16 December 2021

Major companies re-assesses their return-to-office plans

 With the very rapid increase in Covid cases, mainly caused by the (seemingly) very highly infectious Omicron variant and the regionally low vaccination and mask-wearing rate, companies are re-assessing their original return-to-office plans. This week, Apple announced that its original 01-Feb-2022 return-to-office deadline has been shelved for now and no new deadline announced.

Apple CEO Tim COOK cited, "rising cases in many parts of the world, and the emergence of a new strain of the virus." He also strongly encouraged employees to receive vaccinations and booster shots, saying "this is by far the best way to keep you and your community safe."

In the memo, Cook also said that the Cupertino, California-based company will provide each employee with a $1,000 bonus that may be used for work-from-home needs, saying it's "in support of our commitment to a more flexible environment." That includes retail workers. 

This is not the first time that Apple has shelved return-to-office/hybrid working plans but they have promised a four-week notice period of any future return-to-office deadline.


01 September 2021

Google again delays return to office to 2022

 

Google again delays return to the office to 2022: see article here:

https://www.msn.com/en-us/money/companies/the-new-office-return-date-at-google-try-2022/ar-AAMRpYm?rt=0&ocid=Win10NewsApp&referrerID=InAppShare


Quoting from the 1st August 2021 article:

"On Tuesday, Google CEI Sundar Pichai announced an extension of the tech giant's voluntary work-from-home policy from October 18 to January 10, 2022.
In an email to employees, Pichai said that while tens of thousands of Googlers are being welcomed back to the company's offices on a voluntary basis, | in many parts of the world the pandemic continues to create uncertainty." 

Given these variable conditions, Pichai said that the company is extending its voluntary work-from-home period through January 10, 2022.

"Beyond January 10, we will enable countries and location to make determinations on when to end voluntary work-from-home based on local conditions, which vary across our offices," Pichai said, "To make sure everyone has ample time to plan, you'll have a 0-day heads-up before you're expected back at the office. 

The company employs some 135,000 people, with headquarters in Mountain View, California, and satellite offices employing thousands in New York City and other major business hubs. 







23 August 2021

ABC Article: A valuable psychologist's view of her work during the Covid pandemic

 

OPINION

What it's been like to be a psychologist during the COVID pandemic

ABC Everyday  Dr Ahona Guha  Source

 During video sessions, Dr. Ahona Guha has seen clients in pajamas and bathrobes and, "on one memorable occasion, [one] drank a glass of wine at 10.30am".

The nine years of university study I did to become a psychologist taught me many things.

How to diagnose disorders, how to understand a client's difficulties, how to form a rapport, and how to treat a range of psychological issues.

They did not, however, teach me how to be a psychologist in the middle of a pandemic during waves of rolling lockdowns.

They did not teach me how to do therapy wearing a mask for eight hours a day or when to breach public health orders and allow a crying client to slide their soggy face mask off.

They did not teach me how to manage the separation between work and home; when clients looked directly into my home, and I into theirs.

This is what the pandemic has been like for me as a psychologist.

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No more blank slate

A common precept in psychology is the concept of being a "blank slate", and being neutral and somewhat anonymous, to allow a client to bring what they wish into the room without anticipating your reactions.

Working from home blew this out of the water.

I was faced with odd difficulties, such as trying to create a space for Zoom that looked welcoming but did not reveal too much about my personal taste, attempting to make repurposed dining chairs more comfortable for a seven-hour therapy day, and wrestling with the idea of whether it was professional to sometimes do therapy on my couch for a break for my back.

My clients appeared to me in finer detail and nuance than ever before. I have done therapy with clients in bed, in cars, and on couches. I have seen clients in leggings, in rumpled pajamas, and in their bathrobes.

Clients ate during our sessions and on a few memorable occasions, clients drank a glass of wine at 10.30am.

I have been shown pets, plants, gallery walls, introduced to partners, and new apartments.

The normal structures and boundaries between clients and I came crashing down and I had several debates with myself about whether to attempt to enforce normal boundaries with clients to provide containment, or to allow people to do what they needed to do to cope.

I eventually settled on the latter, reasoning that unexpected times necessitate unexpected coping mechanisms.

I also felt privileged to be allowed into people's homes and found myself connecting with clients in a way that working in an office would never have allowed.

It's all about COVID

Psychology practice would usually involve working with clients with a range of difficulties and on any one day I might see clients with depression and anxiety, a history of trauma, difficulties with drug and alcohol use and trouble managing life stressors.

This pivoting is demanding but keeps me engaged and nimble.

During the lockdown, all my sessions have become about managing lockdown, regardless of what my clients had been working on with me prior to the pandemic.

It has been exhausting, and I have found myself running out of answers for clients. The usual things psychologists would suggest for mood management were largely off the table for clients and my suggestions of yoga, mindfulness or a nice walk after work have felt ineffectual — like fiddling as Rome burnt.

