Big Brother-like attempts by employers to track the productivity of remote workers seems to be backfiring.
A new study released by research firm Gartner shows that employees are nearly two times more likely to pretend to be working when their employers use tracking systems to monitor their output. Gartner surveyed more than 2,400 professionals in January 2021.
“Our role as managers is to create an environment where people can do their best work. It’s really hard to do your best work if you feel like you are not trusted,” says Carol Cochran, vice president of people and culture at remote career site FlexJobs. “If I feel like someone doesn’t trust me enough to feel like I’m doing my work without monitoring through software, how do I trust them back? How do I build that physical safety?”
This past year, there’s been an uptick in reports of companies using monitoring software to keep tabs on their newly remote workforces, turning to technology to track their keystrokes and search histories, as well as tools to take periodic screenshots of their computers.
Reid Blackman, founder and CEO of corporate ethics consulting firm Virtue Consultants, said he’s not surprised employees are falsifying their work. “Obviously people are going to game the system … especially if they think the system is unfair,” he says.
Though he says it’s not unreasonable for managers to have concerns about their workers’ productivity, he suggests they think critically about why they want to use such software and what they stand to accomplish before deploying any systems. Blackman also recommends discussing the move with employees beforehand so they can ask questions and understand the reasoning behind it.
Alexia Cambon, a research director at Gartner, says employers’ initial instincts to track their employees may have been well-intentioned, especially in the early days of the pandemic, when there was a need to recreate in-office strategies at home. However, many companies did not take human behavior into consideration, she says.
“If you know that, as humans, we will struggle to disconnect from a remote world …. then you really need to create strategies to incentivize people to disconnect and not stay on longer hours,” Cambon says.
Gartner also found that adapting office-centric practices for hybrid work environments, such as creating an abundance of meetings, has led to virtual fatigue. Employees who now spend more time in meetings are 1.24 times more likely to feel emotionally drained from their work, the study found.
Cambon cautions that when employees experience high levels of fatigue, their performance can decrease by up to 33% and feelings of inclusion can decrease by up to 44%. Ultimately, these workers are up to 54% less likely to remain with their employers, she says.
Contrary to prevailing advice, Cochran advises companies to reconsider asking their employees to turn on their cameras for video meetings, as doing so can make them more exhausting. As a compromise, she suggests that everyone turn on their cameras for the first couple of minutes to exchange pleasantries with coworkers, but turn them off when it’s time to work.
“We shouldn’t do things just because it seems right or seems like the best practice,” she says. “We really need to be intentional in how we are managing these workforces, whether they are remote, hybrid or in person.”
I’m the Careers reporter at Forbes. Previously, I covered the world’s richest people as a member of the wealth team. Before joining Forbes, I reported for the Hartford Courant and the New Haven Register, covering breaking and local news. A Connecticut native, I studied journalism at Penn State University. Follow me on Twitter @KristinStoller.
► Find us at https://www.bernieportal.com/hr-party… Remote work can be tough on teams. In this episode, Ryan covers the struggles HR professionals face with engagement, the productivity tracking platforms that can solve these issues, and how to communicate updates to your team. BerniePortal: The all-in-one HRIS that makes building a business & managing its people easy. http://bit.ly/2NEQ5Qb
Referenced Article: Gallup: Reviewing Remote Work in the U.S. https://news.gallup.com/poll/311375/r… For more check out the HR Party of One Tips for Working Remotely Playlist on YouTube https://www.youtube.com/playlist?list… Hubstaff, the employee tracking software we use. https://hubstaff.com/ BernieU: Your free one-stop-shop for compelling, convenient, and comprehensive HR training and courses that will keep you up-to-date on all things human resources. Approved for SHRM & HRCI recertification credit hours. Enroll today! https://university.bernieportal.com/
[…] PieTrack Time Tracking Managing billable hours Screenshot retention Reporting and Analytics Time Tracking: Remote workers will be responsible for ensuring your work products, communications with your distributed team […]
It is difficult to count what we have lost during the pandemic. We’ve lost jobs, loved ones, incomes and our social lives. Living and working remotely has also meant we are losing our empathy for colleagues. This is especially true of business leaders and executives who need to be able to understand the problems their employees are grappling with as we leave lockdown.
