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Rita Trehan argues that the pandemic exposed deep-rooted flaws in many businesses that, unless dealt with, will continue to drive employees away from their organisations
Author: theloopeditor theloopeditor
The growing danger of proximity bias
The spectre of proximity bias hangs over both employers and employees adopting hybrid arrangements, with clear worries over whether those in the office will receive more preferential treatment to those based primarily at home.
Avoiding the pitfalls of proximity bias with hybrid work
Helen Kupp highlights that leadership, guardrails, and reskilling are crucial if organisations are to avoid proximity bias taking hold.
“The flexibility genie is out of the bottle and isn’t going back in.”
Kate Lister, President of Global Workforce Analytics, believes that companies must recognise, if they haven’t already, that flexibility is now the name of the game, and results-based management must be the goal.
“A company’s proposition on flexibility has become a critical factor”
Nick South believes the issue of proximity bias is a particular worry for those organisations looking to make progress on diversity, equity and inclusion.
How flat should organisational structures be?
One notable result of Google’s annual ‘Googlegeist’ employee survey was a second consecutive year of negative feelings regarding hierarchy and bureaucracy, with just 46 per cent responding positively.
Bureaucracy busting – keep it simple
Business executives have a responsibility to prevent bureaucratic creep in their organisations, and that flattening their structures is the perfect way to do just that.
Google learned the hard way why hierarchical structure is important
Saerom (Ronnie) Lee, Assistant Professor of Management at the Wharton School, University of Pennsylvania, argues countless examples of flat structures failing highlight the need for hierarchical structures in business.
“Nothing we’re experiencing today is actually new”
Many of the interfaces claiming to be part of the metaverse are actually far from it, and are unlikely to revolutionise the way we work any time soon, according to Professor Bob Stone.
What do we mean by the metaverse?
Peter Schwartz, Senior Vice President of Strategic Planning at Salesforce, feels that to a certain extent, we are already living and working in a metaverse, just one without the headsets.
