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People are struggling to make new pals at work

Greek philosopher Aristotle, who died in 322 BC, considered “friendliness” one of his 12 virtues. Over two millennia later, Woodrow Wilson, the U.S. president throughout World War I, said: “Friendship is the only cement that will ever hold the world together.” However, almost a century after his death, the business world is crumbling — because having a best mate at work is increasingly ancient history.

New data from audio-only social media platform Clubhouse, based on a sample size of 1,000 U.S. workers, suggested 74% of people lost touch with a work friend during the coronavirus crisis.

The combination of the Great Resignation, enforced hybrid working policies, and organizations chopping and changing staff — in addition to any health complications suffered — means that fewer people now have besties at work.

Meanwhile, playing “you’re-on-mute” tennis on videoconferencing is not conducive to achieving game, set, match for a smashing new work friendship. The report reveals a worrying statistic: 61% of respondents said work friends are more critical post-pandemic. 

The full version of this article was first published on DigiDay’s future-of-work platform, WorkLife, in November 2022 – to read the complete piece, please click HERE.

The appliance of prescience

Advances in artificial intelligence are giving organisations in both the public and private sectors increasingly powerful forecasting capabilities. How much further down this predictive path is it possible for them to go?

Minority Report, Steven Spielberg’s 2002 sci-fi thriller based on a short story by Philip K. Dick, explores the concept of extremely proactive policing. The film, starring Tom Cruise, is set in 2054 Washington DC. The city’s pre-crime department, using visions provided by three clairvoyants, can accurately forecast where a premeditated homicide is about to happen. The team is then able to dash to the scene and collar the would-be murderer just before they strike.

While police forces are never likely to have crack teams of incredibly useful psychics at their disposal, artificial intelligence has advanced to such an extent in recent years that its powerful algorithms can crunch huge volumes of data to make startlingly accurate forecasts.

Could a Minority Report style of super-predictive governance ever become feasible in the public sector – or, indeed, in business? If so, what would the ethical implications of adopting such an approach be?

There is a growing list of narrow-scope cases in which predictive analytics has been used to fight crime and save lives. In Durham, North Carolina, for instance, the police reported a 39% fall in the number of violent offences recorded between 2007 and 2014 after using AI-based systems over that period to observe trends in criminal activities and identify hotspots where they could make more timely interventions.

AI has also been used to tackle human trafficking in the US, where it has helped the authorities to locate and rescue thousands of victims. Knowing that about 75% of child trafficking cases involve grooming on the internet, the government’s Defense Advanced Research Projects Agency monitors suspicious online ads, detects coded messages and finds connections between these and criminal gangs.

In Indonesia, the government has partnered with Qlue, a specialist in smart city technology, to predict when and where natural disasters are most likely to strike. Its systems analyse flood data collected from sensors and information reported by citizens. This enables it to identify the localities most at risk, which informs disaster management planning and enables swifter, more targeted responses.

While all these cases are positive examples of the power of predictive AI, it would be nigh-on impossible to roll out a Minority Report style of governance on a larger scale. That’s the view of Dr Laura Gilbert, chief analyst and director of data science at the Cabinet Office. “To recreate a precognitive world, you would need an incredibly advanced, highly deterministic model of human behaviour – using an AI digital-twin model, perhaps – with low levels of uncertainty being tolerable,” she says. “It’s not certain that this is even possible.”

An abundance of information is required to understand a person’s likely behaviour, such as their genetic make-up, upbringing, current circumstances and more. Moreover, achieving errorless results would require everyone to be continuously scrutinised.

“Doing this on a grand scale – by closely monitoring every facet of every life; accurately analysing and storing (or judiciously discarding) all the data collected; and creating all the technology enhancements to enable such a programme – would be a huge investment and also cost us opportunities to develop other types of positive intervention,” Gilbert says. “This is unlikely to be even close to acceptable, socially or politically, in the foreseeable future.”

Tom Cheesewright, a futurist, author and consultant, agrees. He doubts that such an undertaking would ever be considered worthwhile, even in 2054. “The cost to the wider public in terms of the loss of privacy would be too great,” Cheesewright argues, adding that, in any case, “techniques for bypassing surveillance are widely understood”.

