Facebook Workplace adds 2 million more paid users since October- Tempemail – Blog – 10 minute

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With the Covid-19 pandemic dramatically accelerating the shift to remote work, Facebook’s collaboration tool for businesses, Workplace, has amassed five million paid users — up two million since October. And Work Groups, a type of Facebook Group that helps people connect with their coworkers, has over 20 million monthly active users after just six months, Facebook said in a blog post on Thursday.
“Today we’re introducing new video features in Workplace We’re also adding features to Workplace on Portal, and widely releasing Oculus for Business to meet early demand for VR-powered training and collaboration,” the social networking giant said.
For example, with Workplace Rooms, users can invite up to 50 people to a video call even if they are not in their company or do not have a Workplace account.
“Whether you’re holding team meetings, hosting a virtual happy hour, or just jumping on quick one-on-one calls, you can easily create video call links from Workplace Chat, Groups, News Feed or Portal, then share them in a chat, post, email or text message, Facebook said.
A new way to go live on Workplace from your desktop is “Live Producer” which lets people to schedule live videos, share their screen and use the live Q&A feature to let people ask and vote on questions.
You can turn on automatic captions for live videos in English, French, German, Italian, Portuguese and Spanish. Workplace will also automatically translate videos in one of these languages into the other five, so employees around the world can follow along, Facebook announced.
Facebook said it is also bringing some of the Portal video-calling device’s interesting features such as Artificial Intelligence (AI)-powered Smart Camera and Smart Sound to Workplace Live on Portal so that users can have professional-level broadcasting wherever they are.
The social networking giant also announced that Oculus for Business, an enterprise solution designed to streamline and expand virtual reality in the workplace, is now generally available.
Oculus for Business is built on Workplace, leveraging its security infrastructure and privacy practices.

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Coronavirus and the Transformation of the Workplace at Socialbakers – Blog – 10 minute

COVID-19 represents a challenge to businesses on so many levels. As societies come to grips with the pandemic and restrictions are slowly lifted, one of the next challenges to await some of us is the return to the workplace.
Over the last several weeks or months, the vast majority of employees have been asked to take social distance and work from home. The safety of the workforce is the primary concern of any business leader. So as businesses are asking themselves just how they can start to bring employees back to the office in a safe and prudent way, I’d like to share a few of the steps we’ll be taking at Socialbakers.
Remote Work Remains Relevant
For many years, businesses have been worrying about the productivity of remote workers. COVID-19 accelerated digital transformation and over the last several weeks we have learned just how productive our teams can be while working remotely.
Socialbakers is a technology business and we have always been very WFH friendly. So one area in which I believe that we will see a lasting impact on the way we work post-COVID-19 is remote work.
While there is no compression algorithm for experience, this period is serving to teach businesses that employees can not only function, but thrive working remotely. In a recent Gartner survey of 317 CFOs, nearly a quarter of respondents said they will move at least 20 percent of their on-site employees to permanent remote positions in an effort to achieve the cost savings of a remote workforce.
And more businesses may follow the lead of Twitter CEO Jack Dorsey, who announced that employees at his companies, including Twitter and Square, will be able to work remotely forever. Not every business can work remotely, but those that can are likely to do so in larger percentages moving forward.
With technologies like Slack, Zoom, Monday.com, and many other cloud-based collaboration tools, teams can be as productive as they are in the office, if not moreso. One important point to remember is that it’s not the tools that make employees productive, it’s the company values, the employee engagement, and the clarity of the leadership that drive productivity.
The downside of more remote working will likely be on the human side, but I believe that this will be more of a perceived downside than a real one. While there will be less opportunity for a coffee with a colleague, teams will have to get creative about how they keep up the personal side of collaboration.
At Socialbakers, we have already seen such creativity happening organically over the last weeks with virtual lunches and virtual happy hours bringing teams together during this period of enforced distance.
Office Guidelines After the Pandemic
When it comes to the physical workplace, there are some important questions to answer. The most important one for me is how do we offer our employees a safe, healthy environment in which to connect with co-workers and be productive?
First things first, we will make sure that face masks, gloves, and hand sanitizer are readily available in the office. We are producing Socialbakers face masks, which we feel will not only keep our employees safe but they will be proud to wear. There will also be hand sanitizer dispensers available in every reception, collaboration space, and meeting room, and employees will be encouraged to use them before interacting with each other.

