Transcript of a discussion on new research into how innovations such as contingent labor exchanges and intelligent workspaces are changing the future of work forever.
Working the Great Resignation: How Employers Can Transform Things to their Ad...Dana Gardner
Transcript of a discussion on new research into why one of the tightest labor markets the world has ever seen means a transition to a more healthy and sustainable environment for employee well-being.
Citrix Research Shows Those ‘Born Digital’ Can Deliver Superlative Results — ...Dana Gardner
Transcript of a discussion on new research into what makes the “Born Digital” generation tick and the paybacks and advantages of understanding and embracing this new breed of employees.
Rethinking Employee Well-Being in the New World of Digital Work: New Models D...Dana Gardner
Transcript of a discussion on the current state of employee well-being and how new pressures and complexity from distance working may need new forms of employer-managed support.
NameDateCritical Reading Form for Meselson & Stahl – 10 poin.docxroushhsiu
Name: Date:
Critical Reading Form for Meselson & Stahl – 10 points
Type in answers – Save & Upload to Canvas
Purpose:In 1-2 sentences, what was the research question the authors were trying to answer and why?
Central Thesis:Using only 1-2 sentences, what was the authors’ thesis, or hypothesis?
Key Claims:What are two statements that are used to support the thesis? Conclusions or discussion.
1.
2.
Evidence:What evidence do the author’s use to support each of the key claims you identified?
These are results of experiments.
1.
2.
Figure Analysis (Figure 4 – Meselson & Stahl)
What is shown in part a?
What is shown in part b?
What do the numbers under the generation heading mean?
Why is the pattern different between generation 0
and generation 2.5?
Why is the pattern different between generation 0
and generation 4.1?
Top 10 Human Resources Trends of the Decade
Thomas Barwick/ Stone/ Getty Images Human Resources
By Susan M. Heathfield
Updated August 10, 2016
The top ten trends of the decade for Human Resources staff and the employees served at work were not obvious nor were they easy to pick from my original list. Depending on your company size, your location, and the health and progress of your company and industry, the top ten Human Resources trends may have differed for you.
Although the selection was a challenge, and I still go back and forth, these are my top ten Human Resources trends of the decade.
These Human Resources trends are presented in no particular order aside from the first trend, which has swamped HR the past couple of years.
It's the Economy
With US unemployment at 10.2%, as I write this, and extended unemployment benefits and COBRA subsidies keeping many families afloat, this economic downturn has left no one unaffected. Even people still employed have watched as their 401(k)s and savings sunk to new lows.
Almost no employees have received a raise without a promotion this past year. Normal bonuses and profit sharing have been replaced with mandatory furloughs and more work to replace that of laid-off coworkers.
Mourning the loss of laid-off coworkers with feelings of guilt, anxiety, and fear has also chipped away at the employee’s comfort level at work. Looking over their shoulder and protecting their own job has become commonplace. No one can predict how bad the economy could become or how long the downturn will last.
So, business leaders don’t know whether they are managing from an economic perspective that the economy has been reset forever or a down economy that will recover. Business leaders are struggling to manage in times they have never before experienced – and the employees, who may also be experiencing stressful economic trauma outside of work, are watching and concerned.
Millennials Are on the March
A generation of employees who were pampered and scheduled by their Baby Boomer parents have taken the workplace by storm. They bring pluses and minuses to your workplace, but come on, who e ...
It used to be the case that staff worked the way they were told to by their employers. It was therefore the objectives of the organisation – efficiency, in most cases – that defined the working style of the majority.
Now, though, the way we work is subject to all manner of influences. Organisations that wish to design engaging and productive working environments for their employees must understand those forces, and react accordingly.
2022: The Year Technology and New Work Models Come Together To Enable Continu...Dana Gardner
Transcript of a discussion on how technology will improve the ways businesses operate and enable employees to remain productive and content in the coming year.
Working the Great Resignation: How Employers Can Transform Things to their Ad...Dana Gardner
Transcript of a discussion on new research into why one of the tightest labor markets the world has ever seen means a transition to a more healthy and sustainable environment for employee well-being.
Citrix Research Shows Those ‘Born Digital’ Can Deliver Superlative Results — ...Dana Gardner
Transcript of a discussion on new research into what makes the “Born Digital” generation tick and the paybacks and advantages of understanding and embracing this new breed of employees.
Rethinking Employee Well-Being in the New World of Digital Work: New Models D...Dana Gardner
Transcript of a discussion on the current state of employee well-being and how new pressures and complexity from distance working may need new forms of employer-managed support.
NameDateCritical Reading Form for Meselson & Stahl – 10 poin.docxroushhsiu
Name: Date:
Critical Reading Form for Meselson & Stahl – 10 points
Type in answers – Save & Upload to Canvas
Purpose:In 1-2 sentences, what was the research question the authors were trying to answer and why?
Central Thesis:Using only 1-2 sentences, what was the authors’ thesis, or hypothesis?
Key Claims:What are two statements that are used to support the thesis? Conclusions or discussion.
1.
2.
Evidence:What evidence do the author’s use to support each of the key claims you identified?
These are results of experiments.
1.
2.
Figure Analysis (Figure 4 – Meselson & Stahl)
What is shown in part a?
What is shown in part b?
What do the numbers under the generation heading mean?
Why is the pattern different between generation 0
and generation 2.5?
Why is the pattern different between generation 0
and generation 4.1?
Top 10 Human Resources Trends of the Decade
Thomas Barwick/ Stone/ Getty Images Human Resources
By Susan M. Heathfield
Updated August 10, 2016
The top ten trends of the decade for Human Resources staff and the employees served at work were not obvious nor were they easy to pick from my original list. Depending on your company size, your location, and the health and progress of your company and industry, the top ten Human Resources trends may have differed for you.
Although the selection was a challenge, and I still go back and forth, these are my top ten Human Resources trends of the decade.
These Human Resources trends are presented in no particular order aside from the first trend, which has swamped HR the past couple of years.
It's the Economy
With US unemployment at 10.2%, as I write this, and extended unemployment benefits and COBRA subsidies keeping many families afloat, this economic downturn has left no one unaffected. Even people still employed have watched as their 401(k)s and savings sunk to new lows.
Almost no employees have received a raise without a promotion this past year. Normal bonuses and profit sharing have been replaced with mandatory furloughs and more work to replace that of laid-off coworkers.
Mourning the loss of laid-off coworkers with feelings of guilt, anxiety, and fear has also chipped away at the employee’s comfort level at work. Looking over their shoulder and protecting their own job has become commonplace. No one can predict how bad the economy could become or how long the downturn will last.