Nonetheless, Vishal Marria, founder and CEO of enterprise intelligence company Quantexa, notes that the private sector, particularly the financial services industry, is making great use of AI in nipping crimes such as money-laundering in the bud. “HSBC has pioneered a new approach to countering financial crime on a global scale across billions of records,” he says. “Only by implementing contextual analytics technology could it identify the risk more accurately, remove it and enable a future-proof mitigation strategy.”

Alex Case, senior director in EMEA for US software company Pegasystems, believes that governments and their agencies can take much from the private sector’s advances. Case, who worked as a deputy director in the civil service from 2018 to 2021, says: “The levels of service being routinely provided by the best parts of the private sector can be replicated in government. In contrast with the dystopian future depicted in Minority Report, the increasing use of AI by governments may lead to a golden age of citizen-centric public service.”

Which other operations or business functions have the most to gain from advances in predictive analytics? Cheeswright believes that “the upstream supply chain is an obvious one in the current climate. If you can foresee shortages owing to pandemics, wars, economic failures and natural disasters, you could gain an enormous competitive advantage.”

The biggest barriers to wielding such forecasting power are a lack of high-quality data and a shortage of experts who can analyse the material and draw actionable insights from it. “Bad data can turn even a smooth deployment on the technology side into a disaster for a business,” notes Danny Sandwell, data strategist at Quest Software. “Data governance – underpinned by visibility into, and insights about, your data landscape – is the best way to ensure that you’re using the right material to inform your decisions. Effective governance helps organisations to understand what data they have, its fitness for use and how it should be applied.”

Sandwell adds that a well-managed data governance programme will create a “single version of the truth”, eliminating duplicate data and the confusion it can cause. Moreover, the most advanced organisations can build self-service platforms by establishing standards and investing in data literacy. “Data governance enables a system of best practice, expertise and collaboration – the hallmarks of an analytics-driven business,” he says.

Gilbert offers business leaders one final piece of advice in this area: recruit carefully. She argues that “a great data analyst is worth, at a conservative estimate, 20 average ones. They can often do things that any number of average analysts working together still can’t achieve. What’s more, a bad analyst will cost you both money and time.”

And, as Minority Report’s would-be criminals in discover to their cost, time is the one resource that’s impossible to claw back.

This article was first published in Raconteur’s Future of Data report in October 2022

Organizations are reskilling retired elite professional athletes

At the pinnacle of his rugby sevens career, Philip Burgess won an Olympic silver medal representing Great Britain at Rio 2016. “It was a once-in-a-lifetime experience — I felt so lucky to be there, and it was an unreal sense of achievement,” he said.

However, when he hung up his boots seven years later, at age 32, Burgess struggled. Despite captaining England of the sport and being a prominent leader, he found it initially hard to catch a break in his second career. “The transition from sports to business was hard,” he admitted. “I had spent over a decade building skills and working tirelessly, and had gone from being one of the best players in the rugby sevens [a form of rugby that uses seven players] world to feeling like an overqualified graduate.”

A LinkedIn post, in which Burgess wrote that he was actively looking for opportunities, was spotted by a fellow ex-sportsman working at Salesforce. He contacted Burgess, who in time became an account executive for the software firm. “He and a group of fellow ex-athletes at Salesforce supported me to transition — we have become a community, and it has helped to build the foundation for Athleteforce,” said Burgess.

The full version of this article was first published on DigiDay’s future-of-work platform, WorkLife, in November 2022 – to read the complete piece, please click HERE.

How this company is encouraging employees to create in-office FOMO to entice their colleagues back

The carrot and the stick have, respectively, been dangled and wielded to tempt or force workers back to the office, with varying success. So far, neither approach has worked that well. There is limited appetite for incentives like free yoga and chai lattes, or a team lunch on Fridays. And the stick approach is spurring people to leave.

Global mobility and food-delivery company Bolt has embraced a third approach: generating fear of missing out (FOMO).

Speaking during a recent round table event organized by messaging platform Slack in London, Mathis Bogens, Bolt’s head of internal communications, said he encourages staff in the office to post about having a great time on the organization’s Slack channels, to stoke jealousy in remote workers.

“We use FOMO. This is the easiest way,” he said. “You just share photographs of how much fun it is to be at the office,” he said. “For example, we will go out as a team and order pints and good food, enjoy it together, and share lots of photos on Slack. So those people who decided not to come to the office don’t feel good.”

