Z世代将如何改变工作场所 ？
Gen Z 已正式进入员工队伍，他们带着自己的一套期望。
作为第一个数字本土一代，智能手机和社交媒体自诞生以来一直是Gen Z日常生活的一部分。
Allwork.Space与设计总监凯蒂·麦克休和来自NELSON全球的室内设计师艾米·利·赫芬德进行了交谈，以了解这一代人将如何改变工作场所。工作场所在不断发展，这是新生代进入劳动大军和年长工人退休时很自然的事情。在过去的几年里，许多工作场所的谈话都归功于千禧一代...他们的喜欢，不喜欢，他们如何比较他们面前的一代。开放式办公室、每周欢乐时光、灵活的日程安排、大胆的家具和休闲装是千禧一代进入职场和要求不同工作方式的结果。但千禧一代不再是年轻一代的工人;Gen Z 已正式进入员工队伍，他们带着自己的一套期望。Gen Z 是第一个数字原生代，这意味着他们已经通过技术成长。智能手机、社交媒体、网上购物和即时消息自出生以来一直是Gen Z日常生活的一部分。
当然，这将影响他们对工作和工作场所的期望。Allwork.Space与设计总监凯蒂·麦克休和来自NELSON全球的室内设计师艾米·利·赫芬德进行了交谈，以了解Z一代和千禧一代之间的主要差异，以及随着Z代日益成为劳动力的一部分，工作场所的动态可能会如何变化。
所有工作.空间：Z代和千禧一代之间的一些关键区别是什么？
凯蒂·麦克休和艾米·利：主要的区别在于两代人的沟通方式，因为他们的一般教养。虽然千禧一代仍然很高兴有面对面的会议和会议，以物理，听觉和数字学习，大多数Gen Z队友更喜欢电子学习。
Z世代是一个更容易表达情感的群体，而千禧一代则成长于一个仍然充满人口需求的人隐藏着自己各个方面。这是因为Z世代是在激进的个人主义时代成长起来的，在那里表达他们的个性和情感对他们更重要。
这并不意味着他们想要满是象征他们是谁的桌子——这一代人往往把心戴在袖子上，相信他们所生产的工作和他们这一代人可以为公司增加的价值。千禧一代赋予 Z 一代赋予他们权力，并指导他们过去行之有效的最佳实践，并帮助他们理解"我们"与"我"的力量。
Allwork.Space 您提到Z世代更喜欢用数字化的方式学习和开会，这将如何影响工作场所的设计和工作动态？
虽然有些千禧一代天生就会使用技术，但大多数人并不是，他们不得不在年幼的时候，甚至在十几岁的时候学习适应技术。对一些千禧一代来说，智能手机在他们上高中时就开始流行了--但对另一些千禧一代来说，那时他们已经上了几年大学。然而，千禧一代内部的年龄范围很广，这使得我们很难确定他们与技术的关系是什么。在大多数情况下，大多数人并不认为新技术浪潮，即社交媒体和在线购物，已经成为他们童年和成长过程中固有的一部分。
然而，Z世代出生时手中就拿着科技--从小就拿着智能手机，知道互联网可以提供他们所需要的任何东西，看着他们的直系亲属流畅地依赖科技，仿佛科技本来就一直存在。
为那些仍然喜欢从技术中解脱出来，使用更具体、更物理的工具，比如纸张、马克笔，当然还有面对面的会议，创造一个适合他们的工作场所是很容易的；而与那些不知道技术之外的生活的个体进行平衡才是挑战。
Allwork.Space 很自然地，Z世代精通技术，并以技术为导向。Z世代期望在工作场所中使用的顶级技术是什么？
Z世代会希望有更好的方式以数字方式相互联系--这可能意味着在家里进行视频聊天，在不同地点同时就同一程序进行工作（更有效地获得工作共享），以及在工作场所内使用社交媒体作为分享个人信息的手段。
Z世代还将寻求更多创新的方式与客户分享--最具有体验感的过程和方法将被希望，比如VR、制作视频而不是打印出来的演示文稿，以及让实物模拟变得更加可用。Z世代会希望无论他们为谁工作--无论是客户，还是大公司，或者是自己公司内部--都能让自己作品的接受者真正体验到，然后再买单。
Allwork.Space 你从Z世代的工作场所中发现了哪些额外的偏好和兴趣？
虽然千禧一代觉得在办公桌前工作和在更多社交、开放的区域工作之间来回穿梭非常舒服，但我们发现Z世代更喜欢远离办公桌--但仍处于孤立状态。
Z世代更多的是依靠技术来进行交流--这并不意味着他们是反社会的，事实上，他们是迄今为止社交性最强的一代人。但他们不想要典型的办公室生活的假象，他们更希望感受到工作和家庭之间的完全流动性。Z世代希望每一个空间都能给他们带来健康和休养生息的机会，并能感受到设计上的美学细微差别。
以上由AI翻译完成，仅供参考
来自allwork.space 作者： Cecilia Amador de San José
员工体验
2020年06月23日
员工体验
【德国】员工礼宾服务BACK公司完成了330万美元的种子资金
总部位于德国柏林的员工礼宾服务平台 Back Technologies筹集了330万美元的种子资金。
该轮融资由La Famiglia牵头，参与方包括Gradient Ventures，Google以AI为重点的风险基金和天使投资人，例如微软前公司战略主管，Charles Songhurst，Orange前董事会成员，Matthias Hilpert，Eventbrite创始人Renaud Visage和Tourlane和Personio的创始人，以及现有的投资者Point Nine Capital和Seedcamp。
该公司打算利用这笔资金扩大其在美国的市场份额，并在整个欧洲扩展，并聘请新的人才担任工程，市场营销和销售职位。
由连续企业家Christian Eggert和James Lafa创建的Back Technologies提供了一个基于云的平台，该平台旨在供公司的业务运营团队使用，以处理员工服务和数字工作流程以及批准。
Slack上面向员工的礼宾机器人会根据以前的答案或相关知识文档自动回答问题。或者，它将请求转发给适当的团队，并向员工更新其进度。该平台提供与Confluence等知识管理系统以及BambooHR和Personio等核心HR系统的集成，以查找任何请求的相关信息。欧洲的现有客户快速成长的科技公司，例如Choco，Marley Spoon，Personio和Statista。
以上来自AI翻译，来自官网。
员工体验
2020年06月18日
员工体验
What is the Employee Experience?
