Latest news with #hybridwork
Daily Mail
13 hours ago
- Health
- Daily Mail
You're organising your time wrong! Scientists reveal the secret to productivity - and why you should be taking LONGER breaks
Whether you work at home or in an office, it can be difficult to know the best way to organise your time. But help is at hand, as experts from DeskTime have revealed the secret to productivity. And the good news is that it involves taking more regular breaks than you're probably used to. According to their research, the most productive employees operate on a '75/33 work-to-rest-cycle'. This means they work for 75 minutes, and then rest for 33 minutes. This cycle is best suited to in-office work than fully-remote work, according to Artis Rozentals, CEO at DeskTime. 'Our latest productivity research shows we're returning to more balanced working habits,' he said. 'Knowing the prevalence of hybrid work, the new 75/33 ratio may be linked to working in-office again.' To understand the secret to a productive work day, the researchers analysed the working habits of 6,000 DeskTime users from January - December 2024. Their analysis found that the most productive users worked in 75-minute chunks of time, before taking a proper 33-minute rest. DeskTime has carried out the same study twice before in 2014 and 2021 - and found very different results. In 2014, the study found that the most productive people worked on average 52 minutes, followed by a 17-minute break. Seven years later, in 2021, the study found that a 112/26 work-to-rest-cycle was most productive. 'When DeskTime conducted the work/break ratio study back in 2021, we saw that working from home had immensely impacted workers' ability to draw a line between work and life,' Mr Rozentals said. Based on the findings, the CEO believes that workers are most productive in an office environment. 'Working from the office, we're naturally prone to taking more breaks – getting coffee, talking to co-workers, etc,' he added. 'While these interruptions may seem unproductive at first, they're vital for mental rejuvenation and contribute to employee wellbeing. 'Plus, it provides us with the necessary social dynamic of a workplace.' The study comes shortly after researchers at Canada's McGill University revealed what a normal day looks like for people across 58 countries. It found that 3.4 hours are spent making, cultivating and taking care of stuff every day, while 2.5 hours are spent on hygiene. 'We found that the single largest chunk of time is really focused on humans ourselves, a little more than nine hours,' explained the study's author, Eric Galbraith. 'Most of this—about 6.5 hours—is doing things that we enjoy, like hanging out, watching TV, socializing and doing sports.' Exposure to blue light from phones and computer screens 'makes it harder to fall asleep' Leading Optometrist, Dhruvin Patel is a specialist in the impact of blue light on eye health - that is light produced by phone and computer screens. Researchers say exposure to blue light could increase the risk of damage to eyesight and make it harder to fall asleep. Patel shared his tips for minimising the impact from blue light while working from home or using screens. 1. Work an arm's length from the screen Fully extend your arm and work from a distance - looking from your eyes to the end of your fingertips. Use this as a minimum distance to reduce the stress on your eyeballs. 2. 20/20/20 Simply put, every 20 minutes, look away from the screen for a minimum of 20 seconds at least 20 feet away. This will help to reset your visual systems and eye through any long periods of screen work. 3. Screen height Height and level of your working screen can have a big impact on eye strain. Research has shown that it is better for the screen to be located higher than the users' watching level - the middle point should be 5-6 inches below the straight line of the users' vision. This makes the space between upper and lower eyelid more open, often resulting in dryness of the eyes. 4. Lighting Position the computer screen to avoid glare, particularly from overhead lighting or windows. Use blinds or drapes on windows and replace the light bulbs in desk lamps with bulbs of lower wattage and intensity. If there is no way to minimise glare from light sources, consider using an anti glare filter. 5. Put a post-it note on your screen titled 'BLINK'. Normally, in a minute, we blink up to 20 times. This is controlled automatically by our central nervous systems so we're not conscious of blinking. While on screens, this is actually reduced to 3-5 times a minute meaning our tear films cannot be maintained and the eye does not remain lubricated. A post-it-note on your monitor saying 'Blink' should help you consciously make an effort to blink. It's simple but definitely works. 6) Consider your device Usually the biggest, newest phone is best, but not for your eyes. An iPhone X is 20 per cent brighter than an iPhone 6 and emits higher levels of blue light. This is the difference of a 100 per cent increase in harmful blue light exposure! 7. Remember to switch off I would suggest no digital devices or artificial lighting after sunset. If you're like most people, you're probably sending that last minute email or finishing your favourite show on Netflix before bed. Try reading a book or start that meditation that you promised yourself you will do in the new year. Dhruvin Patel says you shouldn't assume that 'night mode' or 'blue shade' on devices is enough to counter the impact of blue light. He said this 'has been proven to not aid sleep compared to a screen's normal output' and so even with it enabled you should still avoid the screen after sunset if at all possible. Patel founded a company called Ocushield that produces screen protectors to filter out blue light based on his research into the impact of the light source.