The full version of this article was first published on DigiDay’s future-of-work platform, WorkLife, in November 2022 – to read the complete piece, please click HERE.

House swap: Would you switch homes with a colleague to work in another country?

Would you open your doors to colleagues from other countries and swap homes with them for a few weeks or even months? To keep pace with working trends, some organizations are turning to Airbnb-style initiatives.

One such organization is London-headquartered financial technology company Wise — formerly TransferWise — which has 17 offices around the globe including in New York and Tokyo. In early 2021, spurred by the pandemic, Wise established a “work-from-anywhere” perk, which allows employees to perform their jobs from anywhere in the world for up to 90 days a year.

So far more than 25% of the company’s 4,000 employees have used the perk and worked from places including Sri Lanka, Seychelles and Costa Rica. 

And, quite incredibly, the perk has taken on a life of its own thanks to the quick thinking of Wise employee Kadri-Ann Freiberg. The margin assurance specialist, based in Estonia’s capital Tallinn, sought to take advantage of the work-from-anywhere policy — but she didn’t want to pay rent on an additional property. So she took to the company’s Budapest Slack channel to ask if anyone else at Wise would be interested in swapping homes for a month, especially in Budapest, where she longed to visit. Freiberg’s post altered how her colleagues thought about the possibilities. 

The full version of this article was first published on DigiDay’s future-of-work platform, WorkLife, in November 2022 – to read the complete piece, please click HERE.

Under pressure: Why bosses are struggling more than ever

With the dark clouds of a global recession gathering and workers enveloped by a sense of dread and job insecurity, it’s easy to overlook the plight of those in the eye of the storm: the big bosses. And new data indicates that leaders around the globe are struggling like never before.

The latest Future Forum Pulse report — a survey of almost 11,000 workers across the U.S., Australia, France, Germany, Japan, and the U.K. published in October — found that executives’ sentiment and experience scores had sunk to record lows. Compared to a year ago, execs reported a 15% decline in the working environment, a 20% drop in work-life balance, and a 40% increase in work-related stress and anxiety.

The results shared by Future Forum, Slack’s research consortium on the future of work, were mirrored in workplace culture and recognition firm O.C. Tanner’s 2023 Global Culture Report, which involved 36,000 workers from 20 countries. “We found that leaders are 43% more likely to say that work is interfering with their ability to be happy in other areas of their lives,” said Robert Ordever, the organization’s European managing director. 

The saying that “a happy worker is a productive worker” is particularly relevant to those in a position of power. “When leaders don’t thrive, their employees, teams, and organizations won’t either,” added Ordever.

The full version of this article was first published on DigiDay’s future-of-work platform, WorkLife, in October 2022 – to read the complete piece, please click HERE.

Strike out: Industrial action could accelerate the shift to automated jobs

Set against the backdrop of a cost-of-living crisis, the so-called “summer of discontent” in the U.K. — which has seen strikes from railway workers, criminal barristers, Post Office employees, teachers, airport staff, healthcare staff, and others—looks likely to extend through the winter. And the feeling of dissatisfaction is not limited to the U.K., with workers downing tools across the globe.

Although the U.K. lawyers finally stepped away from the picket line in early October, accepting the government’s 15% pay raise, Royal Mail staff and railway workers are currently participating in long-running industrial action to resolve disputes about salary and working conditions. 

Ironically, the crux of the matter is job security, yet the prolonged absence from work only strengthens the argument for investing in automation that will, ultimately, reduce headcount.

The full version of this article was first published on DigiDay’s future-of-work platform, WorkLife, in October 2022 – to read the complete piece, please click HERE.

Are metaverse meetings the answer to engaging hybrid workers?

Meetings culture for hybrid workers is broken, according to recent reports and analyses. Some 43% of 31,000 workers polled from across 31 countries by Microsoft earlier this year said they don’t feel included in meetings. Some organizations are turning to the metaverse to make meetings more engaging. But can that really be the answer long term?

Despite its current low level of capability, numerous organizations have embraced the metaverse for meetings and not just for novelty value. One such business is Battenhall, which has created working spaces for employees in Meta’s Horizon Workrooms — a virtual reality meeting space it has developed — and an online game platform Roblox. “Meetings are one of the things that [the metaverse] is particularly useful for right now,” said London-based founder and CEO Drew Benvie.

