efficiency movement</a>. But the script for the workplace as a fun environment was rewritten by numerous Silicon Valley start-ups during the dot-com boom. They are now epitomised by the office perks <a href="https://www.archdaily.com/924999/30-workspaces-for-the-worlds-biggest-tech-companies">that come with tech companies like Google</a>. These encompass, variously: music and art studios, mini-golf courses, ping pong tables, foosball, climbing walls and even nap pods.</p>
<p>Besides making working lives more enjoyable, there is strong evidence that fun in the workplace packs a powerful punch in terms of organisational benefits. For example, I <a href="https://journals.sagepub.com/doi/10.1177/0018726713508143">researched the restaurant industry</a> (in collaboration with John Michel from Loyola University and Michael Tews from Penn State in the US), an environment with more than 60% employee turnover annually, and found that workers who socialised more in the workplace and who saw their co-workers and the workplace as more fun were less likely to leave. </p>
<p>Fun in the workplace can also foster more positive attitudes, help teams become more cohesive, and help people deal with or recover from stressful work experiences, while also developing stronger relationships. </p>
<figure class="align-center ">
<img alt="" src="https://images.theconversation.com/files/309736/original/file-20200113-103954-8qpgvn.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/309736/original/file-20200113-103954-8qpgvn.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/309736/original/file-20200113-103954-8qpgvn.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/309736/original/file-20200113-103954-8qpgvn.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/309736/original/file-20200113-103954-8qpgvn.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/309736/original/file-20200113-103954-8qpgvn.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/309736/original/file-20200113-103954-8qpgvn.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">Many modern offices have spaces designed for fun.</span>
<span class="attribution"><a class="source" href="https://www.shutterstock.com/image-photo/high-angle-view-young-casual-business-1211027242">Shutterstock</a></span>
</figcaption>
</figure>
<p>So how can firms create a suitably pro-fun culture and environment, with the appropriate activities, in order to capture these benefits? One important lesson for managers is that fun in the workplace is highly subjective. Some employees might look forward to meeting their co-workers for happy hour, viewing it as a chance to have fun and build camaraderie and team spirit. For others, however, the thought might fill them with dread.</p>
<p>That is why managers must consider how people view an activity that they may ostensibly intend to be fun before, during and after the activity. Our <a href="https://www.sciencedirect.com/science/article/pii/S1053482218301633?via%3Dihub">research</a> has identified a range of factors that affect the way people judge events to be fun or not. </p>
<h2>1. Make fun voluntary</h2>
<p>The more voluntary an activity, the more likely it is people will see it as fun and enjoy participating. But that means truly voluntarily, as opposed to an activity that is technically voluntary, but where people still feel pressure to engage in some way.</p>
<h2>2. Fun from the top</h2>
<p>Workers are also likely to value fun in the workplace more highly if managers and leaders are supportive of fun. In simple terms, it is the difference between a manager who, as everyone runs to the break room to have birthday cake, signals “great, let’s all go and celebrate and then we will get back to work”, and one that mutters “here we go again, people are going to get distracted and we will lose 30 minutes of work time”.</p>
<p>As organic fun is more effective than manufactured fun, it makes sense for managers to create an environment where employees initiate and organise various fun activities as much as possible, as opposed to managers and leaders driving it from the top down.</p>
<p>Pressure of work is also a factor. Employees with a heavy workload may view fun events as obstacles in their schedule.</p>
<h2>3. Recognise different personalities</h2>
<p>Personality traits are important. Optimistic people with a positive approach to life are more likely to treat fun activities favourably. Organisations that have a strong culture of fun and believe in the benefits of hiring people that fit the culture of their organisation are more likely to have employees who share fun as a common value. Those employees are more likely to have a positive perspective on fun events.</p>
<h2>4. Types of fun</h2>
<p>The type of activity makes a difference. The research I’ve mentioned suggest events involving food, celebrations of personal milestones and workplace outings are best received. Avoid events where people risk making a fool of themselves in front of their co-workers. </p>
<p>But companies can also design physical spaces that are conducive to socialising and interaction in the workplace (yes, even on work time). They can also use onboarding and newcomer orientation as an opportunity to show that the organisation is open to fun and wants to foster those types of interaction. It may be worthwhile to allow an employee to specifically champion fun in the workplace and take a lead on those activities.</p>
<p>Millennials and Generation Z are the leaders, managers and workers of the coming decades. They are characterised by a willingness to blur the boundaries between work and non-work and a <a href="https://www.mckinsey.com/industries/consumer-packaged-goods/our-insights/true-gen-generation-z-and-its-implications-for-companies">desire to be their authentic selves</a> in their working lives. They are also mobile and restless.</p>
<p>When it comes to the competition for talent and building great teams with engaged workforces, those organisations that provide an environment in which employees are able to have some fun are likely to have the last laugh.</p><img src="https://counter.theconversation.com/content/128330/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>David Allen 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>Four ways they can make work more fun and keep staff happy.David Allen, Distinguished Research Environment Professor, Warwick Business School, University of WarwickLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/970362018-06-01T09:40:48Z2018-06-01T09:40:48ZHappiness at work doesn’t just depend on your employer<figure><img src="https://images.theconversation.com/files/221178/original/file-20180531-69481-6b8yyp.jpg?ixlib=rb-1.1.0&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/businessman-holding-cardboard-smiley-face-emoticon-180628760">shutterstock.com</a></span></figcaption></figure><p>When Google promoted a software engineer named Chade-Meng Tan to the role of “Jolly Good Fellow”, his career – and the entire culture of Silicon Valley – took a sharp turn.</p>
