Latest news with #flexibility
Forbes
2 hours ago
- Business
- Forbes
11 Ways To Keep Your Team Energized And Motivated This Summer
The summer months can bring a dip in employee engagement, with warmer weather and vacation plans tempting even the most dedicated team members to shift their focus. However, with the right mindset and approach, employers can keep productivity high while still supporting their staff's need for flexibility and rest. From flex scheduling to culture-driven engagement strategies, a little seasonal creativity can go a long way. Below, 11 members of Forbes Human Resources Council share practical, proven ways to keep your workforce motivated, energized and productive throughout the summer season. 1. Encourage PTO By Modeling It From The Top Leaders, you must model what you preach. You should take PTO and show your teams it's not just allowed—it's expected. When people see leaders unplugging, they feel permission to recharge, too. A well-rested team is a creative, motivated and engaged one. - Jamie Aitken, Betterworks 2. Offer Flexible Summer Fridays To Boost Engagement One strategy is to introduce "Summer Flex Fridays," where employees have the option to adjust their work schedules—starting earlier, ending earlier or working compressed hours—to enjoy additional time off on Friday afternoons. This flexible approach acknowledges summer's natural disruptions and helps employees recharge, keeping them motivated, engaged and productive. - Britton Bloch, Navy Federal 3. Incorporate Fun, Connection-Focused Team Meetings You can roll out flexible Friday schedules or no-meeting Fridays. Another way to keep engagement high is to have monthly team meetings that are fun with no business conversation; it is just to connect and have a more personal meeting, whether it is to talk about summer plans or just to have that time together with no talk about work. Sometimes, the small things, even if it is just for the summer, go a long way with employees. - Heather Smith, Flimp 4. Host Offsite Gatherings To Build Midyear Camaraderie In recent years, we've had a camp-themed team get-together at an off-site location. Since we're remote and dispersed, this gives us a chance to have some face-to-face time in a more relaxed setting while still getting work done. We've found it facilitates feelings of collaboration and camaraderie at the midway point in the calendar year (and leaves plenty of opportunity for summer vacation). - Caitlin MacGregor, Plum Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify? 5. Use Summer Downtime For Strategic Skill Building Summer is the perfect window to build workforce capability. You can introduce high-impact, skill-building initiatives aligned with evolving business needs and offer optional growth tracks during slower weeks. This enables development without overload. While others slow down, strategic HR turns summer into a runway for readiness, not just rest. - Katrina Jones 6. Blend Flexibility And Focus With A Summer Cadence Create a summer cadence that blends flexibility with focus—think summer hours, team sprints or themed goals. You should try to lighten the load where you can, but keep the purpose visible. When people feel trusted with their time and connected to progress, motivation doesn't dip—it sharpens. - Stephanie Manzelli, Employ Inc. 7. Build A Culture Where Purpose Drives Year-Round Motivation It starts way before the summer months; it is the ongoing notion that you are serving a purpose that is 24/7 and 365. Having a culture that aligns with its values and the importance of the employees' work is key. It will not matter if it is summer vacation or winter break; it is setting the expectations around why their work matters. - Jalie Cohen, Radiology Partners 8. Introduce Summer Fun Challenges One practical idea is to introduce "Summer Flex Wins"—like flexible hours, meeting-free Fridays and light challenges with fun rewards. It helps employees recharge without losing momentum. A little freedom, recognition and playfulness go a long way in keeping energy high and minds focused during the summer months. - Ankita Singh, Relevance Lab 9. Redesign Summer Workflows For Autonomy And Impact Summer is a season, not a slowdown—if you design for it. With our 'work from anywhere' model, we pair autonomy with intention: lighter meetings, rotating recharge days and async goal check-ins. One small shift can create a big impact. Productivity stays high and motivation grows because people don't need micromanagement to deliver, just a margin. - Apryl Evans, USA for UNHCR 10. Use Summer To Spark Personal And Professional Growth You can use summer as a catalyst for personal growth. Companies can offer bite-sized, personalized development, like strengths-based challenges or peer coaching, tailored to each person. This keeps energy up, deepens engagement and turns slower months into meaningful momentum for both people and the business. - Jaka Lindic, e2grow 11. Provide Flexibility That Supports Family And Life Balance The key is to provide the added flexibility employees need to enjoy the summer with their families. They may have a slightly different work format, hours of working or other modifications. Leaders who show they understand their team's family needs will indirectly encourage higher productivity. Leaders who try to contain their team's lives to the workplace will create retention issues. - Nicky Hancock, AMS
Daily Mail
16 hours ago
- Health
- Daily Mail
The 10-second fitness test you can do at home to predict your lifespan
