How is homeworking working for you?

I’ve already written about whether the current situation will really change how we work, or whether the old ways will just pull us back in.

Well I decided I’d try and find out some of the answers for myself. Along with some colleagues at Liverpool John Moores University I am researching employee experiences of working from home during COVID-19. If, before all of this, you more typically worked in an office but are now working 100% from home, please fill in this short survey. We are aiming to make the results available quickly so that they can be useful to organisations in their planning for future.

You can find the survey here.

Possible, flexible futures

If you read this blog regularly you will know that I am a big advocate of flexible working. In recent weeks I have seen it suggested that we will never go back to the old ways of working, that the case for remote working is now made, we will all be flexible workers now.

I am yet to be convinced.

Firstly, let us not conflate flexible working and remote working. Working from home is just one way that people can work flexibly, outside of the default 9-5 model. Secondly, we also need to acknowledge that what we are doing now is neither remote working or flexible working – not in any typical sense anyway.

Remember toom that research shows that there are strong biases against flexible workers, and these are unlikely to have gone away over night.  The current situation has challenged some of the myths about flexible working (technology being the main one) but many of the barriers and stereotypes remain.

When an organisation moves towards flexible or remote working it usually does so in a strategic, organised way. Thought is given to ways of working, equipment, communication, manager training and support. It isn’t normally something that we do with notice of just a day or so. It does not usually involve trying to simultaneously home school children, cope without a decent workspace, manage increased levels of anxiety, support friends and relatives with care or practical matters and cope with restrictions on our lives and freedoms.  We are not working from home, we are working during a crisis.

There is a potential different future on offer. There are certainly indications that there will be an increased demand for flexible and remote forms of working now that people have realised just what is possible. There is another future however. One where the old ways pull us back in strongly. Where the desire to manage once again by presence will return. Where those managers who have personally had a difficult time whilst working from home will simply return to turning down requests using that personal experience as evidence.

The business case for flexible working is strong. It is about talent, engagement, wellbeing, inclusion and sustainability. It can contribute to solving some of our big problems – if we let it. And that is the key. If we want a more flexible, remote future we cannot assume that this situation will deliver it to us on a plate. We will need to craft and create it.

HR – time to step up.

Wellbeing Resources

There’s no shortage of wellbeing content around at the moment. My social media feeds and email inbox is full of top tips on working from home, leading remotely, staying healthy during lockdown.

It can be difficult to know just what to read, or what to ignore.  I have curated for colleagues some of the more useful and interesting articles and links I have read in the recent weeks, below.

For anyone who is in a management or leadership role or supporting people that are, last week I had the pleasure of interviewing Professor Sir Cary Cooper, President of the CIPD and expert in health and wellbeing about the role of managers in supporting wellbeing during the current time.

Please feel free to share.

Ted playlist on self-care.

From Harvard Business Review: how to avoid burnout when working from home.
From the Conversation – being a better manager when working from home.
Harvard Business Review article – That discomfort you are feeling is grief.
From the Conversation – the perils of perfectionism during lockdown

My interview with Cary Cooper on the role of managers in wellbeing is here.

Productivity Shaming

We are living through something that almost defies words. Each of us is experiencing it differently, with our own unique fears, perspectives, losses big and small.

There is no one way to be right now. No good or bad. Just getting through, the best way that we can.

In the last few days I’ve seen several posts on social media that fall into the category of what I’d call productivity shaming. Bragging about achievements made during lockdown. Suggestions, implied and explicit, that if you’re not making the most of this situation you’re not doing good enough. Maybe a little lazy perhaps.

I call BS.

This might not be the time to learn a language, write that book you’ve always thought about, start a new hobby. If that’s what’s getting your through, if it’s adding to your wellbeing, then of course do it.

In normal times there is evidence to suggest that learning and accomplishment contributes to overall wellbeing. But these are far from normal times.

But maybe don’t tell others that they should be doing the same. Maybe don’t suggest someone isn’t enough if they don’t take your path.

And to those managers pushing for productivity right now, expecting people to deliver like they always have, I say simply this.  Lift your head. Look around you.  Look up the word empathy in the dictionary.  The time will return to worry about metrics and measurement and performance against objectives.  That time is not today.  

We’ve all got much to cope with right now. Our normal resources may not be available to us, our challenges greater than ever.  Finding balance between the two for many, is simply impossible.  

A list of shoulds, musts, oughts and got tos on top of everything else to be faced are neither necessary or helpful.  Verging on cruel.  

