Here are some key leadership lessons that you can quickly pick up to get ready for 2023:

Great Resignation signaled a lasting scarcity of talent in several industries

The “Great Resignation” began in 2021, and since then, about 100 million American employees have left their employment. There are two main factors behind this trend: lack of employee engagement and pay dissatisfaction.

Unfortunately, late 2022 job reports provided more evidence that the “Great Resignation” is not a passing fad, but rather a hint that talent shortages and increased levels of structural staff turnover may persist in the long run.

While pandemic-related work disruptions may have abated, demographic trends have led to continued talent shortages for specific occupations, skill areas, and locations.

As we discussed in our previous article, what an effective leader needs to do is to continue prioritizing talent strategies, and provide a great, flexible workplace to retain employees.

“The Great Resignation has shown us that, overwhelmingly, employees are demanding flexible work arrangements – and they will change jobs to get them. We are also hearing from candidates that flexibility is a top priority,” said Liz Moran, the director and HR business partner APJ, at software company New Relic.  

Quiet Quitting is not a new problem

The term “Quiet quitting”, made popular by a TikTok video last summer, is not new, nor does it mean actually resigning.

The term quiet quitting was initially coined at a Texas A&M economics symposium on diminishing ambitions in Venezuela in September 2009 by economist Mark Boldger.

“Quite quitting” means that workers are only to do the minimum work required by their supervisors, and that’s it, nothing more. Their tiredness from acute staffing shortages, economic uncertainties, isolation from remote work, and fear about returning to offices, etc.

Effective leaders can easily tackle “Quite quitting” by providing enough interconnectedness with employees, craving a flexible, collaborative, and team-friendly work environment, and developing a great training platform for them to ensure a greater understanding of work expectations.

Hybrid work is here to stay for certain

Hybrid work is the norm. Many polls suggest that employees value face time and prefer to be in the workplace two days a week.

Stanford’s Nicholas Bloom points out that after refusing to give staff Mondays and Fridays off in 2021, management appeared to grow more comfortable with an in-office schedule that allowed for remote work on four or more consecutive days in 2022.

One-size-fits-all solutions do not work. Looking for ‘best practices’ is appealing, but what stands out to me about the previous 12 months is the amount of experimentation that occurred. Some teams and employees will benefit from spending more time together. Others will prosper with more independence and autonomy.

Effective leaders should walk through their office, gather information directly from their employees, and plan a hybrid working environment that is really suitable for the office.

How to level up your Organizational Structure and Flexibility in 2023? Implement your own All-in-one smart office system.

The post Key leadership lessons learned during 2022 first appeared on ONEs Blog.

As organizations work to assist their employees, changes will need to be made to their basic infrastructure, including rules, processes, strategies, and office technology.

Strategies for Increasing Employee Engagement

The “Great Resignation” began in 2021, and since then, about 100 million American employees have left their employment. Recently, there has been a decline in employee involvement, which has resulted in “quiet quitting“, when workers just complete the necessary tasks.

There are two main factors behind this trend: lack of employee engagement and pay dissatisfaction. However, low employee engagement is not a recent issue. Instead of referring to employee disengagement, it frequently refers to a lack of employer engagement.

Based on the survey done by Harvard Business Review, when compared to the most effective leaders, we discovered that the least effective managers have three to four times as many employees that fall into the category of “silent quitting.”

Only 20% of these supervisors’ direct reports were willing to put in extra effort, and 14% of them discreetly resigned.

By talking to and listening to workers, learning what matters most to them, and demonstrating their worth to the organization, finance leaders may reverse this tendency.

Executives have to concentrate their efforts on staff retention since it takes less time and money than hiring new personnel. Offering employees continuing education and defined career paths can help retain valued employees.

For example, new data from NearU shows that over half (54%) of users on their platform are part of Gen Z, and these users commented that they crave job flexibility.

Flexibility is very important for Gen Z. Flexible work allows them to choose remote work or fixed work in the office. One of the best benefits for Gen Z working from home is no commute time, which can help them save both time and money.

Integrating Organizational Structure and Flexibility

More than 70% of employees are working from home at least two to three days a week. It’s time to determine the company’s policy about whether management desire an in-office, hybrid, or entirely remote staff.

