The Work and the Future podcast is a forum to discuss the trends shaping the future of work. Is remote work here to stay? What skills should our kids have to ensure their future? Will robots take our jobs - oris the notion of a job done anyway? Economist Linda Nazareth, herself an expert on the future of work, engages with those on the front lines of change to talk about what comes next and how we can best negotiate the world emerging.
Episode 54: What Can We Learn from Companies Who Have Dealt Well with Pandemic Work Issues?
It is the fourth quarter of 2021 and we are still in a state of flux in the work world.. Companies are struggling with whether to bring everyone back to the office, there are labour shortages all over, and just what normal looks like in terms of work is not really clear. But some organizations are handling things better than others.
Our guest today is Tammy Browning who is President of KellyOCG. KellyOCG has done a comprehensive survey called the 2021 Global Workforce Agility Report that has looked at how companies have coped during the past year and a half and as well what they are planning in terms of strategy. They separate out those companies that have been ahead of the curve on work issues and the ones that have behind it – they call vanguaurds and laggards. Tammy talks about how each set of companies operate and what we can learn from that – in terms of practices to emulate, and in terms of things to avoid.
Tammy is president of KellyOCG®. As president, she leads the global Managed Service Provider (MSP), Recruitment Process Outsourcing (RPO), and The Ayers Group outplacement practices—along with adjacent solutions such as services procurement, payroll outsourcing, independent contractor compliance, and contingent search. She oversees $9 billion dollars in spend under management for the company’s MSP portfolio, which partners with some of the largest organizations in the world including many of the Fortune 500®.
Her path to executive leadership started more than 20 years ago with a temporary role as a candidate coordinator with Kelly®. Demonstrating a skill for visionary thinking, combined with a passion for operational excellence, Tammy held several customer- and talent-facing manager roles across the business—eventually leading the west territory and IT practice for the company’s U.S. staffing operations. In 2010, she joined a supplier to Kelly as senior vice president responsible for all U.S. operations before returning to Kelly in 2017 with additional expertise and expanded oversight. Tammy’s 360-degree view of business operations provides her a unique level of insight that continues to shape her leadership style today.
She’s passionate about the opportunity to change lives and provide purpose by connecting people to meaningful work. Tammy is inspired by the extraordinary stories of the people her team impacts and their ability to help customers realize the value of all workstyles. She brings a pioneering spirit to internal and external challenges. This approach to do things different extends across every part of the KellyOCG business. Tammy is always looking for new ways to add value for her customers by helping them discover what’s next in the world of work, and is recognized for her ability to spark change through forward-looking solutions.
Tammy is an industry thought leader—regularly sharing her insights on the ways people want to engage with work today and how organizations can meet their workforce challenges of the future. Staffing Industry Analysts® recognized Tammy as one of the most influential leaders in the staffing industry, naming her to its 2020 “Staffing 100” and “Global Power 150” Women in Staffing lists. Diversity Journal also recognized Tammy’s strong leadership efforts and named her a 2020 “Women Worth Watching” award recipient.
Tammy is a well-seasoned and self-proclaimed “travel sports mom.” In her free time, you can find her spending time with her family and spoiling her grandchildren.
Episode 53: What Makes an Effective Digital Workplace?
Even in a post-pandemic world, it seems unlikely that we will ever go back to an old-style workplace where everyone comes into the office on a daily basis. Work from home arrangements and hybrid workplaces will be the norm, which means we will lean on technology more heavily than ever. The digital workplace will be our reality, but what makes an effective digital workplace? Our guest on the episode is Neil Miller, the host of the podcast The Digital Workplace. Neil talks to us about what we need to do to make the new workplace effective, from how to best use technology to how to create an inclusive culture while we do it.
Host, The Digital Workplace
5 levels of a digital workplace
Episode 52: How Do We Work Effectively Through the Next Phase of the Pandemic?
With the pandemic not behind us yet, how can organizations be agile and willing to change up how we do things, maybe several times more before we get to the end of this? And how can workers come together to get things done effectively as we go through this phase of the pandemic? Jason Brommet, Head of Modern Work and Security Business with Microsoft Canada. joins us on theis episode to give us his insights on how to keep productivity high through the next phase of the pandemic, as well as how to keep people engaged and upbeat when the things are not going exactly to plan.