Be productive. Or don’t be.

There is no shame. Just getting through.

 

Working from home – the etiquette guide

Just for fun…..

All you folks who have never worked from home before, this list is to help you with vital etiquette when engaging with others virtually in the coming weeks.

1. Do not just randomly video call people. Us regular homeworkers cannot promise we have showered / brushed hair / go dressed. Always confirm first if video will be used.
2. Do not schedule virtual meetings unless absolutely necessary at the same times as Homes Under the Hammer (10am daily, BBC1 – you’re welcome).
3. If you have an audio call and here some random noises in the background we might be cleaning our kitchen / sorting the washing out. Multi-tasking is our jam. Don’t mention this.
4. Do not comment on the home décor of the person you are video conferencing with. Commenting on their pets who come into shot is fine.
5. We might look smart from the waist up but there is no guarantee we will have proper trousers on. Don’t request anything of us that might require us to stand up.
6. If we take a few seconds to pick up your call, we are hiding the biscuit tin / frantically chewing our lunch. Don’t draw attention to this.
7. If we say our webcam isn’t working it is because we haven’t showered. All that advice that says get up and put proper clothes on? I give you three days.
8. We look better than we normally do IRL? We know where the button on Zoom is that says ‘enhance my appearance’. Yes this is a thing. Don’t mention this either.

And finally….. as we all start managing this astonishing and scary shift in all our lives, balancing work and sometimes home schooling, be good to each other.

Be well.

Being Human

Yesterday I sent a tweet about a conversation I’d been in that morning. It briefly described a situation that had been told to me, relating to a large UK organisation the name of which would be familiar to many.  This organisation was undertaking a redundancy exercise.  How did you know if you were impacted?  You were given a conference call number to dial, where you could listen to a recorded message.  Some people got the recording that explained their jobs were safe.  Others got the version that confirmed the individuals on the call were at risk of redundancy.

My tweet said that if you worked in HR and thought that was an acceptable approach, maybe it was time to find a new career.

The tweet has since had a lot of interaction; some has been from other HR folk expressing their dismay. Others have shared their own, similar stories.  I have even had private messages sharing other examples that they can’t mention publically, but all of which are frankly, shameful.

I stand by what I tweeted yesterday.

In HR, we have to do difficult stuff. It’s part of the job description.  We discipline people, we make them redundant, we change terms and conditions, we dismiss, reach settlement agreements, TUPE out and in, we change benefits arrangements.  I have done all of this in my career and more.

We do stuff that impacts upon people’s lives. When we do that stuff, we have an obligation to do it with decency, empathy and respect.  We have an obligation to do it properly and in accordance with all of the necessary policies and legislation.  We have an obligation too, to do these things professionally and with the individual – and not the process – in mind.

We should not do these things the quickest way, or the easiest way.  We should not do these things in the way that is most convenient for the business or the HR professional themselves.

Technology has its place – although the example here very much isn’t it.  But when it comes to job losses in particular, we must do this difficult stuff face to face.  It is the very least we can do.  Oh, and for the record, that means you go to them, you don’t get someone to come and meet you miles away from their home or office to get the worst of the news.

This is what being a human resources professional is really about. It’s not about resources, it’s about people.  They day we forget that, the day we set up a conference call to take away someone’s job, is the day we don’t deserve to work in HR.

Feel free to get your coat on the way out.

 

Stay away from my emails

I run a lot of wellbeing workshops and manager training. In most sessions, the subject of email use will surface at some point.  Often, someone will suggest that organisations should prevent email from being sent outside of office hours.  Sometimes they will have seen examples from other countries or businesses where emails are banned between certain times, or even prevented by IT systems.

I’m not a fan of this suggestion.

Just what are regular office hours anyway? If we assume that it’s 9-5 (or thereabouts) all we do is reinforce the outdated notion that these are the hours that people do / should work. If we banned emails outside of these hours then we limit the option for people to work flexibly or just simply when best works for them. It is just a whole new version of command and control management. There are already so many barriers to flexible working, this would be one more to overcome.

I was therefore pleased to see this research from the University of Sussex that will help me respond to this debate with evidence. The headline findings are that restricting email isn’t actually the nice simple wellbeing solution that some people think it is, and could actually do more harm than good.  You can find more information here.

When it comes to wellbeing, we are all different. One size only fits one.  What causes one person stress won’t even register with someone else.  The same applies to the question of what enhances wellbeing – there is no single approach here either.