If you can't stand up without needing help, you're more likely to die in the next 10 years, a study suggests. Researchers in Brazil gave over 4,000 adults a flexibility test to lower themselves on to the floor from a standing position and then get back up. They were asked to do so with as little assistance as possible, such as using their hands, furniture or other people around them for balance. Participants were then scored on a scale of zero to five for both sitting down and standing up, starting with five points and then losing one for each type of support needed. The team found people who needed no help to sit down or stand up were six times less likely to die of heart disease or other cardiac issues within the next decade than those who wobbled or had more trouble. And each one-point decline in score was associated with a one-third greater chance of dying of heart disease or other natural causes like cancer. The test may be a good approximation because muscle strength and flexibility are thought to lower blood pressure and resting heart rate and reduce full-body inflammation, which can lower the risk of heart disease. Researchers said while other studies have used balance and flexibility tests to measure longevity, the new study is the first to measure 'muscle strength/power, flexibility, balance and body composition' all at once. Claudio Gil Araujo, lead study author and research director at an exercise-medicine clinic in Rio de Janeiro, where the data was collected, told the Washington Post: 'What makes this test special is that it looks at all of them at once, which is why we think it can be such a strong predictor.' The researchers looked at 4,282 adults in Brazil ages 46 to 75, two thirds of whom were men. The average age was 59. After 12 years on average, 15.5 percent of participants died of natural causes. Of those, 35 percent died of cardiovascular disease, 28 percent of cancer and 11 percent of respiratory diseases like pneumonia. At the outset of the research, each participant was asked to sit down from a standing position and then get back up after. They started with five points for each test and lost one point for every level of support they needed. This could include using their knees, holding on to a chair or taking someone's hand. Participants also lost half a point every time they lost their balance or seemed unsteady. Researchers then combined each person's sitting and standing scores to get the final result, with a maximum of 10. People who scored zero to four points total had a six-fold increased chance of dying from cardiovascular disease than those who got a perfect 10. Half of those who scored a zero on the test to get up off the floor died during the follow-up period compared to four percent of those who got a perfect score, an 11-fold difference. Additionally, participants who scored between 4.5 and 7.5 were two to three times more likely to die in the next decade from heart disease or other natural causes. Each one-point score decrease was associated with a 31 percent increased risk of cardiovascular death and 31 percent greater chance of death in the next decade from other natural causes. The researchers also found after adjusting for factors like age, sex and body mass index (BMI), people with a history of coronary artery disease were three times more likely to die from natural causes compared to healthy participants. There were several limitations to the study, however, including all of the participants being from a private clinic in Brazil, leading to a less diverse sample size. There was also no data on smoking status, a leading cause of death from heart disease and lung cancer. To try the test for yourself, Dr Araujo suggests finding a partner to score you and steady you if you start to fall. People with joint issues should avoid trying it due to the risk of unnecessary injury. Clear space around you but ensure there is a wall, chair or other support object nearby. Remove your shoes and socks and consider putting a pad down on bare floors. Stand with your feet slightly apart and cross one foot in front of the other. Lower yourself until you are sitting on the ground and then stand back up, trying not to use support. While there was a correlation between the scores and mortality, it is important to visit a doctor to get a full picture of health, as well as risk factors for different diseases.
Independent Singapore
20 hours ago
- Business
- Independent Singapore
Over 40% of Singapore workers have either changed jobs or plan to do so soon: Survey
SINGAPORE: A recent survey conducted by Randstad, the world's largest human resources company, has revealed that more than 40% of employees in Singapore have either changed jobs or plan to do so within a 12-month period. The findings, based on responses from approximately 2,500 individuals, highlight a growing sense of restlessness in the workforce—particularly among professionals in the financial and technology sectors. The key driver behind this trend, according to the survey, is a lack of flexibility in work arrangements. Despite widespread adoption of hybrid work models in recent years, many employees are now being asked to return to the office more frequently—a move that appears to be sparking dissatisfaction. Randstad noted that while many employers have implemented flexible work policies, there remains significant room for improvement. In addition to the demand for flexible working arrangements, financial pressures are also motivating employees to seek new opportunities. The survey cited higher living costs and the desire for better salaries as secondary factors fueling job-switching activity. 'Beyond salary and benefits, companies and HR professionals in Singapore have other options to enhance employees' sense of belonging and address the talent retention challenges they face,' a spokesperson for Randstad Singapore said, emphasizing the importance of workplace culture and employee engagement in today's competitive labor market. While the desire to move is high, not all sectors are seeing a smooth path to re-employment—particularly in the information technology field. According to the survey, only 11% of IT job seekers managed to secure new positions in the second half of 2024, pointing to a tightening labor market. This comes amid the rapid development of artificial intelligence, which has reshaped hiring priorities across the industry. Experts point to a notable shift in recruitment trends within the tech sector. Voluntary turnover remains high at 15.1%, while involuntary turnover—such as layoffs or contract terminations—has remained relatively stable at around 4%. Analysts suggest that this disparity could indicate an oversupply of talent or a mismatch between available skills and the requirements of current roles. As Singapore's job market continues to evolve, both employers and employees may need to recalibrate their expectations. For companies, this could mean rethinking talent strategies to align with employee values. For workers, especially those in tech, it may involve upskilling or re-skilling to stay competitive in a rapidly changing landscape.
