According to Marnie Brokenshire of Uncapped Potential, many companies are unknowingly using their values and behaviours to suppress authenticity and deny staff the ability to express emotion, discomfort or vulnerability, and it is creating serious consequences.

“When positivity becomes mandatory, it becomes manipulation,” Brokenshire said. “We are seeing organisations where emotional honesty is being replaced with enforced cheerfulness and the result is a culture of silence avoidance and burnout.”

She added: “Many organisations have implemented ‘happiness’ mentalities to try and provide a ‘supportive environment’ at the expense of authenticity. The impact is having a negative effect.”

In evaluating the current workplace culture, Brokenshire and her business partner Nicole Mathers discovered a common pattern of ‘corporate gaslighting’, where company values dictate how people should think, feel and behave and where if you don’t “feel” that way, or want to challenge something, it is not welcomed.

“Values are meant to guide behaviour, not control it,” Brokenshire said. “But when values like ‘we always have fun’ or ‘positivity is essential’ become the default response to stress or crisis, they begin to erase the reality of what people are experiencing. That is when culture crosses the line into psychological harm.”

Brokenshire warned that many companies are unintentionally sending damaging messages through their values, communications, and leadership behaviours through actions that include:

• Dismissing emotion with phrases like ‘don’t worry about it’ or ‘you’re being too negative’.
• Praising positivity at the expense of honesty.
• Ignoring or punishing staff who speak up or show vulnerability.
• Forcing motivational mantras in environments of high pressure or stress.
• Making happiness or fun a performance metric.

“This is not just about toxic culture. It is about tone deaf leadership that confuses positivity with progress,” she added. “Being relentlessly upbeat in the face of real hardship is not resilience. It’s avoidance. It pushes people to question their own emotional responses, which is the very definition of gaslighting.”

“If people feel they can’t be real, make mistakes or raise problems without being labelled difficult or negative, then your culture is not psychologically safe,” she continued. 

In addressing the problem of toxic positivity, Brokenshire stressed that corporate values need to be reviewed regularly for relevance, clarity and impact so such values do not end up having an adverse effect in the workplace.

“If you’ve got motivational posters on the walls and meltdowns in the meetings, then it’s time for you to revisit the alignment of your cultural values and what’s real,” Brokenshire said.

Brokenshire also emphasised the importance of high-quality leadership training and the establishment of emotionally intelligent organisations where real conversations are held where nothing is off the table, and where people are encouraged to bring their whole selves to work, not just their cheerful side.
 

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At the forefront of this transformation, and the world’s largest provider of hybrid-working solutions, is International Work Group (IWG). Their CEO and Founder Mark Dixon, emphasises the importance of designing spaces that foster collaboration and creativity. “It’s not enough to just ask people to come to a building and assume that they’ll be collaborating or that they’ll be creative,” Dixon says. “Companies that are really focused on driving collaboration are putting money into smaller, high-quality workspaces that are designed to produce an environment in which people can come together effectively and interact and exchange ideas.” Dixon adds that creating an inspiring and fulfilling ‘hybrid hub’ is also important in attracting and retaining top talent at a time when it can be hard to find.

These shared environments offer unique networking opportunities with other businesses and professionals. The connections made here can lead to valuable partnerships, collaborations, and business development that can become a springboard for future success. Networking events within these spaces also provide essential learning and growth opportunities.

The rise of hybrid working

This way of working is proving to be incredibly attractive to many UK businesses, and it’s easy to see why they’re shifting towards this model. The benefits of hybrid coworking are clear. Imagine a happier, more focused workforce, with the freedom to work from wherever they want when needed, without sacrificing the collaborative energy of an office environment.

This flexible arrangement offers multiple benefits, primarily fostering a healthier work-life balance. By minimising commute times and offering the convenience of working from home, you can allocate more precious quality time to family, hobbies, or simply recharging. Additionally, the autonomy gained by being able to manage your own schedule can lead to increased productivity, job satisfaction, and overall well-being. Strike the right balance and everyone’s a winner.

It’s all backed up by numbers

Furthermore, research indicates that over 30% of workers will adopt hybrid for the long-term. According to research by IWG (which includes leading workspace brands Regus and Spaces), 55% of workers have lower stress levels under the hybrid model, and 82% claimed they were happier and more motivated.

IWG’s extensive research helps us to better understand the impact that more workspace choice has on every worker. An overwhelming 72% of employees reported preferring this flexible approach, even if it meant earning less compared to a traditional office. And 88% cite hybrid work as a top requirement when seeking new jobs, making solutions like Regus crucial for attracting top talent.

“Employees have realised they’ve been wasting time commuting when they don’t need to be in an office,” Mark Dixon, CEO and Founder of IWG. “While businesses recognize a hybrid model means happier, more engaged employees and significant cost savings.” As a result, IWG has seen the demand for top-class flexible workspaces rise rapidly as more organisations embrace hybrid models.

