Connect with us

Technology

4 reasons hybrid working looks set to stay for young professionals

Voice Of EU

Published

on

From priorities to practicalities, Dr Amanda Jones of King’s College London explains why hybrid working may be here to stay and outlines the pitfalls that younger employees will need to avoid.

Click here to visit The Conversation.

A version of this article was originally published by The Conversation (CC BY-ND 4.0)

We’re in the middle of a remote working revolution. In the UK, though remote working was slowly growing before the pandemic, in 2020 the number of people working from home doubled.

While this rapid rise can be explained by Covid lockdowns, a recent survey my colleagues and I conducted with 2,000 London workers found that six in 10 employees still regularly work from home despite restrictions no longer being in place. And most don’t want that to change.

Findings from other parts of the world similarly point to a substantial increase in the number of work days being undertaken from home.

For young professionals, the shift has been particularly significant. Before the pandemic, employees in their 20s were by far the least likely to work from home.

In 2022, 64pc of 16 to 24-year-olds we surveyed reported working at home for at least part of the week. This figure is in line with 25 to 49-year-olds (65pc) and in fact higher than for people over 50 (48pc).

Other research also shows that young professionals now engage in hybrid working – dividing their time between their home and their workplace – and may prefer this model to being in the office full time.

US and European data shows that around four in 10 jobs can be conducted from home. But this figure may be higher if we consider that some jobs could be at least partly done from home. In particular, jobs in finance and insurance, information and communication and education are among the most conducive to being performed remotely.

Technologies which support remote working, such as Zoom and Slack, have been available for a number of years. While the pandemic has served as a catalyst for the rise in remote working among younger employees, I would argue that other factors have also contributed to this shift – some of which were already evident before the pandemic.

Importantly, each of these factors suggest this change to the way young professionals work is here to stay.

1. Priorities

Evidence suggests that even before the pandemic, young people were becoming more focused on their own goals, wanted greater flexibility and control, and sought a better work-life balance compared with previous generations. The reasons for this may be related to the changing nature of organisations and careers, which I’ll discuss later.

Our own and other research indicates that remote working, especially working from home (as opposed to, say, at client sites), can boost feelings of flexibility and control and enhance work-life balance. So working remotely could help younger people achieve these goals in a way that traditional working arrangements can’t.

In fact, research indicates that many young people would now rather switch jobs than compromise on the flexibility they gain from hybrid working. So for employers, supporting hybrid working may be necessary to attract and retain the best employees.

2. Practicalities

Across all age groups, participants in our research picked avoiding the commute as the biggest benefit of working remotely. While this has long been a recognised advantage of remote working, it’s important to note that we surveyed London workers – and the commute may be less of an issue for people in other places.

Aside from the time and hassle involved in commuting, travelling to work every day can be expensive. The cost of working in the office goes up if you also factor in lunches, coffees and after-work social activities.

This may be difficult for younger people – who are contending with the rising costs of living, often on lower salaries – to manage. Working remotely can help reduce spending, making it an attractive option – and even a potential lifeline – for younger employees.

3. Career trajectories

Studies show that a move towards less hierarchical, more efficient and flexible organisations results in a “new deal” of employment. Employers no longer guarantee job security and progression for employees, but gain their commitment by providing opportunities – including training programmes – that enhance their employability.

The onus then moves to employees to manage their own career progression, which remote working may help them with. For example, we know working from home can reduce distractions and improve productivity.

Taken with the commuting time saved, young professionals may have more time to dedicate to development opportunities, such as studying for additional qualifications. This could increase their attractiveness in the job market.

Indeed, young professionals seem to be the most likely to switch jobs. If they don’t expect to remain with an organisation long term, they may be less motivated to build strong relationships with colleagues and managers, and unwilling to put their own goals aside for those of the organisation.

4. Managers’ behaviour

Research shows many more managers now work remotely compared with before the pandemic. This change has two important effects.

First, managers who work remotely are likely to find it harder to stop juniors from doing the same. Managers’ ability to monitor and develop their junior staff in person, a common reason for prohibiting remote work in the past, is also reduced if managers are away from the office themselves.