<p>Meng, a cheerful employee valued for his motivational qualities, went from developing mobile search tools to spreading happiness across the organisation. Happiness became his job.</p>
<p>Google wasn’t the first to hire someone with the sole remit of enforcing employee contentment. In 1999, when Google was still a start-up, French fashion brand Kiabi hired Christine Jutard as its <a href="https://www.linkedin.com/in/christinejutard/">chief happiness officer</a>. She was one of the first to perform the role.</p>
<figure class="align-right ">
<img alt="" src="https://images.theconversation.com/files/221175/original/file-20180531-69490-jouor1.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=237&fit=clip" srcset="https://images.theconversation.com/files/221175/original/file-20180531-69490-jouor1.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=368&fit=crop&dpr=1 600w, https://images.theconversation.com/files/221175/original/file-20180531-69490-jouor1.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=368&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/221175/original/file-20180531-69490-jouor1.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=368&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/221175/original/file-20180531-69490-jouor1.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=463&fit=crop&dpr=1 754w, https://images.theconversation.com/files/221175/original/file-20180531-69490-jouor1.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=463&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/221175/original/file-20180531-69490-jouor1.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=463&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">Chade-Meng Tan’s old business card.</span>
<span class="attribution"><a class="source" href="http://www.mengstupiditis.com/2015/10/officially-retired-from-google.html">Chade-Meng Tan</a></span>
</figcaption>
</figure>
<p>But once Google did it, employee happiness became a key metric and other organisations quickly adopted their approach. Three years after Meng’s appointment, fast food giant McDonald’s even promoted Ronald McDonald <a href="http://www.washingtonpost.com/wp-dyn/articles/A43011-2005Jan27.html">from brand mascot to CHO</a>.</p>
<p>The role remains popular today. There are more than 1,000 chief happiness officers listed on jobs website LinkedIn. But a closer look at what really makes employees happy shows that lots of companies are going about it the wrong way.</p>
<h2>The right kind of investment</h2>
<p>The <a href="https://theconversation.com/happy-people-work-harder-especially-if-they-get-chocolate-24646">theory goes</a> that happy employees are productive employees and productive employees generate more profit.</p>
<p>The secondary benefit is that happy employees don’t look to jump ship. This cuts recruitment costs, further increasing profits. So most organisations investing heavily in fostering a happiness culture think they see a good return on investment.</p>
<p>Expedia, for example, an office full of perks and <a href="http://uk.businessinsider.com/inside-the-happiest-workplace-in-the-uk-where-staff-can-get-a-14000-travel-allowance-2016-3/%23from-the-outside-expedias-office-building-looks-a-little-dreary-like-many-others-in-london-1">provides up to US$14,000</a> per year, per person, in travel perks, to keep people happy. Other firms offer unlimited vacations, free food, even office toys to keep the happiness levels high.</p>
<p>But the answer to employee happiness is not in the form of <a href="https://www.kiwimovers.co.uk/news/hammocks-and-ping-pong-tables-going-into-storage-is-this-end-of-the-fun-startup-office/">bean bags and ping-pong tables</a>. As the Expedia example shows, it is the company’s “culture” and “career opportunities” that have made it one of the UK’s most popular places to work – <a href="https://theconversation.com/heres-why-cool-offices-dont-always-make-for-a-happier-workforce-77361">not the physical surroundings</a>.</p>
<h2>Fostering well-being</h2>
<p>There is a real difference between happiness gimmicks and working in a well-being culture – one that values people, manages them by praise and reward rather than fault-finding, and that enables them to work flexibly and provides them with work-life balance. <a href="https://www.shrm.org/hr-today/trends-and-forecasting/research-and-surveys/Documents/2016-Employee-Job-Satisfaction-and-Engagement-Report-Executive-Summary.pdf">Research shows</a> that these are the real keys to happiness. </p>
<p>A 2017 <a href="https://content.accesscommercialfinance.com/blog/commercial-finance-study-how-startups-save-money">study of start-up businesses</a> found that 57% had at least one member who worked remotely, either from home or wherever they happened to want to work. Companies surveyed said this was a logistical choice. The best person for the job might not have been local to begin with and offices only have so much space. </p>
<p>But there’s an added benefit here: the implied trust and autonomy of allowing staff to work remotely may contribute more to their happiness than dragging them into an office stocked with free coffee and fruit.</p>
<figure class="align-center ">
<img alt="" src="https://images.theconversation.com/files/221171/original/file-20180531-69481-136xq5h.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/221171/original/file-20180531-69481-136xq5h.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=450&fit=crop&dpr=1 600w, https://images.theconversation.com/files/221171/original/file-20180531-69481-136xq5h.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=450&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/221171/original/file-20180531-69481-136xq5h.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=450&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/221171/original/file-20180531-69481-136xq5h.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=566&fit=crop&dpr=1 754w, https://images.theconversation.com/files/221171/original/file-20180531-69481-136xq5h.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=566&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/221171/original/file-20180531-69481-136xq5h.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=566&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">Expedia’s fun office design is not the source of employee happiness.</span>
