With your IFMA Membership, you can join WE for only US $99/year. The fee will be prorated based on your IFMA join date. You can add WE through your MyIFMA account or by calling the Member Services at 1-713-623-4362!
NEW! Student and Retired Member Rate: $100 to join IFMA and $10 to join WE Click HERE!
You can now join the Workplace Evolutionaries (WE) Community of Practice directly: Join WE Only where you register and create an account.
You can join WE and receive all the WE membership benefits but still get access to IFMA content. This membership targets multi-disciplinary leaders (HR, IT, Workplace) who are deeply interested in workplace management and the impact on human performance in the workplace. Total annual WE (only) Membership is US $318/year.
3) RICS & IFMA DUAL + WE Membership (Royal Institute of Chartered Surveyors & IFMA + WE)
Willis Towers Watson’s (WTW) new research quantifies just how much employee experience (EX) matters. It shows that organizations with a positive employee experience grow faster, are more profitable, and produce superior shareholder returns.
They found two standout factors that contribute to a positive experience. One is freeing employees to be themselves at work —giving them voice, an inclusive environment, helping them work across boundaries. The second, and more impactful factor, is having an organizational mindset that inspires, drives agility and innovation, and fosters employee growth and trust in leadership.
Only 30 of WTW’s 500+ clients met the criteria of being high performing both financially and in terms of employee experience, suggesting it’s not easy.
Also, as you might expect, poor EX had a bigger (negative) effect than strong EX had a positive effect.
The case for workplace change may have an interesting ally. The SEC.
Some of the largest institutional investors in the world are pressuring the SEC and its international counterparts to require that companies report their human capital metrics alongside their financials. Known as “Environment, Social, and Governance” (ESG) reporting , ISO and others are suggesting standards including:
Compliance and ethics
Organizational safety, health, and well-being
Recruitment, mobility, and turnover
Skills and capabilities
Let’s use this movement to show how workplace practices, policies, and design can help move the needle on many of these.
Biometrics, including facial and voice recognition, fingerprints, eye -prints, DNA, and even behavioral patterns are becoming mainstream. Smart cities and smart buildings will rely on them heavily. This CB Insights article previews how biometrics increase efficiency and improve security in 11 industries including automotive, financial services, healthcare, hospitality, retail border control, education, and law enforcement.
Full transparency and robust privacy policies will be critical to gaining public trust.
“Independents are the 41 million adult Americans of all ages, skills, and income levels…who work independently to build businesses, develop their careers, pursue passions, and/or supplement their incomes. Over the past year, independent workers generated roughly $1.28 trillion of revenue for the U.S. economy—equal to about 6.2 percent of U.S. GDP (2018)…”
Forecasts for the rise of the alternative workforce abound. Also known as the independent or contingent workforce, many predict more than half of all U.S. workers will fall into this category by 2020 (yikes, that’s only a few days away).
Much of the confusion over the numbers stems from the question of who is a contingent worker. The counts may or may not include part-time workers, Etsy and Craigslist occasional sellers, staffing agency workers, Uber drivers, government contractors, etc. And when they speak in percentages, the denominator matters. Is it the U.S. workforce, the whole population, workers 15 and over, all full-time workers? No wonder everyones confused.
We’ve looked at them all and foundEmergent Research(who writes the MBO Partners annual report) to be the most robust. They estimate about about 41M Americans are full and part-time consultants, freelancers, contractors, solopreneurs, temporary, or on-call workers.
– 33% are Boomers, 29% are Gen X, 38% are Millennials
– 54% are male
– 81% are independent by choice (up from 66% in 2012)
– About 40% are full-time (oddly, this includes those working 15 or more hours a week)
– About 20% of full-timers make over $100k/year
– No single profession accounts for more than 11% of the population
– 53% of full-timers feel more secure as an independent worker (up from 32% in 2011)
– 24% have used an online platform to secure work (up from 3% in 2012)
Compared to traditional employees:
– 57% say they have interesting work (compared to just 37% of traditional employees)
– 79% say they have control over where and how they work (vs 24% of traditionals)
– 38% say they get paid well (vs. 48% of traditionals)
– 77% say liking what they do is more important than money (vs. 56%)
– 72% say having flexibility is more important than money (vs. 46%)
The workplace experience is increasingly being recognized by business leaders as a critical tool in the battle to recruit, retain and energize employees who are critical to enterprise success. Managing flexibility along with infrastructure cost is key to operational effectiveness in an ever-changing …
IFMA/WE’s Workplace Management Program (WMP) is the first certificate of completion program in our industry! It is comprised of four (4) modules, each of which includes three (3) live Webinars and one (1) on-site Workshop. The completion of all Modules and final Workshop will lead to a certificate of completion in Workplace Management.
