Workplaces have started to recognise the value of celebrating diversity, inclusion and allyship. In every sense, it feels like we’re evolving. But still, challenges remain on how best to provide continuous support to employees across the spectrum.

At Ricoh, we are holding a series of educational opportunities to help celebrate LGBTQ+ communities, foster open communication and help create allies. But this activity isn’t exclusive to June, we have also established an LGBTQ+ affinity group to make sure we’re continuously talking about issues and challenges. 

Through every action taken, organisations need to ensure they’re creating change for the better for communities and removing any biases inside organisations. 

Creating a Conscious and Affirming Workplace

Every component of the workplace, whether physical or virtual, now requires conscious consideration and the same is true for D&I.  For organisations to best support diversity and inclusion they should look to engage in continuous dialogue to foster a truly inclusive workplace. 

To ensure inclusivity and acceptance go beyond words and become actions, senior leadership needs to show a continuous commitment to these values. The role of executives is central to an inclusive and open working environment – attitudes, in this case, reflect leadership. 

The implementation of new policies, access to the relevant data, and discussion groups are critical for opening channels of communication which are pivotal in gaining employee buy-in. Ricoh’s ‘Conscious workplace’ report shows that this is particularly important for some employees (26%) and managers (36%) who find communicating with colleagues and teams difficult in the changing dynamics of the modern work environment.

Pride is a way of life rather than a once-in-a-year event

Pride month provides an opportunity for management to lead from the front in encouraging all employees to engage with and learn more about the LGBTQ+ community beyond the month of June.

This could take the form of anything from social events to webinars. At Ricoh, we’ve found that affinity groups – an open forum for discussion and learning – are a great mechanism to cultivate an environment where employees can share their experiences. 

These affinity groups are a key component of our people-first approach, allowing us to create a dialogue with our employees and implement real effective change. ‘LGBTQ+’ is our third Affinity Group launched this year, along with ‘Gender’ and ‘Ethnicity’, all of which have provided us with an incredible amount of insight, feedback and ideas that are now being discussed at the board level. 

You can hear more about it here, we interviewed Tom Marshall, a member of the new affinity group, to get his take on why this is such an important move. 

Understanding makes good people

Everyone, across all levels of an organisation, should consider the benefits of allyship and inclusivity as an integral component of creating a conscious workplace where employees feel happy, motivated and supported.

From an organisational stand point, gathering quality employee data and insight on perceptions and attitudes is key in understanding your people. And can act as the anchor point from which both training requirements and indeed success can be measured.

LGBTQ+ initiatives are valuable for an organisation beyond Pride as they bring employees together, create a sense of belonging and contribute to a positive employee experience which can permeate into all aspects of both a working environment and personal lives.

June 2022 will be remembered for so many reasons, not least the 50 years of Pride. My hope is that this landmark anniversary will act as a pivotal moment in how both organisations and individuals consider and approach diversity and inclusion.

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Fast-forward a few years and what has changed? Gen Z have settled in and some of the baby boomers have retired. And exciting new trends mentioned in the first report, such as flexile and remote working, have become the norm for most businesses.

But what about the concerns voiced by employees back in 2015? Did management figure out how to accommodate this multi-generational workforce?

Not so different after all

A new report from Ricoh suggests that the concern voiced the first time around may have been unfounded. In fact, it has found that there is a surprising degree of consensus between the generations.

Far from struggling to get along, employees enjoy working across different age groups and agree on many of most of the important questions. If you’d like to learn more, click here to read the full Workforce United report.

Have ‘demographics’ had their day?

Last year, Netflix announced that they had stopped targeting users with content based on their age, location and gender. “Geography, age, and gender? We put that in the garbage heap,” Netflix’s VP of the product said.

Instead, they group their users into clusters based on taste. After all, if a user watches a lot of science-fiction, it makes sense to recommend them more science-fiction shows to watch. Whether the user is a teenage boy or a female retiree.

Similarly, Google has announced that they believe that ‘Demographics are dead’ and that it’s more important to tailor services for users based on behaviour or intent. It’s worth noting that Google is talking about marketing as opposed to life in general. But the pronouncement hints at a wider trend, supported by the findings of our latest report. That assumptions based on demographic data such as age and gender are precisely that – assumptions. And while they were certainly useful in the past, they can lead us to false conclusions.

How should decision-makers use this information?