We will also make sure we make space to allow for social distance. We plan to adjust our office environment to create new areas for informal meetings, which would normally have taken place over a coffee in the cafe area or on one of our sofas.
Now we plan to space out informal seating so people can meet together a safe distance apart. In conference rooms, we will remove some chairs so that they can never get to full capacity and people can leave a safe distance between themselves and their neighbor. 
When it comes to the return to the office, we plan to create rules of engagement at the company level and at the team level. These rules will be around the time employees plan to spend in the office, their reasons to come in, and finally the social rules of being in the office.
We will allow each team to decide how they would like to work together towards their respective goals. Some teams need to meet weekly, others need to catch up on a daily basis. No one size fits all.
What is going to be important is that we can plan office time based on team needs and in alignment with the local regulations. I believe that these changes will represent the biggest mindshift for employees, as once they reenter the workplace they will very quickly go back to old habits. It will be down to team leaders and managers to help their teams adapt to the new normal with more prudent workplace behaviors.
Socializing While Social Distancing
When it comes to social time in the office, many of the traditional office perks we have been offering employees will also need to change post-COVID. While get-togethers will need to change for the time being, they are still a very important part of who we are as a company.
Something our teams always looked forward to was the Friday Breakfast, which is an important opportunity for all employees at our headquarters to take some time to grab something to eat with their co-workers and catch up. Moving forward, we don’t want to remove such important opportunities to build relationships, but we know we will need to rethink them.
As a leadership team we are investigating ways in which we can work with local restaurants to replace the open buffet format and replace it with smaller snack boxes that would be delivered more frequently over the course of the week so that employees who are in the office can enjoy the sociability across our large office space. We also see this concept as a way to help the restaurants in our community who have suffered during the crisis.
Finally, a key topic is business travel. At Socialbakers, we are a global business with employees all over the world, from New York to Singapore, London to Sao Paulo. In the past, travel was commonplace as a way to keep physically close to our customers and to our co-workers.
While I don’t believe business travel will be a thing of the past, as in-person meetings are so very important, for the time being we will be encouraging our teams to really ask themselves if a trip is business critical, or if it can be handled via video conference.
The Takeaway
Navigating the return to work will be a learning process for all of us and I believe we need to view it as more of a transition than a switch to a new normal. Leaders will need to make sure they are enabling real two-way communication with employees, encouraging them to share any questions they have or challenges they face as a result of changes to the workplace.
If leaders are able to show employees the steps they are taking to keep them safe and secure, while enabling them to be productive, the COVID-19 crisis may end up being an opportunity to not only strengthen the corporate culture, but to increase employee engagement and boost productivity in the long run.

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Returning to the workplace: The lessons learned and what to keep in mind- Tempemail – Blog – 10 minute

