Page 9 - Hacktivism

FACTS AND FIGURES | 9
of workforce productivity which are typically more effective than financial rewards. These drivers - meaning, values, optimism, collaboration, confidence, individualism, autonomy, originality, goals and recognition (see table opposite) - represent the various reasons why employees feel satisfied and engaged in a particular company.
The last ten years have taught us that these factors are not permanent. They change over time as an employee’s needs, expectations and desires change. They also change in line with demographic and cultural changes in the workforce.
EMPLOYEE PARTICIPATION AND INVOLVEMENT ARE DIFFERENT. THE FORMER IS FOSTERING A TEAM APPROACH, WHERE PROJECTS ARE MANAGED BY SHARING ACTIVITIES AMONG A GROUP OF CO-EMPLOYEES WITH THE SAME GOAL. THE LATTER USUALLY IMPLIES A ONE-TO-ONE APPROACH BETWEEN THE EMPLOYEE AND THE MANAGEMENT. JULIETTE SUMMERS, JOSEPH ROWTREE FOUNDATION
This is just as true for freelance and flexible workers as it is for permanent staff. Research shows that the vast majority of organizations (83 percent) consider their part time and contracted staff to be just as productive as full time employees5.
Among the drivers identified, those aspects which support a better work life balance and more flexibility have become increasingly important. This is less a gender based issue with both men and women asking for more time to spend with their families.
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New organizations are characterized by a new management in which the traditional roles of the Facilities Manager and the Human Resources Manager are now condensed into a new role, whose priority is to support a network of teams and keep the culture of the company alive.
Data: Deloitte University Press, 2016