Modern Workplace Lead
Today, people are an organization’s most important asset. Empowering each of them and their organizations to be their best and bring their best is more critical than ever. The modern workplace is an inclusive, creative and culture-centric environment. As the Lead of the Microsoft 365 business in Canada, Jason (Jay) leads the team that is responsible for enabling organizations to amplify the ingenuity of their people with secure, collaborative platforms and tools that accelerate business growth and success. Within the Microsoft 365 portfolio, Jay oversees productivity platforms, such as Microsoft Teams, as well as security and compliance tools. The Microsoft 365 team also works with and across Microsoft’s sales and delivery teams, and their market-leading ecosystem of partners. Jay is also an advocate for technology enabling inclusivity and accessibility.
Previously, Jay led Commercial Channel Strategy and Programs in Canada, working across their ecosystem of over 14,000 partners to build the capacity, capability and growth of the Microsoft Channel, to enable organizations of all sizes to drive digital transformation. Broadly, he and his team were responsible for delivering on Microsoft’s promise of partnership, stewarding the Microsoft Partner Network.
Since joining Microsoft in 2003, Jay has held a variety of roles spanning Product Marketing, Business Development, Segment Marketing and Sales Leadership. Before joining the Microsoft Canada team, he worked in the marketing services industry, developing and leading teams delivering strategic sales and marketing programs in B2C and B2B environments, across diverse industry verticals such as publishing, telecommunications and technology.
Episode 51: Can You Turn Departing Employees into Loyal Alumni?
Can you turn departing employees into loyal alumni? When a worker leaves, most companies bid them well, perhaps doing a hasty exit interview on the way out. That, however, may be a short-sighted way to do things. Today’s guests are Dr. Alison Dachner of John Carroll University and Erin Makarius of the University of Akron, author sof a recent article n the Harvard Business Review on the subject of how to turn departing employees into loyal alumni, and what they say is well worth listening to.
Dr. Alison M. Dachner
Associate Professor of Management
Boler College of Business
John Carroll University
Dr. Alison M. Dachner (firstname.lastname@example.org) is an Associate Professor of Management at the Boler College of Business, John Carroll University. She earned her M.B.A. from Cleveland State University and her Ph.D. from The Ohio State University. Dr. Dachner has experience working as Director of Education for an international call center as well as consulting on special projects in a variety of industries and companies, including NASA. Professor Dachner’s research interests include how changes to the modern work environment and characteristics of certain populations (e.g., emerging adults) influence the design of strategies to most effectively engage, develop, transition, and retain employees and students. Her work has been published in Human Resources Management Review, Journal of Applied Psychology, Human Resource Development Quarterly, Journal of Management Education, Academy of Management Annals, and Harvard Business Review, among others. Professor Dachner is an Associate Editor for Journal of Management Education and serves on the Academic Advisory Board for the HR Leadership Group of Northeast Ohio. Her research can be found on Google Scholar and you can follow or connect with her on Twitter (@ProfDachner) or LinkedIn (Alison Dachner).
Dr. Erin E. Makarius
Associate Professor of Management
College of Business
University of Akron
Dr. Erin E. Makarius (email@example.com) is an Associate Professor of Management at the College of Business at The University of Akron. She received her M.B.A. from John Carroll University and her Ph.D. from The Ohio State University. Dr. Makarius has several years of experience in human resources and management, including working at and consulting with a variety of companies in the financial, insurance, and consumer products industries. Professor Makarius’ research interests include boundary spanning in the form of technological, international, and organizational boundaries, with emphasis on the role of relationships and reputation in these processes. Her work has been widely published in journals such as the Journal of Management, Organization Science, Academy of Management Perspectives, Journal of World Business, Organization Studies and Harvard Business Review. Dr. Makarius’ research has received coverage in the Wall Street Journal, Financial Management, Fox News, Forbes magazine, NPR, SHRM, and the Akron Beacon Journal, among others. She sits on the executive board of the regional Society of Human Resource Management, serves as a Representative-at-Large for the Careers Division of the Academy of Management, and is on the editorial review board of the Journal of World Business. Her research can be found on a href="https://scholar.google.