Improve your work life balance today with a visit.

To discover how Regus can help you find a better work-life balance visit regus.com/success.

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While the cost to implement new benefits can be a barrier for small businesses, there are low-cost solutions that can help.

Prioritise recognition and appreciation

87 per cent of business and HR decision-makers agree that poor employee engagement impacts employee performance, and therefore business performance. A very simple and cost-effective way to help combat this is by tapping into recognition and appreciation.

It’s human nature for employees to crave recognition for their hard work and accomplishments so introducing an “Employee of the Month” program to publicly acknowledge outstanding performance can be a really meaningful way to boost engagement. Alternatively, you could use company newsletters, meetings or social media to give team shoutouts and share the praise more widely. The best way to get started is through peer-to-peer eCards because they’re fast and easy to send. and emphasise the impact of the action being celebrated. It’s always nice to hear “thank you,” and employer-branded eCards are a fun, easy way to create cultures rich in recognition and appreciation.

Help to make employees’ income go further

Most organisations are operating with a sharp focus on cost control. Often, meeting the expectations around pay rise isn’t feasible. The next best thing may be to help employees make their money go further. One way to do this is to introduce an employee discounts program providing vouchers, cashback and instant discounts.

Embrace wellbeing

As hybrid working blurs the line between work and life, there’s been an increasing focus on employee wellbeing and mental health within the workplace. Wellbeing is no longer just an employee benefit, but an opportunity to support your team in all aspects of their personal and work lives and our recent Workplace Engagement Index revealed that 40 per cent of employees would leave a job that didn’t offer them financial, physical and mental wellbeing support.

Providing low-cost benefits such as morning yoga, step challenges, lunchtime massage treatments or healthy and nutritious snacks (free of charge) can be cost-effective ways to help support your team. You could also offer digital resources to support wellness and wellbeing. Providing links to free exercise videos, yoga classes, healthy recipes and mental health services are just a few of the resources you can provide employees.

Extra time off

Offering employees a surprise day off gives them time to recharge, spend time with loved ones, enjoy a hobby or simply relax and rejuvenate. Making this extra day flexible allows them to time it to important events like a child’s birthday or their anniversary and makes the reward even more meaningful to them. Not only does giving additional holiday days reward going the extra mile, it also promotes commitment to better work-life balance and personal wellbeing..

Whether you’re thinking about new benefits to implement or ways to expand your current offering, there are options out there to suit everyone. The most important thing is to understand what your employees need and what will help you enhance your employee value proposition to ensure they’re delivering the most impact.

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So says Hub Australia’s latest ‘Love Where You Work’ report, which examined the workplace priorities and concerns of 775 Australian employees.

What employees really want

According to the report, employees would return to the office for social benefits.

50 per cent or surveyed employees said they prefer to work from the office more this year. They cited the lack of social interaction and culture as the top reasons they preferred a communal space to working remotely.

In terms of workplace events, 87 per cent of respondents said that social activities are important to them. Second most popular were wellbeing sessions, which 43 per cent of respondents said was important.

Finally, in unsurprising news, employees want work arrangements that are flexible. In fact, 57 per cent of respondents considered this at the very top of their priority list when looking for a new job.

“These environments actually play a critical role in supporting career development, social enrichment, provide values alignment and it’s clear that the businesses which invest in creating spaces that foster this culture are seeing the investment pay dividends,” said Brad Krauskopf, CEO of Hub Australia.

What employees don’t want

The report found a culture of insincerity when it comes to workplace perks. While some employers are making false promises to prospective employees, others are prioritising superficial work perks that don’t address employees’ actual needs.

“’Workplace window dressing’ is becoming a real issue among employers and will continue to impact employee engagement and office attendance unless it’s called out,” Krauskopf explained.

“Too many companies are quick to put a band-aid on deep-rooted issues with flashy perks and wellness programs that look good on the surface but fail to address the real needs of their employees.”

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This is according to the “Flex Futures Report 2023”, the inaugural report prepared by Flexible Workspace Australia (FWA), the industry association representing 254 coworking spaces in Australia and New Zealand, alongside Startupsaus.cos.co who conducted the study.

The research noted that the growth trajectory of coworking spaces, while was disrupted at the height of the COVID-19 pandemic, has resumed with the number increased in record numbers. Over 80 per cent of these spaces are owned by independent private operators, while the rest are evenly distributed among governments, corporates, and universities.

It is also revealed that among the users of coworking spaces in the Asia Pacific region, 63 per cent come from the Finance, Business Services and Technology sectors.