New and complex work patterns have a significant impact on a company’s real estate strategy, including the quantity of office space needed and the cost of using that space. they may provide staff members with the policies, guidelines, and assistance they need to succeed inside the model.

When developing policies for remote work, keep compliance in mind. Think about, for instance, how and when staff members should inform supervisors if they move while working remotely. Also, almost 60% use, or plan to use, reservation systems for space usage and/or occupancy tracking.

Company executives should also weigh in on how it will affect culture and whether it is feasible to customize a strategy that supports the business if there are reservations about establishing a hybrid workplace. CEOs should also seek their staff for advice if they are unsure of what they want.

HR is the key support to Business Growth and Success in 2023

HR workers will take on a number of additional duties in 2023 as the workplace changes.

For instance, they’ll have to oversee compliance and safety initiatives, manage the transition to an in-office, hybrid, or remote workplace, promote a supportive company culture, update workplace policies and procedures, reconsider retention efforts, update training protocols, and so forth.

A crucial component of aiding finance leaders in maintaining compliance is a great HR partner. They may assist them in keeping up with the most recent regulations, identifying areas where they face the danger of not complying, and assisting in the prevention of serious issues that might result in fines, claims, or legal action.

The capacity to adjust to change is essential for success. For their efforts to create a successful and profitable workforce strategy for 2023, finance leaders must surround themselves with positive and knowledgeable influencers.

How to level up your Organizational Structure and Flexibility? Implement your own All-in-one smart office system.

The post HR Trends Financial Executives Need to Know in 2023 first appeared on ONEs Blog.

Dominic Brown, professional with knowledge of real estate and economic trends, indicates that after gaining a greater sense of the long-term impact of the global pandemic, he found out that office demand still has high resilience in Asia Pacific.

The outlook for office demand is also positive, thanks in large part to the three following factors: growth in office-based employment, a slower uptake of flexible working arrangements, and the continuing importance of the office.

Growth in office-based employment

Unemployment estimates indicate that labor markets across the APAC region are projected to tighten, with most posting unemployment rates at or below their respective five-year averages.

The growing mismatch between necessary business capabilities and the available labor force has fueled the fight for talent. Global research also found that 41% of the workforce is considering quitting employment during the next 12 months—during the so-called “Great Resignation.“

The essential takeaway here is that corporate occupiers should emphasize personnel retention and attractiveness in the short term while also increasing efficiency through investments in technology and real estate.

Slower uptake of flexible working arrangements

Many firms have pushed the implementation of more flexible working methods as a result of the worldwide experiment of working from home during lockdowns. However, there is still debate over the best hybrid of in-office and remote employment.

According to the data, the most important factor is to give employees the autonomy to choose where they want to work. Employers who can inspire their employees to return to the office not only improve employee experience but also drive significantly higher engagement outcomes.

Because employees anticipate more flexibility in where they work, office spaces will increasingly be constructed with an emphasis on collaborative space. However, the transition in the Asia Pacific is expected to be more restricted.

Fundamentally, this is because a larger number of employees are spending more time in the office and, as a result, require more space for concentrated work.

As a result, occupiers will likely look to landlords to provide collaboration space and wellness activities for group usage elsewhere in the property.

The continuing importance of the office

Workers have demonstrated that they can remain productive while working from home throughout the epidemic.

However, this has come at the price of other components of the work environment. Employees who joined their company within the previous year outperform longer-tenured colleagues based on Experience per Square Foot (XSF) Research, but remote work has hampered personal interaction, particularly when it comes to building professional networks and bonding with colleagues.

The problem for landlords and occupiers is to persuade employees to work in their buildings. Simply put, it will include developing amazing spaces and places—placemaking—because employees will expect and demand more than an A-grade building with spectacular views.

What does an office mean for people nowadays?

The office should serve as an important tool for maintaining and attracting personnel, as well as communicating a company’s brand and culture.

Amenities have evolved into locations for renters to work, socialize, and interact with colleagues, making them essential differentiators. Creating communities is now at the center of a functioning precinct, building, or workplace.

For example, Google Singapore announced its latest office spotlight that shared spaces and a close-knit community will be the new working environment for Googlers to work enjoyably and flexibly based on their hybrid approach to work policy.