With England beginning to ease lockdown restrictions ahead of the rest of the UK, some are returning to their offices in an attempt to pick up the pieces, despite a continuing uncertainty as to what is ahead. Lawrence Weber, a partner at Curve, discusses and relays insights he has heard from colleagues and partners across the industry around what they have experienced and the working lessons to take forward.
As we all slowly wipe the sleep out of our eyes and the biscuit crumbs from our jumpers, perhaps even contemplating whether ‘Stay Alert‘ means starting to wear trousers on Zoom calls, the thoughts of many in the marketing community will turn to the when, if and how of returning to the office.
It seems natural for a people-dependent industry such as advertising to want to do that, not just because of the allure of free coffee and the posh sandwiches left over from client meetings, but because of our need to be together to collaborate and create.
Since we at Curve are a business that teaches leadership teams and practitioners in agencies, start-ups and brands to better collaborate and create all sorts of things together – mostly in person – we’ve been asking our clients and friends how they feel about the return and how they’ve been trying to be creative, remotely in the meantime.
Unsurprisingly, there are a few who, off the record, fear that their offices will never re-open. Concerns about high rents, ongoing workplace safety and what they see as cynicism from those located in the finance department – who have, let’s face it, always winced at quite how much space it takes people in our industry to knock out some ads – prompted some to tell us that the future for them might mean small numbers of desks in co-working spaces and large numbers of staff working from home.
Most though want to see a return but acknowledge that unlocking the doors will be much harder and slower than locking them was. Rachel Armstrong, UK studio partner for global technology consultancy Globant explained: “We worked as a coordinated management team to close our offices worldwide, driven by clear government lockdown guidelines. The back to work advice is quite vague here in the UK and differs across regions, so we have established a global Covid-19 committee who will look at how we can bring people back safely and establish a “new normal” way of working”.
Others like Eric Schmidt, formerly of Google, acknowledge that when the time comes to dust off the coffee machines and pool tables, the huddles of creativity and noise that make us yearn for our previous hangouts will be replaced with quiet, segregated but possibly safer environments, that our parents would have called “proper offices”.
Whoever you talk to though, it’s very clear that people sitting in rooms having face-to-face meetings is not something anyone is willing to contemplate anytime soon. Much has been written about the vague communications soup that is ‘Stay Alert’ – no IPA effectiveness award for you Mr Cummings, but no-one can claim that its over elasticity stretches to allow in person brainstorms, co-creation and workshops.
The reality is though, the thing that makes us and our industry tick, is working together to solve problems that we just can’t crack on our own. The best of our output is messy, time consuming and the product of people from different backgrounds with divergent opinions grappling with ideas and, often enough, each other.
It is also frankly the product of being in close enough proximity to each other and have the freedom to let our minds and feet wander. Laila Milbrow a senior creative director, said: “A lot of creatives go outside to talk about their work, coffee shops, pubs, I’ve even worked in the entrance to an Everyman. The aimless wandering around the streets of Soho isn’t really aimless in hindsight, a lot of ideas have been born there from just being on the move and chatting total rubbish.”
Whilst we can’t be in the same room, pub or even cinema to spark off each other, we do need to and can properly embrace the remote spaces and skills that can help us keep collaboration and creatively alive and well.
We’ve been struck by just how many great things are happening remotely. Author and Bafta-nominated documentary maker Chris Atkins told us that he is “trying to edit, sound mix and grade a KLF feature film remotely, which is a bloody fiddle and a half. But we obviously don’t have much choice as we want to get the film out asap, as it will hopefully cheer everyone up.” We also absolutely love the ‘#TwoMetresProject‘, a collaboration between creative director Cathy Hutton and award-winning portrait photographer Tom Oldham, which captures photographic stories of lockdown from a safe distance.
Catherine Peacock, managing partner at Uncommon sums it up well when she says: “I believe our industry has proven that remote working can still foster close collaboration and creative excellence. I’ve been lucky enough to produce a film ‘Clap From Our Carers’ (in just six days) with our incredible new creative team Jonas and Rasmus, who I’m yet to meet in person, but this is a great example of creativity during the restrictions of the pandemic.”
However, we have also been struck by how nervous some people are about running a workshop or co-creation session remotely. Concerns that technology might get in the way, that people can’t or won’t embrace unfamiliar tools or concepts, or that it seems just unnatural to collaborate through a screen, are all fears that we try and allay.
So, in case you are also concerned that collaboration and creativity, like your next trip to Shoreditch House, are just too painful to contemplate, here are three tips for you.
Design and facilitate for human connection. It seems that people are doing a decent job of ensuring productivity, but it’s become very functional and task-orientated. We are busy scheduling, delegating and keeping everyone on track through all kinds of feature-rich digital tools. However, what’s missing is the deliberate moments that bring people together, deepen their relationships, offer opportunities for serendipity and allow tangential conversations.
Pick up the phone. You’ll probably be noticing that your days are filled with Zoom meetings, and most people we speak to say they feel busier than ever – and also more tired, indeed there’s lots of research that explains the phenomenon of ‘zoom fatigue.‘ There’s lots you can do to make it better though – ensure breaks between calls, take regular breaks and get up and walk. One of the most powerful is to simply speak on the phone rather than video call. It may feel old-fashioned but it can lift your energy.
Laugh! It’s a brilliant fact that people having more fun are more creative. Find ways to inject humour into your work: tell each other jokes on Slack, find funny Zzoom backgrounds or simply turn off twitter, close the laptop and go watch an episode or two of Bojack Horseman – or maybe Friends if that is your thing.
We know that being in the same space and close enough to create is the ideal- and why offices as creative spaces still seem so important in the long term. Until we can get back to those though, let’s embrace some remote collaboration and above all else ‘Stay Alert‘ to the power of creativity. It’s what Dominic would want.