Blanket policies and more rules aren’t the answer.  Neither is removing people’s control over how they work; we know that this only has the potential to cause even more stress.

Instead, if we want our employees to be well, we can start by treating them like adults, giving them autonomy and letting them work in the way that works for them.

Or is that just a bit too radical?

The often practiced art of non-work

Do you want to get some work done? Or do you want to do something a bit easier instead?

After a couple of decades of working in organisations large and small, I’ve concluded that there are many ways to ensure that nothing at all very much gets done. Here are the most popular ways of avoiding real work, making decisions, influencing real change or taking effective action.

To become effective at forms of non-work, consider this list.

First of all, if you don’t want any real work to take place, ensure that all meetings have at least 10 attendees. Responsibility for any actions will be so diffused no one will ever remember who is supposed to be doing what.  This works even better if the room is filled with people who have lots to say; it is inevitable that you will run out of time and a further meeting will be required to finalise the conversations.

The next best thing to a large meeting is to set up a Working Party. A misnomer if there ever was one.  The purpose of a working party is normally to look at a particular issue or undertake a discreet task.  Unless there are very well defined aims and objectives for the group, or determined timescales for completion, working parties can expand exponentially.

Run some Focus Groups. Decide that nothing can be done until you have some feedback on something from someone or other.  Ensure that, for  maximum non-work impact, multiple focus groups are held for separate stakeholder groups.  Report back the findings of a focus group to a Working Party.

Have an audit. Before any action can be taken it is a good idea to understand where you are now. So an audit of current practices / customers / stakeholders / external factors (etc) should be undertaken.  This could be completed by a Working Party (see above) for maximum inefficiency.  An audit will take at least six months, and the output of which will undoubtedly have to be reviewed by a committee who will have a meeting (see first point).  You can easily get a year of no work at all out of an audit if appropriately combined with other form of non-work.

Take a minuted action from a meeting. Guaranteed to kick the actual thing in the long grass until 48-hours before the next meeting when everyone will look at the agenda and work out what they haven’t done since the last meeting ended with relief all round.

Set up a sub-group to report to the main group / working party (no, I don’t know either, but I’ve seen plenty of them).

Hold a conference. First of all, a great deal of time and energy will be needed to plan the conference, including significant numbers of meetings.  Then there will be the conference itself, which, for those skilled at non-work can take at least several days of work time. There’s the (usual) daylong conference, and then some time required to set up and set down, send follow up emails and the like.  Typically conferences will have a plan for ensuring that the content isn’t forgotten and there’s follow up which most people recognise will never actually take place but everyone will pretend to dance.

Have a team-building activity (no good will ever come of this so just stop now).

Deferring a decision until the next meeting. This can arise in various forms.  ‘Taking something away’ is the main culprit.  Similar work terminating versions will include the need for further interim discussions (a pre-meeting before the next meeting), time for everyone to reflect, or a chance to consider how other organisations or departments might be tackling the same change.

Set up a committee. Like a Working Party on acid, many committees are nothing more than talking shops that create minutes, agendas, papers and buffet orders.  If you make sure that this is a committee with a large number of attendees, this will compound the inaction.

This blog post may feel a little snarky. It isn’t intended to be (well, maybe just a little bit).  There is a serious point here; in most workplaces there is always peripheral, life-sucking, value lacking stuff that gets in the way of the real stuff.  The stuff that makes a difference.

What do you want to be known for? Sitting in meetings and taking an agenda item away for further discussion? Or doing something that is real, valued, makes a difference?  There is of course value in some of the activities I have criticised. But not all of the time.  Not as the default mode of working or approaching any business challenge.

We can do real work, good work, better work.

Or we can perpetuate the bureaucracy.

 

10 Tips for Successful Flexible Working

I talk about flexible working a lot – but normally I’m being asked to deliver training or write policies. This week, someone who is starting to work flexibly for the first time asked me for some tips for making it successful.  This is what I said to them.