CNA
a day ago
- Business
- CNA
New volunteering scheme for companies allows for greater flexibility
There is a new volunteering scheme for companies big or small looking to kickstart their giving journey, by allowing for greater flexibility in volunteering hours. It is part of a wider effort to build a greater sense of community, as Singapore marks 60 years of nation-building. Chloe Teo reports.
Fast Company
2 days ago
- Business
- Fast Company
20 effective ways to personalize your remote leadership approach
Flexibility is essential to effective leadership, especially in remote and hybrid work environments. But flexibility doesn't mean being hands-off or vague—it means knowing your people well enough to lead them intentionally, based on who they are and how they thrive. To that end, 20 Fast Company Executive Board members offer advice on how today's managers can adapt their leadership approach to meet the needs of remote team members. From customizing communication styles to co-creating expectations, these strategies offer practical guidance for leading with empathy, clarity, and results. 1. BE INTENTIONALLY FLEXIBLE, BUT DON'T OVER-FLEX. Be intentionally flexible and spend time getting to know your team. Anchor yourself by sharing what matters to you, the company, and each team member. Focus on building deeper relationships by sharing personal and professional passions. Adapt meaningfully but avoid over-flexing to maintain your effectiveness for your team. A leader who twists themselves into a knot is of little help to others. – Karl Giuseffi, Talent Plus Inc. Leaders need to embrace the fact that people learn and work differently. That might mean working at midnight or all day on Saturday. Apart from attending meetings and other obligations during traditional work hours, leaders should celebrate creative approaches to work as long as the outcomes are achieved. – John William Patton, ProVention Health Foundation 3. KNOW EVERYONE'S COMMUNICATION STYLE AND DEFINE EXPECTATIONS. Managers who embrace flexibility and personalization will be able to modify their leadership approach for remote employees. This process entails knowing every team member's communication style, clearly defining expectations, and giving constant support. The key to making remote workers feel appreciated and involved is having regular check-ins and creating a trusting and autonomous workplace. – Christena Garduno, Media Culture 4. UNDERSTAND STRENGTHS AND MOTIVATIONS. Remote leadership starts with understanding each team member's strengths, personality, and needs and then setting clear expectations for outcomes. Great managers take the time to understand what motivates people. Flexibility in communication, providing the right support and clear accountability standards, and building trust along the way create a motivated and cohesive team. – Marija Zivanovic-Smith, IEX 5. USE 'PERSONAL USER MANUALS' TO GUIDE LEADERSHIP. We ask each new team member to create a personal 'user manual' that lays out their working preferences, unique strengths, and how to build trust with them. These are shared in team meetings and stored where we can all reference them. This helps keep individual preferences top of mind. – Shani Harmon, Stop Meeting Like This 6. CO-CREATE AGREEMENTS BASED ON WHAT WORKS. Ask each person about the best remote work relationships and virtual teams they've experienced. Use those insights as a springboard to share what you value, so you can co-create agreements on communication, response time, feedback, and staying connected. Agree to check in at least quarterly to revisit what's working and what might need adjusting. – Bonnie Davis, HuWork 7. MAKE IT REAL BY LEADING WITH CURIOSITY AND INTENT. It's all about showing up and meaning it. Relationships start with shared intent. They develop through shared interest, and then normalize through interaction and adaptation through interrogation. Show others you want to know more by engaging and asking questions. Meaningful adaptation results when you apply what you feel, observe, and learn in this journey. Make it real. – Maury Giles, Material 8. STAY ANCHORED IN TRUTH BUT BE OPEN TO OTHER PERSPECTIVES. As a company that has been remote by design for 20-plus years, we've learned this: Anchor your leadership in core truths that don't change, but stay flexible where it counts. One team member prefers talking by phone instead of Zoom? No problem. When you know where you can flex, you can meet people where they are and lead in a way that drives results and builds trust. – Sarah