This loss in our ability to empathize with one another is not new. In 2018, 51 per cent of Brits said they thought it was declining, compared with just 12 per cent who thought it was increasing. The pandemic has supercharged this. We are looking at one another through screens and heavily ensconced in our own worlds, so it is difficult to expand our awareness to people with different experiences.
There is a crucial difference between empathy and sympathy. To sympathize with someone means we feel sad for their misfortune. Empathy, on the other hand, means understanding and sharing the feelings of another.
Throughout the pandemic, most of us have been able to sympathize with those who have lost jobs or family members. We have been able to feel compassion for those living in cramped quarters. But by being physically separated from them, we have not been able to truly understand and empathize with those people.
We have become distanced from our employees and, more widely, our customers – the
majority of who increasingly want to deal with companies and brands that demonstrate their care for people and the planet. As offices start to reopen, it is vital we can act with empathy towards our staff and those we serve. This is crucially important for those at the top of businesses, who have kept their jobs and had a different experience of the pandemic.
In order to understand the customers and people they are serving, business leaders need to be able to understand their staff. There is a huge array of experience just waiting to be tapped into to create a more empathetic work environment. Some communities are more tight-knit than others and have had better support systems throughout lockdown. Younger workers may have been more isolated and need more help and encouragement returning to the office.
Often senior executives have more in common with other senior executives than their customers and other target audiences, such as staff. Therefore, learning how to rebuild lost empathy will mean spending more time with the people you’ve never met. To lead with listening and not opining, to immerse yourself first-hand in the real-world experience of your customers’ lives rather than just reading reports about them.
On a practical level, this might look like asking for written feedback from staff on their experience of lockdown. It could also mean trying to spend time in the office coffee shop. Appearing physically accessible to employees will encourage conversations that can never happen over email.
There is also a place for data, but not as we know it. In today’s big data era, digital interaction between companies and customers means businesses have access to more data than ever before. Sourcing the most valuable data isn’t the only challenge. When there is an over-reliance on endless sheets of numbers it can be difficult to define behaviors. There is a risk of losing a richness of understanding. One-on-one interviews with staff or customers can be more useful than “big data”. It can be costly and time-consuming and, because of this, it often gets left behind.
However, with so much of the same data out there, it is in the small, slow data that the most striking insights can be found – nuanced findings that can make all the difference between people thinking you and your business are empathetic, or not.
By: Simon Gregory Joint Chief Strategy Officer at BBH London
Would you consider yourself an empathetic person at work? Are you always willing to lend an ear to your co-worker’s latest band practice drama, or would you prefer to keep conversations at the corporate level?
A recent survey conducted for the 2018 State of Workplace Empathy reported that a whopping 96% of respondents rated empathy as an important quality for companies to demonstrate. Despite this, 92% of employees believe that empathy remains undervalued at their company, which is an increase from results in prior years.
Empathy is described as not just understanding another person’s perspective, but truly putting yourself in their shoes and feeling those emotions alongside that person. It’s a cornerstone of emotional intelligence, and when a workplace demonstrates empathy, there are countless studies that correlate it to increased happiness, productivity, and retention amongst employees.
As the pandemic lingers, employee burnout is at historic levels. More than 70% of employees reported being burnt out and feeling that their employers aren’t doing enough to address workplace burnout. Workplace burnout is commonly defined as extreme physical and emotional exhaustion that results in a lack of professional efficacy, increased cynicism, lack of engagement and depleted energy.
Employee burnout doesn’t happen overnight. It’s a series of triggers that occur over time causing even the most passionate employee to become disengaged.
