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…
【美国】健康顾问应用提供商Tia Health筹集2427.5万美元融资
Tia Health是一家总部位于加州旧金山的健康顾问应用提供商，本轮融资为2427.5万美元。
本轮融资由Threshold Ventures领投，Acme Ventures和之前的投资方Torch Capital、Define Ventures、Homebrew、Compound和John Doerr参与。
该公司打算利用这笔资金将其远程医疗和临床服务扩展到新的市场。
Tia Health由首席执行官Felicity Yost和Carolyn Witte共同创办，它提供了一个平台，为雇主提供了通过虚拟医疗服务增加员工福利的机会。该系统允许员工在办公室内预约，并通过其应用程序访问虚拟医疗服务。
以上由AI翻译完成，仅供参考
来自finsmes
员工体验
2020年06月01日
员工体验
如何调整员工体验以实现社会化疏导？原文标题：How to Revise Employee Experience for Social Distancing
今天的员工体验不是人们所承诺的那样。今天的员工体验，与大多数员工所期望和依赖的社会距离、分布式团队和不同的期望值相去甚远。
虽然有些员工对远程工作感到满意，但很多人却对每天的通勤和下班后可以走出去的工作方式感到非常满意。
也许你的团队被动感十足的工作空间所吸引，其中包括特色的饮水和手工咖啡。但大多数人并没有准备好完全依靠视频会议和家庭耳机来进行远程办公。
这些员工是维持整个组织运转的引擎，包括客户体验。 而且，虽然很多团队领导对员工个人的检查工作做得很好，但在大多数组织中，是时候重新审视整个员工体验了。
员工体验作为一门业务学科，其成熟度仅次于客户体验。越来越多的组织正在投资于员工的整体体验，通过效仿客户体验中类似的最佳实践，对员工的整体体验进行投资。进取的领导者不再只是对员工进行年度调查，而是利用工具和技术来帮助吸引、留住和培养最有能力、最愿意履行使命的员工。
员工旅程图
同理心地图
协作工具
客户体验与员工体验直接相关。最佳的客户体验是由参与其中的、以解决方案为导向的员工提供的。这些员工了解整体的CX使命以及他们在实现这一使命中的作用。
《2020年LinkedIn全球人才趋势报告》确定了员工体验的四个核心要素。人、场所、产品和流程。我想在这个列表中再加上一个，那就是 "目的"（Purpose）。
十多年来，我一直在面试员工，从高管团队到呼叫中心的座席人员，以及中间的每一个人，作为我们提供的CXI®咨询的一部分，我一直在面试员工。那些最关心并希望为公司、同事和客户提供最好的服务的员工告诉我，了解他们的目的是多么重要。他们希望成为提供有助于实现这一使命的体验的一部分，并理解他们的目的是使命的一部分。
基于我们以前所知道的和现在所知道的，这里有一些想法，可以重新审视你的员工体验，以确保你最优秀的员工保持积极、高效和以客户为中心的态度！我们的员工体验是最重要的。
这里分享5种方法修正员工体验社交疏导的方法。
1. 兑现你的承诺。
关于建立和维护客户的信任，我们已经说了很多了。那么，员工的信任是其中很大的一部分。
你之前的承诺是什么？每个人都明白，环境让我们的承诺重新安排了，但有些事情你还是可以向你的团队保证的。
清晰、诚实的沟通
现在和未来的员工安全
定期更新组织健康和福利方面的最新情况
Clear, honest communication
Employee safety now and in the future
Regular updates on organizational health and wellbeing
找出你之前的承诺，并重申你今天继续遵守这些承诺。
你现在能承诺什么？你的员工很可能需要一些保证，为了让员工放心，过度的承诺很容易让人心动。请避免这种冲动。
我们承诺的力度等于我们遵守这些承诺的能力。当我们每一次承诺失守，我们的话就失去了意义。虽然过度的承诺可能会在短期内让员工精神振奋，但将你的承诺限制在你知道可以信守的范围内，从长远来看，这对员工是有帮助的...........这也是他们应得的。
也许，我们唯一能做出的承诺，就是围绕着领导者的沟通频率和真实性。坚守这个承诺，并对领导者进行问责。
2. 精简员工反馈机制，但不要完全放弃。