Buckler, Tangible 9. APPLY THE SITUATIONAL LEADERSHIP MODEL TO REMOTE WORK. Get familiar with a framework that has been around for decades: the 'Situational Leadership Model.' This can be invaluable for both in-person and remote relationships. SLM focuses on understanding each individual's skill and motivation for the task at hand, and aligning your leadership style, as the manager, to the situation. – Amy Radin, 10. TAILOR COMMUNICATION TO GEOGRAPHY AND INDIVIDUAL NEEDS. Effective remote leadership means tailoring your approach by listening to each team member and understanding their unique motivations, work environment, and communication style. Geography and workspace impact performance more than you think, and consistent, personalized communication opens doors and strengthens connections. – Evan Nierman, Red Banyan 11. BUILD COMMUNICATION STRATEGIES AROUND WHAT DRIVES AND DRAINS. Learn what drives your remote staff and what drains them, and build out communication strategies that reflect this information. Doing so shows an understanding of each team member and allows you to meet your workforce where they are today. – Caitlin MacGregor, Plum 12. USE EMPATHY AND AUTONOMY TO MEET PEOPLE WHERE THEY ARE. Leading on job sites and in boardrooms taught me that leadership isn't one-size-fits-all, especially in the era of remote work. Empathy and adaptability are essential to relate to people's certain rhythms and needs. This is where autonomy comes in by creating ways for them to show up, even if over Zoom. What matters most is empowering people to deliver their best, wherever they are. – Larry Brinker Jr., BRINKER 13. TRUST YOUR TEAM AND COMMUNICATE INTENTIONALLY. Leading a remote workforce requires a shift toward more intentional communication. That includes regular 1:1 check-ins, setting clear written expectations, and understanding each individual's unique work style. Prioritizing the human element will strengthen your team. Trust your employees to work independently and give them space and freedom to complete tasks without micromanaging. – Jon Garrison, Registered Agents Inc. 14. RECOGNIZE WHEN REMOTE WORK ISN'T THE RIGHT FIT. When I sent my team home to work during COVID, one worker's performance dropped dramatically. After he and I tried several approaches, we realized that he simply wasn't suited to remote work. His performance improved almost overnight when he returned to the office! The leadership lesson: Remote work isn't suited to everyone, so leaders should be open to requiring office-based work when needed. – Christina Robbins, Digitech Systems 15. USE FEEDBACK TO ALIGN AND SUPPORT INDIVIDUAL WORK STYLES. Good leadership isn't static. What works for one person might miss the mark for someone else. We treat feedback like infrastructure. It keeps us aligned, opens up space for autonomy, and helps each team member work in a way that actually works for them. – Alex Seaman, 16. FOCUS ON EQ AND ONE-ON-ONE CONNECTIONS TO UNDERSTAND NEEDS. Develop emotional intelligence and individualize their approach based on each team member's unique working style, communication preferences, and personal circumstances. Building meaningful one-on-one connections through regular virtual check-ins allows leaders to better understand each remote employee's needs, preferences, strengths, and challenges. – Britton Bloch, Navy Federal Credit Union 17. LET TEAM MEMBERS DRIVE 1:1S AND ACKNOWLEDGE REAL-LIFE CONSTRAINTS. We have been fully remote for more than six years. I get to know my team's work habits, schedules, preferences, and so on; for example, I don't schedule 1:1s during kid pickup windows or schedule travel on holidays. I ensure they are in control of our 1:1 agenda. Part of our 1:1 conversations includes the hurdles they are facing and what they need from me. I need them to know their success is my job. – Mack McKelvey, SalientMG 18. LEAD WITH TRUST, RESPONSIBILITY, AND BALANCED CHALLENGE. I've been working remotely since 2012, long before it was mainstream. Done right, it reduces drama and boosts output. I lead my team like I was once led: with trust, responsibility, and just enough challenge to grow but never to burn out. More companies should lean into it. – Al Sefati, Clarity Digital, LLC 19. PRIORITIZE RESULTS OVER METHODS. Make it clear that results matter more than methods. Let your team know they can approach tasks in their own way, as long as the work is done well and on time. This builds trust and lets remote team members work in the way that suits them best. – Travis Schreiber,