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Workplace Health Surveillance Tool Launched in South Africa | Tempemail – Blog – 10 minute

Sourced from ISHN.com

As more South Africans return to work in May, workplaces are re-designing to combat COVID-19 infection, while simultaneously reassuring workers are the new priority.
Fortunately, South African innovation is rising to the challenge of reimagining shared workspaces in the COVID-19 era and a timely example of this is HealthID.
Launched this week by a group of Cape Town-based entrepreneurs, HealthID helps employers comply with new government regulations that stipulate they should not only screen employees for signs of COVID-19 infection, but they must specifically create and maintain a database outlining the health status of individual workers.
“It’s doubtful any reputable employer would want to incur the wrath of the Department of Labour inspectors by recording something as serious as COVID-19 employee data in a paper book at reception. In these unprecedented times, that type of slapdash approach is unforgivable,” says HealthID spokesperson, Evangelis Hatzipolychronis.
Anything other than a contactless approach to recording COVID-19 employee data in access areas is slow and cumbersome and will breach social distancing guidelines by creating bottlenecks at entrance points.
Hatzipolychronis explains that HealthID helps SMEs and corporates alike stay on the right side of COVID-19 workplace compliance by creating digital, realtime health registers that include complete health audit trails for entire workforces. This boosts confidence in employers and helps location-bound workers feel secure in their work environments.
COVID-Compliant Workplaces – The New Priority
“It’s important for employers to demonstrate to all external and internal stakeholders that they are taking proactive steps rooted in the most up-to-date technologies to beat the greatest threat thus far to a whole generation of South Africans,” says Hatzipolychronis.
He adds that this new contactless health surveillance tool is both low cost and secure and also provides employers with a verifiable third party tool that confirms government-mandated protocols are being properly implemented.
Various local news platforms have reported that over 2300 inspections have already taken place to determine if SA employers are both screening and recording data relevant to the presence of COVID-19 in the workplace.
For maximum effect, HealthID is paired in the workplace with the recently-launched 4ORT solution. In 2019, 4ORT became the world’s first ‘fraud-free’ dynamic QR (Quick Response) code to be used for watertight access control, digital ticketing, loyalty programmes and many other applications dependent on the secure encryption of personal identity within controlled environments.
The user’s digital identity is securely hidden within the 4ORT QR code and cannot be copied, photographed or videoed to subvert the COVID-19 screening process.
Now, HealthID adds an up-to-the-minute digital database element applicable to the current COVID-19 pandemic.
“We’ve taken the challenge of creating secure workplaces and come up with a practical solution to get South Africa back to work, confidently,” Hatzipolychronis concludes.
Edited by Luis Monzon
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Transurban’s two-year workplace transformation ‘paying big dividends’ – Strategy – Cloud- Tempemail – Blog – 10 minute