“The report vividly illustrates coworking spaces as vibrant hubs for collaboration, growth, and fostering strong communities. Our industry leads in intersecting mega-trends shaping the future of work. These spaces play a pivotal role in driving economic and community development, promoting industry diversification, and attracting crucial investments,” said Brad Krauskopf, co-chair of FWA and founder of Hub Australia.

Kate Dezarnaulds, incoming co-chair of Flexible Workspace Australia (FWA) and founder of WorkLife regional coworking spaces, expressed optimism towards a promising future for coworking, emphasising a shift from being tied to the real estate sector to embracing its role in the hospitality industry, with a strong focus on occupier well-being, collaboration and productivity.

“Coworking space owners and operators are ecosystem curators, fostering professional and personal growth. Beyond standard amenities, they prioritise hospitality and community, creating a sense of belonging. Coworking communities support innovation through business support services, events, streamlined tech processes and opportunities for informal collaboration- this has been a game changer for economic development in suburban and regional economies,” Dezarnaulds said.

Dr. Agustin Chavez, Workplace Futures Research Lead, Swinburne University, also commented, “The impact of coworking in commercial real estate has been significant, providing flexibility and experiences that traditional leases couldn’t match. But the pandemic has reshuffled the ‘rubik’s cube of work’ urging us to rethink our approach to solving it. Imagine work as a Rubik’s cube, with each stakeholder striving to solve their side. A holistic approach is needed to shape a brighter future for all involved”;

Industry academic Dr Chad Renado, a Research Fellow (Innovation Ecosystems) with the Rural Economies Centre of Excellence who worked with FWA on the research for the report, stated, “Whether as a contribution from the flexible workspace or simply bringing together high-performing entrepreneurial activity, members in flexible workspaces project revenue and staff growth well in excess of their surrounding communities. These results are not a given. The future will now build on resilience developed through the pandemic, growing awareness of impact among funders, greater sophistication and professionalism of providers, and the advocacy and support of a central peak body in Flexible Workspace Australia.”

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In April and May that year, at the height of the initial lockdown period, some 4.3 million Australians were working from home, according to research house Roy Morgan. That figure represented just under a third of the active workforce.

Much has changed since that time. In mid-2022, COVID case numbers in Australia are high but most organisations have resumed a business-as-usual stance. They’re busy tackling the challenges and opportunities the post-COVID economy is presenting. And they’ve transitioned their teams back to the workplace, or bedded down hybrid working arrangements that will see employees continue to split their time between their homes and the office.

Reimagining the office

But what should that office look like, going forward? After the extraordinary shake-up we’ve navigated, does it make sense for workplaces to look, feel and operate just as they did, BC – before COVID?

PwC’s Changing Places: how hybrid working is reinventing the Australian CBD report flags the fact that businesses should be prepared to invest in significant change.

“… When workers do come to the office, organisations will need to make their commute worth it. There will be a flight to quality, with offices becoming the ‘mecca’ of a business or place for cultural recharge and sanctuary, a place to connect with ‘my people’,” the report notes.

Those offices will also become more “mobile and transient”, to meet the demands of hybrid and drop-in workers. “That will entail the development of stimulating and inspiring spaces that are designed intentionally so that employees who choose to come into the office – in favour of alternatives – are equipped to do their best work,” the report states.

The great digital redesign

Many large organisations have already begun taking that tack; redesigning and refitting their under-capacity offices with digital technologies that will allow their teams to operate within them more efficiently than before.

Some of the changes relate to building systems and infrastructure: improved connectivity; better airflow based on space utilisation; and smart lighting which enables energy usage to be optimised.

Others centre around mobility – think systems for checking workers in and out of the building, or their floor, and interactive floor plans that show where shared desks are available.

There’s no one-size-fits-all blueprint for how the end result should look and run. In fact, the reverse: leaders should be at pains to ensure their arrangements are tailored to suit the unique requirements of their organisation and team.

“Organisations need to understand how their employees intend to use their office space and let these insights guide the redesign,” PwC’s report notes.

“A cleverly imagined office isn’t just about inspiring your workforce and unleashing their potential. It’s also worth thinking about how reconfiguring your physical headquarters can foster better customer and client relationships and improve stakeholder engagement.”

Putting workflow at the heart of office planning decisions

Mapping, analysing and automating business processes and workflows across your organisation can, and should, inform any redesign process. It’s the best way to ensure that your reimagined office space is flexible, functional and a place where your team members are truly happy to be.

Digital process management technology can make the exercise both rigorous and straightforward. If you’re preparing to make changes to your premises and processes this year, it’s an investment in future productivity that’s likely to serve your enterprise extremely well.

The post Is it time your business designed a better workplace for the post-COVID era? appeared first on Inside Small Business.

It is time for business owners to leverage the key learnings of the past year and create a better workplace for their teams. This includes looking at each aspect of their organisation from office design to workplace culture and technology, to create an experience that is engaging for employees.