 

Being OK, when everyone else is not 

I am often asked how I keep myself centered, when my work involves sitting with people often at their lowest ebb in life.

The answer is equal parts training, knowledge, supportive structures, general resilience and engagement with my own life.

However, I realized during the pandemic that a big part of keeping my spirits intact while dealing with the bleak is recognizing the natural separation between the lives and difficulties of my clients, and my own life.

In the last year and a half, this separation has been lost.

I have shared most of the difficulties my clients have had, including managing the isolation and pragmatics of working from home, anxiety around press conferences, worry about family overseas, sadness about plans being overturned, guilt about the sadness in the face of our relative good fortune, loneliness, boredom, and burnout at work without the solace of weekends and fun.

I have been forced to consider how I can wake up and face each day and bring full attention and presence to each client when the greyness of life and anxieties about lockdown they described so closely resembled my own and when I found it so hard to focus on anything.

This was especially strongly compounded during Melbourne's second, interminable lockdown.

There were days I found myself scheduling long pauses between sessions, simply so I could lie flat between each session and decompress.

I encouraged my clients to take breaks from work and use their personal leave for mental health reasons, and I did the same sometimes, grateful for supportive workplace structures and understanding managers.

Keep my secrets, please

Psychology sessions have always been a confessional. People tell you things that they have sometimes never shared with another soul and with a small number of exceptions, you hold this information in sacred confidence.

Toward the end of the second lockdown in Melbourne, the bulk of my clients seemed to tire of the restrictions in the same week and started to skirt the restrictions to seek some solace, respite, and company.

They would look at me anxiously and pause, as they shared these tales of transgressions.

It was an odd balance to walk, to understand and deeply empathize with my client's needs for closeness, joy and freedom and yet to hold in mind the battling discourse of the disease, and the 'stay apart, stay together' message.

I also knew people who were so anxious that they refused to leave the house at all and were so achingly angry at people who were doing the "wrong thing".

I was tasked with holding this anger too and understanding the deep fears of death, loss, and need for control that it stemmed from while holding myself close to but apart from these feelings.

The need to balance, hold and honor competing viewpoints and to find the truth in all of them and the meaning of each viewpoint for each client is a relatively unique requirement for psychologists and one I value and nurture.

It is also incredibly exhausting, and requires that I contain my personal feelings while engaging in the

Holding trauma

Psychologists have held a good portion of the world's psychological trauma during this pandemic.

One of my colleagues works at a hospital and said that she recently realized she was running on adrenalin and anxiety all of last year and is only just beginning to realize the impacts of the pandemic on her own psychological functioning.

That is the nature of adrenalin, the crisis response, and needing to hold yourself together to support other people.

The sacrifices we have made have been very different to the very direct sacrifices my amazing medical colleagues have made. We have not had to work night shifts, double shifts, been exposed to COVID or had to intubate people and watch them die.

However, we have heard about all of this second-hand, have held the pain of those who have experienced great suffering and been separated from people they loved and contained the collective anxiety, sadness, and despair of masses of others.

We have tried to model compassion and strength, on days when we may have found it very difficult to get out of bed ourselves.

We have (metaphorically) held clients and equally, have been cheered and supported by clients.

During the third lockdown in Melbourne, as I found it hard to manage my motivation, I started a session with a client who told me, in good spirits, that some people he knew were running a book on how long the lockdown would last.

I laughed, my spirits uplifted by his humor and his capacity to seize some fun despite personal difficulties.

What a difficult job it has been. What a wonderful job it has been.

Dr Ahona Guha, DPsych, is a clinical and forensic psychologist in Melbourne, Australia. She writes about a range of psychology topics at Psychology Today. You can find her on Twitter and Instagram

06 August 2021

Amazon delays employee office return until 2022 amid COVID-19 surge

 

After previously announcing it expected corporate employees to return to the office on September 7th this year, Amazon has announced a further delay until January 3rd, 2022, Reuters has reported. The change of plans comes amid a surge of the highly contagious COVID-19 Delta variant across the US. "As we continue to closely watch local conditions related to COVID-19, we are adjusting our guidance for corporate employees," the company said in a statement. 

https://www.msn.com/en-us/news/technology/amazon-delays-employee-office-return-until-2022-amid-covid-19-surge/ar-AAN0fyR?rt=0&ocid=Win10NewsApp&referrerID=InAppShare

24 June 2021

Trends for investors to watch . . .