<span class="attribution"><span class="source">Expedia</span></span>
</figcaption>
</figure>
<p>As John Ruskin, the British reformer, <a href="https://www.goodreads.com/quotes/173919-in-order-that-people-may-be-happy-in-their-work">said in 1851</a> “in order that people may be happy at work, these three things are needed: they must be fit for it, they must not do too much of it, and they must have a sense of success in it”.</p>
<h2>Personality types</h2>
<p>Research shows that employee happiness is also determined by their personalities. In a large study of 3,200 employees from a variety of organisations and sectors, carried out by Robertson Cooper Ltd, a workplace well-being consultancy that we set up, we found that certain personality types experienced <a href="https://www.robertsoncooper.com/download/latest-research/could-your-personality-be-affecting-how-many-good-days-at-work-you-have">more “good days at work” than other types</a>.</p>
<p>We discovered that employees who scored highly on positive emotions and enthusiasm, lower on depressive tendencies like sadness, hopelessness and loneliness and those who “begin tasks and carry them through” have the highest number of good days at work.</p>
<p>If you combine these three personality characteristics, those who had all three had 79% of “good days at work”, whereas those who had low scores on these only had 57% of good days. This, in turn, translates into higher job satisfaction, better health and higher productivity.</p>
<p>The implications here is that employers should try and recruit people with these characteristics but, of course, some people who lack some of these characteristics may have key skills that are even more important. And, even if you do recruit with happiness traits in mind, being content at work will to a larger extent depend on the workplace culture that truly values staff, trusts them, manages them humanely and compassionately and provides them with greater balance in their lives.</p>
<p>In our recent book <a href="https://www.palgrave.com/gb/book/9781349321032">Wellbeing: Productivity and Happiness at Work</a>, case studies of major employers – including Rolls Royce, BT, John Lewis Partnership, Network Rail and the UK Civil Service – shows how this kind of well-being culture boosts the bottom line.</p>
<p>Happiness and contentment at work is not about sushi for lunch and massages at your desk, it is about how bosses treat those that work for them. As Mark Twain once wrote: “Keep away from people who try to belittle your ambitions. Small people do that, but the really great make you feel that you, too, can somehow become great.”</p><img src="https://counter.theconversation.com/content/97036/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Cary Cooper is a director of Robertson Cooper Ltd, a spinoff company from the University of Manchester that provides well-being services to organisations.</span></em></p><p class="fine-print"><em><span>Ivan Robertson is a director of Robertson Cooper Ltd, a spinoff company from the University of Manchester that provides well-being services to organisations.</span></em></p>There are more than a thousand chief happiness officers on LinkedIn but their roles differ wildly.Cary Cooper, 50th Anniversary Professor of Organisational Psychology and Health, University of ManchesterIvan Robertson, Emeritus Professor of Work & Organizational Psychology, University of ManchesterLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/954072018-05-30T10:36:37Z2018-05-30T10:36:37ZScott Pruitt’s desk is more impressive than yours<figure><img src="https://images.theconversation.com/files/220839/original/file-20180529-80645-1at18f9.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">Scott Pruitt signing an official order at the Resolute Desk in President Trump’s office.</span> <span class="attribution"><a class="source" href="https://www.epa.gov/sites/production/files/2017-03/2017-pruittsigning2.jpg">EPA</a></span></figcaption></figure><p>Allegations of misconduct during Scott Pruitt’s tenure as head of the Environmental Protection Agency share a common theme: ambitious displays of power and authority. </p>
<p>Whether it’s his insistence on flying <a href="https://www.nytimes.com/2018/04/06/us/politics/scott-pruitt-security-furniture.html">first class or on private jets</a> or his request to use <a href="https://www.cbsnews.com/news/scott-pruitt-asked-to-use-sirens-in-dc-traffic-and-was-told-no-for-non-emergency/">emergency sirens to avoid Washington, D.C., traffic</a>, Pruitt’s actions show that he is not afraid to make a display of the power he wields. </p>
<p>These allegations of misconduct outside the office are matched by
action taken by Pruitt inside the office: his attempt to purchase two expensive desks, one of them bulletproof, <a href="https://www.nytimes.com/2018/04/06/us/politics/scott-pruitt-security-furniture.html">valued together at US$70,000</a>. </p>
<p>The purchase of these desks was stopped by staff. But one of the replacement desks Pruitt selected instead has been <a href="https://www.nytimes.com/2018/04/06/us/politics/scott-pruitt-security-furniture.html">compared</a> to the Oval Office’s grand and presidential <a href="https://www.whitehousehistory.org/photos/treasures-of-the-white-house-resolute-desk">Resolute Desk</a>, which has been used by almost every president since Britain’s Queen Victoria gave it as a gift to Rutherford B. Hayes in 1880. </p>
<p>The selection of such an imposing desk is no accident. Instead, it is consistent with his other actions in that it represents a display of power that Pruitt uses to send a specific message to all who enter his office: I am important and powerful.</p>
<p><a href="https://scholar.google.com/citations?user=eA-OBmYAAAAJ&hl=en">As a professor of management</a> researching <a href="https://www.sciencedirect.com/science/article/pii/S0007681314001463">organizational politics</a> and <a href="https://onlinelibrary.wiley.com/doi/full/10.1002/job.2240">abusive supervision</a>, I often explain that politics is a constant of organizational life. Workplaces are full of political power plays and attempts to influence others. </p>
<h2>Desks as symbol</h2>