So, business leaders don’t know whether they are managing from an economic perspective that the economy has been reset forever or a down economy that will recover. Business leaders are struggling to manage in times they have never before experienced – and the employees, who may also be experiencing stressful economic trauma outside of work, are watching and concerned.
Millennials Are on the March
A generation of employees who were pampered and scheduled by their Baby Boomer parents have taken the workplace by storm. They bring pluses and minuses to your workplace, but come on, who e ...
It used to be the case that staff worked the way they were told to by their employers. It was therefore the objectives of the organisation – efficiency, in most cases – that defined the working style of the majority.
Now, though, the way we work is subject to all manner of influences. Organisations that wish to design engaging and productive working environments for their employees must understand those forces, and react accordingly.
2022: The Year Technology and New Work Models Come Together To Enable Continu...Dana Gardner
Transcript of a discussion on how technology will improve the ways businesses operate and enable employees to remain productive and content in the coming year.
Today, four different generations live together in the working environment. What are their interests? Do they work in the same way? This paper analyzes the difference between these generations. It proves that Millennials have their own way of working.
Given that 30% of American workers are part of Generation Y, and knowing that by 2025 they will represent three-quarters of the world's workforce, companies must adapt to their needs and interests.
But, what do millennials value the most in the companies? Gen Y is looking for flexibility in the workplace, which can be approached from different points.
Through this paper you'll examine the benefits of new ways of working and the different tools that can boost workplace flexibility.
The long term unemployed face many stigmas in today's society. They are often discredited as viable candidates at first glance of their resume. This paper written by Sabrina Baker, PHR gives five reasons why they make great candidates.
An Exceptional Working Life: Creating Better WorkplacesTiger Recruitment
Modern thinkers all agree: the world of work is experiencing a seismic shift, with developments in nearly every part of an organisation, from HR to workplace design. In An Exceptional Working Life, we dive into the 11 tenets of the modern workforce, including diversity, performance management, flexible working and mental health, capturing the latest research and trends from industry experts. With contributors from some of the most innovative companies in the world, including Hootsuite, Atlassian, British Land and Deloitte, this e-book challenges traditional assumptions, outlining the developments to look out for, as well as actionable tips and tricks to integrate into your organisation.
How the current environment has redefined 3 key aspects of work and how you can adapt and prepare for it. With the rapidly advancing severity of the COVID-19 pandemic, much of the world has been strong-armed into having to work from home. And with that what has long been an experiment by a few, popular with a small percentage of working professionals, has become a reality for most. This sudden change in the way we work has quite possibly changed the future of work for good.
Over 1.4 million people cite flexible working as one of the most important job benefits they look for. So as employers, how do we embrace that and make it a part of our business culture?
IWG plc research report: the future of workAlyceTyler
We delve into what the new world of work
will look like for firms, from startups to
multinationals, and examine how a flexible,
mobile series of workplace options can
ensure business success.
Download and share the report
48 Harvard Business ReviewMay–June 201948 Harvard Business Rev.docxblondellchancy
48 Harvard Business ReviewMay–June 201948 Harvard Business ReviewMay–June 2019
Harvard Business Review
May–June 2019 49Harvard Business ReviewMay–June 2019 49Photographs by JOHN KUCZALA
Your Approach to
Hiring Is All Wrong
B U S I N E S S E S H AV E N E V E R done as much hiring as they do today.
They’ve never spent as much money doing it. And they’ve never
done a worse job of it.
For most of the post–World War II era, large corporations went
about hiring this way: Human resources experts prepared a detailed
job analysis to determine what tasks the job required and what
attributes a good candidate should have. Next they did a job evalu-
ation to determine how the job fit into the organizational chart and
how much it should pay, especially compared with other jobs. Ads
were posted, and applicants applied. Then came the task of sorting
through the applicants. That included skills tests, reference checks,
maybe personality and IQ tests, and extensive interviews to learn
more about them as people. William H. Whyte, in The Organization
Man, described this process as going on for as long as a week before
Peter Cappelli
Professor,
the Wharton School
Outsourcing and algorithms won’t
get you the people you need.
50 Harvard Business ReviewMay–June 2019
subcontractors can scan websites that
programmers might visit, trace their
“digital exhaust” from cookies and
other user-tracking measures to iden-
tify who they are, and then examine
their curricula vitae.
At companies that still do their own
recruitment and hiring, managers
trying to fill open positions are largely
left to figure out what the jobs require
and what the ads should say. When
applications come—always electron-
ically—applicant-tracking software
sifts through them for key words that
the hiring managers want to see. Then
the process moves into the Wild West,
where a new industry of vendors offer
an astonishing array of smart-sounding
tools that claim to predict who will be
a good hire. They use voice recogni-
tion, body language, clues on social
media, and especially machine learning
algorithms—everything but tea leaves.
Entire publications are devoted to what
these vendors are doing.
The big problem with all these new
practices is that we don’t know whether
they actually produce satisfactory hires.
Only about a third of U.S. companies
report that they monitor whether their
hiring practices lead to good employees;
few of them do so carefully, and only
a minority even track cost per hire and
time to hire. Imagine if the CEO asked
how an advertising campaign had gone,
and the response was “We have a good
idea how long it took to roll out and
what it cost, but we haven’t looked to
see whether we’re selling more.”
Hiring talent remains the number
one concern of CEOs in the most recent
Conference Board Annual Survey;
it’s also the top concern of the entire
executive suite. PwC’s 2017 CEO survey
reports that chief exe ...
The new world of work is coming. Today, employees can make new choices regarding work flexibility and balance as they carry the task remotely.
There's been an increased demand for remote employment on a global scale. This opened the job market for businesses that want to go all-in on distributed teams or use the hybrid approach, especially now that people connect with coworkers outside their area. The epidemic creates a chance for enterprises to expand globally while bringing more inclusion and diversity.
For companies who plan to start their international expansion, the simplicity of working from home will be giving rise to operational complexity. In that matter, dealing with global HR consultants that can facilitate a smooth transition to a new order at work can be beneficial. Like Employer of Record Services (EOR) providers that offer international payroll solutions, employment permit, and immigration services. Most of them have local expertise that ensures full compliance with taxation and labor laws. Get started today and embrace the change coming.
How To Halt Great Resignation Wave? - ShieldShield
Take a look at this presentation to know if tech can halt the Great Resignation wave. During the pandemic, a mass number of resignations happened that affect business growth. Now need Businesses HR leaders, to find ways to halt the Great Resignation. For further details visit the link here: https://bit.ly/3KS3qQO
Positive Impact of Remote Work on Companiesroeland8
In recent years, remote work has become an increasingly attractive way of doing business. This shift towards remote work, initially brought about by necessity during the pandemic, has revealed many advantages that extend far beyond convenience. However, despite these advantages, many companies have also chosen to return to on-site-only or hybrid work.