Rather than grouping your workforce into demographic bands, you should create clusters around different work styles, goals or levels of seniority. End-user personas are a great way of doing this. They can help you map out what your different end-user groups want to achieve and how you can help them get there. We’ll be publishing a post on how to create end-user personas for your workforce later this week.

Click here to download a copy of the full Workforce United report.

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These are some of the tools that help companies access, customise and distribute marketing materials effectively. But how can they help your operation?

And why is consistent and tailored customer interaction so important?

By 2020, a company’s customer experience will overtake price as its key brand differentiator. This is because 60% of consumers expect consistency when dealing with brands online, in-store, or in person and 86% of buyers will pay more for a better experience. And personalised content is also key: another study showed that personalised leads produced a 20% increase in sales opportunities.

Here I dispel the top five myths and clarify the differences between the tools created to help businesses make informed brand management control decisions. We also explain which to use and when.

MYTH #1: Marketing Asset Management software does the same things as Digital Asset Management and Enterprise Content Management software

This is false as each of these tools has a very different use and feature set:

• Marketing Asset Management uses a central repository to customise, organise, and distribute finished sales and marketing content to both offline and online channels
• Digital Asset Management software organises, stores, and retrieves rich media and digital assets such as photos, music, and other multimedia content
• Enterprise Content Management is a set of defined processes that allow an organisation to obtain, organise, store, and deliver crucial company wide information

MYTH #2: Marketing Asset Management is just about storing/accessing files  

While file storage and retrieval are components of Marketing Asset Management, Digital Asset Management solely focuses on this capability. Digital Asset Management is a repository that organises and stores rich media and digital assets which often cannot be customised. It is ideal for internal marketing department content such as logos and imagery.

In contrast, Marketing Asset Management addresses the needs of a distributed sales and marketing organisation. It supports brand consistency and appearance, while allowing field offices and employees to localise and personalise content assets via approved workflows and templates. Assets can also be distributed across online and offline channels.

MYTH #3: Only marketers care about Marketing Asset Management

While marketers are responsible for the creation, distribution, consistency and effectiveness of marketing assets, the benefits of Marketing Asset Management extend throughout an organisation and its ecosystem. This includes field sales, channel partners and franchisees as well as global locations and regional markets.

MYTH #4: My industry doesn’t need Marketing Asset Management

The right system gives corporate marketers peace of mind regarding compliance. In highly regulated industries, such as pharmaceuticals, healthcare, and financial services, inferior Marketing Asset Management can result in obsolete data being inadvertently shared. Litigation can become a genuine risk.

MYTH #5: Marketing Asset Management is a ‘nice to have’ not a ‘need to have’

Poor Marketing Asset Management creates a very tangible, financial impact. Off-brand assets affect brand management and degrade the sales and customer experience process, while workers spend up to 8.8 hours every week, searching for the right information. With a properly implemented Marketing Asset Management tool, employees spend less time searching for, recreating or repurchasing lost assets.

Now I have dispelled these myths and highlighted the differences between Digital Asset Management, Enterprise Content Management and Marketing Asset Management, the question is whether your organisation is missing the opportunity to use a MAM solution to drive more effective personalised and customised marketing communications to enrich your customers’ experience?

Ask us how Ricoh’s MarcomCentral cloud-based Marketing Asset Management solution can help. If you would like to investigate this or other services and solutions in our extensive portfolio, contact your local Ricoh company and think about arranging a visit to our European Customer Experience Centre (CEC) in Telford, central England.

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As we move into 2019 the mark of modernisation for every organisation will be operational alignment between culture, workspace, and technology.  Whilst such a task may seem daunting and complex, the root of the strategy remains simple. Begin with the people and the way they work.

In light of this, what organisational workplace trends can we expect in 2019?

AI and the rebirth of generalists

There has been much speculation that AI will bring the robots that finally take over the world – starting with our jobs. In reality, it is not a question of whether automation and robotics are replacing here to steal our jobs, but rather how organisations are able to harness such technology and utilise human talent to continue an upward trajectory of innovation and growth.

We have been in a period of specialism, but the rapid advancement of technology and automation has meant people are starting to diversify. In the coming year, individuals will start looking for new learning opportunities to expand their role across different parts of the business.