ASX-listed toll road operator Transurban has stood up virtual desktops in AWS Workspaces for over 850 staff, adding a new dimension to a workplace transformation underway for the past two years.
Chief technology officer Mithran Naiker provided an in-depth view of Transurban’s expedited transition to remote work arrangements owing to the COVID-19 pandemic.
“From an always-on approach to network connectivity with cloud-based platforms like Microsoft Office 365, Workday, ServiceNow and collaboration tools like Cisco Webex Teams with the support of Okta for Identity Management and AWS Workspaces for Virtual Desktops, we’ve seamlessly transitioned the majority of our workforce to working remotely,” Naiker said in a LinkedIn post.
“This included expediting the ability to on-board new employees with zero touch provision and support in a matter of moments.”
Naiker said that AWS Workspaces had only been released to users three weeks ago but already counted “over 850 active users including performance hungry ‘power users’ supporting our major programs and Intelligent Transport Systems.”
A slide shows Transurban was still in a pilot phase for AWS Workspaces on March 9, before usage was progressively scaled up as office restrictions were introduced.

“This new offering has seen rapid growth in utilisation,” Naiker said.
Like the adoption of AWS Workspaces, there were other aspects of the COVID-19 lockdown response that required faster action and thinking.
Naiker said Transurban’s workplace technology team made “over 300 laptops available at short notice and enacted business resilience plans to mobilise our customer contact centre and traffic control rooms.” 
“In the month of March, there was a tenfold fold increase in remote logins driving different ways of working and testing the capacity of our key systems and processes,” he said.
“As Transurban migrated to predominantly remote working, email usage has stabilised, although our Cisco Webex collaboration platform has seen a doubling of growth across Webex messages, meeting minutes and participant involvement.”
Two years of work pays off
But Naiker said the company was also benefiting from works undertaken over the past two years, which had proven critical in the context of the response to COVID-19.
“The objective of delivering a modern and flexible work environment that empowered our global workforce to stay connected anywhere, anytime, is paying big dividends we’d never even considered as part of our transformation plans and journey,” he said.
Naiker said the company’s move to Office 365 meant it had been able to “absorb sharp increases [in] email and file storage”. 
The company’s intranet, Transurban Employee Network, was migrated to SharePoint online last year, and has an even more critical role in “rapid information sharing across the business to ensure everyone is informed consistently.”
Additionally, Naiker said Transurban implemented a new network architecture in October last year using services from “multiple network carriage providers and Equinix Cloud Exchange” to ensure users can access cloud services smoothly.

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ESDS Software Solutions recognized as Asia’s 15th Best Workplace- Tempemail – Blog – 10 minute

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Great Place to Work Institute has certified ESDS Software Solutions as Asia’s 15th Best Workplace of 2020 under its ‘Best Workplaces in Asia’ category. This is an ideal recognition for ESDS because of their consistency and dedication towards creating a better working environment for their employees. Across 8 Asian countries, more than 2 million employees participated in the institute’s survey.
On the occasion Piyush Somani, Founder, CEO & Group MD, ESDS Software Solution said, “From India’s top GPTW last year, we are now Asia’s 15th Great Place To Work in 2020. This monumental achievement has only been made possible by the strong belief & trust of every ESDSians in the cultural values of ESDS and their unwavering ability to support and promote these values. The times are tough for businesses worldwide due to the Coronavirus outbreak, yet this deadly virus has not been able to shake the united strength of ESDSians and we have found ways to help out each other. We will stand firmly by each and every customer of ESDS and the family member of our ESDSians”.
The word Family resonates with ESDS when ESDSians are asked about their perception towards the company. Achieving such recognition every year is no small feat but it was only possible because best work-life balance has been a value of great extent for ESDS as their core focus lies on being a people-driven organization.
Chandra Mauli Dwivedi, Chief Human Resource Officer, ESDS Software Solution added “ESDS is known for its best HR and people practices as we have bagged many national and international awards from globally acclaimed organizations. At ESDS, our employees are our valued customer and right from our Founder to the management team, everybody is always proactive towards providing support for employee growth and empowered work culture”.
Great Place to Work® (GPTW) is considered the ‘Gold Standard’ in workplace culture assessment and recognition. The institute is a global authority which ranks organization in various categories based on their workplace culture, behavioral integrity of leaders and healthy relationship networks. In Asia, the Best Workplaces stand out by creating sustainability when it comes to work and life. Employees in Asia’s Best Workplaces experience balance and deeply human relationships on the job.
“We congratulate the 2020 Best Workplaces in Asia for their leadership building Great Places to Work For All. These companies are global leaders in creating highly inclusive workplaces that are better for business, better for people, and better for the world” said Michael C. Bush, CEO Great Place to Work®