No doubt that remote work can come with challenges. But it also comes with benefits beyond managerial preferences. This is why it's worth looking at it more thoroughly and understanding the holistic potential including increased profitability, productivity, diversity, and sustainability which we will look into here.
At the same time, we believe it may be a case-by-case decision. We want to provide you with a solid foundation to make the decision for your business to have a partial or full adoption of remote work practices, and to benefit from its upsides.
As advocates of remote work, we want to share our first-hand experiences and insights from other remote-first companies. By doing so, we hope to address any lingering doubts and misconceptions surrounding remote work, while also emphasizing its incredible potential for businesses across sectors.
The Collaborative Organization ManifestoJacob Morgan
A free ebook which serves as a pre-cursor to my book, The Collaborative Organization. The way we work is changing. New behaviors and technologies are entering the enterprise and organizations are struggling to adapt to these changes. This ebook is the first step in providing a resource that can help evolve businesses into Collaborative Organization's.
Transform to perform the future of career transition ebookMichal Hatina
Lee Hecht Harrison (LHH) helps companies transform their leaders and workforce so they can accelerate performance. In an era of continuous change, successfully transforming your workforce depends on how well companies and their people embrace, navigate and lead change.
Change within the organization, and their career. At Lee Hecht Harrison we use our expertise in talent development and transition to deliver tailored solutions that help our clients transform their leaders and workforce so they have the people and culture they need to evolve and grow. We are passionate about making a difference in peoples’ careers and building better leaders so our clients can build a strong employer brand.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
More Related Content
Similar to It’s Official—Flexible and Remote Work Here to Stay, Say Empowered Employees
Today, four different generations live together in the working environment. What are their interests? Do they work in the same way? This paper analyzes the difference between these generations. It proves that Millennials have their own way of working.
Given that 30% of American workers are part of Generation Y, and knowing that by 2025 they will represent three-quarters of the world's workforce, companies must adapt to their needs and interests.
But, what do millennials value the most in the companies? Gen Y is looking for flexibility in the workplace, which can be approached from different points.
Through this paper you'll examine the benefits of new ways of working and the different tools that can boost workplace flexibility.
The long term unemployed face many stigmas in today's society. They are often discredited as viable candidates at first glance of their resume. This paper written by Sabrina Baker, PHR gives five reasons why they make great candidates.
An Exceptional Working Life: Creating Better WorkplacesTiger Recruitment
Modern thinkers all agree: the world of work is experiencing a seismic shift, with developments in nearly every part of an organisation, from HR to workplace design. In An Exceptional Working Life, we dive into the 11 tenets of the modern workforce, including diversity, performance management, flexible working and mental health, capturing the latest research and trends from industry experts. With contributors from some of the most innovative companies in the world, including Hootsuite, Atlassian, British Land and Deloitte, this e-book challenges traditional assumptions, outlining the developments to look out for, as well as actionable tips and tricks to integrate into your organisation.
How the current environment has redefined 3 key aspects of work and how you can adapt and prepare for it. With the rapidly advancing severity of the COVID-19 pandemic, much of the world has been strong-armed into having to work from home. And with that what has long been an experiment by a few, popular with a small percentage of working professionals, has become a reality for most. This sudden change in the way we work has quite possibly changed the future of work for good.
Over 1.4 million people cite flexible working as one of the most important job benefits they look for. So as employers, how do we embrace that and make it a part of our business culture?
IWG plc research report: the future of workAlyceTyler
We delve into what the new world of work
will look like for firms, from startups to
multinationals, and examine how a flexible,
mobile series of workplace options can
ensure business success.
Download and share the report
48 Harvard Business ReviewMay–June 201948 Harvard Business Rev.docxblondellchancy
48 Harvard Business ReviewMay–June 201948 Harvard Business ReviewMay–June 2019
Harvard Business Review
May–June 2019 49Harvard Business ReviewMay–June 2019 49Photographs by JOHN KUCZALA
Your Approach to
Hiring Is All Wrong
B U S I N E S S E S H AV E N E V E R done as much hiring as they do today.
They’ve never spent as much money doing it. And they’ve never
done a worse job of it.
For most of the post–World War II era, large corporations went
about hiring this way: Human resources experts prepared a detailed
job analysis to determine what tasks the job required and what
attributes a good candidate should have. Next they did a job evalu-
ation to determine how the job fit into the organizational chart and
how much it should pay, especially compared with other jobs. Ads
were posted, and applicants applied. Then came the task of sorting
through the applicants. That included skills tests, reference checks,
maybe personality and IQ tests, and extensive interviews to learn
more about them as people. William H. Whyte, in The Organization
Man, described this process as going on for as long as a week before
Peter Cappelli
Professor,
the Wharton School
Outsourcing and algorithms won’t
get you the people you need.
50 Harvard Business ReviewMay–June 2019
subcontractors can scan websites that
programmers might visit, trace their
“digital exhaust” from cookies and
other user-tracking measures to iden-
tify who they are, and then examine
their curricula vitae.
At companies that still do their own
recruitment and hiring, managers
trying to fill open positions are largely
left to figure out what the jobs require
and what the ads should say. When
applications come—always electron-
ically—applicant-tracking software
sifts through them for key words that
the hiring managers want to see. Then
the process moves into the Wild West,
where a new industry of vendors offer
an astonishing array of smart-sounding
tools that claim to predict who will be
a good hire. They use voice recogni-
tion, body language, clues on social
media, and especially machine learning
algorithms—everything but tea leaves.
Entire publications are devoted to what
these vendors are doing.
The big problem with all these new
practices is that we don’t know whether
they actually produce satisfactory hires.
Only about a third of U.S. companies
report that they monitor whether their
hiring practices lead to good employees;
few of them do so carefully, and only
a minority even track cost per hire and
time to hire. Imagine if the CEO asked
how an advertising campaign had gone,
and the response was “We have a good
idea how long it took to roll out and
what it cost, but we haven’t looked to
see whether we’re selling more.”
Hiring talent remains the number
one concern of CEOs in the most recent
Conference Board Annual Survey;
it’s also the top concern of the entire
executive suite. PwC’s 2017 CEO survey
reports that chief exe ...
The new world of work is coming. Today, employees can make new choices regarding work flexibility and balance as they carry the task remotely.
There's been an increased demand for remote employment on a global scale. This opened the job market for businesses that want to go all-in on distributed teams or use the hybrid approach, especially now that people connect with coworkers outside their area. The epidemic creates a chance for enterprises to expand globally while bringing more inclusion and diversity.