Second, as more managers work remotely, younger employees may feel more confident that doing so won’t prevent them achieving success. Managers serve as role models to junior employees and evidence shows that younger professionals seek success by copying role models’ behaviour.

Avoiding the pitfalls of hybrid working

Despite the positives, younger employees, with comparatively limited experience and networks, may face disproportionately negative outcomes from remote working in terms of recognition, development and networking opportunities.

So if you’re a young professional working remotely, how can you avoid the pitfalls of hybrid working?

Setting your own goals can keep motivation and performance high. Meanwhile, proactively communicating your challenges and achievements to senior and peer-level colleagues can ensure that you receive guidance and recognition.

It’s a good idea to plan some of your time in the office to coordinate with team members or managers. At the same time, it’s useful to try to schedule office visits on different days of the week. This can help maintain key relationships but also help build networks through bumping into colleagues you don’t necessarily work as closely with.

Finally, upping attendance at external conferences and events could increase your value to the organisation through encouraging innovation and fresh ideas, while keeping you aware of external employment opportunities.

The Conversation

By Dr Amanda Jones

Dr Amanda Jones is a lecturer in organisational behaviour and human resource management at King’s College London.

10 things you need to know direct to your inbox every weekday. Sign up for the Daily Brief, Silicon Republic’s digest of essential sci-tech news.

Source link

Technology

Google UK staff earned average of more than £385,000 each in 18 months | Google

Voice Of EU

Published

on

Google UK’s staff earned an average of more than £385,000 each in the 18 months to the end of December, as the tech company gave almost £1bn in share-based payments.

Google, which like other tech firms is looking at budget and potential job cuts as global economic conditions become tougher, reported £3.4bn in turnover and £1.1bn in pre-tax profits in the 18 months to the end of December 2021.

The company, which reported a year and a half of financial results after moving its accounting period from the end of June to December last year, paid £200m in UK corporation tax.

Google UK hired 577 staff between June 2020 and December last year, taking its total headcount to 5,701. The company employs 2,275 staff in sales and marketing roles, 2,412 in research and design and 1,014 in management and administration roles.

Google’s total staff costs hit £2.2bn in the 18-month reporting period, according to accounts filed at Companies House. The staff wage and salary bill came to £1.06bn.

The accounts show UK staff received an £829m bonanza in share-based payments, and there was £258m on social security costs and £52m in expenses relating to its defined contribution plan.

The accounts also show that Google paid £200m in UK corporation tax on its £1.1bn profits.

Like its tech peers Meta – the owner of Facebook and Instagram – and Amazon, Google is frequently the target of criticism that it does not pay enough in tax in the UK.

While the company reported £3.4bn in turnover over its 18-month reporting period, the research firm Insider Intelligence estimates that Google made almost £8.7bn in ad revenue in the UK in 2021 alone.

Google, which has its European headquarters in Ireland, where taxes are lower, reports some revenues in other jurisdictions.

“Our global effective income tax rate over the past decade has been close to 20% of our profits, in line with average statutory tax rates,” a spokesperson for Google said. “We have long supported efforts via the OECD [Organisation for Economic Co-operation and Development] to update international tax rules to arrive at a system where more taxing rights are allocated to countries where products and services are consumed.”

In November, Google’s Irish subsidiary agreed to pay €218m (£183m) in back taxes to the Irish government. In 2020, Alphabet, Google’s parent company, said it would stop using a notorious tax loophole known as “the double Irish with a Dutch sandwich”.

In 2020, the UK introduced a digital services tax, which levies 2% of gross revenues, and aimed to target large digital companies that make huge revenues but report relatively small profits.

Next year, it will be replaced by a new global tax system after the OECD brokered a deal between 136 countries that will result in large multinational companies paying tax in the countries where they do business, and committing themselves to a minimum 15% corporation tax rate.