Some warning signs that an employee is likely burnt out include:
Detached from the workplace culture
Loss of motivation and enthusiasm for their job
Decreased productivity
Increased mistakes and poor memory
Inability to make decisions
Poor sleep habits
Irritable and more sensitive to feedback
Increased negativity and cynical outlook
Increased absenteeism
Rather than address the root cause of an employee’s burnout, companies believe they can reverse it by giving them more money, a new title or offering more fun perks. While this may be a short term solution, the root cause of the issue hasn’t been addressed and it will inevitably resurface.
Suzie Finch, founder of The Career Improvement Club, explained, “once an employee has lost the motivation, drive and trust of their employer it’s very hard to regain it back.” As such, the employee and company end up parting ways.
This is due to the employee growing resentful and leaving on their own accord, the employee becoming vocal about their grievances to the point of termination or the manager writing the employee off until they can push them out. Here are four ways employers can begin to address employee burnout.
Foster A Mental Health Friendly Culture
Tackling burnout is more than implementing a well-being program. It’s changing workplace habits, identifying root causes and utilizing leadership to set the tone moving forward. Employees look to their managers and leadership to learn the norms and acceptable behaviors of the workplace. Thus, leadership needs to be the champions of mental health and well-being. When employees see their manager work through lunch, not take PTO or work while on vacation, they assume they need to do the same as well. This perpetuates a culture of burnout.
In order to provide mental health support, employers need to seek the feedback of their employees to understand what’s creating the stress. Burnout can result from various factors such as an unmanageable workload, no support, an inflexible schedule, lack of expectations and role clarity, unrealistic deadlines, micromanaging and unfair treatment, to name a few.
Here are some ways employers can start to reverse burnout through mental health
Create a mental health strategy and actively promote to employees
Actively work to mitigate an overwhelming workload
Revisit workplace policies to create more flexibility for employees
Seek out Employee Assistance Program (EAP) details and share with employees
Encourage employees to take mental health breaks throughout the day at their own discretion
Host meditation or yoga sessions for employees to participate in
Empower employees to take control of their schedule and set boundaries
Encourage employees to use their vacation days
Create a safe space for employees to feel comfortable opening up to their manager when they’re struggling with their workload
Create open and transparent two-way communication
While this isn’t a conclusive list, it’s a start. Each workplace and employee situation is different. Most importantly, managers need to be mindful and observant for when employees are at their emotional edge. The worst thing companies can do is seek feedback and ignore it, make excuses for it or make false promises.
Embrace A Culture Of Emotion
Most companies abandon their own core values to avoid dealing with the emotional aspect of their employees. For example, companies tout putting their people first, yet they try to suppress any emotion that isn’t positive. By doing so, they believe they can create a culture where they can manage how employees feel and express themselves. However, the Harvard Business Review said, “most companies don’t realize how central emotions are to building the right culture.
They tend to focus on the cognitive culture: the shared intellectual values, norms, artifacts and assumptions that set the overall tone for how employees think and behave at work.” While that’s incredibly important, emotional culture is just as critical.
Companies who ignore or fail to understand how emotions contribute to the overall well-being of the culture will undoubtedly suffer as a result. Embracing a culture of emotion means creating a safe space where employees feel comfortable expressing their feelings, concerns and share when they’re struggling. Research shows that emotions influence an employee’s creativity, decision making, performance and overall commitment to the company. All of which impact the bottom line.
Ensure Employees Are Taken Care Of
While most burnout is due to experiences in the workplace, external influences are also a contributing factor. External stressors employees commonly face are financial problems, family and relationship issues, pet concerns, addiction, social disadvantages, discrimination, abuse, trauma, bereavement or personal health issues, to name a few.
Ensuring employees are taken care of means having the right programs and resources available to support them. This can be having an EAP, a mental health program such as Fringe, offering telebehavioral health benefits, having a personal coach available and more. Many companies are revising their benefits to now include dog walking, pet sitting and grocery delivery services to alleviate employee stress.
Ditch The Traditional 9-5
Expecting employees to work traditional working hours is quickly becoming an archaic practice. Companies are now shifting to more flexible schedules with established core working hours. Core working hours may be defined differently for each company but ultimately it’s when everyone must be present and available for meetings. Outside of those core working hours, managers have the trust and expectation that employees will complete what’s expected of them when they’re most productive.