For companies who plan to start their international expansion, the simplicity of working from home will be giving rise to operational complexity. In that matter, dealing with global HR consultants that can facilitate a smooth transition to a new order at work can be beneficial. Like Employer of Record Services (EOR) providers that offer international payroll solutions, employment permit, and immigration services. Most of them have local expertise that ensures full compliance with taxation and labor laws. Get started today and embrace the change coming.
How To Halt Great Resignation Wave? - ShieldShield
Take a look at this presentation to know if tech can halt the Great Resignation wave. During the pandemic, a mass number of resignations happened that affect business growth. Now need Businesses HR leaders, to find ways to halt the Great Resignation. For further details visit the link here: https://bit.ly/3KS3qQO
Positive Impact of Remote Work on Companiesroeland8
In recent years, remote work has become an increasingly attractive way of doing business. This shift towards remote work, initially brought about by necessity during the pandemic, has revealed many advantages that extend far beyond convenience. However, despite these advantages, many companies have also chosen to return to on-site-only or hybrid work.
No doubt that remote work can come with challenges. But it also comes with benefits beyond managerial preferences. This is why it's worth looking at it more thoroughly and understanding the holistic potential including increased profitability, productivity, diversity, and sustainability which we will look into here.
At the same time, we believe it may be a case-by-case decision. We want to provide you with a solid foundation to make the decision for your business to have a partial or full adoption of remote work practices, and to benefit from its upsides.
As advocates of remote work, we want to share our first-hand experiences and insights from other remote-first companies. By doing so, we hope to address any lingering doubts and misconceptions surrounding remote work, while also emphasizing its incredible potential for businesses across sectors.
The Collaborative Organization ManifestoJacob Morgan
A free ebook which serves as a pre-cursor to my book, The Collaborative Organization. The way we work is changing. New behaviors and technologies are entering the enterprise and organizations are struggling to adapt to these changes. This ebook is the first step in providing a resource that can help evolve businesses into Collaborative Organization's.
Transform to perform the future of career transition ebookMichal Hatina
Lee Hecht Harrison (LHH) helps companies transform their leaders and workforce so they can accelerate performance. In an era of continuous change, successfully transforming your workforce depends on how well companies and their people embrace, navigate and lead change.
Change within the organization, and their career. At Lee Hecht Harrison we use our expertise in talent development and transition to deliver tailored solutions that help our clients transform their leaders and workforce so they have the people and culture they need to evolve and grow. We are passionate about making a difference in peoples’ careers and building better leaders so our clients can build a strong employer brand.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
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See how to accelerate model training and optimize model performance with active learning
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Welcome to the first live UiPath Community Day Dubai! Join us for this unique occasion to meet our local and global UiPath Community and leaders. You will get a full view of the MEA region's automation landscape and the AI Powered automation technology capabilities of UiPath. Also, hosted by our local partners Marc Ellis, you will enjoy a half-day packed with industry insights and automation peers networking.
📕 Curious on our agenda? Wait no more!
10:00 Welcome note - UiPath Community in Dubai
Lovely Sinha, UiPath Community Chapter Leader, UiPath MVPx3, Hyper-automation Consultant, First Abu Dhabi Bank
10:20 A UiPath cross-region MEA overview
Ashraf El Zarka, VP and Managing Director MEA, UiPath
10:35: Customer Success Journey
Deepthi Deepak, Head of Intelligent Automation CoE, First Abu Dhabi Bank
11:15 The UiPath approach to GenAI with our three principles: improve accuracy, supercharge productivity, and automate more
Boris Krumrey, Global VP, Automation Innovation, UiPath
12:15 To discover how Marc Ellis leverages tech-driven solutions in recruitment and managed services.
Brendan Lingam, Director of Sales and Business Development, Marc Ellis
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
The Metaverse and AI: how can decision-makers harness the Metaverse for their...Jen Stirrup
The Metaverse is popularized in science fiction, and now it is becoming closer to being a part of our daily lives through the use of social media and shopping companies. How can businesses survive in a world where Artificial Intelligence is becoming the present as well as the future of technology, and how does the Metaverse fit into business strategy when futurist ideas are developing into reality at accelerated rates? How do we do this when our data isn't up to scratch? How can we move towards success with our data so we are set up for the Metaverse when it arrives?
How can you help your company evolve, adapt, and succeed using Artificial Intelligence and the Metaverse to stay ahead of the competition? What are the potential issues, complications, and benefits that these technologies could bring to us and our organizations? In this session, Jen Stirrup will explain how to start thinking about these technologies as an organisation.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
zkStudyClub - Reef: Fast Succinct Non-Interactive Zero-Knowledge Regex ProofsAlex Pruden
This paper presents Reef, a system for generating publicly verifiable succinct non-interactive zero-knowledge proofs that a committed document matches or does not match a regular expression. We describe applications such as proving the strength of passwords, the provenance of email despite redactions, the validity of oblivious DNS queries, and the existence of mutations in DNA. Reef supports the Perl Compatible Regular Expression syntax, including wildcards, alternation, ranges, capture groups, Kleene star, negations, and lookarounds. Reef introduces a new type of automata, Skipping Alternating Finite Automata (SAFA), that skips irrelevant parts of a document when producing proofs without undermining soundness, and instantiates SAFA with a lookup argument. Our experimental evaluation confirms that Reef can generate proofs for documents with 32M characters; the proofs are small and cheap to verify (under a second).
Paper: https://eprint.iacr.org/2023/1886
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
UiPath Test Automation using UiPath Test Suite series, part 4
It’s Official—Flexible and Remote Work Here to Stay, Say Empowered Employees
1. Page 1 of 12
It’s Official—Flexible and Remote Work
Here to Stay, Say Empowered Employees
Transcript of a discussion on new research into how innovations such as contingent labor exchanges and
intelligent workspaces are changing the future of work forever.
Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: Citrix.
Dana Gardner: Hi, this is Dana Gardner, Principal Analyst at Interarbor Solutions, and you’re
listening to BriefingsDirect.
The world’s office workers now have more clout and influence than ever over where and how
they do their jobs. Those who have worked from home and want to continue are spurring on
their employers to do more than embrace hybrid work. They’re seeking to reinvent the very
nature of employment.
Stay with us now as we explore new research into how innovations such as contingent labor
exchanges and intelligent workspaces are changing the future of work forever. To learn more
about how flexible work models are the new normal for workers and businesses alike, please
join me now in welcoming our guests. We’re here with Andrew Bartolini, Founder and Chief
Research Officer at Ardent Partners in Boston. Welcome Andrew.