We recommend you take the curriculum in sequence, if possible, but you can also pick and choose topics as long as you take the Introductory Webinar first! The Certificate of Completion is only awarded to those who complete the entire curriculum. For pricing and additional details about the curriculum,click here.
If you opened an HBR article titled “The Truth About of Open Offices” you would probably expect to find august research to support the main tenet, that “open offices reduce collaboration.” Unfortunately, in the case of this one that ran in the December 2019 issue, you’d be disappointed. … Read More
The open-office bashing has begun again. This time it was fueled by an article in Harvard Business Review (December 2019) that claims it reduces collaboration. There are so many things wrong with the research we felt compelled to share them here.
Only 150 people were involved in the two experiments on which the conclusion was based
The author of the article owns the company whose technology was used to measure collaboration
The term ‘open office’ was not defined
No information was provided on how the change was managed
Wouldn’t it be nice if the media actually read what they’re reporting on before pounding out their sensational headlines? This is actually round-two of coverage for this particular study. The first came more than a year ago when the research was originally published.
Perhaps what’s most frustrating about this new round of sensational headlines decrying the open office is that the industry moved on years ago. We know open office environments can work when properly deployed and when occupants are given a choice of spaces and places to work.
Join the conversation that’s attracted over 10k LinkedIn viewers hereand read the full posthere.
“In the future, you will be able to take control of your avatar, and experience what it senses in real time. Shake hands with someone in Tokyo, and you feel the firmness of the handshake in Los Angeles. Scoop sand in the tropics, and feel the grains run through your fingers in Central Europe.”
Imagine you could actually shake hands with the people in your next videoconference? In just two years, XPRIZE expects to reward someone $10M for the development of an avatar-based system that will transport a human’s sense, actions, and presence to a remote location in real time. Virtual healthcare and disaster relief are among the most talked about applications, but it’s not hard to imagine how the technology might play out in meeting rooms around the world.
The World Health Organization (WHO) now recognizes burnout as an occupational phenomenon and responsibility for managing it has shifted away from employees to the organization. “Leaders take note: It’s now onyouto build a burnout strategy,” according to the Harvard Business Review article on the topic of employee retention and the cost of workplace stress.
What are the top five reasons for burnout?
Unfair treatment at work
Lack of role clarity
Lack of communication and support from their manager
Unreasonable time pressure
“…picture a canary in a coal mine. They are healthy birds, singing away as they make their way into the cave. But, when they come out full of soot and disease, no longer singing, can you imagine us asking why the canaries made themselves sick? No, because the answer would be obvious: thecoal mineis making the birds sick.”
Every quarter Randstad publishes a Workmonitor report which covers local and global trends in turnover, job satisfaction, work-life conflict, economic outlook and more. It includes separate data for 33 countries around the globe.
The article points out that most of the personality tests we commonly use are void of scientific rigor. And as they are increasingly being used in ways they were never intended, such as in employee screening, it might be time to examine whether being labeled an INTJ, ENFP, green, or yellow, means any more than being born a Capricorn or a Sagittarius.
While the article allows that Color Code, Myers-Briggs, DiSC, or the like may serve some useful purpose, it stresses that it’s critical for users to be skeptical. People are simply too messy to be reduced to a rainbow of colors or four letters of the alphabet.
It’s one thing to play with these tools in a team-building exercise, but’s it’s another thing altogether when these and other unscientific measures start to find their way into algorithms that have the potential to change the course of people’s lives.