Det nya arbetslivet

En möjlighet att slippa vardagsstress och lättare kombinera arbete med privatliv. Så beskrivs ofta distansarbete.

Andrev Walden skulle skrivit den här artikeln före semestern. Så blev det inte. Nu börjar han misstro snacket om att man ska jobba med det man älskar.

Businesses face the challenge of getting people back into offices post-pandemic. A new toolkit aims to help landlords understand the needs of their tenants.

Most organizations promote a culture that runs counter to learning and playing, encouraging visible short-term actions that inspire guilt in employees who want to learn.

There’s a strong desire among business decision makers (BDMs) to get people back into the office. Data from the latest Microsoft Work Trend Index research shows that 82% of BDMs say getting back to the office in person is a concern. But, two years of zero commuting time and an ability to more effectively manage work-life balance means employees are looking for a compelling reason to schlep back to the office — and 73% of them say they need a better reason than just company expectations. So, the question becomes, what is a compelling reason to come into the office? When asked what would motivate them to come into the office, employees had a resounding answer: social time with coworkers. The author presents three ways for leaders to prioritize building and rebuilding connections between people to fuel creativity, teamwork, and strong support systems that empower them to tackle challenges.

In this episode of the McKinsey Talks Talent podcast, McKinsey talent leaders Bryan Hancock and Bill Schaninger speak with senior expert, Phil Kirschner about the ways in which companies must adapt their physical office space to please their workers and provide opportunities for real connection.

The first-ever study on workplace loneliness that incorporates data from non-home remote work environments.

The rise of remote work is changing workplace dynamics for employees. Loneliness could be one result which we need to be cognizant of.

Companies need a new kind of middle manager: the synchronizer.

Office workers work in offices, for better or for worse.

With the five-day, 9-to-5 in-office workweek declining, companies are looking at downsizing real estate while spending on amenities to lure hybrid workers back.

Trivselskapande på arbetsplatser har inneburit en ny yrkestitel: Mood managers

New graphic-rich offices for the apparel giant were influenced by everything from shoes to stadiums.

As COVID-19 restrictions are lifted and case numbers ease, some companies want workers back in the office five days a week, while others are exploring different options.

The work-from-home revolution isn't going away. Here, recruitment specialists explore what this means for bosses and employees tussling over the return to the office.

There can be unintended consequences for employees who work remotely or whose hours are flexible.

Survey results show employees are feeling anxious about post-pandemic working arrangements and the future of remote work, even if you don’t yet know what to tell them.

Learn how the design and planning of workplaces are changing in response to the COVID-19 pandemic, according to global design firm Gensler.

Cubicles are out. Bars, neighbourhoods and sensors are in

Gallup research shows how the four dynamics of hybrid teams should change the way we lead. Consider these when designing your hybrid workplace.

Flexibility now dominates the way we speak about the future of work. And while a new hybrid working survey shows that employees do indeed want flexibility, it also shows that this flexibility is conditional upon their autonomy to exercise it in whichever way is best for them. Autonomy is a key driver of human motivation, performance, and fulfillment; in the context of hybrid working, it is also directly correlated to the amount of flexibility a given employee has access to in their work arrangement. By turning the dial on autonomy up or down, employee flexibility increases or decreases, respectively. For organizations looking to remain competitive in the hybrid future, enabling and empowering employee autonomy will be the single most important enabler of flexibility. By ditching policies for principles, investing in competence and relatedness, and giving employees the tools they need to do their job well regardless of location, leaders can create a culture of autonomy and flexibility to the benefit of the organization, teams, and individual employees.

From on-demand childcare to pets in the office, the workplace is up for a total reimagining.

Dax att släppa taget om skrivbordet ? 5 Scenarier baserat på trender, undersökningar rapporter och forskning och som utmanar tanken men möter de nya behoven...

”…i och med de slopade restriktionerna går vi tillbaka till kontoret från och med torsdag”. Sa du det som chef?

An interview with Prithwiraj Choudhury, a Harvard Business School professor who specializes in the future of work and studied companies that went 100% remote long before the pandemic.

👉🏻Sluta chefa som om det var 2019! I maggropen gnager det tvivel som ingen chef vill prata högt om: “Tänk om mina anställda inte vill tillbaka till arbetsplatsen...

Going back to the office won’t change the fact that we have too much work.

This rethinking of work has also called the office into question—what are its purposes, really? Is it necessary? And how can it serve employees better than it has in the past?

Give people a reason—not a regulation—to come in to the office.