Source link

Continue Reading

Technology

Tesla has a bit of work to do on Optimus robot • The Register

Voice Of EU

Published

on

Tesla headlined its AI Day 2022 event on Friday with the reveal of its “Optimus” robot prototype, showing just how much work was left to do on the project.

While the demo was certainly more robotic than last year’s dancer in a onesie, the lumbering mess of cables was far from the sleek and sexy design faithful Muskites might expect from the EV maker.

CEO and founder Elon Musk said before the curtains opened: “I do want to set some expectations with respect to our Optimus robot. As you know, last year it was just a person in a robot suit, but we’ve come a long way and, you know, compared to that, it’s going to be impressive.”

But in a world accustomed to the back-flipping bots of Boston Dynamics, Optimus was less than impressive. A mechanical engineer stepped in to inform the audience that this was the first time the robot was run “without any backup support – cranes, mechanical mechanisms, no cables, nothing.”

Tesla Optimus protoype

Tesla’s ‘rough development robot’

The prototype managed to rotate its arms, then tottered to the forefront to give the audience a wave, before walking back as a screen failed to close. “This is essentially the same self-driving computer that runs in Tesla cars by the way,” an Autopilot engineer proclaimed.

The event then showed videos of the robot picking up and putting down objects, and watering plants. “What you saw … was our rough development robot using semi-off-the-shelf actuators. But … we actually have an Optimus bot with fully Tesla-designed and built actuators, battery pack, control system, everything.”

This version, which was then pushed onto the stage, was a little more “Tesla” – slimmer, neater, shinier. Only one problem: it can’t walk. “I think it will walk in a few weeks,” Musk said, “but we wanted to show you something that’s fairly close to what will go into production.”

Clumsily wheeled out by staff, it also managed a couple more waves and did the splits from the rod on which it was mounted.

“Our goal is to make a useful humanoid robot as quickly as possible,” Musk said. “We’ve also designed it using the same discipline we use in designing the car, which is to say to design a form of manufacturing such that it is possible to make the robot in high volume at low cost with higher liability.

“You’ve all seen very impressive humanoid robots demonstrations, and that’s great, but what are they missing? They’re missing a brain. They don’t have the intelligence to navigate the world by themselves. They’re also very expensive and made in low volume. Optimus is designed to be an extremely capable robot but made in very high volume – ultimately millions of units – and it’s expected to cost much less than a car, so probably less than $20,000.”

That’s one expensive Roomba.

Accepting that there was “a lot of work to be done to refine Optimus and improve it,” Musk said the aim of the event was convince more AI and mechanical engineers to join the company to bring the project “to fruition at scale” and “help millions of people.”

He then waxed lyrical about an economy where there was “not a limitation on capita,” which could then become “quasi-infinite,” implying that he hopes Tesla’s robots might one day replace humans on production lines.

“This means a future of abundance,” he said. “A future where there is no poverty, where you can have whatever you want in terms of products and services. It really is a fundamental transformation of civilization as we know it.”

As if to reference his belief that AI is humanity’s “biggest existential threat,” he added: “Obviously, we want to make sure that transformation is a positive one and safe,” claiming that Tesla’s public ownership model was the right way to achieve this.

While not quite the disasterpiece of the Cybertruck reveal, going by what was shown at the AI Day, such a utopia is still far away. ®

Source link

Continue Reading

Technology

Dublin proptech constructing an operating system for buildings

Voice Of EU

Published

on

The SpaceOS platform sets out to create smart workplaces as the world wises up to the future of hybrid, flexible and sustainable work.

“We believe that buildings have been failing to answer people’s needs for decades,” said Marley Fabisiewicz. “We’re making them more convenient and human-centric with technology, while feeding the property managers and real estate developers with data.”

That, in a nutshell, is what proptech start-up SpaceOS is all about. “The real estate industry is a dinosaur,” said co-CEO Fabisiewicz, whose vision is to realise its digital transformation through developing tech-enabled workspaces. “Our mission is to help companies attract, retain, inspire and empower their people by creating dynamic and digitised workplace communities.”