<p>Desks are one of the most common symbols of power in society. </p>
<p>Starting at a young age, children are taught that the person behind the large desk at the front of the classroom is the one who holds the power. Just like the employees they will grow to be, children sit behind desks that are smaller and more utilitarian than their teacher’s. As people age into the workplace, the characters may change – the teacher or principal becomes our manager – but the scenery stays the same. The desk remains. </p>
<figure class="align-center ">
<img alt="" src="https://images.theconversation.com/files/220844/original/file-20180529-80620-1zs2j5.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/220844/original/file-20180529-80620-1zs2j5.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/220844/original/file-20180529-80620-1zs2j5.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/220844/original/file-20180529-80620-1zs2j5.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/220844/original/file-20180529-80620-1zs2j5.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/220844/original/file-20180529-80620-1zs2j5.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/220844/original/file-20180529-80620-1zs2j5.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 person behind the large desk is the one who holds the power.</span>
<span class="attribution"><span class="source">Shutterstock</span></span>
</figcaption>
</figure>
<p>How employees, managers and outsiders experience the physical spaces in a workplace or office is greatly influenced by the <a href="https://journals.aom.org/doi/abs/10.5465/amr.1984.4277654">physical structure</a> of the building and the use of <a href="https://journals.aom.org/doi/abs/10.5465/amr.1984.4277654">symbolic artifacts</a>. Buildings can send messages and affect behavior through their design. </p>
<p><a href="https://www.amazon.com/Successful-Office-Workspace-1982-01-01-Paperback/dp/B012YXPKGE/ref=sr_1_2?ie=UTF8&qid=1525179438&sr=8-2&keywords=the+successful+office+becker+1982">Client-centered offices</a>, where managers expect to meet with clients and others, are considered to be 99 percent image, according to Franklin Becker, professor emeritus of design and environment analysis at Cornell University. </p>
<p>Similarly, if managers want to be recognized or even revered as powerful and important, they will need to match this desired message both concretely and symbolically. This can be accomplished with the installation of a formal desk that signals to the follower the rank or position of the owner. </p>
<p>It should be noted that socially savvy managers <a href="http://www.crforum.co.uk/wp-content/uploads/2017/06/Political-Skill-in-Organizations.pdf">consciously shape the image they present to their employees</a>. Conversely, it is possible for less astute managers to be quite unaware of the signals they are sending to employees through the choices they make in their office. </p>
<p>A large desk can increase the physical separation between manager and others, thereby supporting the symbolic or hierarchical distance between the two. Thus, desks can be used to reinforce the legitimacy and authority of a manager. </p>
<h2>Desks as power</h2>
<p>The office desk and the space it occupies is governed by social customs that dictate certain behaviors.</p>
<p>For example, subordinates do not cross behind the desk unless invited, objects on the desk are not touched without asking, and important information is passed over the desk to the manager. </p>
<figure class="align-center ">
<img alt="" src="https://images.theconversation.com/files/220850/original/file-20180529-80658-2hnedc.JPG?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/220850/original/file-20180529-80658-2hnedc.JPG?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=463&fit=crop&dpr=1 600w, https://images.theconversation.com/files/220850/original/file-20180529-80658-2hnedc.JPG?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=463&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/220850/original/file-20180529-80658-2hnedc.JPG?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=463&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/220850/original/file-20180529-80658-2hnedc.JPG?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=582&fit=crop&dpr=1 754w, https://images.theconversation.com/files/220850/original/file-20180529-80658-2hnedc.JPG?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=582&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/220850/original/file-20180529-80658-2hnedc.JPG?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">
<figcaption>
<span class="caption">Powerful people come out from behind their powerful desks to be less intimidating. Here, U.S. Sen. Dick Durbin of Illinois meets with a constituent.</span>
<span class="attribution"><a class="source" href="https://www.durbin.senate.gov/newsroom/photos/washington-dc-meetings-may-2014">Office of Sen. Dick Durbin</a></span>
</figcaption>
</figure>
<p>Early research on physical spaces found that face-to-face seating – which is inevitable when a manager is behind a desk – is generally used for <a href="http://www.worldcat.org/title/personal-space-the-behavioral-basis-of-design/oclc/4099">adversarial interactions</a>.</p>
<p>Professional persuasiveness coach Shari Alexander recommends that if <a href="https://www.entrepreneur.com/article/228595">managers want to reinforce their formal position</a>, they should stay behind the desk. However, if managers want to connect with their workers on a more personal level, they need to step away from their desk. </p>
<p>William Whyte, <a href="http://www.worldcat.org/title/organization-man/oclc/500387673&referer=brief_results">an organizational analyst and author, wrote</a> that even the “neophyte organizational member quickly realizes that furnishings are usually synonymous with rank in the hierarchy.”</p>
<p>Certainly, if individuals were to tour an empty office building with the signs removed from office doors, they would be able to identify the offices belonging to senior managers simply by their contents.</p>
<p>Pruitt’s actions thus far are consistent with the image he conveys via his choice of desk: power, importance and authority. His office is his sanctuary, the place where he <a href="https://www.washingtonpost.com/news/energy-environment/wp/2018/04/16/scott-pruitts-43000-soundproof-phone-booth-violated-spending-laws-federal-watchdog-finds/?noredirect=on&utm_term=.620517ab0ad3">shares his secrets</a>, wants to <a href="http://www.businessinsider.com/scott-pruitts-security-team-bulletproof-car-and-furniture-2018-4">feel safe</a>, and likely takes comfort in knowing he is the master of his domain. </p>