Andrew Bartolini: Hey, Dana, I’m glad to be here.
Gardner: Tim Minahan is also here, he’s the Executive Vice
President of Business Strategy at Citrix, in Fort Lauderdale,
Florida. Hey, Tim.
Tim Minahan: Hey, Dana. Glad to be back.
Gardner: Tim, COVID-19 or not, workers seem to have spoken
adamantly when it comes to flexible work. What are they saying
and why is flexible work here to stay?
Minahan: If you think about major historical moments
throughout the ages that have kind of reset how we live and how
we work, certainly the pandemic will go down in history as one of those. While no one would
ever wish the pandemic to occur again, if there’s any iota of a silver lining, it’s this rapidly
accelerated digital transformation which has caused employees and employers to dramatically
rethink the way they work, where they work, how they work, and who does the work.
We’ve been studying this dynamic for several years from an executive and IT perspective and
the knowledge-worker perspective. The latest poll of 13,000 knowledge workers around the
globe clearly indicated that folks are not going back to the office five days a week. They’ve
proven that they can engage and be productive anywhere, and they’re not going back. In fact,
nearly 90 percent of those who participated in the poll said they plan to work on flexible models
in the year ahead, with the majority of them indicating that they plan to remain fully remote.
Bartolini
2. Page 2 of 12
Gardner: Is there a back and forth in how companies have been responding to this? And, of
course, it’s very hard to predict what’s going to happen in two weeks, never mind two months,
but is this creating some confusion, some angst? Is that contributing to what some people are
calling the Great Revelation of why workers are seeking something new?
Workers want out of the office
Minahan: Certainly, there’s a near-term part of it where
companies haven’t even figured out how to get folks back safely
in a condition that’s conducive to working. But more realistically,
it’s been a major reset. We’ve talked about the Great
Resignation but also, I have heard it defined differently as the
Great Revelation.
In fact, a similar study of 1,500 knowledge workers across North
America shows that as many as 50 percent of workers in the
U.S. have left or plan to leave their jobs. There are several
different reasons, but it really boils down to three things: burnout,
opt-out, and time out.
From a burnout perspective, well over a third said they left their jobs because they’re just
burned out by the stress of working in this prolonged pandemic environment as well as the over
demands in the workplace. From an opt-out part, a lot of folks either took time during the
pandemic to retrain themselves, to get new skills, or they just wanted a new challenge. They’ve
been working at their employer for a while and they’re looking for a promotion or they literally
just want to take on a new challenge.
An interesting part of the study is a number of respondents said they ditched their jobs really to
feel like they can get some control over their lives, which had somewhat gotten out of control.
The last part of the study is time out, and you think about the dynamics of the workforce. We
often forget, but if we can think back, unfortunately 48, 50 months ago we had a global talent
shortage. McKinsey was estimating that we had a shortage of 95 million medium- to high-skilled
workers, especially those with the most in-demand skills, such as cloud, artificial intelligence
(AI), and security, skills needed to digitize and modernize your business. And guess what? That
hasn’t gone away. So, these are the dynamics that are really causing a complete reset of the
workplace.
Gardner: Andrew, it sounds as though workers have learned a few lessons through this whole
experiment during the last couple of years. What’s working best for them when it comes to
getting things done and how different is that from just two years ago?
Bartolini: Right. I mean this has been a dramatic, radical shift. Necessity is the mother of
invention and at the core, people are resilient. They evolved when they had to. When we go
back to March of 2020, there was no choice, but people found a way to keep working. Maybe
they had a home office but more frequently, people were working from their kitchen tables and
from their bedrooms.
How workers and teams were able to maintain productivity was amazing, but it wasn’t
necessarily easy. Some part of our research focuses on the contingent workforce but also on
Minahan
3. Page 3 of 12
the supply chain. I remember speaking to the number-two person for a Fortune 50 pharma
company a couple of weeks after the shutdown. She was talking to me about how they were
completely retooling several Asian factories to start manufacturing hand sanitizer because they
clearly saw a huge demand or future demand coming.
We started to drill into the weeds, and I was talking about the challenges of the global supply
chain. She paused and said, “The biggest challenge for us has been in dealing with the team
working from home.” This was sort of at the height of uncertainty around the risks of COVID-19
and the impact there. And as someone who’s been generally working virtually for about 20
years now, I almost forgot that. I live in Boston where the rush-hour traffic is terrible because
most people work in an office environment. Overnight, that changed.
It sounds odd, but the pandemic, because it helped minimize distractions -- you can’t go to a
movie, you can’t go to a mall-- helped people focus on the work at hand. I think that the
pandemic unified teams, I mean especially for those with family responsibilities. When you bring
the office into your home, you erase the lines between work and home and things blend into
each other, particularly for people with young children at home.
And so, I think the reaction to that was that team leaders and leaders of large organizations
understood that they needed to instill greater levels of communication and collaboration. Really,
as the leaders themselves, many chief procurement officers (CPOs) talked about having much
better scheduling and interacting more with the people on their teams as well as their direct
reports in a virtual environment than they had in the preceding years. So, I think it’s all part of
having to learn on the fly. I think by and large, organizations were sort of able to get through the
challenging time and are now settling into this period of greater uncertainty.
Employees have spoken. Remote work is here to stay.
Now you can enable it in a secure, reliable way.
Gardner: Well, it seems as though the workers get it. The workers have found how to be
productive and gain balance in their whole lives quickly, but employers seem to be still thinking
we’re going back to the nine-to-five and the cubicles thing. Are employers lagging in their
perceptions? Why haven’t they learned the same lessons of how this can work so well?
Mind the management-employee gap
Bartolini: Yes, I do think there’s always been a gap between sort of the workers and their
views and management if you will. I don’t think that the gap, at least in our research, is
necessarily related to the pandemic itself. When we were looking at it sort of pre-pandemic,
maybe around 21 percent of the workforce was remote. We’re doing a study right now and the
early indications are that post-pandemic, fewer than 10 percent maybe even fewer than 5
percent of all businesses plan to revert to the way things were, doing that nine-to-five thing.
So, I think that the gap is a larger, more general one. I mean, Great Resignation, Great
Revelation right there. When you look at the shift in power from employer to employee over the
past couple of years -- the McKinsey study that Tim just quoted being one great example --
we’re really dealing with the market where there’s this Great Resignation plus a huge demand
for talent. There’s extremely low rates of unemployment and we’re really experiencing what we
4. Page 4 of 12
would call a talent revolution. It’s a revolution that’s hitting workers of all types. It’s hitting white
collar, blue collar, and the contingents as well. It impacts their voice and what they’re looking for
from an employer, whether that’s flexibility or a sort of greater alignment between the
companies that you work for and the purpose of those companies.