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How technology can help create a fair and equitable workplace culture- Tempemail – Blog – 10 minute

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(By Vanaja Kodungallur)
For most individuals, the idea of fairness is the act of being treated equally with no partiality, favoritism or discrimination. Every human being expects fair and just treatment for themselves. In fact research has proven that our brains have an automatic “happy” response to fairness and an equally strong and opposite response to unfairness.
The human need for fairness and justice extends to all aspects of our lives and so it is but natural that fairness be an essential component of a positive work culture that people look for in their organizations. However, creating an environment that is completely free of bias and prejudice isn’t as simple as it seems.
It is a natural human tendency for people to categorize every object, person and experience depending on the emotion that the instance arouses. Sometimes this can lead to conscious or unconscious exhibition of discriminatory and prejudiced behavior. So, while people innately crave fairness for themselves, very often they fail to recognize the tendencies in themselves that create unfairness for others. And it is this tendency in people that makes it challenging to create an environment that is completely free of prejudice and bias.
Adam’s equity theory suggests that individuals expect a certain result or reward for their efforts and they validate their expectations by comparing with those around them. Inequality with their environment results in deep rooted perceptions of unfairness. This is easily applicable to the workplace as well. Growth and monetary rewards are the most common areas that organizations track during culture surveys and the best run organizations have been found to have policies in place that help create an equitable environment limiting opportunity for human bias.
However softer aspects like the amount of work people do, the kind of rest they get, the perceived stress that they undergo or the personal sacrifices they believe they make for their workplace are rarely the subject of much organized assessment as these are non-tangible in nature and largely subject to supervisory (read as human) discretion.
Today, it is work-life integration that most people are talking about blurring what used to be a clear professional life vs personal life. But even as this is accepted as the new norm, there are increasing possibilities of employees not knowing where to draw the line when they feel pressured to go beyond their call of duty. For example, if we were to look at a high performing employee working for a 24×7 world class employer, it is very probable that the Organization has good HR practices allowing its employees the right amount of paid time offs and not exceeding the overtime hours mandated by the law. Even as this employee gets his/her due rewards and is compensated adequately, it could also set precedence for such an employee to be overburdened by their supervisors with more work given their enthusiasm or even challenge them continuously to prove themselves. This could inadvertently impact their freedom to sometime take the leaves they deserve or when they want it as they might be compensating for the workload of their fellow colleagues.  Eventually, the employee might resent the experience and feel the treatment being met to them as unfair or even feel as a victim of the culture of favoritism.  Not only can this lead to loss of critical talent but also add to new talent acquisition costs.
However, in the internet economy, the expectations for workers to be round the clock is often a given. The complexity for organizations however lies in the fact that while everyone would like a weekend and a festival holiday off, someone still has to work on these days to ensure business operations are not impacted. This is where technology plays a big role in helping remove any human bias, real or perceived.
According to a recent study by SHRM in India 82 percent of organizations believe increased use of workforce management tools could positively impact employee perception of fairness and equity.  In fact today’s modern workforce management solutions allow the distribution of desirable and undesirable schedules in an equitable and unbiased manner so that everyone gets to have those important days off and desirable shifts and at the same time has to pitch in equally for the undesirable shifts and let go the occasional festival holiday. Sophisticated optimization algorithm and machine learning based approaches allow large number of factors to be considered before arriving at the perfect schedule which balances this without compromising on business requirements, which is humanly impossible for an individual to do. And the best part is that these systems allow for constant optimization and recalculation to factor in any last minute changes that inevitably occur in our dynamic business environments.
Nevertheless, despite every possible effort to ensure employee preferences are accommodated it is possible that managers will occasionally need to take decisions that might seem biased to a set of employees such as asking an employee to stretch work hours last minute to accommodate an unexpected staffing situation. It becomes important to differentiate between unfavorable decisions that are taken due to business constraints and decisions that appease a set of employees to the exclusion of others. Again audit and pattern based analytics help uncover some of these decisions to let organizations understand what is actually happening at the ground level and has the manager made the right choice. Machine learning, artificial intelligence combined with actionable, insight based analytics embedded in workforce management tools go a long way in painting a clearer picture on the actual ground realities.
Gone are the days when workforce management tools were used to keep tabs on employees. In today’s world, these tools need to be seen as enablers to change the way the workforce is managed, not just in terms of managing cost or productivity but also to manage culture, strengthen engagement and drive transformation within the organization.
(The author is the Director, Business Consulting, India, Kronos Incorporated)