Irish Times
16 hours ago
- Business
- Irish Times
Bust-ups and burnout: Let our experts help you deal with workplace conflict
Are you concerned about your job's security amid Trump tariffs and an uncertain economic outlook? Have you felt let down by your employer's internal processes? Perhaps you are burnt out due to an increasing workload? Or maybe you are considering leaving your company altogether due to a drive to return to the office. We want to hear from you about any work-related issues you want to put to our panel of experts. We have received many queries on working from home, detailing unique challenges in having to spend more and more time in the office, or dealing with the isolation felt by some while working from home. We want to hear more. READ MORE Has your employer called for a greater presence in the office? What effect has this had on you? You might have found that hybrid working arrangements have led to a collapse of workplace relationships and friendships. Other queries have spanned private and public pensions, feeling overqualified for specific roles, inappropriate behaviour in the office, or being the subject of allegations of misconduct, resulting in suspension . Work-related stress and burnout queries are coming in at an increasing rate, which experts say are on the rise. Have you experienced these? Perhaps you are unhappy in your current role and want to see what else is on offer, particularly in this employees' market in a country at near full employment. Conflict arising from hybrid working arrangements , which can often result in allegations of workplace bullying, is also on the rise, according to our panel of experts. Have you experienced such conflict and want to know more on how to handle it? Maternity-leave related queries and parental leave worries, flawed internal grievance processes , and recruitment and promotion-related queries have also been dealt with by our panel of experts. Alongside employees, managers and employers grappling with a sometimes unhappy workforce have sought advice on navigating hybrid working arrangements, challenges in retaining talent and even handling social gatherings outside of the office . Finding new ways of coping with conflict is an ever-present challenge, as even very experienced people in charge of their career trajectory will often find themselves coming home each night with a tale of woe to offload on their partner. The intensity of such experience is clearly often worsened as people take on more responsibility through promotion and years spent in a particular working environment. But people at the start of their careers can easily find themselves in even more testing environments. This column has sought to specialise in finding new ways to effectively bypass or solve such issues, and readers have proven hugely interested in how peers approach such scenarios, how they would themselves react in these situations, and deal with perceptions of blame. A remarkable example of workplace conflict involved a HR executive suffering from burnout - a phenomenon such staff are typically supposed to solve, not get caught up in. Please use our attached form to send in any workplace queries that you may have. We do everything to ensure your details are anonymised where necessary in published responses. We seek expert responses from the most relevant people to ensure clear-sighted, accessible advice. [ Your work questions answered: If offered another job during maternity leave, what are my rights for taking the rest of it? Opens in new window ] Please limit your submissions to 400 words or less, and please include a phone number. Your name and contact details are kept confidential and will only be used for verification purposes. Any details about your employer will also be anonymised. Please note we may not publish a response to every submission we receive. This column is not intended to replace professional advice and only questions selected for publication can be answered.