<p>However, his actions thus far make clear that he certainly finds comfort in ensuring that all who stand before his desk, just on the edge of the carpet, know that he is the master of their domain as well.</p><img src="https://counter.theconversation.com/content/95407/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Charn McAllister 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>A desk is a place to work. But it can also be a symbol of prestige and power, as EPA administrator Scott Pruitt has demonstrated in his choice of expensive and ostentatious desks for his office.Charn McAllister, Assistant Professor of Management and Organizational Development, Northeastern UniversityLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/869672018-01-04T13:13:47Z2018-01-04T13:13:47ZBig data could bring about workplace utopia – or the office from hell<figure><img src="https://images.theconversation.com/files/200537/original/file-20180102-26157-1x6pj05.jpg?ixlib=rb-1.1.0&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-vector/isometric-office-cubicles-men-women-working-230150206?src=qIsqh0JFSBeqH8yJetge6w-1-54">Jesus Sans/Shutterstock.com</a></span></figcaption></figure><p>The cost of poor employee well-being for individuals, organisations and society is significant – 25.7m <a href="http://www.hse.gov.uk/statistics/dayslost.htm">days were lost</a> to work-related ill health during 2016-17, half of which can be accounted for by stress, depression and anxiety. Not only is this problematic for employees and organisations, it can put added pressure on health services. </p>
<p>Assessing and reducing such risks is therefore important. One way this could be done is through using <a href="https://en.oxforddictionaries.com/definition/us/big_data">big data</a>. Analysis across different data sets held within organisations could possibly improve our ability to predict and prevent such problems arising. </p>
<p>Organisations are required to assess risks and have a <a href="http://www.acas.org.uk/index.aspx?articleid=3751">duty of care</a> to ensure the health, safety and well-being of their employees. They may do so via an annual survey, but this is just one snapshot in time. Where problems are exposed, the events and patterns of behaviour leading up to these are in the past; the damage is already done. <a href="https://www.pcmag.com/encyclopedia/term/67469/fitness-tracker">Fitness tracking devices</a>, currently provided to employees by some workplaces, might offer more continuous measurement. </p>
<p>But such an approach focuses on limited aspects of individual well-being and not on the organisational systems and pressures that contribute to these outcomes. Concentrating on individuals without also considering organisational factors is likely to be less effective in the long term. </p>
<figure class="align-center ">
<img alt="" src="https://images.theconversation.com/files/197150/original/file-20171130-30907-1xjo5ix.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/197150/original/file-20171130-30907-1xjo5ix.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=420&fit=crop&dpr=1 600w, https://images.theconversation.com/files/197150/original/file-20171130-30907-1xjo5ix.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=420&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/197150/original/file-20171130-30907-1xjo5ix.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=420&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/197150/original/file-20171130-30907-1xjo5ix.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=528&fit=crop&dpr=1 754w, https://images.theconversation.com/files/197150/original/file-20171130-30907-1xjo5ix.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=528&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/197150/original/file-20171130-30907-1xjo5ix.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=528&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">Some workplaces can track the exercise taken by their employees.</span>
<span class="attribution"><span class="source">Andrey_Popov/Shutterstock.com</span></span>
</figcaption>
</figure>
<p>However, increasingly there are other data sources that might help to pinpoint well-being risks as they emerge. Employees provide huge amounts of data about their activity through their use of modern information and communication technologies. Such data includes log-in and log-off times, email traffic, use of mobile devices for work purposes, use of work-based systems and web access. </p>
<p>This could be linked with other data sources to find work patterns that relate to well-being. For instance, growing workload might be highlighted in part of the organisation through analysis that reveals rising work hours, fewer breaks, logging in more often at weekends (or during holidays) and more sick days. Emails could also be processed using <a href="https://en.oxforddictionaries.com/definition/sentiment_analysis">sentiment analysis</a> for language that reveals well-being problems. This could provide an early warning sign, allowing the problem to be fixed before employees reach breaking point.</p>
<p>There are a number of things that will effect whether monitoring well-being like this could work in practice. These include the quality of data available and the ability to analyse it. But most important is the organisational culture in which it is carried out as well as legal and ethical considerations. Different cultures could lead to several possible scenarios – some more utopian; others more dystopian. </p>
<h2>Big data utopia</h2>
<p>Using big data for monitoring well-being could have positive effects if conducted in a culture of care and trust, where employees and the organisation co-own and co-design the data collection effort, analysis and resulting actions.</p>
<p>Within such a scenario, there would be an exercise of joint responsibility between the organisation and employees for well-being. A <a href="https://www.collinsdictionary.com/dictionary/english/code-of-conduct">code of conduct</a> or set of action-guiding principles could be developed with employees to ensure a shared set of values to underpin fair and lawful monitoring within the organisation. Employees would be able to influence the principles, goals and best practice guidelines, and to agree what data would be gathered and how it would be used. Employees would be able to opt out of the programme without giving a reason. </p>