As a result, communities are being formed through health spaces, tenant applications, collaborations, and events.

How to implement a flexible workspace for your people?

ONES all-in-one smart office system can help you to easily implement hybrid working at ease.  You can easily perform virtual meetings, desk-hoteling, and digital office management with our Room Booking, Desk Booking, and Visitor Management features. 

ONES Software now has a dedicated page to introduce a series of hybrid working measures to help you solve problems. You may wish to go to https://ones.software/sg/hybrid-workspace/ for further reference. 

Contact us: hello@ones.software, or visit ONES Software official website for more information: https://ones.software/sg/. 

The post APAC Office demand is still resilient in the hybrid working era first appeared on ONEs Blog.

Compared with the new work models such as hybrid and remote working, the drawbacks of the traditional work method have obviously been shown, the best example is “Quiet quitting”. 

What is “Quiet quitting”? 

The term “Quiet quitting” is not new, nor does it mean actually resigning. The term quiet quitting was initially coined at a Texas A&M economics symposium on diminishing ambitions in Venezuela in September 2009 by economist Mark Boldger. The term continued to be used by other figures, including writer Nick Adams and economist Thomas Sowell.

 “Quite quitting” means that workers are only to do the minimum work required by their supervisors, and that’s it, nothing more.

The employees who are in “quite quitting” mode are tired of working hard on their jobs or feeling guilty about sick leave, even not going into a panic as they miss an email in the middle of the night.

These employees will give more priority to life outside of work than to promotion and fame, and do not want to focus all of their lives on work. 

Paula Allen, Global Leader and Senior Vice-President of Research and Total Wellbeing at LifeWorks, outlines the following as signs of quiet quitting:

• Saying no to tasks outside of the traditional job description
• Not replying to emails or Slack messages outside of work
• Leaving work on time
• Being less emotionally invested 
• No more overachieving
• Reduced interest in going above and beyond to secure a promotion at the company

Why Are People Doing It? 

The appearance of “quiet quitting” is the worst result of companies’ long time to work in traditional work models. The traditional work pattern requires the workers to have long working hours and the daily target is unclear, also supposed to work in the office.

It makes the workers lose their passion for fighting for goals and the long working hours make them lose their enthusiasm for their work.  This makes lots of employees join the “quiet quitting”. 

Quiet Quitting Is All About Bad Bosses

Based on the survey done by Harvard Business Review, when compared to the most effective leaders, we discovered that the least effective managers have three to four times as many employees that fall into the category of “silent quitting.”

Only 20% of these supervisors’ direct reports were willing to put in extra effort, and 14% of them discreetly resigned.

However, those who were assessed as being the best at juggling relationships and results had 62% of their direct reports wanting to put in more effort and only 3% were covertly quitting.

Many people have, at some point in their careers, worked for a manager who encouraged them to quietly leave their position. Feeling undervalued and underappreciated is the cause of this. It’s possible that the management exhibited bias or inappropriate behavior. The manager’s actions caused the staff to become unmotivated.

Traditional work style damaging your company

Maggie Perkins, a former teacher already involved in “quiet quitting”, said that her children will not always be three and four years old, so she would like to spend more time with her children rather than work hard on her job. 

As Maggie said, the worst impact of “quiet quitting” for a company is the reduction in productivity and efficiency. The reasons are the workers fully focus on their life, no more input on their jobs.  

It is not good for Gen Z (Generation Z) in particular. Because they have the right mindset and want to succeed in the workplace. 70% of Gen Z believe it is more important to be seen as having a curious and open mindset than a specific skill or expertise. Thus, they don’t think “quiet quitting” is suitable for them.

Some data shows that if younger generations need to work in the office with the old work model, 43% of knowledge workers would consider resigning from their jobs.  So, if you want to keep your talents, you must understand what Gen Z needs. 

The expectations from Gen Zers

Generation Z doesn’t like to work in the old work model because it is boring, lacks flexibility in work, and has less communication with colleagues.

They advocate for having a more balanced work/life experience to help them escape the burnout that has been inflicted on older generations. 