For the last ten months, Benvie has used weekly team meetings in the metaverse. “Staff members reported that it increases feelings of togetherness for those working from home over traditional phone calls or video meetings,” he said. “While the metaverse is generally considered to be in its infancy … it makes Zoom calls feel prehistoric.”

Moreover, it’s what many workers want, especially younger cohorts. So finds Owl Labs’ new State of Hybrid Work report, which polled over 2,000 full-time U.K. employees. Indeed, 42% of 18- to 24-year-olds said they want an office metaverse, and a further 23% would be keen to work in VR. 

However, plenty of skeptics lurk. “I don’t think the metaverse will solve any of the issues [around engaging remote workers],” said Ariel Camus, founder and CEO of Microverse, a school that trains software engineers. “In fact, I think it will create new problems because there are new technological barriers for people to join and participate as equals in meetings.”

The full version of this article was first published on DigiDay’s future-of-work platform, WorkLife, in October 2022 – to read the complete piece, please click HERE.

Demand for fully remote jobs is on the decline

Is the desire for fully remote roles dwindling? Yes, dramatically, according to Flexa Careers’ most recent installment of the Flexible Working Index, which tracks where, when, and how people prefer to work and what companies offer. 

In August, 60% of job searches on Flexa’s global directory for flexible jobs were for fully remote roles. Yet it plummeted to 44% in September — a drop of 26 percentage points and, in pleasing symmetry, 26.4% — using a sample size of 43,569 searches by those hunting work (83% in the U.K. and 3% in the U.S.) and over 1,290 job adverts.

Interestingly, employers also mirrored the decline: only 10% of fully remote roles were advertised in September. The figure was 24% just a month earlier.

Could we be witnessing the start of seasonal fluctuations in demand for fully remote jobs?

Perhaps the drop in searches for fully remote roles hints at a deeper trend — employees and employers alike have concluded that being out-of-the-office five days a week is counter-productive. Moreover, it is increasing well-being issues and loneliness for some employees and, in turn, making it harder for employers to attract and retain talent. 

The full version of this article was first published on DigiDay’s future-of-work platform, WorkLife, in October 2022 – to read the complete piece, please click HERE.

‘It’s a future that’s upon us’: Will robots ever have the top jobs?

How would you feel about having a robot boss? And not just a line manager but the head honcho of the company.

You might think this is an idle, hypothetical question. Indeed, back in 2017, then-Alibaba CEO Jack Ma stated we are mere decades from having robots at the helm of organizations. He predicted that by 2047, a robot CEO would make the cover of Time magazine.

And yet, those provocative guesstimates from five years ago now look generous. In late August, the world’s first artificial intelligence-powered, humanoid robot CEO, called Mika, was appointed to the top job at Dictador, a luxury rum company.

The full version of this article was first published on DigiDay’s future-of-work platform, WorkLife, in October 2022 – to read the complete piece, please click HERE.

How fair are employers really being about pay raises during the cost-of-living crisis?

You’d think the resignation of U.K. Prime Minister Liz Truss would have sent shockwaves of relief across the country. Perhaps it did in some ways, but the scorched earth she left behind, as a result of her cabinet’s hasty economic decisions, has U.K. public morale at an all-time low.

With inflation at a 40-year high and employees mired in a cost-of-living crisis that looks set to deepen, financial anxiety is sky-high. The worries pile up — including that some may not be able to afford their mortgage this time next year, due to the latest changes made by the Bank of England in response to the disastrous “mini budget. It’s clear we’re in for a shaky recovery.

A new Indeed and YouGov survey of 2,500 U.K. workers reaffirmed this. It showed 52% don’t think they are currently being paid enough to weather the current cost-of-living crisis. And that has a direct correlation to employees feeling undervalued, found the same report. Notably, healthcare and medical staff were most likely to feel underpaid (64%). Next on the list of unhappy workers were those who work in hospitality and leisure (61%) and legal (58%) industries.

To boost bank balances, 13% of those surveyed asked their employers for a pay raise. However, despite the real-earning squeeze, 61% of those who requested an increase either received less than they wanted or nothing at all. Little wonder that overall, 9% had applied for a new role, while others have resorted to taking on additional jobs.

The full version of this article was first published on DigiDay’s future-of-work platform, WorkLife, in October 2022 – to read the complete piece, please click HERE.

