HIRING
Tapped out?
Searching for that dream remote-only job? Good luck with that
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AMID ALL THE talk of the Great Resignation, it has been implied that remote jobs have been thriving and that would-be remote workers have more options than ever when it comes to transitioning into a new role.
To an extent, this has been true, but in another sense, it’s gotten much harder to actually land one of those jobs, as surging demand for remote positions has vastly outstripped the number of remote jobs available. According to LinkedIn data, remote jobs represent around 13 per cent of postings, but attract 23 per cent of all applications, leading jobseekers to feel that remote jobs are, in fact, pretty hard to come by.
“The supply of, and employees’ demand for, remote jobs have both grown rapidly over the past two years, but demand has grown faster,” says Mary Kate Fields, data communications manager at LinkedIn.
Which is leading some to declare that the hiring party of 2021–2022 is on the wane ― or at least, that “it’s no longer a rave.” Digital-first tech companies like Netflix, Meta and Uber are all actively in layoffs or hiring freezes; peruse jobseeking forums and you’ll find reams of frustrated candidates applying for dozens and dozens of remote jobs that never pan out.
But the optimist’s take here is that as employers accept that remote work is here to stay, and as they learn how to adapt their processes to match a new work culture that embraces employee flexibility, that the supply of remote jobs will return. Some tech companies, like Airbnb, are going all-in on remote positions. Prithwiraj Choudhury, business admin professor at Harvard, predicts that, going forward, it will prove to be the best approach. “They will attract and retain talent, and those organizations trying to move back in time will lose talent initially, and then be forced to adapt.” Kieran Delamont
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WORKPLACE
The death of mandatory fun
The pandemic put an end to birthday cupcakes, team happy hours and forced ‘fun’ activities. Many workers are deeply relieved
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IN THE FICTIONAL sitcom universe of the Dunder Mifflin Paper Company, a spot on the party planning committee was a prized (and powerful) position. “At its worst, it was a toxic, political club used to make others feel miserable and left out,” quipped Pam Halpert. “At its best, it planned parties.”
The tides are, however, turning against the office party, and its days are numbered as the notion of “office fun” is being relegated to the dustbin. One thing the pandemic has made people feel comfortable saying is that office fun was torturous.
“It’s almost indoctrination,” said Paul Lopushinsky, a Vancouver-based consultant. "You end up with fake smiles. ‘Oh yeah, of course, it’s great here, I just love these activities.’ It’s a culture of harmony with a lot of disharmony just below the surface.”
The death of office fun is being celebrated by some. “No more having to contribute to the Sunshine Fund so when Barbara from HR turns 60, someone will run out and get a cake so you can stand around her desk awkwardly singing Happy Birthday to her like she’s six,” writes Jerry Thornton. “Any excuse to get out attending these things was more than welcome.”
But if you’re worried about your workplace becoming a bit dry and boring, there’s still some hope, as workplaces are realizing that employees are perfectly happy to get together and socialize ― as long as it’s on their terms. Employee-led and directed events for employees only, as opposed to including management, have bubbled up to take the place of forced office fun.
Luposhinsky adds, "It’s an interesting shift, away from ‘you have to do this,’ and toward, ‘what do you guys really want to do?’” Kieran Delamont
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Terry Talks: How to make your workplace a Best Place to Work | Learn about employee engagement, culture, and leadership, and how these aspects must be levelled for organizational success. | | | |
SKILLS
The rise of remote training
Learning at work has changed, and now there’s evidence that online training isn’t just passable ― it’s actually better
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WITH SO MANY workers, especially young white-collar employees, now working hybrid or remote, the traditional methods of workplace training are changing. Gone are the days of straight workplace shadowing, rendered impractical in the hybrid work format; gone, too, is the expectation that by simply being in the office, an employee can learn completely by osmosis. With the location of work now highly varied, managers and trainers are being forced to trial new, remote approaches to training.
So, when it comes to training this way, what works?
Like many other facets of remote work, the trick is to work with the remote arrangement, not to overcome it, HR experts say. Real-time learning over Zoom still works, but hybrid arrangements can offer more opportunity for self-directed learning (using video libraries and online courses, for instance) and blended approaches that combine self-directed course learning with real-time mentoring. These allow for flexibility in training that mirrors the flexibility of remote working, and can be extended to existing employees who want to build skills.
“You should also encourage employees to set aside time in their schedules for remote training opportunities,” writes Ryan Carruthers, of the coworking platform Together. “Doing this can help build a learning culture for your organization over time.”
Experts also recommend connecting new remote employees with other new remote employees, both to give them a learning support network as well as to build relationships between workers.
What HR experts agree on is that done well, flexible and innovative approaches to remote training can have a lot of advantages over older, rigid models, because it allows employees to learn in an individualized way. “It’s an equalizer,” says Karen O’Neill, Director of People Growth at Facebook. “No one is at a disadvantage now.” Kieran Delamont
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CULTURE
Emojis at work: Survey says...
Yes, emojis are appropriate for work ― but proceed with caution
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A SIMPLE, YET vexing professional question: in the year 2022, is it appropriate to use emojis in the workplace? It’s been 23 years since emojis were first invented, and yet the jury is still out on this.
“Anecdotal evidence, as well as conversations we’ve had as part of our ongoing research into effective leadership in the digital age, is pointing to the growing use of emojis in the virtual workplace as an alternative to physical cues,” write Tomoko Yokoi and Jennifer Jordan at the Harvard Business Review. “But they can also be an intergenerational and cultural minefield.”
To older workers, a smiley face emoji might seem harmless, even fun and whimsical. But to younger millennials and Gen Z, a smiley face emoji is seen as passive aggressive and patronizing, a grave offence from which few boomer bosses could hope to recover. (God help the next manager who tries to use a winking emoji at work.)
But on the whole, people would actually like to see more emojis, insofar as emojis make communication seem human and informal. The majority of Gen Z workers surveyed in 2021 said they’d be more satisfied at work if their bosses felt comfortable with emoji use, as ― when used well ― they help people share ideas and reduce the need for meetings and calls, according to software company Adobe.
Of course, there are others who disagree, both in the context of work and outside of it. “I have never knowingly used an emoji and I don’t intend to start now,” wrote The Guardian’s Suzanne Moore. “Someone has to hold the line. Standards must be maintained.”
And new research shows that there can be discrepancies in the impact of emojis ― women, for instance, are more likely to negatively interpret an emoji than men. “A great example is the ‘thinking emoji,’” Jones told The Wall Street Journal. “Men see that as slightly positive, women as slightly negative.” Kieran Delamont
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