Managers are empowering employees more than ever to own their calendar through time-blocking. Rather than time-blocking an entire day or week out, Stacy Cyr, director of marketing at Barton Associates, recommends employees to build in 20% more time for meetings, deadlines and questions. Not only does this reduce stress, but it also gives a buffer for when things pop up throughout the day.
Likewise, no meeting days are becoming increasingly popular. While it may not be possible to block off an entire day, having the ability to have a meeting-free afternoon during the week is crucial for a deep work session without interruptions.
I’m a Leadership Coach & Workplace Culture Consultant at Heidi Lynne Consulting helping individuals and organizations gain the confidence to become better leaders for themselves and their teams. As a consultant, I deliver and implement strategies to develop current talent and create impactful and engaging employee experiences. Companies hire me to to speak, coach, consult and train their teams and organizations of all sizes. I’ve gained a breadth of knowledge working internationally in Europe, America and Asia.
I use my global expertise to provide virtual and in-person consulting and leadership coaching to the students at Babson College, Ivy League students and my global network. I’m a black belt in Six Sigma, former Society of Human Resources (SHRM) President and domestic violence mentor. Learn more at http://www.heidilynneco.com or get in touch at Heidi@heidilynneco.com.
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Shapard L. Employeeburnout: a meta-analysis of the relationship between age and … 3. Bridgeman
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… link between adiposity and incivility, and how this might impact employeeburnout and withdrawal …
used to more fully test the relationships among incivility, adiposity, burnout, and withdrawal …
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Even companies with the best intentions can sometimes take a wrong turn when trying to do right by their employees. Damaging habits and behaviors can inadvertently get absorbed into company culture; and when this happens, it can send the wrong signal about a company’s priorities and values. One of the biggest challenges lies in finding the sweet spot between business needs and employee welfare and happiness. Naturally, you want a high-performing team; but not at the expense of employee well-being and mental health.
Here, we take a closer look at some common workplace conventions—and the ways that they might be inadvertently undermining your mental health objectives.
1. Having a “hustle” culture
It’s great to be productive, but over-emphasizing hard work and profitability can be a slippery slope to toxic productivity. It can lead to individuals attaching their feelings of self-worth to the amount of work they’re doing, and feeling like performance metrics are more important than their mental well-being.
Similarly, celebrating employees who stay late—or even lightly teasing those who start late and leave (or log-off) early (or on time)—can subtly contribute to a culture of overwork and performative busy-ness. Left unchecked, this can result in resentment and burnout among other employees who feel compelled to prove their own commitment to work .
A small fix:
Instead of celebrating regular overtime, try opening up communication about ways to include breaks and downtime throughout the day. You can support this with anecdotes about the healthy mental habits of people in the team (assuming they are open to sharing). For example: “Hey guys, Dave’s found a clever way to schedule regular breaks into his day around meetings!”
Also be sure to address long hours and overwork if you see a rising trend in the company, as it could be an indicator of unachievable work expectations.
2. Sending work emails or messages after hours
It happens to us all: maybe you only received a response on something late in the day, or you had an out-of-hours brainwave.
Sending the occasional evening or weekend message is fine, but doing it regularly implies that after-hours work is expected—which could pressure people into feeling they have to respond immediately.
The same goes for emails sent at the end of a working day with next-day deadlines (or, for example, Monday morning deadlines for work given out on Friday). These practices put a hefty burden on the recipient, which adds to stress and can contribute to burnout.
Now, it gets a bit harder to draw a line when you take into account the increasingly globalized world of work, which necessitates out-of-hours communications due to different time zones. But even in these cases, it helps to be explicit about expectations when sending messages, especially when you know the recipient is either about to log off or has signed off for the day.
A small fix:
If you need to send emails after hours or on weekends, be sure to add a note about how the email can be read or dealt with on the next working day. This takes pressure off the recipient and assures them that they won’t be penalized for not responding on the spot.