  • Clearly communicate your working pattern. Tell people, block the time out in your calendar so people don’t try and schedule meetings, and use an auto signature or out of office to communicate when you are available.
  • If you work part time, say so. Don’t preface it with ‘only part time’. You are not only anything.
  • Don’t be too flexible in return for your flexible working agreement. There might be occasions where a meeting is taking place at a day or time you don’t work, or people have an urgent issue they need to discuss with you when you are out of the office. Accommodating this once in a while is fine – but don’t make it a habit or let it expand so that you are doing it on a regular basis. Set your own boundaries.
  • Be prepared for ‘banter’. I wish I didn’t have to write this tip, but unfortunately it still happens. The ‘it’s alright for some’ comments are still rife in many workplaces, alongside the sideways glance at the watch. This is not your problem – it’s theirs. Decide in advance how you are going to handle this. You can choose to ignore it or have an answer ready. I tend to go with ‘I work flexibly because it makes me more productive’, often accompanied with a hard stare.
  • If your working pattern involves you working outside of what most people consider ‘typical’ working hours, consider how this will impact on others. For example, you may be online or sending emails at unusual times. Make it very clear that you don’t expect a response until the recipient’s normal working hours – this is especially important if you hold a senior position.

home working

  • Build in reviews of your working pattern. It’s good to keep flexible working under review. Check in with your manager every so often that the working pattern is working from their perspective as well as yours.
  • If childcare is your primary reason for working flexibly, don’t try and mix work with childcare. It isn’t good for you or the kids, and your work life balance will be impacted.
  • If your flexible working includes an element of homeworking, boundaries are also important here. Create a separate space for work if you can, and aim to have a defined start and finish time for work to prevent it spilling over into your home life.
  • If you are working a different schedule or from a different location to your colleagues, be proactive and talk to them about the best ways to keep in touch and stay connected. Make sure you own this conversation to ensure you don’t get left out. Let people know how best to contact you when you are not in the office.
  • Master technology. You don’t need special equipment of software to work flexibly or remotely – but you can make the most of readily available tools to facilitate effective communication and collaboration.

 

And finally….. be loud and proud about your flexible working. Working flexibly does not make you any less committed to your role.  Being open about flexible working helps to change the culture and pave the way for others.  If you feel that you can, be a flexible working role model.

 

Flexible working is already here….

……it’s just not evenly distributed.

Apologies to William Gibson for both appropriating and amending his quote.

Last week I shared on social media that I was really rather chuffed to be writing a book for Kogan Page, entitled ‘The Flexible Working Revolution’.

I have been inundated with connections keen to share the awesome stuff they are doing at their organisations in the name of flexibility.  I am looking forward to featuring some of these stories in the book in due course.

But this morning, the TUC shared the output from a recent poll that found that 1 in 3 flexible working requests are turned down.  I have also received comments from people in recent days, keen to share their horror stories when attempting to achieve even a small amount of flexibility in their working lives.

It’s clear that some organisations get the benefits of flexibility, not just for working parents as so often so stereotyped, but for wellbeing, inclusion, talent acquisition, retention and employee engagement.  But there are others that start from a position of no, of distrust, of flexism.

flex 2

 

Flexible working is in high demand, but more people want it than are able to achieve it.  I believe that flexible working is a key part of the future of work.  While some people are already embracing it, there are others that will continue to resist despite increasing evidence that this will be a talent risk.

Like with most new innovations or ways of working, the late majority will catch up – eventually.  But while we wait for them to do so, the talent might just have up and moved to somewhere more flexible instead.

Flexible working is already here.  Where are you?

 

 

Reflections on training. 

A few weeks ago I attended a training course. It wasn’t anything to do with my usual work, but was about learning to help children with Down Syndrome to navigate the transition to teenage years. 

As someone who regularly delivers training, I take part in learning as a delegate though that lens, experiencing it as a learner, but looking too at way the leaning is designed and delivered. The course left me with much to reflect upon, from both perspectives. 

The training itself was of the type that we now so often criticise. It was PowerPoint heavy, led from the front of the room by experts, and there wasn’t a huge amount of delegate activity. It was definitely low-tech.  There were no signs of flipped classrooms or action leaning sets or planning for knowledge transfer.  Just lots of content. 

There was an ice-breaker. A term second only to ‘role play’ for striking fear into your typical training attendee. From the oh so old school ‘introduce the person next to you’ routine to assembling pasta and marshmallows, we’ve all been there. But this was an ice breaker in every sense of the word. It was a question: ‘what word do you use with your child to describe their penis or vagina?’  Result – laughter, heads in hands, ice broken – but with an important point underneath used as a platform for serious discussion. (Children with learning disabilities should be able to have the appropriate descriptive words for their body in case they need to use them, for example to a doctor or the police). 