Broken meetings culture is causing people to switch off, literally

It was only a matter of time. The endless meetings cycles that have become embedded in the working cultures of so many organizations across industries have escalated to the point where people are simply tuning out during them.

And with so many meetings still taking place on video, rather than in-person, a large number of people don’t think they need to be in them at all – which is leading to mass disengagement, according to some workplace sources.

A whopping 43% of 31,000 workers, polled from across 31 countries by Microsoft, said they don’t feel included in meetings. 

“Meeting culture is broken, and it’s having a significant impact on employee productivity and business efficiency,” said Sam Liang, CEO and co-founder of Otter.ai, a California-based software company that uses artificial intelligence to convert speech to text.

A recent Otter.ai study revealed that, on average, workers spend one-third of their time in meetings, 31% of which are considered unnecessary. But employers continue to plow ahead without changing these embedded structures.

The full version of this article was first published on DigiDay’s future-of-work platform, WorkLife, in October 2022 – to read the complete piece, please click HERE.

Time to break the stereotypes about Gen Z attitudes to work

Organizations are over-relying on stereotypes to try and understand what makes them tick in the scramble to attract and retain the best young talent.

Sure, Generation Zers have unique perspectives on careers and how to succeed in the workforce that differs from previous generations, but in the race to better understand an entire generation, important details are falling through the cracks.

For instance, Gen Z bore the brunt of the criticism for harboring so-called lazy work ethics like “quiet quitting.” But that falls short of the full truth, talent execs have asserted.

Meanwhile, new research has emerged that disproves another myth: that Gen Zers don’t want to work in an office, ever. It turns out a large proportion does want to experience in-person workplace environments. Indeed, 72% of 4,000 U.K. Gen Zers said they want to be in the office between three and five days a week, according to research published in September by Bright Network, a graduate careers and employment firm.

The full version of this article was first published on DigiDay’s future-of-work platform, WorkLife, in October 2022 – to read the complete piece, please click HERE.

Is long-term employee retention a losing battle?

Is the concept of a job for life dead?

The mass reassessment of careers people have undergone over the past few years – described by many as the Great Resignation, by others as the Great Reshufffle – is showing no signs of calming down. In fact, in the U.K., the trend seems to be accelerating.

More than 6.5 million people (20% of the U.K. workforce) are expected to quit their job in the next 12 months, according to estimates from the Charted Institute of Personnel and Development (CIPD), which published the data in June after surveying more than 6,000 workers. That’s up from 2021, when 16% of the U.K. workforce said they plan to quit within a year, according to the CIPD. Meanwhile, in March Microsoft’s global Work Trend Index found that 52% of Gen Zers and Millennials — the two generations that represent the vast majority of the workforce — were likely to consider changing jobs within the following year.

Tania Garrett, chief people officer at Unit4, a global cloud software provider for services companies, argued that it is time for organizations to get real — they are no longer recruiting people for the long term. Instead, they should embrace this reality, and stop creating rewards that encourage more extended service from employees. 

This article was first published on DigiDay’s future-of-work platform, WorkLife, in October 2022 – to read the complete piece, please click HERE.

The Great Disconnection: People no longer recognize their workplace

Modern workplaces have an employee-disconnection problem. And it’s costing businesses a fortune.

Two-thirds of 2,000 white-collar workers in the U.K. feel disengaged from their workplace, while 53% of 3,000 U.S. workers polled in the same survey, recently published by recruitment firm Robert Walters, said they also feel disengaged. The firm calculated that the cost of that workplace disengagement to the U.K.’s already shaky economy will be £340 billion ($386 billion) this year alone.

It’s a strong indicator that despite having moved past the worst peaks of the coronavirus pandemic, and the long period of enforced remote working that followed, the shift to more flexible-working policies hasn’t solved the issue either. At least, not yet.

More than two years later, it seems that the employee disconnection can is still being kicked down the road. That’s not for lack of trying.

Employers everywhere have brought in new working measures at every turn – whether it’s hybrid models, work-from-anywhere policies, flexible hours, four-day weeks, or even full five-day returns to the office. You name it, it’s being tested. But could it be that there has been so much change that that in itself is adding to the confusion and disconnection? 

This article was first published on DigiDay’s future-of-work platform, WorkLife, in October 2022 – to read the complete piece, please click HERE.

Why it’s time to redefine ‘organisational resilience’ in the modern workplace

How should we define “resilience” in the business context of today?

