Anti-Perks

Good perks are aimed at making people’s lives outside work easier — but specifically in ways that help them perform better when they’re at work, working. Anti-perks are perks that seem like they could benefit your well-being or productivity, but actually have a lot of potential to harm them.

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>> on Comfort, Community & Well-being <<
Written by Vincent Lofranco, published on Even blog

The Art And Science Of Well-Being At Work

Living in a fast-paced, digitally focused, hyperconnected world often means sacrificing the ability to step back and take a breath. This episode of the McKinsey Podcast examines why a functional mind–body connection is increasingly being noticed as crucial for outstanding and sustained performance of executives and employees.

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>> on Comfort, Community & Well-being <<
Published by McKinsey & Company

How To Improve Employee Engagement in the Workplace

The solution for improving employee engagement requires employers and recruiters to understand that disengagement stems from needs that are going unmet. It’s the company’s job to engage employees by creating a workspace that meets employee’s needs.

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>> on HR, People Operations & Talent Management <<
Written by Paul Slezak, published on RecruitLoop

How To Be Ruthless With Your Time Without Being Ruthless With Your Team

The key to manage your time and maintain positive and resilient relationships with your co-workers lies in communicating preemptively, setting expectations and norms, making people part of the process, and finding structured and creative ways to problem solve together.

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Written by Roi Ben-Yehuda, published by LifeLabs Learning

The Psychological Importance Of Wasting Time

When we spend our energy frantically chasing productivity, we refuse to take real breaks. Truth is, there will always be an endless list of chores to complete and work to do, and a culture of relentless productivity tells us to get to it right away and feel terribly guilty about any time wasted. But another view is that a life spent dutifully responding to emails is a dull one indeed. And “wasted” time is, in fact, highly fulfilling and necessary.

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Written by Olivia Goldhill, published by QUARTZ

A Tweet That Sparked A Workoholism Debate

Dedicated, diligent employees are essential for any workplace, but often the working culture of companies asks for more — boards and management want the employees to become workaholic, singularly obsessed with achieving the company’s mission. Recently, Blake Robbins, an associate at the venture capital firm Ludlow, gave voice to such experiences, daring to challenge the culture of workaholism that pervades the startup world. His tweet unleashed a hot discussion on the web.

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Written by Rebecca Ruiz, published by Mashable

Why Open Offices Are Bad For Us

Numerous companies have embraced the open office. But research that we’re 15% less productive, we have immense trouble concentrating and we’re twice as likely to get sick in open working spaces, has contributed to a growing backlash against open offices.

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Written by Bryan Borzykowski, published by BBC

A Powerful Way to Get Employees Motivated And Earn Their Commitment

Research suggests using recognition and praise can be a powerful motivator for employees. The benefits of that for organizations are manifold and real. Employees who receive recognition on a regular basis increase their individual productivity, receive higher loyalty and satisfaction scores from customers, and are more likely to stay with their organization.

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Written by Marcel Schwantes for Inc.

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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Everyone Is Too Busy Is Not A Prioritization Strategy

Being busy should not be a badge of honor, a goal to aspire to nor be used as an excuse to not do the critical work required to reduce the uncertainty of digital product development. In fact, the deeper issue with “being busy” is the lack of an objective, safe way for teams and leaders to say “No” and prioritize work. Productivity should rather be measured by the impact the work has on customer behaviors and outcomes, with a focus on building a customer-centric culture that empowers teams to make evidence-based decision not only on the efficacy of their work but on what work they choose to do.

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Article by Jeff Gothelf