Harking back to my articles from early last year, as well as the more recent material on the post-pandemic work environment, take a look at the recent, very useful, infographic from Visual Capitalist. Scroll down to Section 4 on the Future of Work. OK, this is for the US but the impact would seem to be similar in Europe:

https://advisor.visualcapitalist.com/five-trends-to-watch-covid-19-recovery/


06 May 2021

‘The epidemic of loneliness’ by Ken POPE CMA MBA

 


Robert Waldinger in his wonderful 2015 TED talk on a 75-year-long study proving the life-enhancing importance of relationships said “. . . the sad fact is that at any given time more than one in five Americans report that they’re lonely” [source]. In an April 2020 HBR podcast, Dr. Vivek Murthy (former Surgeon General of the US) showed that loneliness touches some quarter of the population in the world with a devastating impact on health and the quality of life through the resulting long-term unwanted stress.  Further, that remote working may be making this worse.  [source]

For those of us in the quality-of-life improvement businesses of coaching, teaching, and advising, this is no surprise.  There are many reasons why people come to coaches for support and advice – career guidance, relationship issues at work or home, perhaps help in starting their own business – but for many, though unvoiced, is the need to ‘just to have someone to talk to’.  Sorry to say but often these ‘out of the box’ discussions are not possible with family and friends; they often have a subconscious desire to keep things as they were and not upset the habitual way of thinking about themselves in relation to the coachee. It is sad to say, too, that many times it is the family and friends who are at the core of the problem.

Another common driver for talking with a coach is some ‘trigger’ event such as a job loss or the risk of one, or some failure in a relationship or career.  It seems that people tend to stay put, even in a miserable situation, rather than face the fear of change unless some trigger event occurs. When people open-up to me at the beginning of a coaching relationship, many suddenly feel free to talk about things that they have been holding back for years. Our ability as coaches to deeply listen is at least as important as our ability to ask questions and, when appropriate, to advise. The best conversations are often when I say least, apart from I’m listening affirmations.  Coachees rarely talk about their loneliness but is an inevitable backdrop to most conversations.

My sense is that we are only at the beginning of the avalanche of loneliness as changes in the world force people everywhere to reassess themselves and their roles.  As the voices of the climate-deniers and antivaxxers are silenced by overwhelming evidence, and the world begins to reawaken, like a hesitant chick emerging with blinking eyes from its shell, the technological shift that has been brought forward by the hothouse digitization of the pandemic, will start to make itself felt in the jobs and lives of all our futures. 5G will finally enable low-latency, high-speed links between devices that have languished in boxes awaiting the call-to-action so enabling the birth of Industry 4.0 to burst upon society throwing the unprepared to scramble into upskilling classes in an attempt to understand the new world of the internet-of-things, of AI, of increasing automation, of self-driving, low carbon, and high sustainability everything. Those that do not react quickly enough are likely to find themselves looking for work in a world where the new-normal jargon of job adverts is as incomprehensible as a Martian language.  Being lost in such a world is a precursor to a deep sense of loneliness.

If this all seems bleak, it is not intended that way. “Recognizing that a problem exists is the first step towards solving it.”

Further reading: WEF ‘The Future of Jobs 2020


25 March 2021

Hello homeworking, goodbye commute (good riddance!)

 


                                                   (Image: ©Felix Lipov/123RF.com)
As we cautiously enter April 2021, an announcement yesterday by Santander recalled my April 3rd article last year on the effect of the pandemic which, a year ago, few of us expected to still be raging a year later.

The main thrust of that article (see below) was the probable shift to homeworking. In the article, I quoted Jack Dorsey CEO of Twitter telling his people that homeworking was fine forever. Well, yet another organization, among many, have made that determination. Santander (a major European bank with offices across the EU and UK) announced yesterday that not only would it close 111 branch offices (impacting more than 800 staff) - reflecting increased customer usage of online facilities - but would allow some 5,000 non-customer-facing staff to continue working from home. Even after lockdowns are lifted (assuming they are), the bank sees that these people will have the option of combining remote/homeworking with 'access to local collaboration centers'. They also plan to close their London offices and move to more modest premises in Milton Keynes. This announcement follows another UK-based financial services firm, Nationwide, that 13,000 of its non-customer-facing staff could ditch the commute permanently. 

Of course, as I suggested a year ago, as these changes begin to bite, the impact on city centers - property prices, local services (restaurants, entertainment facilities, etc., even traffic patterns) could be seriously impacted. My sense is that these changes are unstoppable. After all, why spend a fortune, suffer the commute stress that we have all known, waste hours traveling, when one can do a perfectly good job from home? But the change causes problems for some: the home environment may not be ideal, poor communication infrastructure may limit effectiveness, the lack of personal interaction is a serious loss, and the one 'benefit' of the commute - putting a gap between office and home - will be lost. However, local shared collaboration centers may be a solution. I would expect that such centers will be established near to residential areas - open airy spaces with good parking - where homeworkers can go for a more 'office feel' to the day, and with better facilities than at home including in-person social interaction, coffee machines, printers, excellent communications infrastructure, conference facilities, and the like. 

Could this be the beginning of a general, if slow, shift away from crowded, polluted, and expensive city centers?