This article is the onsite version of the Working It newsletter.Sign up here to have our newsletter sent directly to your inbox every Wednesday
As we head into Christmas week, we’ll explore the meaning and culture of office parties in this week’s Working It podcast. Did you have that day? Why do these events influence our collective imagination to such an extent? Small team-based events can be less daunting and less gaffe-prone than large corporate bashes, says behavioral psychologist Jo. However, since 2019, many organizations have been missing out on partying at work and want to get their staff together to attend. person event.
According to a survey of US employers by Challenger, Grey, Outplacement Consultancy Christmas (Actual), 57% of companies are hosting an IRL party this year. The Zoom quiz didn’t go viral when forced to choose. People still party — it’s hard.
We also spoke with Jo Ellison, editor of HTSI. No expectations. And meet Timothy Dowling, writer of the 2016 comedy. office christmas partyto hear about the real-life inspiration that went into the film.
PS The most amazing party footage remains a 1981 amateur film featuring a London law firm. It went viral a few years ago, but it’s worth revisiting to see how far we’ve come at work.WARNING: This film does not include a female staff member who will be a 2022 personnel issue. Contains comments.
We’re taking the Christmas break next week and will be back in January with our 2023 Workplace Predictions episode. (Isabel Berwick)
Top stories from the world of work:
Great Green Office Crunch: Buildings account for 39% of the world’s energy-related carbon emissions, and new environmental regulations to address this issue are coming into force at the worst possible time. Hundreds of billions worth of acres of office space worldwide are now at risk of redundancy.
Ho, ho, ho, I’m going to work, I’m not going: Christmas has always been a time of distraction, writes Pirita Clark, but this year is worse. It shows the moment you tend to.
How to pay executives in the age of stakeholder capitalism: Many companies have promised to pay their fair share, but the ratio of CEO compensation to average employee compensation is wider than ever, suggesting that business can play a role in shaping a more just society. It has caused resistance from those who believe that
A recession is no excuse to set back diversity. With a recession looming, some critics argue that the “box tick” jeopardizes corporate growth. But research shows that more diverse companies tend to be more profitable.
Banker’s bonus reduction marks a return to normal. Wall Street bonuses could drop by more than 45% this year. This may sound surprisingly high, but it can reduce the likelihood of layoffs and get banks back on their feet quickly.
Why Managers Should Encourage Career Cushions
With tough economic times and mass layoffs looming, many workers are evaluating their performance, identifying skill set gaps and brushing off their resumes. This practice of preserving your current job while preparing for your future job is called “career cushion”.
Career coach Sarah Hernon says that while career cushions aren’t new (it’s what most people do when changing jobs), organizations can really benefit from staff who are focused on networking and skill development. says it can. “The skills you need to hire are right there in front of you,” she says. Importantly, when employees don’t do this, “it’s harmful to the organization,” says Sarah. “Organizations risk becoming obsolete if they don’t think their employees are considering other career options.”
Line managers can start by being transparent with each other about the strengths and skills of their respective team members who may be better suited elsewhere in the company. Employees who see the potential for growth and flexibility are more likely to stay with the company and stay engaged.
Companies embracing career cushions can minimize another phenomenon that has made headlines. “Job cuffing” is the idea that workers will only commit to their current role during the cold winter months until new opportunities come along in the spring. This is another buzzword for not being entirely new. Kory Kantenga, his senior economist at LinkedIn, says job cuffing coincides with seasonal ebbs and flows in hiring practices. January and his August have historically been the most popular months to start a new job, with jobs increasing by about 12% from winter to spring in both the US and UK, according to data shared by LinkedIn. I’m here.
Hiring in December tends to slow down for two main reasons. First, recruiters and other colleagues have fewer opportunities to interview candidates before the holiday season. Second, new hires could be delayed to his early 2023 as the hiring manager is waiting for a budget increase or approval. Another common scenario for him, Kory said, is that he already had an offer in the fall or summer, but the start date is early in the new year. “They want to start fresh, so they’re waiting.”
With the hiring season slowing down and new vacancies likely not being posted until January, Kory is committed to updating resumes, researching companies of interest, assessing skills, and working towards a certificate or credential. suggesting that it is time to act. study course.
And if you’re a manager, don’t be afraid of the prospect of your career cushion staff fleeing to another location in the spring. [your] organization,” says Sarah. “Individuals want sustainable careers. Organizations want sustainable individuals.” (Sophia Smith)
There is a lack of trust among hybrid workplace leaders, and this “productivity paranoia” is driving the adoption of surveillance software and mandatory return to work. Sonia RothwellExternal Communications Manager at Handelsbanken, writes to share more sound examples of how organizations can approach trust.
When I joined Handelsbanken, I quickly learned that trust is an important factor in becoming a Handelsbanker. Our organizational culture is founded on basic beliefs in goodwill, trust and respect that guide all of our actions. Each of our 162 branches operates autonomously as a local company, knowing its customers best and allowing decisions such as interest rates to be made locally. This empowerment also comes with the understanding that you are also responsible for your actions.
We believe that the people closest to the question are in the best position to determine the answer. I also encourage my colleagues across the bank to raise their voices and challenge them across the bank if they believe there is room for improvement. In doing so, we all share a responsibility to strive to be a better bank tomorrow than we were yesterday.
Not surprisingly, people respond positively to being given real responsibility. They live up to the trust and respect that is bestowed upon them, and they fully own their actions and their consequences, thereby making better decisions than anyone else at the bank.
Answers have been edited for length and clarity.
long story short — The biggest stories and the best reading in one smart email.SIGN UP HERE
confused time — Documenting business and economic changes between Covid and conflict.SIGN UP HERE