In a busy manufacturing organisation, a highly capable manager was consistently overloaded with work. Despite their best efforts to delegate and reorganise, the pressure persisted. Multiple attempts to reduce workload had failed, leaving the manager frustrated and the team stuck. The manager handled the stress and overload as well as they could but the constant […]
Case study: mapping and addressing manager overload Read More »
After an extended period of remote working, a department within a professional services firm began transitioning to a hybrid work model. While operationally effective, the team recognised the need to reset expectations and revisit how they collaborated, communicated, and maintained connection in this new context. There was a general sense of disconnection and a lack
As a result of remote working, people’s expectations of work and the workplace have changed. People look to be more involved, have more say in their team activities. There is power in teams. They see merit in using their time together to greater effect in a hybrid environment. People’s expectations of being heard in the workplace
In recent research conducted in partnership with Cambridge Network, I noted the need for a more proactive partnership between employers and the city’s workforce. Significant value can be created from strategic workforce planning and investment in skill development by employers is needed to realign the community’s skillbase with growth opportunities in the local economy. Throughout
Throughout 2022, Talent Glue has been working in partnership with Cambridge Network and Recrion to look at recruitment and retention in a hybrid workplace. We have run focus groups and surveys with recruiters, workers, and job candidates in the Cambridgeshire region to understand their current experiences of the recruitment market. In this report, Bridging the
Bridging the recruitment gap. Our latest research into the local employment market Read More »
A technology organisation was undergoing significant restructuring, requiring redundancies that impacted technical middle managers. The software managers generally had little experience in managing downsizing but were responsible for leading their teams marked by fear, resistance, and operational disruption.. For some, it was the first time facing uncertainty about their own job security too. The middle
Case study: Keeping middle managers resilient through organisational change Read More »
What does it mean when our concepts of ‘work’ and ‘workplace’ have become geographically unanchored? Our research looks at the pandemic’s impact on the workplace – our attitudes to ‘work’ and the ‘workplace’ have undoubtedly changed in the most significant way in a generation. Over the summer/autumn 2021, Talent Glue and COEL conducted research to
Research: Lost in Location? The pandemic’s impact on the workplace Read More »
Autism, dyslexia, dyspraxia, ADHD etc are natural forms of different brain wiring (neurodivergence). The strengths of neurodivergent workers such as problem-solving, deep focus, analytical insight and spatial thinking, place them in valuable roles in our organisations. Alongside these strengths, neurodiverse people find elements of the work environment challenging. Often, they use coping strategies to help
Is your workplace still neuro-inclusive in 2021? Read More »
Change can disrupt the coping strategies that enable a neurodivergent worker to do the things that many of us take for granted. These strategies are typically built up over a period of time and are very specific to their job and environment. In a time of change, these strategies are likely to be thrown up
How do we make sure our workplaces are neuro-inclusive in 2021? Read More »
Launched today, our survey to understand different people’s experiences and expectations of the future workplace. What does it mean for how we engage with our work and workplace’?
The Way We Work: our experiences and expectations of our future workplace Read More »