Episode 50: How Should We Re-Think Design for the Post-Pandemic Work World?
Sooner or later we will be going back to offices and work space, but we will be doing it with a different mindset. Partly that is around how safety how do we set things up so we don’t spread the next virus, but there are other considerations as well. We have gotten used to working from home, maybe from outside on our patios or in different places and we are going to bring a different sensibility to where we work when we come back. Given all of that, what should workspaces look like? Our guest on this episode is Nasim Kurting, Head of Design at the Office Group London, England. Even before the pandemic, Nasim was involved in creating flexible workplaces and she has a lot of what office design should look like as we move to the next phase of the pandemic and beyond.
Nasim Köerting – Head of Design at The Office Group
Originally from Sydney, Australia, Nasim Köerting joined The Office Group (TOG) in 2019 as Head of Design after founding and running London-based design practice Studio Köerting. Trained as an interior architect and designer, Nasim has worked for a number of leading award-winning practices, including HASSELL and Softroom architects.
At TOG, Nasim leads a team of in-house architects and designers, overseeing all of the business’s creative output, including the planning of workspace within new buildings and refurbishments. In her role, she also appoints and works collaboratively with external architecture practices to design and develop interior concepts and products for flexible work environments in every new building that TOG opens.
Prior to TOG, Nasim co-founded Studio Köerting with her partner in 2017, an interdisciplinary studio which works across high-end residential, furniture design and hospitality design projects.
The website of The Office Group
Episode 49: How Can You Create a Corporate Culture Where Workers Have a Voice?
How do you create a corporate culture where workers have a voice, and if you are a worker how do you decide to speak up? Employees are the ones on the front lines, the ones who know what is going on in a organization and who could point out burgeoning problems before they become real trouble. That said, they often find it better to not speak up rather than raise their voices or they do raise their voices and they get ignored. There are so many examples, from alligators at Disney to planes at Boeing where workers did try to talk about issues, but did not make much headway.
Our guest today is Dr. Jana Raver wbo is a Professor of Organizational Behavior at the Smith School of Business at Queens University in Kingston, Ontario. She jons us to talk about her research on employee voice and why leaders need to encourage that voice to be raised.
Dr. Jana Raver
Professor of Organizational Behaviour at Smith School of Business, Queen’s University
Jana L. Raver is the E. Marie Shantz Professor of Organizational Behaviour at Smith School of Business, Queen’s University, and is also cross-appointed to the Department of Psychology. She is an authority on interpersonal relations and team dynamics at work, with a specific emphasis upon the ways in which employees build and sustain high-performance teams (e.g., helping, promoting learning) versus undermining each other (e.g., harassment, bullying, relationship conflicts).
Her research is motivated by an interest in social issues, and aims to equip people and organizations with resources to prevent adversity when possible, and to empower them to overcome it when it is inevitable. Her recent work has focused on ways for organizations to overcome adversity, including building resilience, bolstering teamwork, encouraging employees to voice concerns, and building positive environments for learning and prosocial action that enable employees to thrive.
She has also led an active program of research focused on uncovering the detrimental effects of exposure to interpersonal mistreatment and other stressors in organizations. Ultimately, her goal is to seek to improve people’s well-being – especially in work organizations – by finding ways that they can thrive despite the challenges they face.
Her research is international in its scope, addresses social problems, and carries implications across levels and disciplines (individuals, teams, organizations, societies). She has been awarded honors for her research, her work has been published in top-tier management journals, and it has been disseminated widely through media outlets such as the National Post, The Globe and Mail, and the Chicago Tribune. She has also consulted and conducted applied research in both the public and private sectors. She teaches courses in organizational behavior, leadership, and team processes that span academic programs (MBA, EMBA, MIB, PhD). She holds a Ph.D. in Industrial and Organizational Psychology from the University of Maryland.