Strong focus on mentorship culture

Rapid career advancement has become a key priority for younger workers. For this reason, employers are starting to focus on establishing more structured programsop and initiatives to support employees in their learning and career development. Not too long ago at Ricoh, we realised we could be working harder to support career progression within the organisation. We introduced a leadership program – a major focus of which was to create a softer, coaching style culture where everyone is empowered to learn from one another and feel comfortable asking for help.

Due to the positive impact and return on investment it generated, this mentorship initiative has now expanded into a four-tier programme, encompassing aspiring team leaders up to the most senior level of leaders. For Ricoh and organisations across all industries, 2019 will continue to see mentorship driving positive organisational culture.

C-Suite to lead digital transformation

Now more than ever, there is a clear desire from employees to see digital transformation driven from the top. Whilst we are seeing digital transformation initiatives implemented by IT and marketing departments, 2019 will likely be the year that the CEO will step up, making it more of a priority to hire for digital transformation and recognise the importance of building a culture of change and innovation not only to attract top talent but to unlock the productivity potential of the organisation’s people.

Whilst 2019 is set to bring about even more technological advancement, businesses, in general, need to better understand their people and the way they work in order to implement new processes and technology strategies successfully. Technology by itself is no silver bullet for productivity, and organisations need to take a holistic approach if they are to reach optimal efficiency.

For more information on how you can better understand your people, download a copy of our Optimal Office report.

If you have any questions on anything discussed above, connect with me on LinkedIn to continue the conversation.

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Some have argued that the ‘rise of the robot’ has had negative implications for employment and this is part of the problem. But while the speed of technological change has clearly been disruptive, it is fundamentally altering the way we work and has the potential to positively impact our lives now and in the future.

Our Economy of People report, released earlier this year, found that if businesses were to implement bespoke workspace, process and technology solutions to create one cohesive and highly effective workstyle centred around people, then they could unlock £36.8bn in untapped GDP.

Within this approach, technology is considered a key pillar in driving workforce productivity, with both employees and employers agreeing that when implemented correctly, the technology significantly improves productivity, decision-making and working with external organisations.

That’s as far as they agree though. Employees are more concerned about core technologies, such as infrastructure and digitisation – hallmarks of successful digital transformation strategies. Whereas, executives are focused on facilities management, which employees rate as the least effective technology to improve productivity.

What is clear is that this misalignment is preventing progress towards an optimal office setting, especially when it comes to technology. Ultimately, this is holding the potential of businesses back and creating a ‘productivity ceiling’. But similar to culture, there is no one size fits all strategy for technology, and employees are clearly prioritising certain technologies based on the industry they work in.

The most effective strategies will take a holistic approach to workplace modernisation. A balance needs to be achieved between employees’ and executives’ decision-making and investment if the productivity ceiling is to be broken.

So, what are the important considerations when implementing workplace technology?

• Focus on core technologies first: When asked to rate the effectiveness of technology infrastructure today, only 67% felt that it is effective. When looking ahead and asked to rate the potential impact of technology infrastructure, sentiment increases to 77%
• Leadership teams should align before executing a strategy: The optimal office will depend on CEOs leading an effort to create a holistic approach to workplace transformation to ensure investment maps back to employee needs
• Your path depends on your industry and sector: Different sectors have different priorities. For example, employees in financial services firms report significantly more opportunity to unlock productivity through the use of business applications and workplace productivity tools, whilst employees in business and professional services firms believe more highly in the need to digitise information and create digital workflows

Our research shows that there is still a lot of progress to be made towards moving to the optimal office, but what is clear is that each sector will need to find their own technology path and develop strategies with their employees top of mind.

To download a copy of our report, The Economy of People, fill in the form to the right (or below if you’re on mobile).

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In an effort to address this, the Institute of Directors (IoD) recently released a new proposal calling for a “productivity allowance”, providing tax relief for investment in efficiency-raising technologies such as cloud computing, automated machinery and machine learning.

However, the report was clear that while investment in technology is important, there is no “silver bullet” to solve the productivity puzzle. At Ricoh, we completely agree that the issue is rather more complex.

Our 2018 Economy of People report found that UK businesses have the potential to generate an incredible £36.8 billion in untapped GDP by addressing the key contributing factors to creating productive, ‘optimal’ workplaces: Culture, Workspace and Technology. We believe that running through all of these elements is a crucial fourth productivity factor: Process.