In his latest book, best-selling author Bruce Daisley argues that the concept of resilience urgently needs an upgrade for the post-pandemic world.

Daisley, former vp of Twitter in EMEA, contends that resilience has negative connotations akin to grit and graft. He believes this should be replaced by the more well-rounded science of fortitude, the name of his new book.

But there are others who aren’t ready to sideline “resilience” as the appropriate definition for the kind of characteristics business leaders and employees need to show in order to thrive at work.

This article was first published on DigiDay’s future-of-work platform, WorkLife, in October 2022 – to read the complete piece, please click HERE.

Neutral ground: Why offsite meetings will be the norm for hybrid workforces

Forget in-office or virtual meetings: The majority of collaborative-working tasks will take place at off-site venues in future.

That’s because offsites offer something offices don’t — neutral ground for employees who don’t want to work continuously from an office, but also don’t want to be entirely remote, according to Alexia Cambon, a director in management consultancy Gartner’s HR practice.

The feeling of being monitored in an office by technology or a manager creates tension and means the employee does not feel comfortable. Indeed, only 14% of 2,336 hybrid and remote employees surveyed in Gartner’s Culture in a Hybrid World report, published in May, said that they can be themselves the most when working alone, but in an office. Meanwhile, 52% preferred working solo, asynchronously, and away from colleagues.

Hence, offsite meet-ups are a good middle ground. “When you remove employees from the employer-controlled environment and put them in a third space, this neutral space, a lot of interesting things can start to happen,” said Cambon.

This article was first published on DigiDay’s future-of-work platform, WorkLife, in October 2022 – to read the complete piece, please click HERE.

Amid economic turmoil, HR budgets are under threat

As the specter of a global financial crash looms, businesses are pruning budgets, and human resources departments are first in line for the chop, according to new research by HR software company Personio.

More than half (55%) of HR managers have either had their budgets slashed already, or expect them to be cut in the coming months, according to the report, which surveyed 500 HR professionals and 1,000 workers in the U.K. and Ireland. Fifty-two percent of the respondents said they’re used to their department’s budget being the first to get trimmed when businesses tighten their belts.

But this approach is wrongheaded and will have lasting ramifications, argued Ross Seychell, Personio’s chief people officer. “HR should be even more of a priority now, not less,” he said.

That’s because areas typically within the HR remit — like company culture and employee experience — are more important than ever, as organizations continue to battle to get people into the office and ensure the experience is worthwhile when they do. All at a time when talent retention is just as vital.

This article was first published on DigiDay’s future-of-work platform, WorkLife, in October 2022 – to read the complete piece, please click HERE.

How technology can help millions of seasonal affective disorder sufferers this winter

Seasonal affective disorder (SAD) affected 10 million people in the U.S. alone in 2019. And the knock-on effect on a person’s mental health and by extension – their job and productivity – can be substantial. But are organizations sensitive enough to their needs? And how can technology help?

Yvonne Eskenzi, the owner of London-based cybersecurity agency Eskenzi PR, has suffered from SAD since childhood and said the onset of SAD is unmistakable. “You can smell the air change and temperature,” she said. “Then you notice the days becoming shorter and darker at night, which triggers a deep sense of foreboding, sadness and anxiety.” 

Eskenzi added that she feels less creative, foggy-headed, and nowhere near as sociable as usual in a work setting. HR departments must be proactive about treating SAD in colder, darker regions. But is enough being done?

This article was first published on DigiDay’s future-of-work platform, WorkLife, in October 2022 – to read the complete piece, please click HERE.

Most HR professionals have got it wrong – longer hours do not mean better performance

The phrase “hard work pays off” (or subtle variations thereof) has to be one of the most popular nuggets of advice in the last century and beyond. This maxim, passed down from generation to generation, has conditioned us to believe that the more we do something, the more we will be rewarded. 

However, there is growing evidence that shows this attitude is counter-productive. Moreover, overworking is dangerous. And most worryingly, over two-thirds (68%) of European human resources professionals are peddling the idea that high-performing employees work longer hours than average employees, according to a study by Gartner.

How, then, can performance be improved in a world where people are exhausted (because they are working harder)?

This article was first published on DigiDay’s future-of-work platform, WorkLife, in October 2022 – to read the complete piece, please click HERE.