Cornell University researchers conducted a study that involved tinkering with the thermostat of an insurance office. When temperatures were low (68 degrees, to be precise), employees committed 44% more errors and were less than half as productive as when temperatures were warm (a cozy 77 degrees).
About 10% of new recruits to call centres take Zappos up on the incentive to leave after completing the intensive induction program.
In 2007, the luxury automaker set up an experimental assembly line with older employees to see whether they could keep pace. The production line in Dingolfing, 80km northeast of BMW’s Munich base, features hoists to spare ageing backs, adjustable-height work benches, and wooden floors instead of rubber to help hips swivel during repetitive tasks.
Gienda Kwek of smh.com.au reports that workplace loyalty is diminishing due to less commitment on the part of employers to their employees with increased use of contractors and casuals. Dr Rafferty of the University of Sydney’s Workplace Research Centre notes that the risk of employment security once shared between workers and employers is now being shifted onto employees. Job security is now a top concern of employees and HR departments are responding in turn to keep talent.
Resist the urge to fight to win the argument. Listening and asking questions leads others to their own better conclusions.
I’ve posted a few stories on the stand up desk trend. Here’s the science story about the health problems caused by constant sitting from ABC’s Catalyst: http://www.abc.net.au/catalyst/stories/3568627.htm
[work life] imbalance is hurting companies’ bottom lines. As Slaughter points out, companies that have progressive work-life balance policies are more productive on the whole… “Examining 130 announcements of family-friendly policies in The Wall Street Journal, Arthur found that the announcements alone significantly improved share prices.
people’s inability to quit their current roles had little to do with the perceived riskiness of their new professions, their financial situation, or general economic conditions. The real barrier for most of us is not external. It’s our own psychology: We overthink decisions, fear eventual failure, and prioritize near-term, visible rewards over long-range success.
Getting these programs to work, though, is tricky. Management experts say it is all well and good to send employees to classes, but to get the lessons to stick, employees need to apply them to their daily work lives. Employees often take a class and “say, ‘Gee, this is great,’ and go back to their jobs and do the same old thing,” says Professor David Bradford, director of the executive program in leadership at Stanford University.
Chatter, which was launched two years ago, is not the only company working on a metric for influence within organizations. Yammer and National Field, other enterprise social networking tools, are also taking a stab at the problem.