Human Resources
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This September, experts and commentators discussed a wide range of HR and recruiting topics.
The rise of "fauxductivity" among managers highlights that even leaders feel pressured to appear busy. Plus, conversations about whether bosses and employees can be friends show the importance of fostering genuine relationships in the workplace.
This month’s trends also reveal the necessity for upskilling managers, reimagining office designs to accommodate hybrid work, and effectively leading a multigenerational workforce. Here’s a closer look at these topics.
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According to Workhuman’s 3Q Global Human Workplace Index survey, “fauxductivity” is on the rise.
Fauxductivity occurs when people fake being productive at work, such as moving a mouse to show activity, staying logged into chats without actually working, or doing visible but low-quality tasks. "Productivity theatre” is another phrase used for workers pretending to be busier.
The Workhuman survey, which polled 3,000 full-time employees in the U.S., U.K., and Ireland, found nearly 4 in 10 C-suite executives (38%) and 37% of all managers admitted to faking activity during the workday. In contrast, 32% of non-managers admitted to faking activity.
“Managers and leaders are the stewards of company culture,” Workhuman said in their August 29 report. That they’re faking productivity more than non-managers suggests “the pressure to perform might be coming from the top-down.”
Data from other sources also shows a rise in fake productivity.
A study by BambooHR in June of this year reveals over 79% of in-office employees and 88% of remote workers say they must use performative tactics to show they’re working. This pressure may be partly driven by the increasing use of online surveillance tools.
Last year Visier surveyed 1,000 U.S. based full-time employees and discovered 43% of employees spend more than 10 hours a week on productivity theatre tasks.
Visier found the most common task for playing productive was responding quickly to messages. 42% of survey respondents replied to colleagues via email/instant message as promptly as possible, even though an immediate response was not necessary.
While the data highlights a rise in fauxductivity, its frequency and impact on performance likely varies depending on the workplace and individual roles.
According to the Visier report previously mentioned, the threat of layoffs, the rising adoption of employee surveillance tools, and employers’ concerns about the sustainability of remote work arrangements are placing growing pressure on employees. As a result of increased pressure, workers are likely to look busy instead of being busy.
On top of this, Workhuman’s report states the top two reasons employees said they feel the need to fake activity are to get a better work-life balance and heal from burnout, a global issue since the pandemic (see: Trend 5).
Another reason is that remote workers want to preserve their flexible privileges, while those returning to the office feel pressured to perform more as they are around colleagues in person.
According to Forbes, the first step is to build psychological safety at work (see: Trend 3).
As a first step, HR teams can run anonymous engagement surveys to understand how workers feel about their workload and work-life balance.
Once an organisation understands employee feelings, it can take steps to boost safety and make workers comfortable discussing needs like taking a break.
Team members who are more vocal about their needs may be less likely to deal with problems by pretending to be busy.
That means managers themselves need to resist the urge to keep up appearances and instead be vocal about when they’re taking a break. Breaks help people re-energise and re-commit to work thus achieving better outcomes and better wellbeing than those who stay quiet and stay online (see: Trend 2).
Table tennis is out and private rooms are back in. As working patterns stabilise after the disruption of the COVID-19 pandemic, employers are responding by redesigning workspaces to accommodate remote work, technological advances and changing work habits that prioritise flexibility and efficiency.
So, what will the offices of the future require?
According to a report by global architecture firm, Hassell, working from home during the pandemic adjusted people’s appreciation for what matters in a workspace.
Rather than trendy amenities like a personal concierge (7%) or doggy daycare (11%), research showed that workers want simple amenities like:
However, the report shows free lunch and food remain the most popular amenity (50%).
Design firm, Gensler, notes workers desire offices that offer space for both hyper-focus and hyper-collaboration. Offices around the world are being re-designed to include quiet zones, work libraries and noise-cancelling measures.
Workspaces are also becoming more integrated with technology so that on-site and remote teams can work together effortlessly. The rise of AI will further impact technology use, with workplaces using AI to manage things like temperature and air quality, room availability, energy use, and more.
In order to illustrate how future offices may function, Gensler spotlights Deloitte’s ‘The Edge’ in Amsterdam. Rated as one of the smartest office buildings in existence, the office space demonstrates how advanced technology can facilitate deep focus through hyper-personalised environments.
The building features:
These innovations are designed not only for comfort but also to foster peak productivity by enabling the deep focus that modern work demands.
Overall, not all workplaces will make sweeping changes to their design. But, understanding what matters most to employees—such as comfort, flexibility, and the ability to focus—can guide more modest changes that boost productivity and employee wellness.
New data reveals upskilling managers to better handle employee relations and people management can give HR teams more time back in their week and create happier employees.