There’s strong demand for engagement with corporate culture. This is really across the blended
workforce. Look at the blue-collar workers seeking safer and better work conditions. Workers
seek the intrinsic rewards, such as better pay, better benefits, but also the extrinsic benefits.
There’s been that gap and employers have been slower to respond to that, but by necessity
again, they’re going to need to start to craft engagement models and employment models that
allow them to attract the best talent.
Gardner: Tim, what do these employees need to do to close this gap functionally even if they
get it, even if they want to? What’s missing from a lot of employers in terms of making the
accommodations to keep their employees happy, productive, and flexible?
Redefine where, who, and how talent works
Minahan: Now, the savvy employers recognize that this is an opportunity to drive greater
innovation to recruit and retain the best skill set. They need to use a lot of the same tactics that
they used out of necessity during the pandemic, such as allowing people to work more flexibly
and remotely and arming them with more effective productivity and collaboration tools. They
need to be able to rethink their workforce strategies. Whereas before they had to compete with
folks down the street in major metropolitan areas such as San Francisco and New York, now
they can hire the best talent by empowering the work wherever they want.
When you think about what this post-pandemic world of work is going to look like, there’s really
three categories. One is what we’ve talked about and that you hear about in the press, which is
where work gets done. It’s much more transcendent than just does Sam or Susie come back in
the office three days a week, five days a week, or not at all? Really, it is about, “Gee, how do I
create and maybe even rethink the role that the office plays? How do we create a work
environment and a toolset that allows employees to
perform the different types of work they do in the best
way possible?” When they’re doing kind of thoughtful,
meaningful research and other work, maybe it’s better
for them to be remote. When it comes time for
brainstorming, planning, strategic planning, that type
of thing, maybe it’s better for them to come together.
Then you begin to look at your real-estate footprint. “Do we have a big office in a major
metropolitan area, or do we downscale? Do we transform that office from one where everyone
goes into the office, punches a virtual clock and closes the door into more of a collaboration
space where they come together for very discrete moments and activities, or into a customer-
experience space where we can invest more in those high-traffic metropolitan areas and create
an engaging experience such as you might experience in an Apple store?” That’s the “where.”
Then, there’s the “who.” Smart companies recognize that they can use what they learn through
the pandemic around remote work to go out and recruit new talent. In other areas, they’re not
beholden to a commuting distance to one of their office hubs. Also, thinking about rebalancing
How do we create a work
environment and a toolset that
allows employees to perform
the different types of work they
do in the best way possible?
5. Page 5 of 12
the workforce where they might not be able to secure that developer or designer when
competing with Amazon or Google on a full-time basis, there’s a whole host of very skilled and
talented freelance workers and free agents who have that skill that are willing and interested in
taking the projects that they want. So, you can get the top talent.
And then the last part is the “how they work.” Over the several past few decades, we’ve been
amassed a massive amount of tech debt. We’ve deployed a whole host of individual devices
and applications that on their own were designed to solve a particular business process whether
that’s automating the procurement process or something else, right, Andrew?
Bartolini: Right.
Minahan: However, when you stack them all on top of each other, there’s a cacophony of
technology now that disrupts an employee’s day. So, having a digital workspace allows an
employee to have access to all the work resources they need in a very secure way, no matter
where work gets done, and layers it with automation and productivity and collaboration tools that
allow them to work at their best. It allows for more efficient work execution and collaboration
across all of these systems so that they’re not being disrupted throughout the day, but they
actually quickly can get work done, quickly find the information they need, and do their best
most meaningful work.
Gardner: Andrew, Tim just laid out some interesting things around where and who and how but
the “who” kind of jumps out at me. It seems to me that a full-time employee (FTE) isn’t the only
option. You don’t always need to know where they are, but maybe you also don’t need an FTE
for every type of process or productivity. So, what is the future of work exchange and how
should we think about the types of labor categories differently while we’re re-examining
everything else at the same time?
Flexible work here, there, and everywhere
Bartolini: Tim is exactly right, and I think your question is absolutely on point. So, the future of
work exchange is a web site that our partners launched only last year. We’ve been tracking the
growth and expansion of the contingent
workforce since the start for the past 13
years. They’ve really focused on what we
define as the future of work and we think
about that as the strategic optimization of
how work gets done through the evolution
of talent engagement, the advent of new
technology and innovative tools, and the
transformation of business standards.
And the reason why we’ve invested greater resources in this area is because the growth and
expansion of the contingent workforce, the extended workforce -- it’s called a lot of different
things today-- has grown dramatically over the past decade. Our research shows that 47
percent of all workers working for a company today are not FTEs. So almost half of all workers
are contingent workers. They’re the independent contractors and consultants.
We think about the future of work as the
strategic optimization of how work gets
done through the evolution of talent
engagement, the advent of new
technology and innovative tools, and the
transformation of business standards.
6. Page 6 of 12
A decade ago, that number was 25 percent, and we expect that number to climb above 50
percent. We expect there’s probably a natural ceiling that will be hit at some point in a world
where talent continues to be a major differentiator. But as organizations start to be more
focused on “how” work gets done, rather than “who” does it, there’s been a shift. We’ve erased
many of the geographic constraints that companies have traditionally had when trying to staff
projects and to find the best talent. That’s been removed by technology and the advent of digital
marketplaces where people can find the talent and do matching.
There’s been a shift in the way that organizations are thinking about what it is that they need to
do to get their projects done, to get their work done, and it’s moved from the old view where the
contingent worker was the temporary employee. Somebody’s going on vacation, somebody’s
going out on maternity leave, we need to find somebody to fill a tactical position. Now, the
expanded view of who we can bring in to do work and what that work is, much more strategic
projects. It’s an evolving mindset that has been accelerated by the pandemic. It’s an interesting
and exciting time for those working in procurement and HR to get their hands around what does
their total workforce look like as they go forward.
Gardner: Tim, Ardent Partners reports that almost half of the workforce is no longer full-time.
That means when they start working for a company, they’re not onboarded in the same way.
They don’t get, “Here’s your 15 applications. Here’s your laptop. You have now 45 different
sign-ons to deal with.” Now, you need to do all that on a more granular basis, maybe focused on
a process or a project, not on an employee definition. How can technology support this
interesting new mix of types of workers when it comes to getting things done?
Workers today are on the move. Here are five things
You can offer up to keep your business moving with them.