If you have a global team, it also helps to establish clear working hours for different countries, and to be clear about the fact that nobody is expected to read or respond to emails out of hours.
Also, no matter where in the world you or your recipient are, be sure to schedule enough time for them to deal with the task during their office hours! And remember—they may have other pre-existing work on their plate that might need to take precedence.
3. Only engaging in “shop-talk”
It’s easy to find things to talk about around the water cooler in the office. But take those organic run-ins out of the equation, and what you’re left with is often work chat and little else.
Working from home has made it harder to bond with colleagues. The natural tendency is to get work done and to only chat about the process, rarely (if ever) about other things.
This removes a big social aspect from work, which can take a significant mental toll on employees and affect their enjoyment of work. This is especially apparent for employees who don’t already have solid work friend groups, either because they’re new or because their friends have since left the company.
A small fix:
There’s so much more to people than just who they are at work. To get some non-work conversations going, design interactions that aren’t work related.
You could set up a monthly ‘coffee roulette’ to group random employees up for a chat. This can help to break the ice a bit and link up individuals who might not otherwise speak during work hours. Or you could arrange sharing sessions where people are encouraged to talk about their challenges and triumphs from life outside the workplace.
Another alternative is to set up interest groups in the company, to help like-minded employees find each other and bond over a shared interest in certain hobbies or things.
4. Only having group chats and check-ins
Big group check-ins and catch-up meetings are important. But group settings can pressure people to put a good spin on things, or cause them to feel like they’re being irrational or weak for struggling when everyone else seems to be doing well.
This could result in problems being missed and getting out of hand, which in turn can take a big toll on mental health and well-being.
A small fix:
Some people may not be willing to speak candidly to a large group, so be sure to set aside time for employees to speak one-to-one to a manager who can address any problems that may arise. It’s also important to make sure everyone understands that they won’t be penalized or looked down on for speaking up about any issues they may be having.
5. Not talking about mental wellness
Perhaps the biggest way your company might be undermining mental health is simply by… not talking about it.
Some managers may not feel equipped to have these conversations, or may not be sure about the etiquette or convention around holding these conversations. But by not broaching these topics at all, employees may feel like they can’t speak out about things they’re struggling with.
The result is a rose-tinted veneer that may be hiding deeper problems under the surface. And studies show there likely are problems. According to the CDC, 1 in 5 employed adults in the U.S. experienced a mental health issue back in the previous year, with 71% of adults reporting at least one symptom of stress. That number has likely shot up now.
A small fix:
Be candid about mental health and encourage people to share their burdens and struggles—especially leaders. You can help by actively promoting good habits like mindfulness and meditation, proper work-life balance, and reaching out for help when necessary.
By being more honest about struggles and mental wellness challenges, managers can reduce the stigma and create a more open culture where people feel able to admit they’re struggling.
As a company, it’s important to be careful about the ripple effects that even small actions—or, in some cases, inaction—may have on employees. The simple fact is that the signals you send may be reinforcing unhealthy habits.
That’s why it’s so important to be aware of deeper currents that run in your organization and to proactively address any harmful behaviors.
By staying aware and making a few small tweaks and behavioral changes, you can hit the reset button when necessary and encourage good habits that protect employee mental wellness.
For more tips on how to build a more inclusive workplace culture that supports your employees’ mental well-being and happiness, check out:
Is Mental Health important in the workplace? Tom explores all things related to workplace mental health, including mental health in school workplaces, in this insightful video. Tom helps employers figure out mental health at work. He reviews workplaces, trains managers and writes plans. Since 2012 he has interviewed more than 130 people, surveyed thousands and worked across the UK with corporations, civil service, charities, the public sector, schools and small business. Tom has worked with national mental health charities Mind and Time to Change and consults widely across the UK. He lives in Norfolk and is mildly obsessed with cricket and camping.