Process: the untapped productivity goldmine

Effective digital strategies need to employ a holistic approach to workplace process that considers cultural, workplace and technological needs. It’s a balance between employee needs and executive alignment, decision-making and investment. Understanding the work style that best fits your organisation’s needs is critical, which means workplace strategies must start with developing a deep understanding of how people work and the impact they have on the organisation.

Digital agile organisations have little place for cumbersome workflows to manage and govern business-critical records. With businesses often reluctant to build custom processes which are generally complex and time-intensive, new technology struggles to get adopted and employees find unreliable and, sometimes even more time consuming manual workarounds. But done correctly, the optimisation of technology and management information can improve document workflow, limit paper processes and, of course, reduce cost.

Putting people first: the digital imperative

It’s critical that organisations understand what processes can be delegated to technology platforms and what processes will require human oversight, as well as how people and technology can work most effectively together. A well-structured communications plan with clear and consistent messaging designed to achieve business goals is critical to a successful transition. Clear roles and responsibilities help to drive change smoothly and effectively.

Most recently, the General Data Protection Regulations (GDPR) that came into effect in May represented a specific moment in time when companies of all industries were required implement a significant process of change management, to address data residency requirements and meet retention and legal hold needs. Throughout the process, the most successful organisations have been those that seamlessly ensured compliance through clearly communicated, people-centred processes that did not impact their employees’ ability to get work done.

The digital native generation needs to be able to collaborate easily in the extended enterprise and from any device. But for this to be realised in a productive way, organisations need to ensure that there is a holistic approach providing the skills, knowledge and technology to transition businesses from paper reliant organisations to digitally-driven businesses.

To download your copy of our report, The Economy of People, fill out the form to the right (or below if you’re on mobile).

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Although these quirky assets can lift the mood, their long-term impact on employees is questionable. In fact, in our recent Economy of People study, we’ve seen a shift in what really drives productivity in the workplace, and for the most part, perks such as these are not high on the employee agenda.

In fact, our research found that an overwhelming number of workers (89%) believe that light, temperature and noise make the biggest improvements to productivity in the workplace. This isn’t surprising with millennials now ingrained in the global workforce and Gen Z embarking on the first stage of their careers. It’s predicted that by 2020, millennials, now aged between 21 and 35, will make up 35 per cent of the global workforce while ‘Generation Z’, aged 20 and younger, will make up 24 per cent. It’s the behaviours and attitudes of these multigenerational cohorts that are fundamentally changing the way people think about the workplace.

Today we are seeing flexible working, hot-desking, collaborative working spaces and professional development driving business discussions around recruitment and retention. And for employees, it’s these assets that are most desired when it comes to making career choices.

This is only positive. Our nationwide study, in association with Oxford Economics, estimated the overall economic value of organisations developing optimal offices, is worth an incredible £36.8 billion in untapped GDP in the UK and Ireland. With today’s employees demanding progression over ping pong, businesses that choose to adopt will benefit economically, as well as contributing to the growth of the wider economy.

So, in moving away from ‘gimmicky’ office environments, what can organisations do to ensure they provide the optimum office environment?

Closely evaluate employee demographics to understand their unique needs 

Older generations are more likely to prefer working in other locations than the office. Our research found that a third of employees over the age of 53 typically work away from the office, while a younger workforce values a fixed office location and close proximity to transport links as important drivers of productivity.

Understand flexible working is more complex than simply working from home

Employees believe they could be more productive when working remotely but need the right tools and technology to do so. Our research found that 93% of respondents said they were most productive in a fixed office location. However, given the right tools and technology, 78% of employees believe they could be more productive when working remotely.

Make consistent investments in the office environment, however large or small

The office environment and personal workspace can directly influence employee performance, productivity and even attitude towards work. Small improvements to the office environments can make a big difference to employees, proving that consistent investment is critical.

Don’t underestimate the importance of personal workspace and operating procedures 

Whilst 85% of employees sited their workstation could make the biggest improvement to productivity, only 64% of executives believed this to be true.

Whilst ping pong might seem great in theory, employees today clearly value atmospheres that are structured, organised and complete with personal space to allow them to perform and be productive.

To read more on driving improvements and increasing productivity whilst reducing cost from the workplace, please check out our new guide, Workplace Services. Empowering people, optimising workplace.

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Culture surrounds us all the time. It frames how we feel, communicate and even how we make decisions. So, it comes as no surprise that workplace culture can directly impact the productivity and efficiency of any office.