Always interconnectedness with supervisors

As reported by Forbes, 60% of Gen Z employees expressed the desire to have clarity on the expectations and parameters of their jobs, and 60% of Gen Z workers want direct, frequent communications and check-ins with their supervisors for performance evaluation.

By using collaboration tools, they can always keep in touch with their supervisors.  

Positive relationships with colleagues

Gen Z doesn’t only want to interact via a screen but rather craves a collaborative and team-friendly work environment.

90% of Gen-Z workers desire and value a human connection in their professional environments.  In fact, 72% of Gen Z want to communicate face-to-face at work. 

Great training platform or system

Many Gen Zers prefer self-directed learning as a training method. The reason is they can learn the skills they want to know, and keep the learning with flexible. This means Gen Z prefers steady communication with their professional teams.  

According to a study by Gallup’s State of the American Workforce, supervisors should help Gen Z set some training guidelines and create a platform that allows for two-way communication and easy access to resources and information.

This level of leadership ensures that your team has a greater understanding of work expectations. 

A healthy way of work and life 

For the Gen Z workforce, creating a community or a family is the top issue that they care about. 38% of Gen Z consider work-life balance as their number one factor in choosing your company. 

Backup technical support or instant help from senior 

If you don’t have up-to-date technology at your workplace, you’ll find that Gen Z in the workplace will be greatly disappointed. Some systems can support Gen Z easily to manage the workspace resources and help them work flexibly in the office, such as ONES. 

60% of Gen Z-ers expect their managers to deliver feedback that is frequent and measurable to ensure that they can address difficult challenges. Also, when Gen Zers go back to the office, they want to get instant help from the senior staff through face-to-face communication. 

Customizable flexible work schedule; including work location, time, and workflow

New data from NearU shows that over half (54%) of users on their platform are part of Gen Z, and these users commented that they crave job flexibility.

Flexibility is very important for Gen Z. Flexible work allows them to choose remote work or fixed work in the office. One of the best benefits for Gen Z working from home is no commute time, which can help them save both time and money.

Flexible working hours allow them to have shortened business hours, which they can have more time to take rest and then less stress. 

The younger generation is the most important asset for a company, especially Gen Z. Thus, you need to fulfill their needs; otherwise, you will lose a number of the workforce in the future. To satisfy their needs, hybrid working is suitable for your office. 

Be the winner in future work

To retain your future talents, you should provide flexibility for their work. Hybrid work is an approach that takes into account the individual’s needs, whether they’re at home or at the office.

It provides flexibility and autonomy for employees, and these are the key factors in the work environment. There are lots of countries that will implement hybrid working around the world. 

Moreover, the research shows that more than 1 or 3 workers around the world want to maintain a hybrid work schedule. Following are the software and systems that can help you to work more closely with the staff and easy to manage the office resources:

Collaboration tools: Microsoft Viva 

Microsoft Viva is an employee experience platform that brings together communications, knowledge, learning, resources, and insights in the flow of work. 

Office management system: ONES 

ONES is one of the famous all-in-one smart office systems that can help you to easily implement hybrid working at ease. You can easily perform virtual meetings, desk-hoteling, and digital office management with our Room Booking, Desk Booking, and Visitor Management features.     

With Microsoft Viva and ONES, you can enjoy a comprehensive smart office management system on Microsoft Teams for your staff to have more connections with each other, work more closely, and easier to manage your office equipment. It allows your employees to work remotely and work at hybrid offices.   

Contact us: hello@ones.software, or visit ONES Software official website for more information: https://ones.software/.    

The post Why is “quiet quitting” the next thing you need to know?  first appeared on ONEs Blog.

Workplace flexibility matters

According to ADP Research Institute’s “People at Work 2022: A Global Workforce View,” the majority of workers who consider leaving their jobs if asked to return full-time to the workplace are between the ages of 18 and 44.

In comparison, only about 20% of Singaporean workers over the age of 45 would consider leaving if their employer required them to return to work full-time.

According to ADP’s statement on Monday, the reluctance could be a potential source of friction because some industries, such as construction, manufacturing, and food and beverage, may be unable to implement a hybrid work system (4 July). When compared to other industries, the food and beverage and retail industries rely more heavily on younger workers.