Globe and Mail
2 days ago
- Business
- Globe and Mail
Why HR is burning out and the Toronto tech company offering relief
Toronto-based technology company Humi says it has developed the antidote to the high level of burnout the human resources sector is experiencing in the new hybrid work world. The company's suite of HR technology tools helps employers manage everything from onboarding new hires and managing benefits to payroll and scheduling time off. It's a break from the current fragmented approach to HR, says Humi co-founder and chief executive officer Kevin Kliman. '[We've been] managing people through disconnected systems. . . people inevitably make super costly mistakes,' says Mr. Kliman, who launched the business in 2016 with co-founder David Tong. 'Having a unified system to hire somebody and manage from end to end is such a massive benefit for businesses.' The HR environment was irreversibly changed by the COVID-19 pandemic. Workforces dispersed, shifting to remote setups before settling into hybrid work environments. It's left a lasting effect. A recent survey by employment agency Robert Half of 1,500 professionals across Canada found that those in the legal and HR fields reported the highest level of burnout (59 per cent). Heavy workloads and long hours were the top factors contributing to their workplace fatigue. 'A lot of HR teams are quite lean post-COVID-19. . . the scope of the job has grown so much,' says Justin Bergeron, a senior HR consultant with Salopek and Associates in Calgary. 'It's not just about hiring and policies now. There's culture, mental health, hybrid work, engagement, deeper learning and development – HR teams are trying to support these increasingly complex employee needs with tools that weren't really designed for that world.' Humi has built its platform to serve this new version of reality for HR professionals. Originally created for bootstrapped startups with fewer than 10 employees, Humi is now used by more than 150,000 employees across 4,000 A Canadian businesses of all sizes. 'Over time, we continue to stack on capabilities to the platforms to handle bigger companies [and] a more diverse set of companies within the platform,' Mr. Kliman says. The company was acquired by Australia-based Employment Hero in January 2025 for a reported $100-million, but Mr. Kliman says Humi remains focused on the nuances of the Canadian market. 'There are a zillion SaaS companies that sell to the Fortune 500 and different companies across the world,' he says. 'We only sell to Canadian companies. . . all the logos that we bring in are businesses that you recognize in your neighbourhood.' One of those clients is Golf Canada, the sport's governing body, which started using Humi in early 2024. Given the rising popularity of its youth programs, Golf Canada has grown from 50 to 130 staff nationally. About 75 per cent of its staff are dispersed around Ontario and across the country, making its HR work more complex, says its chief people officer, Niki da Silva. 'One of our challenges is [ensuring] that we're servicing employees with the same level of professionalism and access to information, whether they're sitting next to us in the office or not,' she says. 'My team's not growing significantly, so we had to figure out a way to free up some capacity of the people and culture team.' Ms. da Silva says Golf Canada uses Humi for various tasks such as recruiting, onboarding, vacation, performance management. Humi also works with a network of 1,500 golf courses across Canada, which Mr. Kliman says is an example of how it's incrementally bringing on larger customers with more complex hiring needs. He envisions Humi reaching more than a million people on the platform within five to six years, up more than 500 per cent from today. Humi also recently launched a job marketplace called Employment Hero. 'For the last decade or so, people have relied on job boards to go out and find people to apply to their business,' Mr. Kliman says. 'With Employment Hero, we're actually going out and finding applicants' A 2025 Manpower Group survey found that 77 per cent of Canadian employers struggle to find the skilled talent they need. 'When you look across businesses, it's one of the largest costs,' Mr. Kliman says. 'If we can solve that problem, it's going to help in a massive way.' Humi taps into the ever-expanding role of HR professionals by focusing on the employee experience from hiring through to offboarding, says Mr. Bergeron of Salopek and Associates. 'These tools are not about replacing HR; it's about allowing HR to focus more on the human part of their work, be proactive, engage with their employees and offer that support that employees are looking for,' he says. Moving forward, Humi's challenge will be ensuring it can integrate with legacy systems and not overwhelm already time-strapped HR teams with complex onboarding processes. 'The best HR tech is almost invisible,' he says. 'It lets people do their jobs without adding extra friction.'
