Latest news with #workplace
The Independent
40 minutes ago
- The Independent
Over a third of women working in aviation have been sexually assaulted in workplace, survey finds
Over a third of women in the aviation sector have suffered work-related sexual assault, a new survey has found. The landmark study conducted by Unite the union polled its 30,000 female members in the aviation sector on whether they had experienced sexual harassment while at work, travelling to work, or from a colleague, either in or out of work hours. The results revealed that 34 per cent of women cabin crew, front-of-desk staff and baggage handlers have been sexually assaulted at work. In addition, 11 per cent of women polled said they had been a victim of sexual coercion in the workplace – when a person pressures, tricks, threatens, or manipulates someone into engaging in sexual activity without genuine consent. The survey, which forms part of Unite's Zero Tolerance to Sexual Harassment campaign, found that 67 per cent had experienced unwanted flirting, gesturing or sexual remarks, 65 per cent had been the recipient of sexually offensive jokes, 55 per cent had been inappropriately touched and over four in 10 (40 per cent) had been shared or shown pornographic images by a manager, colleague or third party such as a passenger. Of those who reported being sexual harassed at work, the majority said it was not a one-off occasion, with almost half (47 per cent) experiencing it more than twice, while a third (34 per cent) experienced it more than once. Many respondents said they didn't report harassment they had experienced or witnessed as they worried they wouldn't be believed or it would put their job at risk, while others felt it was not taken seriously when they did raise it. Over three quarters (76 per cent) said the issue was not addressed or tackled by management. 'I experienced sexual harassment from passengers and management never do anything about it,' said one woman. 'They say passengers come and go and there is a small chance you will see them again.' Another said: 'Management laughed off my experience where a crew member with a known history of sexual assault touched me inappropriately. They protected him, not me.' Unite general secretary Sharon Graham said: 'Staff safety should be among the highest priorities for employers in the civil air transport industry but the results of our survey are damning and show women workers are being failed by bosses. 'Nobody should suffer sexual harassment in the workplace. Unite is committed to taking a zero-tolerance approach and we will put every employer turning a blind eye on notice. 'We will fight every step of the way to stamp out workplace harassment once and for all. Every worker deserves a safe working environment and should feel able to report harassment.'
Medscape
4 hours ago
- Health
- Medscape
Residency 101: How to Survive a 24-Hour Call Shift
This transcript has been edited for clarity. Let's talk about surviving 24-hour call shifts, because they're brutal but manageable with the right game plan. First, prep like an athlete: Hydrate the day before, eat a solid meal before your shift, and bring snacks that give real energy. Think protein and complex carbs, and not just sugar crashes. Second, stay organized. A simple to-do list or a notes app helps you keep track of tasks when your brain gets foggy at 3:00 AM. If your hospital allows it, take strategic microbreaks. Even 10 minutes to close your eyes or stretch can help reset your system. And please, if you get a chance to sleep, take it — no guilt, no heroism, just rest. Also, try to stay connected. A quick text to your friend or a funny meme can help lift your mood even when you're running on fumes. And finally, after call, go home, shower, eat something comforting, and sleep. The world can wait. You made it through, and that is a win.
Yahoo
5 hours ago
- General
- Yahoo
Gen Z's blank stare is the internet's latest obsession
Ever received an awkward response to a 'Hi how are you?' from a younger neighbor or a deer in the headlights look from a teenage customer service worker? TikTokers say there's a name for that — the 'Gen Z stare.' Users on the platform say it refers to the vacant stare young people might give in response to small talk, simple customer service questions or workplace inquiries. Hypothetical skits on the platform mocking Gen Z responses are going viral. It's sparking a broader conversation about the impact of the COVID-19 pandemic, chronic technology use, and if Gen Z (the cohort born between 1997 and 2012) lacks communication skills in the workplace and social settings. What is the Gen Z stare? The Gen Z stare is a term used to refer to the blank, expressionless look some say is characteristic of young people's interactions. It might manifest as an awkward encounter with a barista or a lack of verbal response from a coworker. Most of the viral skits portray the stare in customer service interactions, where a Gen Z cashier or customer responds with a blank, wordless stare where small talk would usually fill the void, sometimes as a result of a senseless questions. "It's literally just exhausted teenagers working part time trying to put up with school while paying bills,' one person commented under a skit with 2.3 million views from TikToker Mark Gaetano, known on the platform as Snarky Marky. 'The Gen Z stare is usually just us being in complete disbelief of what we're witnessing,' says another. But commenters from other generations argued back that the stare goes beyond the typical customer service blank face. 