According to a survey of 500 UK HR professionals and 700 line managers published by esphr from WorkNest, HR professionals spend a minimum of 2 to 3 hours per week supporting line managers with employee relations issues. One-fifth of HR managers invest 6 or more hours per week with line managers.
More than 6 in 10 HR professionals (61%) agreed if line managers more efficiently managed employee relations issues, it could free up time to spend on broader strategic HR initiatives.
Furthermore, more than 8 in 10 HR professionals (82%) said that if line managers had further training on how to navigate employee relations matters then hours spent supporting them would reduce.
Additionally, according to Unmind’s Closing the Leadership Skills Gap report which surveyed 3,000 managers and 3,000 employees, 2 in 5 employees do not think their manager has had enough training.
The same report also revealed that 3 in 5 (58%) employees said their manager would benefit from education or training to improve their management skills, while a third (35%) said they had previously left a job because of a bad manager.
A similar proportion of employees (33%) said they had considered leaving for the same reason.
Of the managers surveyed, 2 in 5 (40%) said their organisation did not provide enough training opportunities for them to manage their team effectively, while almost half (47%) felt a lack of formal management training at their workplace contributed to lost productivity.
Management positions often demand a distinct skill set, and some leaders may need to develop their skills in this area.
HR managers can assist leaders by offering training in people management and finer points relating to employee relations.
According to experts speaking to HR Magazine and People Management, HR can upskill managers by facilitating training in:
In addition, HR leaders can help managers become aware of the unique needs of different demographics (see Trend 2) to create a high-quality, diverse, and inclusive team.
In short, by equipping managers with essential leadership skills, HR can play a pivotal role in fostering effective leadership and enhancing overall workplace success.
New research by team culture expert Shane Hatton, promoted by LinkedIn, revealed
50% of workers agree that their manager should be someone they consider a friend, while 20% disagreed and the remaining 30% were undecided.
Gen Z were the most likely to agree that managers should be considered friends (60%), followed closely by millennials (55%), Gen X (45%), and Baby Boomers (36%).
Baby Boomers were most likely to strongly disagree overall and were almost twice as likely to strongly disagree when compared with Gen Z.
Those who believe being friends with the boss is a good idea point to the empowering nature of positive relationships at work. Being friends with your boss can lead to positive interactions, including micro-interactions and micro-affirmations, throughout the workday, which can boost happiness and performance. To learn about the opposite of micro-affirmations, read our blog on microaggressions in the workplace.
Those who disagreed cited concerns that friendships with the boss could create negative impacts such as blurring personal and professional boundaries, creating feelings of alienation among other colleagues, and complicating a boss's ability to manage those they consider friends.
According to Forbes, you don’t need to be friends with your boss but a positive relationship with superiors does matter.
A strong relationship with a boss can:
In short, strong relationships between teams and their bosses can lead to a healthier work culture. However, not everyone needs to have the same type of relationship with their boss. What’s more important is fostering mutual respect and ensuring alignment of values.
As discussed, different generations may value workplace relationships differently. Leaders can respond by promoting a positive and healthy work environment that prioritises respect without forcing relationships in any direction.
Leading a multigenerational workforce can be challenging. Older professionals are navigating evolving workplace cultures, shifting norms, and the pace of rapid digitisation, while younger professionals grapple with developing soft skills and adjusting to in-person office environments.
A key challenge in leading a multigenerational workforce is navigating differences in communication preferences.
For example, as Built In points out, different generations may use different grammar and writing styles which can lead to misunderstandings.
For example, an older professional might write, "I'll send you the report now." They see the period as a sign of professionalism. In contrast, a younger colleague might write, "I'll send you the report now" without the period, viewing it as more casual and friendly.
The older professional may see a lack of punctuation as unprofessional, whereas a younger worker may see the use of a full stop as extremely formal and unfriendly.
For leaders, it’s important to recognise every generation may have different needs but overall, every demographic wants to feel included and valued in the workplace.
Leaders can respond by avoiding ageist policies and remaining flexible in their approach.
By embracing these strategies, leaders can effectively bridge generational divides and create a more inclusive and productive workplace for everyone.
This September, we’ve seen some interesting trends in HR and recruitment.
The rise of "fauxductivity" highlights how even leaders feel the pressure to appear busy, while conversations about workplace friendships reveal differing views across generations. Differences between generations reveal the challenges of leading a multigenerational workforce with leaders called to understand the importance of understanding different needs and communication styles.
New data has also revealed the need for upskilling managers which can positively benefit HR and organisations on the whole.
Finally, as we settle into a post-pandemic world, offices are being redesigned to suit hybrid work and changing needs as more workers seek spaces for both hyper-focus and hyper-collaboration.
Overall, discussions surrounding this month's trends remind us to stay adaptable and open to new ways of connecting and collaborating in our workplaces.
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