How often do you see an ice breaker at a learning event that either really breaks the ice, or is relevant to the learning itself? 

The extensive content was brilliantly delivered by two trainers who quickly established both their credibility and knowledge, but also their personal passion for the people that they help and support. They created a space in which it was safe to talk about difficult, deeply personal challenges. A room in which emotion could be expressed. 

It didn’t matter that the training room was bland. That it was a Sunday. That there was lot of PowerPoint and a cramming of content. No gimmicks. No workbooks or handouts. Just people who wanted to learn being taught solid content by people that understood.  

As a trainer, facilitator and occasional lecturer, I love to introduce new stuff to learners. I’m a fan of unconferences and Open Space, using technology in the classroom, MOOCs and flipped classrooms. 

But this course was a reminder, that underneath all the shiny and the new, what really matters is the quality of your content and the desire to learn from the people in the room. 

Symptoms or Causes

My good friend Fiona McBride has recently become a qualified yoga teacher. She has blogged about how, somewhat unexpectedly, she had found a connection between her yoga teaching and her work as a facilitator and coach. You can read her post here https://www.linkedin.com/pulse/crossover-fiona-mcbride.

The post resonated strongly for me as a few years ago I qualified as a Personal Trainer. Completely removed, or so I thought, was this learning from my day to day HR and coaching work.

But not so much.

Good and less good people stuff has similarities – whether we are talking about work or wellbeing (or indeed both).

Too often, personal training tackles symptoms and not causes. You want to get fit? Here’s some cardio. Want to tone? Have some weights. Lose weight? Here’s a diet plan. All laudable, but the missing piece is what lies beneath – and is where you can make a real difference. One that will sustain.

Why someone put weight on in the first place. Why someone suddenly wants to change their lifestyle. How they got to where they are today. Motivation, commitment, will.

Goal setting, starting with why, starting with the end in mind, identifying success, asking good questions, understanding, encouragement, appropriate challenge. Individual coaching, personal training…. the two are often the same in terms of approach. That one takes place in a work setting and the other in a gym barely matters.

But in organisations too, we see similar themes. We see a problem and want a quick, shiny solution. We don’t always take the time to really understand the true nature of the issue or how we got to where we are. We don’t do the deep work. We don’t seek the evidence. Treating symptoms and not causes. Instead, we use unhelpful phrases like ‘we are where we are’.

Whether we are talking about a fitness regime or the latest change initiative, quick fixes don’t work, and neither does ignoring the journey to now.

Doing the deep work is what makes all the difference.

Train life: the rules

At the weekend I came across a train etiquette guide. It was, in my opinion, far too brief.  I have therefore compiled my own guide, issued with thoughts and prayers to everyone who has to commute to work via the train.

  1. If you don’t regularly get a train during rush hour, try not to comment incredulously on the state of the railways to more regular commuters. Phrases such as ‘is it always this bad?’ and ‘I couldn’t do this every day’ will not be welcomed.
  2. Always, and I mean always, have your ticket ready to go through the station exit turnstiles. Try not to leave getting it out of your purse as you approach said turnstile when there are 45 other frustrated people behind you.
  3. Don’t speak to fellow commuters unless there is an absolute emergency. In my case, for the avoidance of doubt, this should only be if I am on fire and you are certain that I have not noticed.*
  4. When [insert useless train company of your choice] don’t sent enough carriages and you are forced to stand with your body so uncomfortably close to a total stranger that you can tell what they had for lunch, you will both pretend that this is not happening. There will be absolutely no eye contact.
  5. Take the following items on a train journey: tissues (to blow your nose – no sniffing, ever), headphones* (no, we don’t want to listen to your videos and Facetime calls) and something to read (this also helps with points 3 and 4).
  6. Do not take: smelly food, smelly dogs, smelly feet (retain shoes on feet at ALL times).
  7. If you take a large suitcase with you on your journey, please store this in the appropriate place. The appropriate place can vary from train to train, but is not ever a) on your seat when there are people standing, and b) in the middle of the bloody aisle so no one can get passed it.
  8. Don’t buy the coffee on the train. This has nothing to do with etiquette. It’s just always vile.
  9. Try not to use the toilet. See above.
  10. Wait for people to get off the train BEFORE YOU TRY AND BOARD IT.
  11. Please, oh please, don’t have loud business conversations on the train. If you need to form, norm and storm, sell several tonnes of steel, provide interview feedback or pick some low hanging fruit, do consider doing this somewhere (anywhere) else. It’s both a potential breach of the GDPR and deeply irritating.
  12. If you leave a train part way through its journey, consider taking your rubbish with you and putting it in an actual bin so that another traveller doesn’t have to sit next to your empty cans of Stella.
  13. Aftershave.  Don’t bathe in it before you leave the house for your commute.
  14. TAKE YOUR BAG OFF THE SEAT. Do not wait to be asked. Just do it. Or be aware that I will sit on it.