<p>If the data analysis reveals work processes that are a risk to well-being, then the organisation would take responsibility to change the way work is done or managed and would design this intervention with employees. This way the solution would fit employee and organisational needs. </p>
<figure class="align-center ">
<img alt="" src="https://images.theconversation.com/files/196980/original/file-20171129-12032-1irzm9p.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/196980/original/file-20171129-12032-1irzm9p.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=420&fit=crop&dpr=1 600w, https://images.theconversation.com/files/196980/original/file-20171129-12032-1irzm9p.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=420&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/196980/original/file-20171129-12032-1irzm9p.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=420&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/196980/original/file-20171129-12032-1irzm9p.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=528&fit=crop&dpr=1 754w, https://images.theconversation.com/files/196980/original/file-20171129-12032-1irzm9p.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=528&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/196980/original/file-20171129-12032-1irzm9p.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=528&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">Communication and co-ownership between employees and employers would be key.</span>
<span class="attribution"><span class="source">Micolas/Shutterstock.com</span></span>
</figcaption>
</figure>
<h2>Big data dystopia</h2>
<p>But more dystopian outcomes are also possible. If data is collected within a culture of fear and distrust, then concerns about “Big Brother” and how data might be used could create an environment where employee well-being suffers dramatically. </p>
<p>Within this dystopian scenario, the organisational attitude would emphasise employee responsibility for well-being. Less attention would be placed on the possible work-based causes and demands. Instead, employees would be encouraged to get fitter through gym membership or cope better by attending stress management training, without the same focus on changing the work environment. </p>
<p>While the organisation would need to provide notification of data collection and may have received employee consent, employees might have agreed to it within the employment contract without really taking much notice at the time. If the organisation can justify that data is collected with consent or is necessary to their business, then there is little effective control offered by the law. Although there are some improvements within <a href="http://ec.europa.eu/justice/data-protection/reform/index_en.htm">new data protection law</a> these may not go far enough. </p>
<p>In such a culture, employees might fear that data will be used to get rid of them if they are not considered healthy enough or not coping with the work. There is legal protection against unfair discrimination, although this may not be as extensive as an individual would like, and there may be relatively little protection if the data predicts a future health <a href="https://theconversation.com/our-laws-dont-do-enough-to-protect-our-health-data-85511?utm_source=twitter&utm_medium=twitterbutton">condition</a>. </p>
<p>The utopian and dystopian scenarios describe two extremes. Clearly there is a need to ensure organisational practice is closer to the utopian vision and further from the dystopian. But such steering is difficult to achieve. The complex interplay between organisational culture, behaviour, data science and the law means that <a href="http://www.dew.group.shef.ac.uk/">consultation and guidance</a>, involving experts from different subject areas, is crucial when considering the use of big data for examining employee well-being.</p><img src="https://counter.theconversation.com/content/86967/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>This article is based on some of the findings of a multi-disciplinary seminar series funded by the Economic & Social Research Council (ESRC). The other investigators on the project (Professor Bridgette Wessels, Dr. Christine Sprigg, Dr. Mark Taylor and Professor Stephen Pinfield) also contributed to this article.</span></em></p>The use of big data at work could promote well-being – but only in very specific conditions.Carolyn Axtell, Senior Lecturer in Work Psychology, University of SheffieldLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/734332017-02-28T03:06:38Z2017-02-28T03:06:38ZLack of workers with ‘soft skills’ demands a shift in teaching<figure><img src="https://images.theconversation.com/files/158639/original/image-20170228-18217-ycxais.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">A shift to open-plan offices means interpersonal and influencing skills are more important than ever.</span> <span class="attribution"><span class="source">shutterstock</span></span></figcaption></figure><p><a href="https://www.forbes.com/sites/susanadams/2014/11/12/the-10-skills-employers-most-want-in-2015-graduates/#252422525116">Surveys</a> of the key skills employers seek in graduates continue to place so-called “soft skills” – like verbal and written communication skills, the ability to work collaboratively in teams and to influence others – in the top ten. But a <a href="https://www.fastcompany.com/3059940/the-future-of-work/these-are-the-biggest-skills-that-new-graduates-lack">2016 report</a> found that other skills – such as critical thinking, problem-solving, attention to detail, and writing – top the list of missing skills among job-seekers.</p>
<p>These skills <a href="https://business.linkedin.com/talent-solutions/blog/trends-and-research/2016/most-indemand-soft-skills">are rated</a> as being important across all jobs and industries. And employees not having these skills costs businesses thousands of dollars per year.</p>
<p>In the first major review in two decades, the New South Wales Higher School Certificate syllabus is <a href="http://www.theaustralian.com.au/national-affairs/education/classroom-focus-shifts-to-life-skills/news-story/60121e302bd9d74b74a06bbee60c99b8">set to focus</a> on ensuring students are more work-ready. The changes will put an emphasis on depth and rigour across key subject areas including English, maths, the sciences and history.</p>