Fortunately, smaller businesses have an advantage in that they can take a much more individualised, personal approach to creating a great employee experience for their people.  They can be more nimble and agile about any initiatives they implement and have great oversight of how any new ideas or concepts are working as a whole.

Test and learn

In our experience, if a business has not modified its workplace since before the pandemic to suit its employee’s needs, then it’s almost guaranteed that this legacy workspace is outdated and not the quality experience people are looking for. 

Small businesses can utilize their existing space to try new settings or ideas for a set period of time, collecting the data and metrics about behaviour and preferences so that the most appropriate environment can be determined for your people

As a result of the learnings of the last two years, we are seeing a higher proportion of collaborative, workshop-style settings with 1–2-person soundproof rooms and shared desks in workplace environments. Rows and rows of uniform desks, private dedicated spaces for senior management, and large meeting/training rooms are less popular now.

Prioritise wellbeing

The great resignation witnessed large numbers of Australian employees leaving their jobs in search of better workplace culture, with well-being benefits, and the opportunity to leverage some of the personal gains of the last two years.

People are seeking out flexibility so they can alter their hours beyond the standard 9 -5, with the option to work from various locations including abroad. As a small business look at how you can provide your employees with experience which fits their needs, supports them in their personal wellbeing goals, and is potentially outside of the ‘norm’.

These needs play into a larger focus on mental health, as talent look for organisations that have an authentic approach to wellbeing. Whether that be providing mental health plans, structured or ad hoc workplace wellbeing activities or company counselling, small businesses can tailor programs for their team’s needs.

Invest in your technology and ergonomics

As we transition into a hybrid world, small businesses must invest in their technology to create a seamless employee experience that allows both those working from home and those working from the office (or elsewhere) to communicate easily.

Ergonomics is also critical.  Humans are not designed to work from home off their dining table or kitchen bench for an extended period of time. Now that we know that hybrid working is here to stay, it is now more important than ever to ensure people have an at-home set-up that mirrors their office experience.

Small businesses can create a better workplace for their teams by helping to provide WFH ergonomic monitors and screens at the correct heights and distances, as a minimum. Other peripherals may also include laptop stands, footstools and desk lights.

The post How can small businesses promote a better workplace for their teams? appeared first on Inside Small Business.

Clearly, work is no longer a location but is now an activity that can be completed anywhere and at any time. This shift is changing the shape and nature of office-based workplaces.

For senior managers observing these changes, there are questions that need to be answered and challenges overcome. They need to be taking steps today that will ensure their workplaces provide the support and flexibility that staff will require in the months and years ahead.

Technology challenges

Because many businesses were forced to shift their staff into work-from-home mode with very little warning, some have ended up with infrastructures that still need fine-tuning. Issues such as connectivity and security now need to be reviewed to ensure they are up to the required standard.

A first step in building a future-proof workplace is to ensure that all staff have the tools and services they need regardless of where they are located. This might involve upgrading laptops and smartphones and ensuring home internet connections are fast enough to support daily business usage.

When it comes to security, many remote workers are likely to have been relying on virtual private network (VPN) links to gain access to centralised applications and data. While this works well when there are only a few people away from the office, it is difficult to scale. Alternatives like adopting a zero-trust strategy should be explored.

Collaboration challenges

Strong foundations also need to be put in place to support collaboration. With many meetings likely to be held virtually from now on, meeting rooms need to be equipped with display technologies, speakers and microphones that can cope with participants being in multiple different locations.

Some businesses are considering the adoption of so-called “Bring Your Own Meeting” tools that can streamline things. These allow staff to bring their laptop into a meeting room and have it wirelessly connect with projectors and microphones.

Following this approach ensures that setting up video conferences is as straightforward as possible and can be standardised across the organisation.

The types of collaboration services being used by staff should also be reviewed to ensure they are fully interoperable and reliable. There’s little point in staff using different services if they can’t be linked together.

Cultural challenges

Another area that needs to be closely monitored and managed are the cultural challenges that will exist in a future-proof workplace. Staff who are used to seeing each other everyday have to be comfortable with transferring those interactions online.

There may also be challenges when it comes to the mindset of managers. Many will have been in the habit of expecting people to be visible and must now develop ways to communicate and direct remotely.

New methods for assessing staff progress and productivity will also be required. Clear expectations will have to be communicated that can guide the day-to-day activity of staff regardless of their physical working location.

Another factor that will need to be considered is the social side of traditional workplaces. Everything from casual catchup over a morning coffee to a wind-down drink on a Friday evening needs to be rethought. The best methods will differ between organisations but are likely to involve a mix of online and face-to-face events.

While establishing a future-proof workplace may sound challenging, the benefits it will deliver are potentially huge. Staff with be fully equipped and feel supported while productivity levels can remain high.

Taking the required steps now will pay big dividends in the future.

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