Recognizing Employee Depression at Work: COVID-19 and Beyond beniplus.ca – February 16[…] (Contact Information) – Canadian Centre for Mental Health and Sport (CCMHS) How Can I Approach an Employee? – Mental Health Works, a social enterprise of the Canadian Mental Health Association Employee Mental Health Issues (Guide for People Leaders) – Workplace Strategies by Canada Life Related Post Health Car […]1
COVID-19 Vaccine | HRExecutive.com hrexecutive.com – February 16[…] 1-5 From a serious decline in employee mental health to why employers need to make a COVID-19 vaccine strategy now, here are some of the week’s to […]N/A
The Impact of COVID-19 on Mental Health | Lyra Health | Resource get.lyrahealth.com – February 16[…] pandemic has dramatically changed the way we work, and it’s clear that the changes are impacting employee mental health, well-being, and productivity […]N/A
5 Qualities of Great HR Leaders in 2021 blog.clearcompany.com – February 16[…] HR leaders placed a larger emphasis on employee mental health and well-being, and many workers shifted toward a purpose-driven approach to work […]1
Managing productivity, team dynamics, and employee mental health during a crisishttp://www.ceridian.com – February 16Supporting workforce mental health has long been on the radar of many business leaders. But now, during the COVID-19 crisis, it’s a top priority for organizations across the world. In fact, mental health support is needed more than ever for all employees – from executives to remote employees – and…2
Impairment – National Safety Council nsc.org – February 15[…] MENTAL HEALTH AND SOCIAL FACTORS Prioritize Mental Health See how you can promote employee mental health and wellbeing […]N/A
The world of work has been changing for some time, with an end to the idea of jobs for life and the onset of the gig economy. But just as in every other field where digital transformation is ongoing, the events of 2020 have accelerated the pace of this change dramatically.
The International Labor Organization has estimated that almost 300 million jobs are at risk due to the coronavirus pandemic. Of those that are lost, almost 40% will not come back. According to research by the University of Chicago, they will be replaced by automation to get work done more safely and efficiently.
Particularly at risk are so-called “frontline” jobs – customer service, cashiers, retail assistant, and public transport being just a few examples. But no occupation or profession is entirely future proof. Thanks to artificial intelligence (AI) and machine learning (ML), even tasks previously reserved for highly trained doctors and lawyers – diagnosing illness from medical images, or reviewing legal case history, for example – can now be carried out by machines.
At the same time, the World Economic Forum, in its 2020 Future of Jobs report, finds that 94% of companies in the UK will accelerate the digitization of their operations as a result of the pandemic, and 91% are saying they will provide more flexibility around home or remote working.
PROMOTED
If you’re in education or training now, this creates a dilemma. Forget the old-fashioned concept of a “job for life,” which we all know is dead – but will the skills you’re learning now even still be relevant by the time you graduate?
All of this has created a perfect environment for online learning to boom. Rather than moving to a new city and dedicating several years to studying for a degree, it’s becoming increasingly common to simply log in from home and fit education around existing work and family responsibilities.
This fits with the vision of Jeff Maggioncalda, CEO of online learning platform Coursera. Coursera was launched in 2012 by a group of Stanford professors interested in using the internet to widen access to world-class educational content. Today, 76 million learners have taken 4,500 different courses from 150 universities, and the company is at the forefront of the wave of transformation spreading through education.
“The point I focus on,” he told me during our recent conversation, “is that the people who have the jobs that are going to be automated do not currently have the skills to get the new jobs that are going to be created.”
Without intervention, this could lead to an “everyone loses” scenario, where high levels of unemployment coincide with large numbers of vacancies going unfilled because businesses can’t find people with the necessary skills.
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The answer here is a rethink of education from the ground up, Maggioncalda says, and it’s an opinion that is widely shared. Another WEF statistic tells us 66% of employers say they are accelerating programs for upskilling employees to work with new technology and data.Models of education will change, too, as the needs of industry change. Coursera is preparing for this by creating new classes of qualification such as its Entry-Level Professional Certificates. Often provided directly by big employers, including Google and Facebook, these impart a grounding in the fundamentals needed to take on an entry-level position in a technical career, with the expectation that the student would go on to continue their education to degree level while working, through online courses, or accelerated on-campus semesters.