 

*A colleague gets my train regularly. Most days we then get on the same bus at the other end.  Sometimes we even sit next to each other.  We have never, ever spoken.  This is the British way.

**Headphones can also be utilised as a defence mechanism for people who break rule 3. You don’t even need to be listening to anything.

On Kindness

This is a story about kindness, and the difference that you can make to someone else without even knowing it.

My mum works in a supermarket. Recently while she was at work, a stranger walked up to her and spoke her name, took her hand. ‘I have wanted to see you again for nearly 40 years’ she said.

When I was a young child, my mother had been involved in the local community baby and toddler group. One day they had held a sale of pre-owned children’s clothing.  The woman holding my mum’s hand had been a young, single mum, struggling for money.  This was the late 1970s.  She told my mum how she had often experienced negative reactions to her single mum status.  Judgement and disapproval.  My mum had chatted to her just for a little while, been kind, and given her some of my old baby clothes and didn’t charge her for them.

This woman remembered my name, my mum’s name, every detail of the encounter. She told of how she had wanted to say a proper thank you during all of the years in between.  She had never forgotten a moment of kindness from another mum.  It doesn’t surprise me that my own mum doesn’t remember this particular meeting, because this is just who she is, every day.

We should remember that no act of kindness is ever wasted. People will always remember how you make them feel.  We can make a difference to others as we walk through the world.

Be kind, always.

kind

Employee Engagement: A Rant

I’ve recently been asked to deliver a workshop on employee engagement. It’s been a while since I’ve run a session like this, so I dug out my material and refreshed my thoughts.

And got very grumpy.

Now I know that there are issues with the concept of employee engagement as it is often presented. There are many unanswered questions too.

What do we actually mean by the term?

Exactly what are we asking people to engage with? The job, the company, the mission statement, their profession?

Is employee engagement anything new or is it just re-mixing and updating the old theories about motivation and job satisfaction?

Can we measure it? Especially if we don’t know what it is?

Can a feeling ever be a percentage?

Has Engage 4 Success ever said anything useful?

Is it even a thing, or is it snake oil?

 

But it struck me that there is a bigger, more fundamental question.

However we label it, we know lots and lots of stuff about what people like, want and value about and from work. We also know plenty about what demotivates and disengages people too.

So why don’t we apply it?

I’ve worked in HR for more than twenty years. During that time, in no particular order, here is a list of people related stuff, all of which contributes to creating good work and good workplaces and making people happy that I have seen side-lined, budget removed from, ignored and paid lip service too:

  • Equality, Diversity and Inclusion
  • Wellbeing
  • Flexible Working
  • Learning and Development
  • Leadership development
  • Candidate experience
  • Supporting working families
  • Fair approaches to remuneration
  • Recognition
  • Decent toilets and basic facilities like somewhere to make a nice cup of tea.

If we want employee engagement, job satisfaction, effect employee experience, motivation, self-actualisation, discretionary effort or just simply happy people, we know much of the theory.

So the big question is simply this.

If organisations want employee engagement so badly, why aren’t those same organisations doing the things that we know will get us there?  We can make an industry out of this stuff, make it more complicated than it needs to be.

Or we can get on with it.

 

Here’s a stock image of some people looking really happy at work. Cos, you know, engagement.

engagement

Dad Life

Yesterday new research was published by Deloitte about the millennial father (I am going to forgive the terrible title on the basis that the data is interesting). You can find the report here.

The research looks at the experience of working fathers. Here’s a few points of note from the data that stood out for me.

  • 1/3 of fathers surveyed reported having left a job for one which will allow them to spend more time with their children.
  • Another 1/3 of fathers are currently looking to do just the same.
  • Only 1 in 5 of those who requested flexible working had their request approved.
  • A 1/3 of fathers experience tension when needing time off to attend appointments or illnesses.
  • The tension felt by fathers doesn’t just come from the organisation itself (and its managers) but colleagues too.
  • 37% of fathers say that they have experienced negative impacts on their mental health as a result of trying to balance work and being a parent.
  • Guilt is a prominent emotion for fathers – guilt with line managers, partners, children, colleagues.

