Change for Good: 10 Lessons from the Pandemic
The global pandemic brought a realization that people didn’t need to be in an office all the time to work effectively. They learned that life could be very different if they and their organizations were prepared to adapt to a new world recognizing a new balance between the lives of individuals and the requirements of organizations. It was possible to make better choices about when, where and how teams worked that would better for families, shareholders and society.
The question now is whether leaders of organizations will capitalize on those learnings and evolve themselves to be fit for a modern and challenging world, or whether leaders will cling to the old models of the past. The impact going forward is profound, for individuals, organizations, cities and society.
We’ve outlined our 10 lessons from the pandemic that we believe have transformed the world of work for the better.
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10 Step Plan for Employers to Tackle the Great Resignation
For many people around the world, the pandemic has triggered a re-evaluation of lifestyles and life values. Data from the US shows that for most of this year over 4 million people a month have been quitting their jobs and the trend is starting to be seen across the Atlantic. A recent survey states nearly a quarter of all UK workers are planning to change jobs in the next few months with job vacancies soaring above other countries.
The ‘Great Resignation’, as it has been dubbed, represents a risk to organizations, who may see the knowledge and skill of key workers they have invested heavily in over the years, disappearing out of their organizations virtual front door to other organizations or sectors, leaving the inevitable hole, which, in extremis, could be mission critical.
So what should leaders be doing to both retain and attract new talent?
We’ve outlined a 10-point plan detailing the key steps that leaders everywhere should take to prioritise the needs of their people in this hybrid world
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Managing Mental Workload
In collaboration with the Centre for Evidence Based Management (CEBMa), we explore how the competing demands seen in modern organizations impact the cognitive performance and wellbeing of knowledge workers.
Referring to the latest literary evidence, we explore a number of factors which have a positive or negative influence on our mental workload, and propose ways in which individuals, teams and organizations can better manage this to support wellbeing and business productivity.
Looking beyond organizational ergonomics, the report draws on neurobiology and social psychology to consider all of the personal, team and organizational factors that have been identified as contributing to mental workload, both positively and negatively.
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2021 - The Future of Work in Inner London
Our latest report estimates that 41% of the population living and working in Inner London, could continue their roles remotely. This could mean that as many as 835,000 jobs could be relocated from the UK Capital.
Following an in-depth review of the latest data, the report considers the potential implications of greater flexibility, mobility and virtuality in the workplace, affecting the individual, the organisation, and the local economy.
It also includes a series of recommendations for progressive leaders seeking to embrace the change and evolve their ways of working and thinking.
2021 – The New Deal – The Post Covid-19 Contract Between Employees and Employers
AWA has revealed post COVID-19 world of work needs a new psychological contract between employers and employees that recognizes the unique needs of people at different stages in their lives.
The creation of new ‘working together agreements’ must be facilitated by leaders and teams within an organization-wide framework, to determine how best teams can work together – whilst ensuring fairness and consistency.
Our latest report explores the key issues surrounding a return to a ‘new normal’ hybrid work approach, and how best organizations can embrace change – without returning to old habits.
2021 – I Don’t Like Mondays (and Fridays) Report
AWA has revealed that the average UK employee would like to work 2-3 days a week from home post-pandemic. However this averaging masks a myriad of distinct options that we predict will be adopted by specific work teams and communities going forward.
Our latest report explores what these options are and what the implications of their co-existence will mean to organisations and the management of the office after the pandemic.
2018 Alternative Workplace Strategy Report
Advanced Workplace Associates (AWA), Global Workplace Analytics, and Haworth Inc., and supported by Workplace Evolutionaries, have conducted the fifth biennial global workplace study.
The report has pulled together data from over 130 organisations, representing over 2.3 million global employees.
The 6 Factors of Knowledge Worker Productivity
Our Workplace Performance Innovation Network (PIN) undertook an extensive study involving a review of over 800 academic research papers to answer two key questions:
1. What is known from the world’s academic research about the measurement of Knowledge Worker Productivity?
2. What is known in the world’s academic research about the factors associated with Knowledge Worker Productivity?
Designing Workplace Experiences
In 2016, AWA started working on a two-year research programme with support services and construction company Interserve – to define, understand and apply the science behind designing effective workplace experiences.
Paper 1 – The agenda
Paper 2 – The research into consumer experiences
Paper 3 – Defining and creating workplace experiences
Paper 4 – Lessons & case studies
The Utilisation of the Office
This report is based on a review of our Workplace Utilisation Studies undertaken with organisations over recent years.
It sets out some frightening truths about the way in which the workplace is being used (or not) and points at ways underutilised capacity can be used to get a better deal for people and shareholders.
To receive a full copy of this report please email us at email@example.com
Workplace Change Management
Apparently none of us like change… but this is patently not true. We like change that we are in control of and which we regard as ‘good’ for us.
This paper explores how we as people interrupt change. Knowing out to achieve acceptance is the key.
Moving on...From Facilities Management to Workplace Management
To maximise their value to their organisations, Facilities and Corporate Real Estate leaders must urgently step up to embrace Workplace Management.
That’s according to Dr Graham Jervis the Author of Moving on…From FM to Workplace Management.
The Kinetic Organisation
The ‘Kinetic Organization’ report created by AWA and sponsored by Regus, ’outs’ the weaknesses of traditional command and control structures and sets out a blueprint for the future organisation.
It describes 6 ‘Kinetic Fundamentals’, 20 Operating Principles, a new molecular structure, new roles and a sophisticated organisational philosophy.
Agile Behavioural Transition
Why does behavioural change have to be so difficult?
Over the last 6 years, we’ve given a huge amount of thought to the subject having worked on behavioural change programmes involving over 22,000 people in some of the UK’s most respected organisations.
Managing and Working at a Distance
As more people than ever before are spending a greater proportion of their time working away from the ‘conventional office’.
In this article, we ask ‘What’s the difference between managing and working at a distance and what do you have to put in to overcome that which you lose when working in the office together”.