News.com.au
2 days ago
- Business
- News.com.au
Andrew Bragg says Coalition will support WFH, backing ‘agency' for workers
A Liberal frontbencher has backflipped on working from home arrangements, saying they 'could be productive' and vowing the Coalition's support for 'individual liberty' and the 'agency' of workers. The opposition was forced mid-election campaign to dump its plagued policy to force public servants back to the office after a savage backlash. Speaking to 3AW on Tuesday, Coalition productivity and deregulation spokesman Andrew Bragg spruiked the benefits of hybrid working, saying it was a position he also held 'during the campaign'. He also referenced a recent Productivity Commission report which said a mix of working from home and office arrangements helped increase productivity and job satisfaction. 'In fact, most of the evidence comes down to support the proposition that working from home on a hybrid basis actually is good for people, good for the economy,' he said. 'As I say, we're into individual agency, we want to help families, we want to help individuals, and this is, in many cases, the best outcome for people.' Senator Bragg said there were benefits to the hybrid mode. 'There's a big benefit in getting around the water-cooler and having a debate or a discussion about some challenges the business is trying to solve, but when people want to do some deep work, deep thinking, deep reading, often that is better done at home, not in an open plan office,' he said. Speaking about his other portfolio overseeing housing and homelessness, Senator Bragg also said the government should prioritise repurposing office building into housing. 'We have a massive housing problem under this government. And, I would say that where a building can be repurposed into housing, that should be a top priority,' he said. According to the Property Council of Australia, vacancy rates across the CBD have remained steady between 13.6 to 13.7 per cent over the six months to January 2025. Non-CBD office vacancy rate stayed at 17.2 per cent.
Khaleej Times
2 days ago
- Business
- Khaleej Times
Not just remote: A unique take on the future of work
In the aftermath of the global pandemic, as organisations around the world still grapple with the 'return to office' debate, the UAE is methodically crafting a hybrid work model that breaks away from traditional norms. Rather than conforming to a rigid divide between remote and in-office work, the country's approach emphasises flexibility, adaptability, and seamless technological integration. While hybrid work models have gained traction across various sectors in the UAE, the telecommunications industry offers a particularly compelling lens through which to examine this evolving culture. Companies like e& and du are navigating the shift with approaches that reflect both technological capability and an understanding of changing workforce dynamics. While talking to BTR, their strategies highlight how hybrid work is being operationalised within a sector that sits at the crossroads of connectivity, innovation, and national development. Beyond flexibility and productivity, hybrid working models offer tangible environmental and social benefits. Fewer commutes mean reduced carbon emissions, helping cities move closer to sustainability goals. Office footprints can shrink, leading to lower energy consumption and more efficient use of resources. For employees, the model supports better work-life balance and mental wellbeing, while for employers, it fosters a more resilient and inclusive workforce. As the UAE advances its sustainability agenda, hybrid work stands out as both an economic and ecological win. It isn't just about toggling between home and office. It's about intentional flexibility. Across sectors, we're witnessing a shift from rigid schedules to fluid routines designed to balance productivity, wellbeing, and collaboration. This approach is uniquely local, shaped by the UAE's ambitious digital agenda, its multicultural workforce, and a deep cultural emphasis on community. It's not just hybrid; it's holistic. e&: Designing with Purpose, Leading with Empathy At e&, the hybrid work model is neither accidental nor reactive. According to Ali Al Mansoori, Group Chief People Officer, this new way of working is 'an intentional design shaped not just by what we learned during the pandemic, but by a deeper commitment to our people, our planet, and our purpose.' Since the launch of our One& Culture, we've been rethinking how we support our people at every life stage, whether it's through more flexible and inclusive parental policies, enhanced education support for children of determination, or meaningful updates to our leave policies,' he said. 'This isn't a temporary arrangement,' Al Mansoori stresses. 'It's a thoughtfully crafted approach that supports flexibility while keeping us connected and collaborative.' e&'s hybrid structure thrives not only because of its policies, but also because of the powerful infrastructure behind it. One standout is its adoption of Oracle Cloud Infrastructure - Dedicated Region (OCI-DR). As the first in the UAE to launch Oracle Fusion Human Capital Management on DRCC, e& has digitised and personalised the employee experience at scale. The result? A culture where flexibility is not the enemy of performance, but a facilitator of it. Du: Hybrid by Design, Flexible by Necessity While e&'s model is engineered with long-term intent, du blends intentionality with adaptability. For Fatema Al Afeefi, Chief People & Impact (Acting), the company's approach is shaped both by post-COVID realities and a forward-looking vision. 