现在询问员工的长期目标可能是出于好意，但也是多余的。如果没有办法解决员工的回答，甚至因为短期的生存问题而对员工的发展计划进行乐观的规划，那么询问是在浪费时间和精力。精简你的员工调查，把你需要了解的内容和组织可以实际采取行动的内容都包括在内。
对员工的这种做法要坦诚相待。让他们知道你问的是最关键的问题，以保持专注和现实。并尽可能地提供与角色最相关的问题。情境是至关重要的。
3. 提供更多的方式，让员工有水冷的时刻，但不要强制要求他们。
与同事的关系是任何工作场所社交的重要组成部分。为员工提供空间，让他们分享更多的业务，这很好。有些员工，尤其是现在，在平衡个人需求的同时，参加每一次虚拟会议和Zoom快乐时光都是一种挑战。
通过允许一些不同的方式来实现这一目标，包括鼓励一对一的对话，而不是在适当的时候，鼓励员工在Zoom群里进行集体通话。
而且要记住，不是所有的社交互动都需要每一个队友。对于那个员工来说，可能更重要的是在这段时间里去外面跑一跑，保持积极的态度。当涉及到现在的团队建设时，允许一些优雅和个人选择。
像微软Teams或Slack这样的协作工具，对于一些人来说，已经足够让他们感觉到联系和参与。
如果你还没有，创建一个#watercooler频道，让人们可以在这里谈论工作以外的任何事情。
已经有这样一个频道了吗？考虑根据你知道你的团队成员关心的话题提供特定的频道。#体育、#烘焙、#网飞...........任何与你的团队相关的话题。
4.确定员工今天的旅程，而不是去年的旅程。
就像客户旅程一样，员工的旅程可以帮助我们了解整个关系，而不仅仅是个人的互动或体验。
有些组织有详细的员工旅程图，从候选人体验到招聘到离职面试，都有详细的员工旅程图。现有的员工旅程地图是一个很好的资源，但如今，绘制员工面临的新旅程地图至关重要。
当你可能无法前往最终的工作场所时，作为求职者是什么样子的？
与一个你只通过视频会议认识的团队开始工作是什么感觉？
这些都是对你的员工旅程至关重要的大问题和明显的时刻。找出这些对TODAYS员工旅程中的重要时刻，找到改善体验的机会。
5. 寻找你的新员工细分。
过去的员工旅程地图往往是按照员工在组织中的角色或部门来细分员工。今天，你的员工发现他们的整体人生阶段和责任会影响到他们的工作。
有年幼孩子的父母在教学的同时，如何处理工作时间？
那些与多代人同住的员工怎么办？
那些有配偶从事高风险工作的员工，如医疗卫生或送餐员等高风险工作的员工怎么办？
这些生活因素对你的员工来说是最前沿的，所以是时候寻找最佳实践来支持他们了。
针对这些类型的员工旅程地图可以帮助您锁定对他们最重要的时刻。这也是连接那些在挑战中可能会感到孤立无援的员工的好方法。
重温5种方法，修正员工体验的社会化疏导。
兑现你的承诺。
精简你的员工反馈机制，但不要完全放弃它们。
提供更多的方式，让员工有更多的饮水机时刻，但不要强制要求他们。
找出员工今天的旅程，而不是去年的旅程。
寻找你的新员工段。
Get real about your promises.
Streamline your employee feedback mechanisms, but don’t give them up entirely.
Provide more ways to allow for watercooler moments, but don’t make them mandatory.
Identify today’s journey for employees, not the one from last year.
Look for your new employee segments.
你的员工现在正面临着非常真实的新挑战。许多团队已经安顿好了节奏和日程安排，可以感觉很舒服。这可能会让人觉得一切都很顺利，但就像在任何工作场所一样，事情会很快发生变化。
投资于真正倾听员工的意见，并创造积极主动的体验来帮助他们。在这种暂时的情况下创建的旅程地图和结果仍然会提供长期的价值和结果。
哦--别忘了感谢你的员工所做的一切。寻找时机 "抓住他们做对的事情"，并将其大做文章。
小小的胜利加上大的庆祝活动，现在就能起到很大的作用。那可能是最重要的时刻。感恩永远是一种适当的行动。
作者：Jeannie Walters,
来自：customerthink
以上由AI翻译完成,仅供参考.
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