'We're talking about the stare when anyone tries to have just a normal human interaction with you, like in the flesh, and you guys freeze,' one TikToker posted, "I can't even count to you how many times I've tried to say hi to neighbors walking by that are like in their teens and they just look at you like they just saw a ghost." More: She's working two jobs and filming it for TikTok: Gen Z's economic reality is going viral Social skills shaped by 24/7 technology and the pandemic The videos have sparked intergenerational discourse. Some Gen Zers defended the stare as a response to illogical questions from customers, while others acknowledged it as a reflection of anxiety in social interactions. And it's possible the stare is the result of Gen Z's social development being hindered during the pandemic. Online school and social distancing during lockdowns influenced how people of all ages navigated in-person interactions and awkward social situations. Plus, nearly half of teens say they're online constantly, according to 2024 data from the Pew Research Center. Gen Z, nicknamed 'the anxious generation' by social psychologist Jonathan Haidt, is more anxious and isolated than older generations. Former U.S. Surgeon General Dr. Vivek H. Murthy sounded the alarm on loneliness during his term, explaining in a report that young adults are almost twice as likely to report feeling lonely than those older than 65. There are jokes about every generation's communication skills, from jabs about the millennial pause to boomers' struggles to understand emojis. Whether it's rooted in pandemic-induced social anxiety or changing workplace norms, it's a sign of how young people are engaging with the world around them. Rachel Hale's role covering Youth Mental Health at USA TODAY is supported by a partnership with Pivotal Ventures and Journalism Funding Partners. Funders do not provide editorial input. Reach her at rhale@ and@rachelleighhale on X. This article originally appeared on USA TODAY: 'Gen Z stare' is going viral on TikTok. What is it? Solve the daily Crossword
Forbes
6 hours ago
- General
- Forbes
The Role Of Empathy In Effective Leadership
As workplaces become even more diverse and inclusive, empathy has emerged as a critical skill for leaders seeking to foster collaboration, innovation, and trust. Depending on where you look, the world seems more divided than ever before. In many ways, society's love of individualism has isolated us. Combined with the hyper-tailored tech algorithms, this has created more siloed conversations and polarizing viewpoints. With such a system to navigate, it's no surprise that empathy for your fellow man isn't often prioritized. But the truth is that a mass turn to empathy is necessary at this juncture. Nothing will come of dehumanizing others. Now more than ever, we must harness the power of human connection to guide meaningful change, and those in leadership positions can lead the way with their actions. I'd like to share my views on the power of empathy in leadership. As workplaces become even more diverse and inclusive, empathy has emerged as a critical skill for leaders seeking to foster collaboration, innovation, and trust. Let's explore this concept and a few ways you can be a more empathetic and effective leader. Recognize that you set the tone. To maintain good working relationships with others, you must be willing to understand their experiences and perspectives. As we all know, everyone sees the world through a different lens. Even if you don't fully align with others' worldviews, as a leader, you must create an environment where individuals feel heard and respected. Your actions can open the door to more harmonious and collaborative teams. An empathic leader will often be seen doing the following: Still unsure if you're creating an understanding environment for your team? Ask them! This can be the first step in fostering honest, open discussions geared towards supporting and understanding one another better. Operate with perspective and cultivate inclusive practices. In a way, empathy is being able to see through the eyes of others. Many of the unspoken rules of the corporate world are based on the experience of white males in the workforce. Considering the countless other demographics in the modern workforce, most of these nuances or patterns are outdated, exclusionary, counterproductive, and even harmful to some people. Can you identify any unspoken rules you enforce or adhere to within your career? Sometimes, they are hard to spot right away. In my research as a DEI professional, I've encountered many unspoken cultural rules that don't consider the perspective of diverse groups. Here are three examples, although many others could be identified: By trying to understand the nuances of diverse groups, leaders can eliminate problematic trends like this and tailor their leadership styles to be more inclusive. Encourage others to ask questions. The absence of curiosity or push-back helps maintain the status quo, which keeps us stuck. To make real change, you must allow everyone to provide insight into what needs improvement in the first place. If someone has an idea about how things could be done better or differently, encourage them to use their voice and talk to others about their ideas. This kind of collaborative approach fosters more employee engagement, innovation, and stronger teams. While it may result in some uncomfortable conversations, my experience shows me that those are the discussions we need to have the most often. Meaningful and lasting change can only happen if those with vision are empowered to use their voices. Empathetic leaders create more harmonious workplaces and inspire their teams to perform better. Creating an atmosphere of acceptance and understanding sets the stage for healthier dynamics. In questioning the status quo, you root out any counterproductive trends in company culture that need addressing. Amplifying diverse voices promotes innovation and paves the way for a more welcoming workplace for all.