<p>Developing these skills in young people will require not only a shift in subject matter, but also a change in how students are taught. Only <a href="http://www.fya.org.au/wp-content/uploads/2016/04/The-New-Basics_Web_Final.pdf">one in ten</a> Australian teachers have recently participated in professional development to help students develop generic, transferable skills for future work.</p>
<p>The change of emphasis in the English curriculum appears well-placed given the importance of communication skills – and that current graduates are seen to lack these. </p>
<h2>How important are these skills?</h2>
<p>A US survey <a href="https://www.shrm.org/resourcesandtools/hr-topics/behavioral-competencies/communication/pages/the-cost-of-poor-communications.aspx">has found</a> miscommunication costs businesses with up to 100 staff an average of US$420,000 per year. Even more staggeringly, in <a href="https://store.shrm.org/up-down-and-sideways-high-impact-verbal-communication-for-hr-professionals.html?_ga=1.81327383.1297316489.1488236750">another study</a>, 400 businesses with at least 100,000 employees each claimed that inadequate communication cost an average of US$62.4 million per company per year.</p>
<p><a href="http://insightsresources.seek.com.au/soft-skills-just-important-academic-ability-science-graduates">A study</a> of science recruiters found 60% of respondents rated the ability to work collaboratively as most important, followed by adaptability (45%) and interpersonal relationship building (41%). Most respondents felt that applicants were lacking in these skills, particularly in critical thinking. </p>
<p>Notably, this study showed that employers considered soft skills as important as academic ability. Yet both current and potential employees are <a href="https://www.shrm.org/resourcesandtools/hr-topics/behavioral-competencies/communication/pages/the-cost-of-poor-communications.aspx">often reported</a> as being “deficient” in these same skills. </p>
<p>It may appear that these core communication skill requirements of employers have not changed much over time. But the emphasis on collaborative work has altered dramatically. A <a href="https://hbr.org/2016/01/collaborative-overload">Harvard Business Review study</a> found that the time managers and employees spend on collaborative activities has increased by more than 50% in the past 20 years.</p>
<p>Modern workplace environments reflect this shift. Open-plan workplaces <a href="http://cmr.ucpress.edu/content/49/2/6">designed</a> to increase interaction and collaboration are the norm. So, in addition to the job’s requirements, workplace design means these interpersonal and influencing skills are more important than ever. </p>
<p>In the past, you could escape difficult personalities and noisy co-workers by shutting the office door. The design of the modern workplace, coupled with the increased requirement to collaborate across teams and divisions, underscores the importance of increasing the soft-skill capacity of current and future employees. </p>
<h2>What do employers want?</h2>
<p>Employers are specifically recruiting for <a href="http://www.emeraldinsight.com/doi/abs/10.1108/S0277-2833%282009%290000019011">social capital skills</a> – that is, employees who have well-developed influencing skills – to assist in building networks and the employer’s brand. </p>
<p>Where these roles were once seen as the domain of senior managers and marketing teams, the requirement for these influencing skills now extends across organisations.</p>
<p>As a result of these changes, the approach to developing soft skills is being examined. A <a href="https://docs.education.gov.au/node/40951">2016 report</a> from a joint federal government and OECD workshop underscored the importance of developing adaptability in young people, as well as enterprise skills that can be applied across a wide range of contexts. </p>
<p>Similarly, a <a href="http://www.fya.org.au/wp-content/uploads/2016/04/The-New-Basics_Web_Final.pdf">report</a> by the Foundation for Young Australians suggests that future jobs will demand transferable enterprise skills such as communication, critical thinking and presentation skills 70% more than jobs of the past.</p>
<p>Demand for these critical thinking skills <a href="http://www.fya.org.au/wp-content/uploads/2016/04/The-New-Basics_Web_Final.pdf">has risen 158%</a> in early-career job ads in the last three years alone. And early-career job ads requiring presentation skills pay an average of A$8,853 more than those that don’t. </p>
<p>Universities have <a href="http://collegiateassessment.com/content/articles/revarticle1.pdf">come in for criticism</a> from industry and corporate recruiters who argue that master of business administration programs need to be relevant and do more to develop leadership, communication and soft skills. </p>
<p>More needs to be done with educators, industry and government working together to ensure young people will be equipped with the skills they need for future jobs.</p>
<hr>
<p><em>Special thanks to George Hrivnak, Associate Dean of Learning and Teaching, Bond University Business School, for his assistance in the preparation of this article.</em></p><img src="https://counter.theconversation.com/content/73433/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Libby (Elizabeth) Sander 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>So-called ‘soft skills’ – including interpersonal skills, critical thinking and relationship-building – are rated as being important across all jobs and industries.Libby (Elizabeth) Sander, Lecturer, Bond Business School, Bond UniversityLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/726282017-02-13T12:05:38Z2017-02-13T12:05:38ZHow hot-deskers are made to feel like the homeless people of the office world<figure><img src="https://images.theconversation.com/files/156381/original/image-20170210-23350-2ofdbh.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">shutterstock.com</span></span></figcaption></figure><p>If you work in an open-plan, hot-desking environment, you have probably at some point found yourself trudging through the office, clutching your belongings, in search of a free desk. This feeling of homelessness is an increasing issue in society more broadly – and in the workplace, employees’ well-being is traded in for the company’s bottom line.</p>