This headline findings within this report are loud and clear.

This is a talent issue.

This is a wellbeing issue.

This is a 2019 issue.

I’ve talked to fathers who have been subject to banter, inappropriate pressure and outright discrimination for wanting to work more flexibly, do the school run or take shared parental leave.  The not-so-subtle glance at the watch, the casual ‘part-timer’ comment.

This is Not Good Enough.

Few fathers really want the old model of fatherhood of the semi-absent dad, doing all the long hours and leaving the wife to go the school events. Dads want to be involved in their kids lives – shock.

But the old attitudes within organisations and too many individuals still exist.

Many employees now understand that there’s more to life than work. Now it’s time for employers who haven’t realised this too, to catch up – or lose your talent.

This really isn’t hard unless we make it so.

The report tells us what fathers want. More flexible working, better policies, improved manager attitudes and behaviours, more information on the leave and pay available to them.

Shall we just get on with it?

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Reflections on learning

I’m currently studying for a Post Graduate Certificate in Higher Education. It’s been a fascinating course for many reasons, partly for the content but partly because of the delivery and assessment methods the course employs.

I wanted to share a little of my experiences here – and reflect on why it works so well for the learners. It is my full intention to borrow heavily from the approach for learning I’m currently designing for the workplace.

The overall approach is a flipped classroom. Reading, watching and consuming content done in your own time.  The face to face classroom element was about exploration, debate and discussion.  Learning together, not side by side.

For my most recent module, the assignments were submitted in blog form (my joy was unconfined). They were posted over on Medium, tagged to the course.  The reading list for this year’s students included the blogs written by the previous cohort.  Next year’s students will read ours.  We were encouraged to reference and build on the ideas of past learners.  Working out loud for the win.  I wrote about my own approach to open learning and MOOCs.  In the spirit of openness I’ve included the links if you’re interested (they haven’t been marked yet, just so you know).  I’m currently designing some new learning and I’m planning to include this approach as a final reflection piece for the learners. It brings together the benefits of personal reflection and sharing learning experiences and ideas with others.

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Much of the pre course reading was provided online via Medium. Instead of doing your pre-reading alone and bringing your notes along to the classroom learners were encouraged to reflect online first, open for all to see.  These ideas where then developed later, together.

There was encouragement to use social media tools to enhance learning. The course used a wide range of tech tools.  Padlet, Popplet, Camtasia, podcasts, video. We were also encouraged to undertake some MOOCs alongside the primary course content,  with specific recommendations made by the course tutors.  There were minimum requirements for the learning, but how much or how little you interacted with outside of these requirements was in the gift of the learner.  There was a great deal of signposting to content – but nothing compulsory.  There were deadlines, but much of the pace of learning was within your control too.

Recognising that most of the learners on the programme had busy day jobs, there was no formal requirement that you would make the face to face lectures. Everything was recorded and available online afterwards.  No fancy film crew required,  most of it was done by simple tech.

Finally, when it comes to assessment, there was plenty of freedom. You could choose to do the standard essay format, or pitch something you felt was more you.  For my first assessment I wrote the first three chapters of an e-book that I intend to complete when the course has finished, which will be made available to new colleagues as part of their induction.  For another module, I submitted a storyboard and a screencast – this is now about to become an in-house MOOC.  The aim was to centre your research and assignments within your own areas of interest and work at the organisation – and then most importantly, do something with it.  We’ve all been on a training course that uses hypothetical case studies that lack context, or established an action learning set that quickly died out.  Letting students direct and focus their learning to their specific interests has led to real action across the cohort – surely the aim of all learning programmes.

I’ve experienced plenty of learning over the years.  I’ve done full time study, part time study and distance learning. I’ve attended lectures, undertaken role plays, completed e-learning and written essays.  In terms of experience, this has been by far the best – and the one where I have most fully transferred the learning into practice. It’s improved the day job – and that should always be our aim.

Learning with the learner at the heart.

 

 

The great homeworking debate

Homeworking is in the news.

Recent data from the Office for National Statistics shows a jump in the numbers of homeworkers over the last ten years. This isn’t all that surprising if we consider how much technology has moved on during the same time frame.

The BBC covered the story here.  It references concerns from Mind about the loneliness and isolation that can result from home or remote working.  The article does the typical thing of finding some people who think working from home is awesome, and some who find it a challenge for a range of reasons.

