Collaborative frameworks best for cross-generational workforces

Collaborative frameworks best for cross-generational workforces

Despite misconceptions about generational biases, studies have shown that multi-generational workforces can work very well together. According to The Systems Thinker, intergenerational collaboration is cyclical, and workforces can prosper by focusing on one shared goal. A collaborative framework may be the best way to execute this, giving collaborators access to a constant stream of communication and one shared goal, rather than relying on multiple mediums such as email and instant messaging.

How multiple generations can leverage each other’s strengths

How multiple generations can leverage each other’s strengths

For the most effective multi-generational workforce, managers must acknowledge each generation’s strengths and use them to move the project forward. For example, Baby Boomers are generally considered “leaders” and want to feel valued by the organisation, while Millennials have a thirst for learning. Giving Baby Boomers the chance to mentor Millennials in business intuition may move the business forward, while Millennials can lend their skills in tech to older generations, says Forbes.

Company culture and tech key to remote working

Company culture and tech key to remote working

Almost 50 per cent of today’s Millennials are freelancers, giving rise to an increase in remote work. To make this workforce model productive, however, managers need to maintain their company culture, in particular, making remote workers feel “part of the team”. Managers are advised to maintain frequent crossover points during the day and even give remote workers “buddies”.

In addition, tools can aid productivity enormously, from RosyBoa’s collaborative framework to video messaging and remote desktops.

Location neutral roles boost productivity

Location neutral roles boost productivity

Large organisations such as the Department of Transport are now recruiting for “location neutral” roles.
According to a 2015 YouGov poll, 30 per cent of UK workers felt their productivity increased when they were away from the office, while 70 per cent felt it was important for managers to offer flexible working.

The legal implications of hiring remote workers

The legal implications of hiring remote workers

Prior to 2014, only UK workers with children were offered the chance to work remotely. The government extended this with the implementation of the Flexible Working Regulations Act 2014, giving all employees who have worked at a firm for more than 26 weeks the right to ask for flexible hours.
Workers must write a formal letter to the company to request flexible working, which managers must respond to in a “reasonable manner”, making changes within 28 days. Employers can present a business case for denying flexible working, and must remember to be compliant with foreign laws if their employees work overseas.

BNY Mellon U-turns on working from home

BNY Mellon U-turns on working from home BNY Mellon U-turns on working from home

BNY Mellon has cited protecting women as its reason for U-turning on a controversial decision to ban working from home. On 4th March 2019, the banking giant announced a ban on its flexible working from home policy, saying it was necessary for better collaboration between workers. However, the move was met with criticism, with many HR professionals noting how the changes would affect women. BNY Mellon have since published a memo admitting they “didn’t appreciate the impact this would have on employees with existing arrangements”.

Banking giant should learn from Yahoo!’s mistakes

Banking giant should learn from Yahoo!’s mistakes Banking giant should learn from Yahoo!’s mistakes

The Bank of New York Mellon was not the first company to make this bold move. In 2013, while Yahoo! was still led by pioneering female CEO Marissa Mayer, employees were banned from working remotely, and told they must relocate or quit. Mayer, who resigned in 2017, claimed that some of the best decisions were “made in the hallway or cafeteria”.

Remote working encourages diversity

Remote working encourages diversity Remote working encourages diversity

The team at Forbes are championing the notion that remote working encourages diversity among employees. By relying on technology to drive our work, we are not judging employees by their age, race, gender or sexual orientation, says careers contributor Laurel Farrer. Result-based tracking models were used to test the productivity of remote workers, and found that when teams were not bound by 9-5 schedules, they were far more effective at work. Similarly, remote working was found to be more effective for a wider range of personalities – particularly introverts, who may have had trouble expressing themselves in the workplace. Flexible working was also noted to be more considerate of salaries regardless of employees’ locations.

Freelancers could make up half of the workforce

Freelancers could make up half of the workforce Freelancers could make up half of the workforce

Freelance workers will make up 50 per cent of the workforce by 2027, according to current trends. In 2017, freelancers in the US hit an all-time high, climbing from 53 million in 2014 to 57.3 million. Meanwhile, in the UK, the number of freelancers hit an all-time high in 2018, accounting for 15 per cent of the population. According to the National Office of Statistics, freelancer numbers grew from 3.3 million in 2001 to 4.8 million in 2017.

Women and young people driving the gig economy

Women and young people drive the gig economy Women-and-young-people-driving-the-gig-economy

Female freelancers have increased in number by 55 per cent since 2008, marking a global shift towards more flexible working

the biggest increase was in women and young people, while the number of freelancers born between the 80s and 90s has shot up by 66 per cent since 2008.

Among the fastest growing freelance careers were healthcare, creative roles, and health and fitness.