<p>These were <a href="http://www.emeraldinsight.com/doi/abs/10.1108/09534811111175742">some of my conclusions</a> after spending three years studying an organisation that moved to a hot-desk environment. Like many companies, it had switched to hot-desking to reduce property costs and enable precious office space to be used flexibly. In the language of facilities management, an office building can be “crunched” by increasing the staff to desks ratio, and it can be “restacked” as teams and departments are moved around like boxes. But in this bid for cost-cutting, a number of employees are made to feel under-appreciated at best and unwanted at worst. </p>
<p>As an ethnographer, I experienced this first hand by embedding myself within the company. It was when I was traipsing around, carrying my work bag, handbag, umbrella, coat and lunch one day that I suddenly realised: I must look like a bag lady; this is not how high status people have to act.</p>
<p>Proponents of hot-desking say it creates a more dynamic working environment. They espouse that it enhances networking within an organisation, due to all the people you unexpectedly encounter as you move around. Yet the reality seems to be quite different.</p>
<h2>Settlers and strangers</h2>
<p>Hot-desking tends to affect different employees in different ways. There is often a subtle division between those who can “settle” and reliably occupy the same desk every day, and those who cannot. </p>
<p>Settlers arrive first, choose their preferred desk, and by repeating their choice over time, establish this desk as “their” space. Settlers can secure the best desk space (often near the windows), can furnish their desks with all the materials and equipment needed for work, and can sit near their closest colleagues. These routines are advantageous. Contrary to popular belief, these kinds of habits enable creativity because they enable us to put mundane matters (like finding a seat near to people we know) into the background and direct our attention onto problem-solving and innovation.</p>
<p>Employees who for various reasons (such as childcare responsibilities or part-time status) arrive later in the day don’t have a similar choice of desk space. Because some desks have already been taken, the staff to desks ratio is effectively increased. If you find yourself in this situation, your search for a space, encumbered by your possessions, proclaims your uncertain status. Then, once you have found a free desk, you have to unpack all your work things and set yourself up before you can begin productive work (and then repack it all when you leave) – spending more time every day on low-level subsistence activity. </p>
<p>You will also be sitting regularly alongside relative strangers. It’s not acceptable to introduce yourself, because that would interrupt them. Instead, the normal manner is what sociologist Erving Goffman calls <a href="http://www.everydaysociologyblog.com/2011/12/encountering-strangers-in-public-places-goffman-and-civil-inattention.html">“civil inattention”</a>. This is the practice of signalling to others nearby that you are not available for communication with them, despite your close proximity – it’s the kind of manner most people adopt on a crowded commuter train. </p>
<figure class="align-center ">
<img alt="" src="https://images.theconversation.com/files/156382/original/image-20170210-23358-209ag8.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/156382/original/image-20170210-23358-209ag8.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/156382/original/image-20170210-23358-209ag8.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/156382/original/image-20170210-23358-209ag8.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/156382/original/image-20170210-23358-209ag8.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/156382/original/image-20170210-23358-209ag8.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/156382/original/image-20170210-23358-209ag8.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">Civilly inattentive.</span>
<span class="attribution"><span class="source">shutterstock.com</span></span>
</figcaption>
</figure>
<p>In the workplace, this can feel incredibly isolating. As one of my informants remarked: “Every day could be your first day at work.” It does not indicate readiness for networking and collaboration.</p>
<h2>Slippery spaces</h2>
<p>This distinction between settlers and wandering hot-deskers has striking parallels with how vagrants move around a city, carefully giving <a href="http://onlinelibrary.wiley.com/doi/10.1111/j.1467-8330.1978.tb00292.x/abstract">priority to the settled “host” population</a>. The host population can occupy the prime space in the city, which offers comfort and pleasure, and indicates their high status (for instance, shopping, business and entertainment). Vagrants must defer to the hosts, carefully observing when and how they might be permitted to enter the city’s prime spaces, resigned to the fact that they will spend most of their time at the margins.</p>
<p>The analogy shouldn’t be pushed too far: the problems experienced by hot-deskers are, of course, not anything like the awful hardship and <a href="https://theconversation.com/defensive-architecture-designing-the-homeless-out-of-cities-52399">marginalisation that homeless people have to cope with</a>. But the analogy helps to show the material and symbolic disadvantages that can come with a lack of ownership of space. </p>
<p>It also points to a wider situation where our ownership and occupation of space is becoming more temporary and tenuous. Many contemporary spaces are <a href="https://works.bepress.com/ian_buchanan/13/">designed to be slippery</a> – shopping malls have few benches and are security-patrolled to deter loitering; transport hubs have uncomfortable slanted seats that hurry us along. There are even <a href="http://news.bbc.co.uk/1/hi/technology/8310627.stm">“smart” park benches</a> that have been designed to tip the sitter off after the time permitted for relaxation has elapsed. </p>
<p>The plight of the hot-desker therefore forms part of a wider social issue where space is designed in a way that allows it to be used intensively by many different people. But in so doing, it may deprive of us of the ability to put down roots with the places and people we encounter every day.</p><img src="https://counter.theconversation.com/content/72628/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Alison Hirst received funding from ESRC to conduct research on which this article is based.</span></em></p>Hot-desking tends to affect different employees differently – it tends to produce winners and losers.Alison Hirst, Director of Postgraduate Research, Anglia Ruskin UniversityLicensed as Creative Commons – attribution, no derivatives.