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How can creatives master collaborative workplace tools?- Tempemail – Blog – 10 minute

Even though workloads are ever increasing and many employees are being tasked with doing more with less, only 36% of those in the creative industry are currently using tools or technology within their business to help workers collaborate more effectively.
The new The Future of Creative Collaboration whitepaper from Adobe, in partnership with Tempemail, shows why collaborative tools are so important, and aims to give creatives more information on how to apply them in a way that actually makes employees more productive.
Having surveyed 166 senior creatives, the whitepaper shows that among those who had already applied collaborative technology within their business, 31% saw a rise in overall productivity, while 29% felt workplace data had become more meaningful and workflows more simple to follow.
Yet despite these obvious positives, there’s still creatives that are hesitant to take the leap — the whitepaper also reveals how 23% of creatives believe they’re still not able to make an informed decision on which collaborative technology or tools would be best suited to them based on the information currently available. And a further 20% believe collaborative tools are too hard to use.
This new report presents easy-to-follow advice that cuts through this kind of confusion and shows why applying technology such as artificial intelligence in order to make employees stay better connected can be a help rather than a hindrance. With input from various agencies, including Unit 9 and VCCP, the whitepaper also provides tips on how collaborative tools have already changed their businesses for the better.
Jon Bancroft, associate creative director at VCCP, says: “Creative collaboration is the glue that holds us together. It’s the essential element of working that takes a thought from an idea and turns it into an actual thing that works.
“Without collaboration, we don’t work as a company, a collective thought process on creativity and production helps us execute the jobs to the highest standards as each gear in the system knows what to expect from its peers and can focus on their piece of that process and help inspire the rest to enhance the idea. It allows us to work more agile and this report will show you how to mirror this kind of success.”
Meanwhile, Unit9’s art director Karol Goreczny adds: “Creative collaboration tools shorten the distance between people because they remove it entirely. It’s like gathering all the team members in the same room even though they are far away from each other. Creative collaboration tools combine the speed of creating on your own with the advantages of working together.”
With 42% of creatives believing creative content will only become more critical for their industry over the next five years, it’s crucial that workers find a way to mange this increasing work load. Central to promoting good content will be the exhilaration of technology that fuels collaboration, particularly programmes such as Adobe Creative Cloud, Slack and Figma, which allow teams to work seamlessly no matter where they are geographically located. The use of collaborative tools will start to feel less like a risk and more like a reward, concludes the whitepaper.
Fill in the form to download the fascinating report for free.
A better way of working together.
With Creative Cloud for teams you have collaboration tools built into all your creative apps, it’s easy to store, share and sync assets securely and create amazing work anywhere you are.