EX / PX / WX - many abbreviations attempting to describe what it’s like to be a worker and our ability to produce, delight, perform. So what is it? There are a multitude of definitions out there, ranging from a replacement term for employee engagement, all the way to a total overhaul of HR systems to be more user-friendly, and everything in between. And before we dive into the definition let’s start with the question:
Why do we need to design a Workplace or Employee Experience?
Understanding the steps it takes to create a great employee experience, as well as critically engaging with the many valid counter-arguments that follow, is even more confusing.
We need to change the culture! Again? But we did an XYZ program last year and it didn’t make a difference. Plus, what is our ‘culture’ and can we really change it? We need to double down on the quarter-end results, not deal with the fluffy HR stuff.
We need to listen to the employee’s voice! But we’ve been running quarterly engagement surveys and we have a 95% participation rate! We are also sending weekly pulse surveys. Isn’t that enough?
We have to become digital! Of course, we invested in a new HRIS system last year and are in the process of implementing a new ATS and now going through an RFP for a new LMS. (How many more acronyms can HR use that employees don’t really care to know?) In the wake of the pandemic crisis, we all moved to remote work so we’ve already become digital! Mission accomplished!
We have to make the work environment open and fluid! Well, an open floor is not conducive to productivity, so people need to have private space. No, we need to keep everyone remote because the productivity spiked since we went remote (and “so what!” if it might be related to overworking the backdrop of the crisis). No, people better come to the office when we reopen the office.
Maybe we leave everything the way it is -- too much change creates chaos and people are experiencing change fatigue.
Any of this sounds familiar?
No judgement.
Here is the definition I use: workplace experience is the cumulative experiences workers have with an organization before, during, and after their employment journey, designed to maximize organizational and individual success.
What does an Employee Experience Framework include?
Naturally, you need a mental model of the Employee Experience. Here is a way to build an organizing framework and a limited set of questions to reflect on - and maybe even consider when building your people analytics strategy.
EXPERIENCES:
Inclusion: Do you have a culture where everyone feels they belong? Do you have a “public square” or “town hall” channel (be that a physical way of gathering and discussing, or virtual way of raising questions, issues, and concerns)? Do employees feel they can freely speak about things that are of concern without experiencing repercussions? Are policies designed for everyone or are they only benefiting specific segments? For example, better health insurance coverage that is only available to executives, eligibility for student loan assistance only available to recent graduates (and more likely on the younger age spectrum) versus parents who are carrying the burden for loan repayments for their children. Are you age inclusive?
Accessibility: is your workplace accessible? Do people with physical limitations have the ability to use the same tools, same entrances, same spaces? Is your website and digital tool accessible? Do you consider people who have certain physical and mental limitations as people with disabilities or people with diverse-abilities?
In short, when you design any workplace offerings, are you making people feel they belong to different classes or they are all treated in a way that makes them feel cared for? This doesn’t mean that everyone expects riches to be bestowed upon them, but rather that there is fairness in how resources are allocated, and more importantly, there is transparency on how those decisions were made.
ORGANIZATION:
Culture: How do people treat each other? Both in the moments of success and failures? Do people understand each other and empathize? Do they feel visible? Do people relate to what it's like to be a family caregiver, or a parent, or a single mom, or a person with a disability (especially of invisible one)? Do people have the ability to adapt their workload to the times when they are performing at peak capacity and when they slow down to recharge their batteries? Is there tolerance for being human? Do leaders role model the behaviors of compassion and empathy?
