“By paying workers regardless of their location, companies can … reduce the amount of complexity that goes into making these compensation decisions.”
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Let’s talk about this. Organizations have adjusted salaries based on the local cost-of-living for years; it costs more to live in NY than it does in Wyoming (WY). But now we have a new issue. What if someone who previously lived in NY moves to WY because their employers now allow remote work?
- Should the person who moves to WY take a pay cut?
- What about their colleagues who already live in WY. Do they get a pay increase? If so, how will the higher operating costs be absorbed?
- What happens to the WY community when people with NY salaries move in? Will housing costs go up? Property taxes? Will the newcomers change the nature of the community for the worse in the minds of the locals?
- If the majority of a company’s employees no longer live in NY? Does everyone take a pay cut?
I want to embrace the concept that if the work is equal, the pay should be too regardless of gender, ethnicity, etc. But I am having a hard time wrapping my head around the location issue. Yes, in a perfect world, employees in India would make the same money as people in the U.S. but how do we get from here to there?
I’d love to hear your thoughts but please, be nice. There are strong opinions on both sides of the table, let’s use this forum to listen rather than challenge. Click here to join the discussion on Engage.
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“The idea you can only be collaborative face-to-face is a bias,” he said. “And I’d ask, how much creativity and innovation have been driven out of the office because you weren’t in the insider group, you weren’t listened to, you didn’t go to the same places as the people in positions of power were gathering?”
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Creativity and innovation involve two completely different brain processes. In fact, we are most creative when we are alone. That’s why many of those a-ha! moments occur in the shower, the car, or when you’re taking a walk.
Here are some other reasons hybrid can actually improve innovation:
– It can broaden the thought pool to include more diverse voices
– It can increase asynchronous communications which allows people, such as introverts, to perform better because they have time to think before they speak
– The use of anonymous tools (e.g. polls) can draw out voices that might not otherwise be heard.
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One model under consideration would see officials split their time ’30/70′ with 30 per cent of the week in the office and 70 per cent working from home.
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Many argue continued work from home will destroy cities where government is a substantial employer. The UK government is expected to finalize its decision by the end of September.
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“If I could work in my pajamas, I’d do it in a heartbeat. But, feeding people and knowing they are being taken care of, I can’t pass that up. It’s my heart.”
Barra’s story is what a lot of us are searching for. A job or career that we love. She is a model of what we all strive for.”
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History has given us many examples of entrepreneurs toiling away in garages, sleeping on sofas, working insane hours, and loving every minute of it. It reminds me of this quote from the 1800’s: “We act as though comfort and luxury were the chief requirements of life, when all that we need to make us really happy is something to be enthusiastic about.” Leaders take note!
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Curating a list of fun activities to make lives more than just survivable while working from home.
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I am always on the lookout for ways to engage virtual employees in productive play. This article names a dozen or so virtual games they like. My favorite—admittedly based entirely on the description—is Aliens Have Landed. Teams of two work to tell the aliens about their company in no more than five pictures.
What are your favorite ways to use play to connect virtual teams? Please, name names where you can!
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More than two thirds of supervisors of remote workers surveyed by SHRM, or 67 percent, admit to considering remote workers more easily replaceable than onsite workers at their organization, 62 percent believe full-time remote work is detrimental to employees’ career objectives and 72 percent say they would prefer all of their subordinates to be working in the office.”
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Other SHRM research of both managers and workers shows:
– More than half (51%) of remote workers spent between $100 and $499 on equipment or furniture needed to work remotely; 61% paid for it out of pocket.
– More than two-thirds (67%) of supervisors say managing remote workers takes more time
– 42% of supervisors say they sometimes forget about remote workers when assigning work
– More than a third (34%) of remote workers worry that working remotely will limit career opportunities
– 29% of remote workers worry they will have fewer developmental opportunities
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09/14/2021
So is the office as we know it dead? With a large majority of the workforce expected to work remotely regularly, is the office dead? Or will it have a different role to play? In this talk by workplace strategist Clark Elliott, understand what will be the new role of the office will be and how one must navigate that.
