The Made-up Nonsense About Generations At Work

The job hopping myth is just one of the made-up generalizations wrongly shaping the way we think about generational differences in the workplace. Knowing such claims to be false the Corporate Rebels decided to put some of them to the test looking at the evidence behind what millennials and other generations want and need from work. The needs can be roughly summarized with the following list: purpose, meaning, freedom, autonomy, fun, and personal development. But aren’t these really universal basic human needs rather than what might be separating Millennials from the baby boomers and other generations?

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Written and published by Corporate Rebels

Why Workplace Mindfulness Is Simpler Than You Might Think

Mindfulness at work proves to have positive effects on increased productivity, wellness, happiness, and energy. These are few of the reasons businesses are integrating elements of mindfulness into their organizational practices. Getting started is as simple as becoming more aware of yourself and the world around you.

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Authored by Bianca Bartz for hazel

Pressuring Employees To Be Do-Gooders Can Backfire Badly

It’s so tempting for organisations to expect more and more from their employees – and so much harder for employees to resist when they are being asked to do socially desirable things like “help out” and “think about the organisation”. But by making such behaviours expected or even mandatory, we box people into regulated systems that rob these activities of their intrinsic motivation and instead make them into burdens, burdens that can boomerang back on the organisation and even beyond.

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Written by Alex Fradera for The Britisch Psychological Society Research Digest

The Case For Designing Offices More Like Bars

Why do we strike up more spontaneous conversations with people in bars than we do in the workplace? The answer isn’t alcohol—it’s the eye height you engage with people at.

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Article Daniel Krivens on Quartz

What To Do When Facing Employee Burnout

High levels of stress at work with extreme fatigue, which can lead to burnout and turnover. Don’t let this happen to your team: apply these recommendations from organizational psychologist Dr. David G. Javitch.

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Article by NOBL Collective

Connecting Coworkers With Donut(s) And Dates

As a growing company with new people arriving nearly every week, it can be hard to to maintain a feeling of connectedness. Add being dispersed across multiple locations in different countries, time zones, teams, and not having the ability to run into someone to have a casual chat, it can be even harder. See how Culture Amp pairs people up globally in a way that is easy to implement.

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Article by Stacey Nordwall, Culture Amp blog

The Progress Principle

Harvard Business School professor and author Dr. Amabile explores inner work life — the emotions, perceptions, and motivations that people experience as they react to events in their work day. Her research team discovered that, of all the events that can deeply engage people in their work, the single most important is making progress on meaningful work.

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Segmentors Vs Integrators: Google’s Work-Life-Balance Research

Google research shows that those who rigidly separate their personal and work lives are significantly happier about their well-being than those who tend to blur the lines between the two.

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Article by Megan Huth on re:Work

Why We’ve Stopped Saying “Culture Fit” And What We’re Saying Instead

There may be good reasons to look for teammates who will “fit in”—they might feel more comfortable, they could be happier and more engaged, they might stay in the role longer. But merely selecting people who fit into the existing peer group will likely go at the expense of increased performance benefits of a diverse team base. Therefore, it might be fruitful to think of a better framework combining cultural contribution and values fit in evaluation potential teammates.

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Article by Courtney Seiter on the Open Buffer blog

10 Companies That Are Great At Empathy

The idea that empathy is the secret to business success is a far cry from the dog-eat-dog corporate mentality that has prevailed for so long. But recent research from The Empathy Business suggests it might be time to rethink that approach. In fact, those leaders and companies that embed empathy – the ability to understand and share the feelings of others – into their business models perform far better than those that don’t.

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Written by Stéphanie Thomson Editor, World Economic Forum