Fast Company
6 hours ago
- Business
- Fast Company
From digitization to agentic AI: Unpacking the three phases of AI productivity
I have long been fascinated by the intersection of technology and productivity. In every generation, technology reshapes the workplace. Over the last few decades, I've observed three distinct phases of workplace productivity, each unlocking new potential for organizations and their people. Today, we are entering the most transformative phase yet, where AI doesn't just support productivity but becomes a collaborator. Let me explain. PHASE 1: DIGITIZATION – TRANSITIONING WORK TO SCREENS The first major shift in knowledge work came with digitization. Word processors replaced typewriters. Spreadsheets outpaced ledger books. We moved from physical tools to digital ones, and it was a game-changer. Suddenly, things got faster and easier. No more correction fluid or retyping entire pages—everything was streamlined. Digitization was all about efficiency. We began documenting, communicating, and calculating faster and more accurately than ever. It was like flipping a switch that propelled us into a realm of speed and accessibility. In this phase, the shape of our work didn't change much, but being able to move faster laid a strong foundation for future productivity. PHASE 2: COLLABORATION—MOVING TO THE CLOUD AND BREAKING DOWN SILOS In the next phase, we added 'people' to our tools. We went from working alone to working with teams 'in the cloud.' Collaboration tools—Google Docs, Slack, Zoom, etc.—emerged and shifted our work to the cloud. There were many benefits of being in the cloud (remember how clunky it was to send documents back and forth via email?), but the real benefit was allowing us to work with other team members directly. These tools were easy to spot: they represented people as avatars and had prominent 'share' buttons. This phase flipped the idea of work on its head. Information became democratized, and the barriers between departments and geographies softened. But even here, the core unit of work—documents, spreadsheets, and meetings—still largely mirrored the old models. Nonetheless, when we moved toward a multiplayer approach to productivity, new ideas flourished, and cross-functional creativity soared. Now, we're entering a fundamentally different phase. If Phase 2 was about bringing people into your work, Phase 3 is about bringing agents into your work. With the rise of AI—especially agentic, proactive, and context-aware AI systems—productivity tools aren't just environments for work; they are participants in work. Imagine being in a scenario where, along with your amazing coworkers, you've got a slew of virtual assistants ready to help you tackle tasks and streamline your workflows. That's the future we're looking at! This isn't automation for automation's sake. It's adaptive intelligence that works with you. AI doesn't just follow rules—it understands your goals. It learns how you and your team operate and shapes workflows accordingly, amplifying what you can achieve together. I think of agents as contributing three things to your work: knowledge, skills, and assignments. 1. Knowledge: Agents provide access to a vast range of information. Take something like my company's product, Grammarly: It knows the ins and outs of English grammar and can help you communicate better. Now, imagine expanding that knowledge to cover everything from customer insights to project details. Agents can sit alongside you, pull data, and provide real-time context for your work. 2. Skills: Beyond just having data, agents will be able to perform specific tasks. They can send emails, set reminders, or even generate reports—all aimed at freeing you up to focus on your work's more strategic or creative aspects. The more skills agents have, the more they can lighten your load. 3. Assignments: Agents can take on assignments based on what you give them. It could be as simple as 'Help me draft this memo' or as complex as 'Reach out to all clients up for renewal who have not engaged with us in 60 days with a personalized email about our next event.' This flexibility opens up infinite possibilities for reallocating our time to create impactful work. WHY AI AGENTS ARE TRANSFORMING WORKPLACE PRODUCTIVITY The potential of AI agents to supercharge our work is incredible. Instead of fearing AI, we should embrace it as an opportunity to access a variety of beneficial colleagues we might not normally have. This isn't about replacing people; it's about enhancing our capabilities and making us more effective. Of course, this comes with a challenge: How do we manage all these agents? How do we train them? How do we evaluate their performance? We need to answer these fundamental questions as we welcome this technology into our work lives. I think this challenge is also a thrilling opportunity. In this new phase, knowledge workers are becoming workflow designers and insight curators. Leaders are becoming orchestrators of people and intelligent systems. The organizations that thrive will see AI not as a tool to monitor people but as a way to unlock their best work. HOW TO EMBRACE THE NEXT ERA OF PRODUCTIVITY Embracing this phase of AI-driven productivity doesn't require a full transformation overnight. It starts with a few intentional shifts that open the door to exponential impact. 1. Spot agent-ready tasks: Identify repeatable, time-consuming tasks in your workflow, like drafting emails, gathering insights, or setting reminders, that an agent could handle. 2. Start small and experiment: Pick a low-stakes use case and test how an AI agent can assist. Treat it like onboarding a new team member: Start simple, learn fast. 3. Think like a workflow designer: Shift from doing work to designing how works get done. Set clear inputs, define outcomes, and guide your agents to operate effectively. 4. Bring your team along: Share learnings, exchange prompts, and build a culture of experimentation. The more your team learns together, the faster you'll evolve. This new phase of productivity isn't about doing what you've always done, just faster. It's about reimagining how we all work together and fundamentally altering our notion of what we can accomplish.