Minahan: You’re absolutely right. That is something that companies had to grapple with
throughout the pandemic. I’m thinking of some of our financial services customers that saw, as
you might expect, a dramatic uptick in their remote financial advisory services.
One was telling me that they hired 3,000 new employees during the pandemic, and they needed
to onboard them all remotely. They needed to get them technology very quickly, they needed to
get them access to the applications and information they required and that was where they kind
of really embraced a secure digital workspace strategy, leveraging in this case our desktop as a
service offering to be able to quickly stand up a desktop that had a personalized workspace for
that employee.
In some cases, they would send out a
thin client device like a Chromebook to
allow that employee to have access to
a device. Or, in other cases, at least
early on throughout the pandemic, they
would allow them to use their home
device. Because they had a virtual
desktop- as-a-service offering, they
were able to ensure that not only did
their employee have reliable access to all the onboarding materials, all the applications, all the
training, all the information needed, but also that it was delivered in a reliable and very secure
way so they could ensure that their corporate information remained secure.
Because they had a virtual desktop-as-a-
service offering, [our customer was] able to
ensure that not only did their employee have
reliable access to all the onboarding
materials, all the applications, all the training,
all the information needed, but also that it was
delivered in a reliable and very secure way.
7. Page 7 of 12
This is offering a whole new flexibility particularly as we look at who does the work. As we’ve
transitioned virtual desktop delivery from on-premises to the cloud, it’s opened up and made
desktop delivery much more turnkey and much more practical for a broader set of use cases.
So, not just FTEs, but contingent workers, seasonal workers, temp labor, these freelancers that
we’ve talked about, designers and the like, it’s allowed companies to stand up and empower
and onboard these employees very quickly without putting their corporate resources at risk.
One great example of this is a customer and innovation partner of ours, Major League Baseball
(MLB), which, throughout the pandemic in the full spotlight, had to grapple with how to put the
season on, how to keep the players and employees safe, how to empower them. But at the
same time, everyone was seeing rising incidents of cybersecurity threats. They were able to
empower not just this employee base but also their supply chain with desktop services.
A lot of their supply chain partners are small partners and
they needed to step up their security requirements and
they just didn’t have a large IT department. So, MLB
basically extended this desktop service to that supply chain
so that they could be compliant, continue to deliver the high
grade of innovative and quality services that MLB needed
while meeting the stepped-up security requirements. And so, I think we’re going to see a
massive shift if we believe that flexible work is here to stay. The only consistent place that an
employee is going to work is going to be their digital workspace.
Gardner: Andrew, sometimes I think we get complacent about how important a role this
technology is playing in allowing this all to happen. One of the ways for me to wrap my head
around how essential and innovative and powerful the technology is, is to say, well, what if this
pandemic hit 10 or even 15 years ago? If this had happened 10 or 15 years ago and we didn’t
have cloud computing, we didn’t have desktop as a service, and virtualization was just starting
out, where would we have been? It seems to me that we lucked out, right? We got just over the
line on where this technology is capable enough to allow people to work remotely almost
anywhere on the planet. This technology is, I think, underappreciated.
Tech enables transition to digital workspace
Bartolini: Yeah, I would say, no doubt. I mean, there’s been a long steady march towards
driving improved communication whether that’s among teams and the capability to chat or
among trading partners as well. I mean, that’s another piece. If you think about the growth of the
global supply chain, that’s been a technology-enabled phenomenon as much as anything else,
when it comes to the workers and to the workforce, right?
If this was 10 or 15 years ago, I’d like to think that we would have seen many of today’s
innovations come along much sooner. But from a workforce management standpoint, when
you’re dealing with a workforce that is not full-time, that is much more transient in how it
engages and how you engage, your approach to that workforce necessarily has to change.
From a technology standpoint, if you have your old HR playbook of how you onboard a
traditional employee, you need that same playbook now for the freelancers, for the temps, and
you need to have those things codified and smooth because there’s a war for talent that’s going
on right now.
The only consistent place
that an employee is going
to work is going to be
their digital workspace.
8. Page 8 of 12
And so, it’s not just the FTEs that are picking and choosing when and how they engage. It’s the
independents as well. It is this extended workforce. And so, you as an organization have to be
at the ready. You have to be the employer of choice whether that’s a short-term project or the
long-term employer of still 50 percent of the workforce.
So, yes, technology has been absolutely critical, and it is only going to play a greater role. When
I speak to procurement leaders, CPOs and directors of sourcing, there’s been a shift that has
happened and it’s going to continue to happen. As you see company offices and the investment
in corporate real estate shrink, that money is redeployed to productivity tools, to technology that
can create the digital workspaces that Tim has just been talking about. So, there is this
transition, and the technology has absolutely played a key role.
Gardner: And Tim, we talked a little earlier about employers needing to close the gap between
recognizing a flexible workforce future. It seems to me that this has forced them to appreciate
how impactful the technology can be, and in many ways, we’re only scratching the surface of
what the technology is capable of. So, is the silver lining here that we’ve created a catalyst to
technology adoption and therefore also a catalyst to further technology development?
Minahan: Yes, Dana. I think it’s the combination. Certainly, the pandemic has expedited
everything as folks are looking at accelerating their digital transformation and the shift to more
flexible work models. That is causing companies to think not just about how to deliver all the
work resources, all the applications, all the content, all the collaboration tools that employees
need to be productive and do it securely so they can work anywhere, but also looking at, “Gee,
how do I help them work better?”
If you look at any of the analyst studies out there, at the top of the list of prioritized investments
for IT this year are collaboration tools. Tools that foster more efficient work execution and
collaboration across these distributed work environments. Some of them are actual tools such
as whiteboarding tools, project management tools. And some of them are actually, this role in
robotic process automation (RPA) or automation providing a way for frontline business analysts
and business users to knit together all of the source systems to complete a single business
process so that employees can actually not
be burdened by technology but can drive
differentiated business processes. That’s a
key opportunity as companies are looking
at, “Gee, a lot of the stuff I invested in out of
necessity during the pandemic is now
allowing me to drive new business
processes and innovation in my business
that I couldn’t think through before.”
But all of this needs to be accompanied by changes in policy and ultimately culture. So, if you
think about our experience during the pandemic including on this podcast here whether we’re
using Zoom or Teams or whatever, it was really the great equalizer. We all have the same size
box, we all have the same access to the same tools, the same information but as we rotate back
to what a lot of folks are trying to work out as hybrid work, it opens up the opportunity to create a
high level of inequity in the workplace where you have these battles between the office-first
culture and the remote culture and how you run meetings.
Gardner: We used to call them road warriors, remember?
A lot of the stuff I invested in out of
necessity during the pandemic is now
allowing me to drive new business
processes and innovation in my business
that I couldn’t think through before.
