The Covid-19 pandemic has disrupted the lives and routines of people across the country. On top of making us hyper-aware of our physical health, the pandemic has also put a spotlight on the state of our emotional and mental health. Evidence collected throughout the pandemic suggests the prevalence of […]
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After almost a year and a half of working from home, many white-collar employees say they are not willing to return to corporate offices full-time. Even whispers of returning have been enough to send some professionals searching for an exit—and plenty of bosses are welcoming them to new jobs with the promise they can work remotely, at least most of the time.
The push for flexibility is adding to the wave of resignations rippling through the U.S., recruiters say. And this motivating many employers to re-evaluate their work-from-home policies. Some are also realizing that remote work is the new signing bonus. Canadian video-software firm Vidyard says it has seen a steep increase in job applications in recent months. This is after emphasizing that roles can be performed mostly at home. And at Allstate Corp. , conversations about every new position now begin with the question: “Why can’t this be done remotely?” says Carrie Blair, the insurance giant’s chief human-resources officer. “It’s a big workforce shift for us.”
75% -24% -1%: Remote Work- Hybrid Model – Onsite
Hardly anyone will return to Allstate’s offices full time, Ms. Blair says, after employees expressed in surveys that they didn’t want to and the company found most functions don’t require an office setting. Allstate recently decided 75% of roles can be performed remotely. And that another 24% can be done on a hybrid basis, with workers splitting time between home and the office. The 1% who will go back to a pre-Covid-style office setting include some top executives and certain people in field offices with customer-facing roles.
Marc Cenedella, founder and chief executive of Ladders, a job-search site for roles that pay north of $100,000 a year, says greater flexibility is shaping up as a perk that companies can wield to poach talented people.
“Remote is going to be the new signing bonus,” he says. “Instead of dangling, ‘We’ll give you $10,000 if you sign for this job.’ It’ll be: ‘Instead of having to commute 35 minutes every day, go to work, and get in your car and drive 35 minutes home, you can work from your home office all the time.’ ”
Higher pay, zero commute and meditation time
Matt Croak, a 27-year-old software engineer in New York City, wasn’t actively looking for a new job earlier this year. But believed his consulting-firm employer could begin reopening its offices this summer in a hybrid capacity. So, when a recruiter reached out in April about an engineering role at an e-commerce company that would allow him to continue working fully from home, he pursued it.
The job comes with higher pay and the chance to learn new skills. But it will also allow him to spend mornings reading in his living room in Brooklyn. That is, instead of been hunched over a subway seat while commuting 45 minutes into Manhattan. Mr. Croak says that, over the past 16 months, he has had more personal time for meditation and other self care—activities. And he wasn’t ready to give up in order to rush back and forth to and from an office again.
“I do really want to work from home permanently,” he says.
Why are they quitting just now and not later?
More American workers are quitting their jobs than at any time in at least 20 years, according to the Labor Department. One factor behind the trend, executives say, is that more employers are outlining their return-to-office plans in detail. And this is giving employees a clearer sense of what to expect next.
- Create a ‘buddy’ system among colleagues.
- Have regular check-ins with team members – for example, politely asking for people to keep video on for some time, to see how well everyone is doing.
- Introduce fun challenges to keep employees motivated – virtual and in-person.
- Audit your own and personnel home workspaces and perhaps, personal circumstance – this can help you to understand what employees need in their home office space to work optimally.
- Allow some flexibility – put in some proper guidelines to guard against abuse.
Self-love is the process of knowing yourself, connecting with your inner self, overcoming self-limiting beliefs, letting go of everything that doesn’t serve you, and falling in love with yourself.
Self-love helps silence the fear of rejection, our inner critic, and instead befriend it to serve us rather than taunt us. And we develop confidence in what we stand for, when we know who we are from within. With self-love, we are able to let go of self-judgment, negative thoughts, opinions, and people who are not aligned with us.
When we accept ourselves wholly for who we are, people around us also start seeing us in the same light. Likewise, when we love what we do and do what we love, we are alive and soaring in all that we do. This further draws others with positive energy to us. Ultimately, that power of love for yourself, will not only elevate your relationship with yourself, but enhance and deepen your relationship with work, family, life, and everything around you.
An agreement on new flexible working rights aimed at giving NHS staff a better work-life balance is announced today (Tuesday) by health unions and NHS employers. The deal will make it easier for workers to request flexible working arrangements. This includes a right to do so from the first day staff are employed in the NHS. […]
This is expected to help the NHS recruit and retain health workers. The agreement comes at a time when many health employers and their staff are beginning to consider new ways of working. The government has already promised a consultation on work flexibility for all UK workplaces.
Poor work-life balance is often given as a key reason for employees wanting to leave the health service. The extra demands of the pandemic have left staff exhausted with many re-evaluating their priorities and considering leaving the NHS.
To tackle this, health unions and NHS employers have agreed several new flexible measures to encourage staff to continue their careers in health. The provisions will apply in England, Scotland and Wales, with similar measures expected to follow in Northern Ireland.
New Contractual Terms
The new contractual terms will allow staff to:
- Request flexible working from the start of their employment (removing the requirement to have six months’ service).
- Make an unlimited number of applications for flexible working, instead of just one a year.
- Submit applications without having to justify requests or provide specific reasons.
- Access a process where managers must refer on requests that cannot be accommodated initially. This is to ensure all possible solutions are explored.
Employers will be expected to promote flexibility options for all jobs at the recruitment stage and discuss them regularly with all staff in one-to-one meetings, team discussions and appraisals.
Health employers will also work with unions to develop, agree and offer a broader range of flexible working arrangements. In addition, they will monitor and examine what happens to requests made across their organisations.
Any time you, as a woman, advocate for yourself in the workplace, you are asking yourself, ‘Is the thing that I am potentially getting worth the potential trade-off in likeability?’ Because likeability isn’t just who sits next to you at lunch. It’s also about who is seen as a person who is on a path to success. And so those trade-offs are very real.
When someone says, “I don’t like you,” very often what they are saying is, “You did not meet my expectation of how a person like you is supposed to show up in the world.”– Alicia MENENDEZ
Can you walk us through some of the likability traps you found women often get stuck in?
The biggest one that women run into is what I call the Goldilocks conundrum. You know, too warm, too cold. A woman, it seems, is never just right. As a woman, you will either get feedback that you are too warm: “Everyone likes you. Just people don’t think you have what it takes.” And very often no one can tell you exactly what that is. But what they’re most often talking about is a perception of strength. And then a woman who is what we would perceive as strong, who asserts herself, who lobbies for things, will often be told that while she has what it takes to lead. But that she needs to tone it down lest she ruffle too many feathers.
Facing the Workplace ‘Likeability’ Challenge
“Who I like” and “who I don’t like,” flies beneath the radar. We cannot call it out as bias, and it is not HR-able.
What are some concrete steps that we can take in the workplace to combat these traps at work?
We can do a few things. We can push for more subjective, concrete feedback.
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