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Ads We Like: punchy embroidery highlights sexist workplace phrases in IWD campaign- Tempemail – Blog – 10 minute

VCCP has marked International Women’s Day (IWD) by producing a series of cushions embroidered with sexist phrases to elicit discomfort from all who recline upon them.
Gendered phrases such as ‘Just get one of the girls to organise it’ pick up the thread of workplace discrimination with an embroidery lesson designed to call out unconscious sexism.
Led by creative director Laura Muse the campaign asks if gendered phrases sit comfortably with you. By immortalizing phrases such as ‘Who’s his PA. Let’s ask her’, ‘She gets too emotional about things’ and ‘You’re funny for a girl’.
Commenting on her arresting work Muse said: “It’s not possible to speak up about every little thing you hear in every office. So we’ve created these as a soft little nudge to be more inclusive in the way we talk.”
Darren Bailes, executive creative director at VCCP, added: “It’s too easy to throw in language that’s lazy and misrepresents the agency world we want to be part of. Laura’s beautiful and disarming cushions remind us that women have had enough of this rubbish and that words are as important as actions”.
IWD is once again drawing big name brands within its ambit, with Apple releasing a series of short films focused on women such as Alicia Keys and Malala Yousafzai.

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Perception gap between leaders and staff in Singapore on workplace equality- Tempemail – Blog – 10 minute

Leaders and employees in Singapore view progress toward equality significantly differently in their organisations despite believing it is critical to helping them thrive in the workplace.
84% of women and 78% of men said they increasingly care about workplace culture and a majority of leaders (63%) believe an inclusive workplace culture is vital to the success of their business. Three-quarters of leaders (73%) feel they create empowering environments where staff have a sense of belonging, yet just one third (30%) of employees agree.
In addition, the proportion of employees who do not feel included in their organisations (27%) is higher than leaders believe (0%) respectively.
A majority of leaders also rank diversity and workplace culture low on their list of top organisational priorities as three-quarters of leaders ranked brand recognition and quality and financial performance at the top of their list of priorities (77% and 74%, respectively). Only 35% ranked diversity and 28% ranked culture at the top.
These results are according to a new Accenture report called ‘Getting to Equal 2020: The Hidden Value of Culture Makers’, which includes research across 28 countries.
“Our findings show a large perception gap between the way leaders and employees in Singapore view progress towards equality in their organisations. Closing this gap is critical to creating an environment that unleashes innovation, allows employees to perform at their best and underpins a culture in which everyone feels they have an equal opportunity to belong and build a career, said Lay Lim Teo, the senior managing director for Accenture in South East Asia.
“In fact, by closing the gap, our findings estimated that Asia Pacific leads in profits at US$1.35tn, higher than other regions. Setting, sharing and measuring work performance openly across all levels is one of the ways where organisations can display their commitment to developing diverse talents. It is also one where Accenture implements to achieve a gender-balanced workforce by 2025”.
The report suggests that aligning leaders’ perceptions with those of their employees would yield huge upsides as everyone would advance faster and organisations would see an estimated US$3.7 trillion (US$1.35 trillion in Asia-Pacific) increase in global profits.
To help close perception gaps and drive progress toward a more equal culture that benefits everyone and enables leaders to continuously evolve their strategies to meet changing needs, the report recommends that leaders must truly believe that culture matters and prioritise it.
For example, benchmark progress toward a culture of equality by setting and publishing targets; and reward and recognise leaders and teams on progress. A culture of equality starts at the top.
In addition, leaders must go beyond the data to solicit meaningful and continuous dialogue with employees. They can consider face-to-face meetings, focus groups, town halls and have ongoing, real-time conversations with employees to help capture feedback and empower leadership to quickly drive change.
Leaders must also create an empowering environment by encouraging and cultivating culture makers by creating opportunities for them to opt-in and take on specific culture-related roles in their offices or departments.
There also should be ways available for leaders and culture-minded employees to develop specific and actionable solutions together.
Read the full report here.

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