9. Page 9 of 12
Equality essential for office and remote workmates
Minahan: Exactly. And it’s a big shift that we need to talk about. How do you create equity in
the workplace? You just assume that you’re going to have a planning meeting, a work
environment where you’re going to have remote workers and in the office workers and how do
you create that equality? So, as we talk about this hybrid work model, companies really have an
opportunity now to figure it out.
Here at Citrix, for example, we are retrofitting all of our conference rooms to be hybrid oriented.
We’ve got cameras now in the middle of the table. We’re operating on Teams whenever we
have a meeting. We’ve got cameras on the whiteboard and we’re trying to develop protocols or
policies that include remote people participating in a meeting. For example, they get to respond
or ask the first questions. Those types of things which we haven’t really thought through need to
be thought through, in addition to the technology infrastructure that enables such work.
Gardner: Andrew, companies right now are sort of dealing with some tough, thorny problems
around flexible work models and also the talent shortage. What does your research tell you
about what they should do sooner rather than later in terms of how to best adjust to this? What
is the research telling you are sort of the fast-track things that people should be doing to be best
prepared for our strategic approach to these problems?
What is the future of work and digital workspaces?
Tune in to The Future of Work Exchange Podcast and find out.
Bartolini: The new flexible work model, the extended or contingent workforce and its growth in
size and in strategic impact really has changed the way that organizations need to engage
talent. So, if you are a hiring manager, if you lead a large organization, hiring is now a 24/7,
365-day activity because workers’ duration and the amount of time that they’re staying with a
single employee also has shortened dramatically.
And so, you need to be developing and building a talent pipeline and maintaining that pipeline in
an ongoing fashion. You need to be working to become the employer of choice. The research
that we’ve seen and the strategies that organizations should be employing, if they haven’t
already, include that there needs to be a more empathetic approach to how you manage your
people. I think that the workforce today, because of the labor shortage or the low unemployment
and the high demand for talent really has allowed employees to spend more time seeking out
the jobs with employers that match their own sensibilities.
Is there a purpose that the company can communicate to their candidates and to their current
workers? What is the culture of the organization and how is that culture manifested when you’re
dealing with people that are in a distributed environment and not meeting face to face? How are
you thinking about the benefits and how are you trying to better understand what it is that your
workers need from a flexibility standpoint?
I think all of those things sort of go back to how do you engage your talent? And that’s the talent
that you’re trying to recruit to bring into your organization and the talent that you have now that
you’re trying to retain.
10. Page 10 of 12
Gardner: Similar question for you, Tim. As companies are grappling with flexible work and
talent shortage issues that are critical, what does Citrix’s research and its product development
efforts tell you that they should be doing now tactically in order to be set up strategically for this
cultural shift as we’ve termed it?
Minahan: The number one thing, if you look at it, is that 90 percent of employees plan to use a
flexible work model this year. And 80 percent prefer to continue on in that fashion. Companies
really need to think about their workforce strategies in different ways. They need to be open to
flexible work arrangements to secure the top talent and the modern skills that they need, but
also to retain their existing talent who are increasingly looking for new opportunities in this hot
job market.
Secondly, they need to create an environment from a technology standpoint that is conducive to
allowing employees to do their best work. Before, if everyone was coming into the office, your
technology investment was pretty systematic. Now, you have to look at what it is going to take
to empower an employee to work from their own device while protecting corporate resources,
while ensuring that they have the collaboration, communication, and productivity tools that they
need to foster more efficient work execution and collaboration across this distributed
environment.
Those are the types of things folks need to think about. But they need to be coupled with a
change in policy and culture. One that is forward thinking about, “Okay, if I have a new
workforce strategy that is a balance between FTEs and contractors to make sure we have the
right skills on the right project and people who are managing things in much greater pools of
talent. What are the policies that we need to put in place to make that most effective?
If I know my employees and assume that
we’re always going to be in a work
environment where we’ve got to have in-
person and distributed folks participating in
the same meeting, what am I doing to foster
an environment that makes it a meaningful
experience for everyone involved, not just
those who are sitting in the room? And then
finally, what am I doing culturally to ensure
that development opportunities and career advancement opportunities are not hindered by the
choice of where an employee works?
There’s a major reset that companies need to think through. In order to be competitive, to be
able to secure the top talent, tame the top talent, and drive and modernize your business with
this talent, you need to adjust on those three vectors.
Gardner: Tim, I really respect the amount of research that you’re doing there at Citrix. You’re
being empirical and not just using gut instinct on this and that’s great. And you’re also sharing
this research, so where can people go to learn more? Where can I find some of the resources
that Citrix is providing?
Minahan: I appreciate the feedback, Dana. You can go to Fieldwork by Citrix where we
incorporate and make our research available. We also have our own kind of remote-work
podcast there. Go to www.citrix.com/fieldwork to check it out.
If I ... assume that we’re always going
to be in a work environment where
we’ve got to have in-person and
distributed folks in the same meeting,
what am I doing to foster an
environment that makes it a meaningful
experience for everyone involved?
11. Page 11 of 12
Gardner: Andrew, where can people learn more about Ardent Partners, their research, and the
future of work exchange?
Bartolini: Go to futureofworkexchange.com, that’s our site that’s got all of our current research
and innovative ideas and tools. Tim even has a few articles up on the site there, too, which we
appreciate.
Gardner: I’m afraid we’ll have to leave it there. You’ve been listening to a sponsored
BriefingsDirect discussion on ways workers and businesses alike are adopting flexible work
models as the new normal.
And we’ve learned how innovations such as contingent labor exchanges and intelligent
workspaces are empowering workers to control their destiny and reward their employers with
higher productivity.
So, a big thank you to our guests, Andrew Bartolini, Founder and Chief Research Officer at
Ardent Partners. Thanks, Andrew.
Bartolini: It’s been great, Dana. Thank you.
Gardner: And with Tim Minahan, Executive Vice President of Business Strategies at Citrix.
Thanks so much, Tim.
Minahan: Thank you, Dana. I appreciate the dialogue.
Gardner: And a big thank you to our audiences as well for joining this BriefingsDirect future of
work innovation discussion. I’m Dana Gardner, Principal Analyst at Interarbor Solutions, your
host throughout these series of Citrix-sponsored interviews.
Thanks again for listening. Please pass this along to your community and do come back next
time.
Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: Citrix.
Transcript of a discussion on new research into how innovations such as contingent labor exchanges and
intelligent workspaces are changing the future of work forever. Copyright Interarbor Solutions, LLC, 2005-
2022. All rights reserved.
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