As well as flexibility in the workplace, employers are recognizing the importance of providing other benefits and support to their workers.

For instance, two-thirds (66%) are now offering financial wellbeing advice to staff, up from six in 10 (59%) in 2021 – but that is far more likely to happen in the Asia Pacific and North America (74% and 56%) than Latin America (49%) or Europe (36%).

Key factors that affect career change in Singapore

The report also conducted surveys on other aspects of work, such as worker satisfaction and career priorities.

In Singapore, 75% of respondents have considered a major career change in the last year. This could be due, at least in part, to only one in every eight Singaporeans believing that their job or industry is secure.

While salary was the most important factor in a job across the Asia Pacific region, it is by far the most important factor for Singapore workers, with 71% ranking it as the most important factor. Despite this, only 63% of Singapore employees are likely to request a raise if they believe they are deserving.

The flexibility of working hours is important to 42% of Singapore workers, while enjoyment of the day’s work is important to 32%.

Read more: Google Singapore: Focus on the flexibility of employees

How to implement a flexible workspace to retain your employees?

Apart from salary, flexibility in the workplace has become the major factor for people, especially Singapore workers, to stay in the same company. Therefore implementing a flexible workspace will be an urgent issue for directors and administrators to survive in the serious career market.

Bookings ONE, one of the famous management systems, can help you to easily implement hybrid and flexible working at ease. Hybrid work means a mixed working style of working at the office and working from home. You can allow your employee to have high flexibility to choose their desirable workspace. You can easily perform virtual meetings, desk-hoteling, and digital office management with our Room Booking, Desk Booking, and Visitor Management features. 

ONEs Software now has a dedicated page to introduce a series of hybrid working measures to help you solve problems. You may wish to go to https://ones.software/sg/hybrid-workspace/ for further reference. 

Contact us: hello@ones.software, or visit ONEs Software official website for more information: https://ones.software/sg/. 

The post Over half of S’pore workers would consider quitting if hybrid work is not a choice first appeared on ONEs Blog.

Apple Inc. ended its two-year work-from-home policy during the COVID-19 pandemic on April 11, and its employees began returning to the office today. While many technology companies have offered some employees the option to work from home permanently, Apple is not one of them. She made it clear that employees will eventually need to return to work in the office.

Apple’s CEO Tim Cook said,

For all that we’ve been able to achieve while many of us have been separated, the truth is that there has been something essential missing from this past year: each other.

Tim Cook

Even though Apple Inc. did not force its employees to return to full normalcy immediately and return to the office five days a week, but rather adopted a gradual return strategy and a mixed work policy, many Apple employees were quite upset.

Many Apple employees did return to the office, but they only went back to see old friends and then handed in their resignations to find another job, Silicon Valley engineer Lu Yu said on a social media platform. Many of them are already used to working from home and don’t want to go back to the days when they spent a lot of time in traffic, preferring to find a new company where they can work from home permanently. High salaries and good jobs, and even Silicon Valley-style benefits, are no longer the compensation for long commutes.

Before the COVID-19 outbreak, many companies would not have considered working from home because there was no incentive to do so, and they were concerned that it would change the communication and synergy between teams and affect productivity. However, the hybrid work pattern that companies had to implement during the epidemic indirectly proved that many companies’ productivity would not be significantly affected by measures such as working from home.

As a result, not only do employees have a stronger reason to continue to work from home, saving a lot of commuting time and reducing expenses by choosing accommodation far away from the city, but companies also need to strike a balance between retaining talent and maintaining performance by implementing a hybrid work model that allows employees to choose to work from home while also returning to the company regularly to maintain teamwork and performance.

ONES Software now has a dedicated page to introduce a series of smart office measures to help you solve problems and overcome the epidemic. You may wish to go to https://ones.software/covid-19/ for further reference.

Contact us: hello@ones.software ／ (+852) 5538 3410, or visit ONEs Software official website for more information: https://ones.software/.

Ref:

Apple’s Corporate Employees Returning to Offices on Hybrid Schedule Starting Today
Corporate Apple employees in the United States began returning to their offices today, ending a two-year work from home…www.macrumors.com

The post Remote Work: Major Consideration For Silicon Valley People Now first appeared on ONEs Blog.