'Du's hybrid work model appears to be both an intentional design and a flexible adaptation,' she explains. 'It leverages the UAE's emerging hybrid work culture, characterised by informal routines shaped by trust and results,' she explains. The company leverages the UAE's emerging hybrid work culture, characterised by informal and adaptive routines shaped by trust and results. du's efforts are aligned with fostering employee productivity and engagement while embracing the broader vision of workplace modernisation.' Central to this balance is du's modern headquarters at Dubai Hills, designed to foster innovation and collaboration. But even beyond the physical space, du's true strength lies in its investment in people. Whether through the Harvard Manager Mentor Program, Huawei-certified training, or its Future X and Digital Talent initiatives, du focuses heavily on equipping employees with future-ready skills. The company's Digital Talent Program has also created pathways for employees to align their personal growth with market needs, cementing du's place as a cornerstone of the UAE's digital economy vision. Empowering with Tech, Leading with Culture If there's one clear takeaway from both companies, it's this: hybrid work doesn't work without a powerful combination of technology and trust. At e&, this synergy is embodied in their GenAI-powered 'e& Assistant', a tool embedded into Microsoft Teams that helps employees navigate systems, complete tasks, and find information; all without adding complexity to their workflows. Combined with an internal AI Academy and a robust AI Graduate Programme, e& is actively preparing its workforce for a smarter, tech-enabled future. And this future is deeply inclusive. 'In 2024, 62% of e&'s AI graduate hires were women, with a growing number of Emirati participants. This isn't just a productivity enabler,' says Al Mansoori. 'It's a reflection of our values, gender diversity, youth development, and national progress.' Du mirrors this commitment to engagement and equity. Their Engagement Ambassadors, recognition programs, and transparent feedback loops, measured through Microsoft Viva Glint, help maintain cohesion across remote and office setups. In fact, du's engagement scores place it among the top 10% of companies worldwide, and in the top 25% within the global tech sector. What's emerging in the UAE isn't a copy-paste of Silicon Valley or European remote trends. It's something original: a hybrid work culture informed by regional values, empowered by world-class infrastructure, and led by companies that believe in purposeful growth. This model understands that hybrid isn't about where work happens, but how and why it happens. It blends flexibility with accountability, autonomy with alignment, and innovation with empathy. In a world of extremes where some companies enforce strict office returns and others go fully remote, the UAE is navigating a third path i.e. quietly, confidently and successfully. From Policy to Practice Of course, hybrid work comes with its own set of challenges. Scaling flexible routines across departments, ensuring cultural alignment, and maintaining equity across different work modes are complex tasks. But both e& and du are showing that it can be done with clarity, investment, and empathy. For policymakers and business leaders, the UAE's approach offers valuable lessons. It shows that the hybrid model isn't a tech issue or an HR trend; it's a human story. One about rethinking trust, autonomy, and purpose in the workplace. As governments around the world debate the future of work, the UAE has quietly built one. And perhaps, it's time the rest of the world started paying attention. As the nature of work continues to evolve, the UAE is quietly shaping a version of hybrid work that reflects its unique social, technological, and corporate landscape. In the telecommunications sector, where agility and innovation are critical, companies like e& and du are not just adapting, they are actively redefining how and where work gets done. Their experiences illustrate that hybrid models, when grounded in trust, flexibility, and purposeful technology, can be both scalable and sustainable. As other industries look to refine their own approaches, the telecom sector's journey offers valuable lessons on building resilient, future-ready workplaces in a region undergoing rapid transformation. Quick Take – Key Hybrid Work Enablers Human-centered Design: Both e& and du prioritise employee wellbeing, flexibility, and life-stage-specific policies. Advanced Infrastructure: E& leverages Oracle Cloud Infrastructure and GenAI tools, while du uses sustainable workspaces like Dubai Hills HQ. Future-ready Learning: From AI Academies to Harvard Manager Mentor courses, continuous learning is central to hybrid success. Trust and Transparency: Engagement surveys, leadership town halls, and open feedback systems underpin workplace cohesion. Inclusion and Diversity: With initiatives promoting Emirati talent and women in tech, hybrid work is being used to narrow — not widen — equity gaps.
