Time management is a perennial challenge for any professional. As HR practitioners’ roles become more strategic, they find themselves under increasing pressure mitigate the time costs of non-strategic activities, as well as to figure out ways to improve time management throughout their organizations. A recent study led by London Business School professor Michael Parke points toward a possible solution.
Parke and one of his co-authors, Justin Weinhardt from the University of Calgary, discussed their findings in a recent Harvard Business Review article. Workers juggling competing demands on their time, they explain, can significantly increase their engagement and productivity at work by moving away from the traditional time management approach, toward a new approach they call “contingent planning.” In this type of planning, people “consider the possible disruptions or interruptions they may face in their work day and devise a plan to address them if they occur.”
“Contingent planning is less commonly used than time-management planning because individuals frequently make plans that overestimate how much they will get done and underestimate (or fail altogether) to account for how their work will be disrupted,” they add.
The researchers found that either type of planning positively impacted daily engagement and daily productivity in the absence of significant interruptions. However, when employees faced many interruptions in the course of a day, only contingent planning had a positive impact.
Talent Daily reached out to Parke for more ideas about how professionals can practice contingent planning in their day-to-day work, and he provided the following five tips:
The advent of the coworking space has been a boon to freelancers, startups, and nonprofit organizations, but last summer, the flexible workplace vendor WeWork revealed that its long-term strategy involved selling the coworking experience to major legacy corporations as well. On Wednesday, WeWork’s chief product officer David Fano and head of product research Joshua Emig announced that their company was working on a suite of “space as a service” offerings to help big companies revamp and better manage their existing office spaces, Fast Company’s Ruth Reader reports:
The new offerings would include everything from building out interiors to managing guests, booking conference rooms, coordinating events, analyzing office data on space usage, and providing a human community manager to instill WeWork philosophies. …
[Fano] says WeWork is only willing to architect and construct offices because it has design principles that play into how it manages office spaces. Additionally, he’s not looking to make money on overhauling other people’s workplaces. Rather, he and Emig see it as a way to give customers the cost savings that WeWork enjoys, because of its vendor relationships. The build-out also serves to entice businesses into its cultural management subscription as well as other possible uses for WeWork. As an example, Fano described how it whittled one Chicago business from three floors of office space down to two floors, while retaining the same number of employees. WeWork made up some of the square footage loss by giving the company desks inside of its own co-working network.
At Quartz, Alison Griswold points out that WeWork’s $17 billion valuation is “largely tied to WeWork’s ability to brand itself as more than just another property management firm”:
Mark Eltringham at Workplace Insight flags a new study that solidifies the connection between employee wellbeing initiatives and business performance:
A new report published by IZA World of Labor claims that a rise in workers’ happiness and wellbeing leads to an increase in productivity. The study from economist Dr Eugenio Proto, of the University of Warwick’s Department of Economics and Centre for Competitive Advantage in the Global Economy (CAGE) concludes that companies would profit from investment in their employees’ wellbeing. It cites the experience of large companies that have recently highlighted the importance of employee wellbeing in their company profiles. The authors claims that, until recently, evidence for a link between employee wellbeing and company performance has been sparse and that their own study shows a positive correlation between a rise in happiness and an increase in productivity. Proto believes that finding causal links between employee wellbeing and company performance is important for firms to justify spending corporate resources to provide a happier work environment for their employees and that the available evidence suggests that companies can be encouraged to introduce policies to increase employee happiness.
CEB research also supports this link. Our 2015 Plan Design Survey, which surveyed more than 7,000 global employees, found significant relationships between wellbeing offerings and employee outcomes.