Here’s the thing.

Wellbeing is individual, personal, contextual, changeable.  We are indeed socially driven, and research from the New Economics Foundation has found that connecting with others is a driver of wellbeing.  But we are all different.  For every one of us that thrives in being around others and engaging, there will be someone else that craves quiet and time to themselves.  One size only fits one.

For me, my regular working from home is a benefit to my wellbeing. My long and stressful commute is challenging, so a day without it is a boost. My office days are usually frantic and coffee fuelled, food grabbed on the go. Working from home gives me time to focus and breathe.  Proximity to the biscuit tin aside, I usually also eat better, and fit in some exercise too.

But that’s me. This is an anecdote, not evidence from which we should draw any wider conclusions.

Instead of trying to decide whether homeworking is good or bad or something in between, instead we need to enable people to work in the way that works best for them; their productivity, their wellbeing, their efficiency and their personal commitments. For some that will be in an office, for others it’s their sofa.

Let’s just focus on adult to adult.

What and how the work is done, not where and when.

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Asking better questions

A little while ago I put a call out to HR folks via Twitter, asking them for their best open ended questions for employee surveys.

Now I am something of a cynic when it comes to surveys. I believe in the importance and power of employee voice, I’m just not convinced that a survey every year or two is the best way to get it – or the only way to get it at least.  Voice should be a dialogue.  Surveys have a part to play but organisations have a tendency to over rely on them – and then when it comes to taking action – seriously under deliver.

One of my key issues about surveys is the often used approach of including one or two open form questions at the end. Most organisations use very similar wording.  There will usually be something about the best bit about working at [insert name of organisation] and an opportunity to say something that you think ought to be changed or done differently.  Hardly ground breaking.

I’ve rarely found an organisation that seriously looks at the ‘things I’d change’ text and does anything meaningful with the data. I have however seen shrugs and eye rolls.  Suggestions often get dumped into one of two categories – stuff we know about and can’t / won’t change or stuff that we justify not changing because the employees got it wrong and we know better.

It’s my view that asking people two questions every couple of years with a limited character count ain’t employee voice.

I wanted to take the opportunity to ask some better questions the next time around. So I asked for help and my network delivered.  In the interests of sharing my learning, I’ve detailed them here.  In an example of shocking form I noted the question but not who suggested them and this is now lost forever in my twitter history.  Apologies to you if you gave me one of these cracking questions and I’ve  not give you credit.  Here’s the list:

  • What one thing should we do between now and the next survey to get your score to be significantly higher?
  • What is the one thing we should have asked you but didn’t?
  • What is the best piece of advice you have been given since you started here?  Or, what is the one piece of advice you would give someone starting here?
  • What gives you joy about working here? (I guess there’s a risk with this one that some people might say ‘going home)
  • What do we do that would help you be awesome at work?
  • How could we better support your career?
  • What is the biggest and smallest thing that we could do better?
  • What is the most challenging thing about working here?
  • What has happened in the last month to make you happy at work?
  • What is it about your job that makes you want to get out of bed in the morning?
  • What would you do if you were leading the organisation.

My personal favourites are the top two. Questions to get people thinking, not writing the same old stuff that they did last year that you took no notice of.  Of course, a good question and fresh perspectives can’t prevent organisation inaction – but just maybe they will provide you with a whole new set of ideas and challenges.  Just try and do something with the feedback…….

 

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Where’s your flexible working policy?

Almost all organisations will have a flexible working policy, even if all it’s doing is stating the minimum requirements of the legislation.

But where is it?

Where on your intranet, where in your managers guidance, your welcome booklet or your induction material?  Where in your recruitment material and processes?

Is it next to the maternity, adoption and parental leave policies?

If the answer is yes, what lies underneath that decision? And what message do you think it sends to the people that work for you?

Flexible working is for parents. And for everyone else.

This article I spotted last night hits all the nails on the head.

Flexible working is about inclusion, wellbeing, talent attraction and retention and engagement. It’s also about sustainability (just how many people do you have travelling unnecessarily into a city for a face to face meeting that they could do on Skype just because that’s how you’ve always done it?).  Flexible working is also key to addressing the gender pay gap.

The placement of your policy speaks to your intention – and your bias.

If your flexible working policy is sat next to your maternity leave policy, then I’d respectfully suggest you think about moving it to somewhere a little more inclusive instead.

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