“The future of education is going to be much more flexible, modular, and online. Because people will not quit their job to go back to campus for two or three years to get a degree, they can’t afford to be out of the workplace that long and move their families. There’s going to be much more flexible, bite-sized modular certificate programs that add up to degrees, and it’s something people will experience over the course of their working careers,” says Maggioncalda.
All of this ties nicely with the growing requirements that industry has for workers that are able to continuously reskill and upskill to keep pace with technological change. It could lead to an end of the traditional model where our status as students expires as we pass into adulthood and employment.
Rather than simply graduating and waving goodbye to their colleges as they throw their mortarboards skywards, students could end up with life-long relationships with their preferred providers of education, paying a subscription to remain enrolled and able to continue their learning indefinitely.
“Because why wouldn’t the university want to be your lifelong learning partner?” Maggioncalda says.
“As the world changes, you have a community that you’re familiar with, and you can continue to go back and learn – and your degree is kind of never really done – you’re getting micro-credentials and rounding out your portfolio. This creates a great opportunity for higher education.”
Personally, I feel that this all points to an exciting future where barriers to education are broken down, and people are no longer blocked from studying by the fact they also need to hold down a job, or simply because they can’t afford to move away to start a university course.
With remote working increasingly common, factors such as where we happen to grow up, or where we want to settle and raise families, will no longer limit our aspirations for careers and education. This could lead to a “democratization of education,” with lower costs to the learner as employers willingly pick up the tab for those who show they can continually improve their skillsets.
As the world changes, education changes too. Austere school rooms and ivory-tower academia are relics of the last century. While formal qualifications and degrees aren’t likely to vanish any time soon, the way they are delivered in ten years’ time is likely to be vastly different than today, and ideas such as modular, lifelong learning, and entry-level certificates are a good indication of the direction things are heading.
You can watch my conversation with Jeff Maggioncalda in full, where among other topics, we also cover the impact of Covid-19 on building corporate cultures and the implications of the increasingly globalized, remote workforce. Follow me on Twitter or LinkedIn. Check out my website.
Bernard Marr is an internationally best-selling author, popular keynote speaker, futurist, and a strategic business & technology advisor to governments and companies. He helps organisations improve their business performance, use data more intelligently, and understand the implications of new technologies such as artificial intelligence, big data, blockchains, and the Internet of Things. Why don’t you connect with Bernard on Twitter (@bernardmarr), LinkedIn (https://uk.linkedin.com/in/bernardmarr) or instagram (bernard.marr)?
The Future of Jobs report maps the jobs and skills of the future, tracking the pace of change. It aims to shed light on the pandemic-related disruptions in 2020, contextualized within a longer history of economic cycles and the expected outlook for technology adoption, jobs and skills in the next five years. Learn more and read the report: wef.ch/futureofjobs2020 The World Economic Forum is the International Organization for Public-Private Cooperation. The Forum engages the foremost political, business, cultural and other leaders of society to shape global, regional and industry agendas. We believe that progress happens by bringing together people from all walks of life who have the drive and the influence to make positive change. World Economic Forum Website ► http://www.weforum.org/ Facebook ► https://www.facebook.com/worldeconomi… YouTube ► https://www.youtube.com/wef Instagram ► https://www.instagram.com/worldeconom… Twitter ► https://twitter.com/wef LinkedIn ► https://www.linkedin.com/company/worl… TikTok ► https://www.tiktok.com/@worldeconomic… Flipboard ► https://flipboard.com/@WEF#WorldEconomicForum
europeanbusinessmagazine.com – January 19
techwoofafrica.com – January 12
culture-smart.medium.com – January 10
themediaonline.co.za – January 7
the-14.com – January 6
vixc.com – January 5
theconversation.com – January 5
therisk.global – January 4
therisk.global – January 4
davesnews.co.uk – November 28, 2020
pietrack.com – July 29, 2020
quixy.com – July 27, 2020
TEDx Talks
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