FM.day 2021 der IFMA Chapter Austria und FMA,
Mehr Details unter:
Join us as we demystify stakeholder engagement once and for all. As well as explore real ways to co-create and engage your project management communities using human-centric approaches and collaborative technology to save you time, money and the pain of ignoring stakeholder needs.
09/21/2021 – 09/23/2021
In this workshop, we will use a case exercise based on a real situation to consolidate learnings. Participants will work in teams to define the change needed, build a Change Program and deliver the program to satisfy the Board of Directors.
More details coming soon.
In this workshop, we will use a case exercise based on a real situation to consolidate learnings. Participants will work in teams to build a workplace management plan which identifies: 1. What success looks like. 2. How success is measured. 3. How risks and rewards will be evaluated and managed.
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“Employers ranging from the federal government and state of California to McDonald’s Corp. and Walt Disney Co. are saying that at least some of their workers must soon be vaccinated against Covid-19 to report to worksites, or in some cases face frequent testing or other requirements.
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The vaccination issues is playing large in the minds of employers and employees these days. One company (not mentioned in this article) announced they will charge non-vaccinated employees an extra $200/month in healthcare contributions.
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The CEO of Neighbor insists that “as a result of one major unfortunate disaster, we have rashly set aside centuries of collective learnings about collaboration and teamwork.”
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The author of this article claims that innovation cannot thrive in a hybrid work environment. There’s much to disagree with in his argument, but two standouts include: 1) The research he cites was conducted in 1995! and 2) He doesn’t seem to get that ‘hybrid’ includes face-to-face work. I’d recommend he read this NYT article “Do Chance Meetings at the Office Boost Innovation? There’s No Evidence of It.”
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During the pandemic, about 50 percent of the companies in our dataset increased performance, while the rest saw no meaningful change or decreases.
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According to a survey of 500+ companies with revenue greater than $1 billion a year, the ones whose performance actually improved during the pandemic did a better job of:
1) Clarifying strategy and goals
2) Coaching and recognition
3) Adopting new collaboration technologies and training people in how to use them
4) Empowering cross-functional teams to make decisions
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Organizations will need a progressive approach to outfitting hybrid work tools, a task made easier by the scalability of the cloud.
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The CIO of a client of mine compared his team’s role as similar to one of being at the end of the meat processing chain. All kinds of stuff gets thrown in without their knowing. Their job is to make something of it in the end. All too often, that means throwing out what they got and starting over. If there was ever a time for HR, CRE, FM and other functional areas to bring IT in at the start of the conversation, this is it.
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Imagine one extra day a week for learning a skill, taking long walks, connecting with family and friends.
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The writer argues that while pilots have shown a 4-day workweek—with 8, not 10-hour days—can increase productivity, that shouldn’t be the point. That it could make us better humans should be reason enough. I get her point, but to be honest, the potential for it to do both, advance our humanity and productivity, will make a more compelling argument for the c-suite.
As we think about new ways of working, we should not limit ourselves to a variety of flexibility options. What people really want is choice, not one-size-fits-all solutions.
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Employees are divided about the positive and negative aspects of remote work—and their perceptions are colored by gender, ethnicity and caregiving responsibilities, according to research from the Society for Human Resource Management.
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The research also studied the impact of demographics on how people felt remote work would impact networking opportunities, productivity, and working hours.
-12% of Hispanic women and 39% of Asian women felt remote work would reduce networking opportunities
– 43% of Caucasian women and 25% of Hispanic women felt it would increase productivity
– 34% of women in professional services felt remote work would increase working hours compared to 26% across all industries
The important point here is that we need to understand that the remote work experience is not the same for everyone. We need to do a better job of understanding the nuances of how people work best.
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THANK YOU to our GREAT WE sponsors! Your generous support makes our Community, Programs and Events possible.
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Nothing compares to IFMA’s World Workplace. As the original all-encompassing learning and networking event on facilities and how to manage them, World Workplace remains the gold standard in facility management (FM) education, knowledge exchange, career development and professional network building.
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