Headquartered in Dublin, SpaceOS offers a workplace experience platform that Fabisiewicz said “turns smartphones into remote controls for the workplace”. The name derives from the concept of creating “an operating system for buildings”.

What this involves, Fabisiewicz explained, is digitising physical assets and providing APIs to integrate existing business technologies, such as access control. “[SpaceOS] covers everything from opening doors and booking desks and rooms, to ordering food, registering guests and sending out invoices, all blended seamlessly into daily workflows,” he said.

“Because of its modular structure, SpaceOS is ready to integrate with a variety of platforms to meet the specific requirements of any workspace infrastructure. It connects all stakeholders, reduces inputs and costs, provides insights, and offers smart management tools. It provides building managers and users with transparency, cost efficiency and real-time information, while focusing on the user experience.”

‘Dynamic workspaces are shaping the future of work’
– MARLEY FABISIEWICZ

Fabisiewicz sees the platform as essential to the transformed modern workplace. “We are targeting building owners, tenants, and managers. With a high demand for spaces to fit varying needs in a modern work environment, dynamic workspaces are shaping the future of work,” he said.

“However, current building management tools were typically designed before hybrid working became mainstream. As a result, they are inflexible and lack the adaptability and technology necessary to make today’s workspaces more efficient, while reducing operating costs.”

Demand for SpaceOS could also be employee-driven, Fabisiewicz explained, as modern workers demand systems that enable flexibility, engagement and sustainable practices. Clients can use the platform to deliver push notifications for news, events or community updates, and the service also offers detail data on carbon emissions, to support net-zero initiatives.

Environmental, social, and governance (ESG) goals have been a focal point of the start-up in the past year, leading to a partnership with Germany company Aedifion, which provides a cloud-based platform to collate data on buildings’ energy consumption.

“This collaboration allows property owners and managers to offer tenants a real-time visualisation of metrics regarding their energy usage and carbon emissions. This is the basis for transparency, and a step to make everyone in the workplace become a sustainability activist, supporting the decarbonisation of buildings,” said Fabisiewicz.

“We are currently working on managing heating, ventilation and energy based on occupancy and capacity data, to decarbonise buildings even more effectively. Future integrations will also allow tenants to remote-control HVAC, blinds, lights and more, through the SpaceOS app.”

‘The landscape has changed significantly since the markets tanked’
– MARLEY FABISIEWICZ

Serial entrepreneur Fabisiewicz also founded Upnext Technologies, a software and digital product development agency focused on the fintech industry.

SpaceOS was founded in 2017 by Fabisiewicz and his co-CEO Maciej Markowski, who has a background in real estate consultancy and proptech. “He has international experience in corporate workplace and change issues, advising major corporations on their workplace research, strategy and change management,” said Fabisiewicz.

So far, the founding duo have increased revenue three times over in the past 12 months and built up a strong client portfolio. “However, we are still in the early innings of the proptech game,” said Fabisiewicz. “Market saturation for tenant experience technology is at around 5pc globally, so there’s still a massive upside potential and room to grow.”

Of course, the present-day market disruptions present a challenging environment for growth and investment. “The landscape has changed significantly since the markets tanked,” said Fabisiewicz. “12 months ago, it was all about hypergrowth. Today, it’s all about how quickly you can become profitable.”

In Dublin, however, Fabisiewicz describes the start-up ecosystem as “a continuous boom” with “more money to be deployed by investors, more founders with great ideas, and a maturing ecosystem for start-ups in general”.

In his company’s case, SpaceOS is looking for “smart money” that offers more than a cash injection. Fabisiewicz is seeking investors who “not only write a cheque, but also support in building the business”.

“I believe especially in proptech this is essential for a successful start-up,” he said.

10 things you need to know direct to your inbox every weekday. Sign up for the Daily Brief, Silicon Republic’s digest of essential sci-tech news.

Source link

Continue Reading

Trending

Subscribe To Our Newsletter

Join our mailing list to receive the latest news and updates 
directly on your inbox.

You have Successfully Subscribed!