Teaming norms: Is the work organized to be done primarily by one individual? Is the organization believing in the “lone creator” with exceptional abilities and traits? Do you have an individualistic culture or a collaborative? Is there belief in tapping into the organizational community that stretches you, challenges you and also helps you get things done? Do people generally enjoy working with each other? Do they have the ability to work on some “skunk works” projects with each other, just because they are passionate about it?
Processes and Policies: Do you have policies that govern nearly everything in the company, or procedures that describe exactly how things need to be done, or processes that one cannot deviate from and there is an army of compliance professionals policing the adherence? Do you add to the collection of those or refine them every single time someone makes an error, or does not comply? Are there loopholes that allow people to make exceptions from all those rules if the opportunity to “do the right thing” comes up? Do you trust your employees? Do you trust that they generally have a positive intent? Do they trust you?
WORKSPACES:
Physical work environment: What’s the look, feel, and vibe of your office environment? Is it an open space or a cube farm? Is the furniture ergonomic? Does it allow you to reconfigure things fast? What color scheme are you using -- bright and loud or calm and subdued? What is the level of noise and can people find quiet spaces where they can concentrate without being interrupted by a loud conversation or startled by the running of the espresso machine? Do you have an espresso machine or free tea/coffee? As the organizations start reopening their physical offices, the post-pandemic world looks a whole lot more different. Are you providing sufficient comfort and confidence to your workers that it is safe to be there?
Digital workspace: How do people use technology to get work done? Do you have a single sign-on option or do they have to log in to 17 systems to be fully productive? We might be exaggerating with 17, but maybe not -- no judgement. Are systems integrated and does data flow seamlessly between them? Are the technical features available on the desktop also fully available on mobile interfaces? Can you activate anything with voice control? Is the Wi-Fi strong enough? Does your tooling feel like you are in the Flintstones era, or in the Jetsons’? Do they have a choice?
Virtual workspace: Can people access the work tools they need and do their work from anywhere? Do they have the ability to continue to be productive regardless of when they choose to do the work? Do they have to carry two separate phones (one personal and one work-issued) because the security doesn’t allow data to be separated on one device?
Of course, some of these questions will not apply to workplaces where you have to be physically in a warehouse, or on a manufacturing line, etc.
The core question is -- are you using what you have at your disposal to make the work environment work for people (versus against them)? Is the workplace supporting them in getting their work done, in being productive, in feeling safe? Or is it a source of minor or even major irritations?
Mirrored Reciprocation: the principle driving great Workplace Experience
To understand how WX works, let’s reflect on the laws that govern our world. Let’s start with Newton’s Third Law of Motion: "For every action there will always be an equal and opposite reaction.” In the inorganic world, this law looks like this: you push a wall with a force X and the wall will push back with an equal force Y. In the biological world, the same principle applies: the more forcefully you pull a cat by its tail, the more painful the resulting scratches from his claws will be.
In human relationships, the same idea holds true: when you disrespect, ignore, trick, manipulate, discriminate against, or disempower someone, the chances of receiving anything different in return will be slim. In personal relationships, also the same: you’re looking for someone you can completely trust, with principles and courage, who is smart, kind, loyal, understanding, forgiving, and unselfish, and once you think you’ve found them, you spend all your life probing and testing them to make sure they are real, which, after a while gets old and irritating.
The exact same laws of mirrored reciprocation apply at work.
An Employee Experience Example: The Hiring Experience
Let’s start with hiring. You look for the ideal candidate out there, and in your image, they have to be someone trustworthy, smart, loyal, and dedicated to everything your company stands for. You court them and convince them your organization is the best place to work. She might have some inklings of discomfort with the not-so-glowing Glassdoor reviews, and she may experience some cognitive dissonance during interviews while meeting with the hiring manager who seems hurried, stressed, and overwhelmed, and she might not like the low-ball compensation offer, but she still accepts the position.
Then she walks through the door and starts seeing reality: systems are outdated and not integrated (slows down productivity, increases errors, and leads to frustration, especially when contrasted with our external consumer experience), and getting anything done requires dozens of approvals (lack of trust in employees and big bureaucracy), and making a suggestion for improvement is frowned upon (fresh thinking is discouraged, status quo is preferred), and everything is done to attain unrealistic or meaningless targets (focusing on the process and effort, and not the outcome), and all the decisions are made in the context of increasing shareholder value and satisfying customers, at times at the expense of other stakeholders like suppliers (“oh, we squeezed all we could from them"), employees (“they are on H1B visa and can’t go anywhere”), regulators (“how can we do some financial engineering here to pay less in taxes"), environment (“there is no global warming"), and the communities in which you operate (“ it’s too expensive to do business here"). How can she continue to stay trustworthy, smart, loyal, and dedicated to everything your company stands for the long haul?
You might say: But our company is different. Take another look, on the ground, in the trenches, when the targets are missed, when a person quits “for better opportunities,” or when she goes and posts about your company on Glassdoor.
No judgement…
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