From a business perspective, workplace culture is essential in fostering a sense of pride and ownership amongst employees. Pride drives loyalty, innovation and dedication, and as such, workplace culture can be a key determiner of business success.

What defines workplace culture?

The culture of an organisation is made up of a number of environmental factors that contribute to the overall employee experience. This can include the physical work station, office opening hours, people, leadership styles, and access to technology.

Britain’s current skills shortage has meant attracting new staff has become increasingly reliant on workplace culture. Flexible hours, remote working and even gym memberships are no longer considered perks but essential benefits needed for recruiting and retaining top talent in any industry.

In addition, the ‘always on’ culture that compels us to work anytime, anywhere, even on the commute, has introduced unique pressures to today’s interconnected employee.

According to the latest International Labour Organization statistics, more than 400 million employees worldwide work 49 or more hours per week, a sizeable proportion of the near 1.8 billion total employed globally. The Trade Union Congress recently suggested that it is perhaps time to revaluate this and leverage technology to support a four-day working week.

Earlier this year we conducted a nationwide study of executives and employees to identify the working environments that encourage productivity.  We found that a positive working culture is critical to business success.

So if workplace culture unlocks productivity, how can businesses encourage it?

1. Commit to ethical and sustainable business practices. 71% of millennials and 71% Gen Z employees feel their organisation’s approach to ethics and sustainability positively affect their performance at work.
2. Never neglect the offline world in favour of the on. Across the age-groups, collaborative, cross-team working is highly valued. Get everybody in a room and meet face-to-face.
3. Reward innovation: 90% of Gen Z employees, 73% of millennials, 88% of employees aged 38-52, and 83% aged 53 and older report that incentives for innovation enhance their performance and productivity.
4. Remember that ‘Good’ culture is subjective but critical. When comparing culture to workspace and technology, executives unanimously agree that strong company culture remains critical to improving employee trust (87%), motivation (83%) and wellbeing (69%) within the organisation.

There’s no one-size-fits-all solution to creating a positive office culture: culture depends on the needs and values of every employee. And productivity cannot be created with a great office culture alone. It must be inspired through an optimal workplace combining technology, creativity and teamwork.

To download your copy of our report, The Economy of People, fill out the form to the right.

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Returning to our desks after the hottest British summer on recent record, our thoughts turn from beaches to bills as we chase year-end profit. It’s time to work.

But where is work? Is it a skyscraper or your garden shed? Do you work alone, or with others? Does your workspace have the facilities, technology and connectivity to maximise potential?

Importantly, what does your workplace feel like? Does the company culture inspire creativity, decision-making and investment? Does the company deliver ethical business practices and a purpose beyond profit?

These are some of the crucial questions UK organisations must address as we approach the fourth quarter of 2018. Where employees work, how they are accommodated and engaged has a crucial impact on business and the wider economy.

The latest figures published by the Office for National Statistics reveal UK productivity has flatlined in 2018. Output per hour increased by 0.4 per cent during the second quarter of the year, reversing a fall of 0.4 per cent in the first quarter of the year to leave hourly productivity at the same rate as the end of 2017.

It would seem that almost four months after the release of Ricoh’s Economy of People report – which, in partnership with Oxford Economics, identified some key strategies for boosting the UK’s productivity levels and GDP to the tune of £39.8 billion – businesses are still struggling to deliver year-on-year growth.

Recognising this, the Government has stepped up its involvement, pledging a new £8 million New Business Basics fund to help small businesses boost their productivity and performance levels.

James Wise at Balderton Capital recently argued that UK business should take a leaf out of the Premier League’s book to address its productivity woes, stating that “UK managers need to learn more from local and international successes, invest in local talent and adapt to new working practices.”

At Ricoh, we’re big believers in the important lessons the Sports and Business worlds can learn from each other (check out our Business of Rugby campaign) – but what’s clear, from both our research and the current initiatives being run by the likes of Be The Business, is that transforming the way we work and how productive we are as a nation will rely primarily on Wise’s third point – adapting to new working practices. And the key to that adaptation? People.

The Economy of People study articulates the challenges facing productivity and performance in the face of changing workforce dynamics. The need to create an optimal workspace has rarely been more pressing – and we’ll only do it by putting employees first; by optimising flexible working; by investing in digital technology; and by never underestimating the value of office culture.

It would be unrealistic to imagine UK business can make all the changes they need to make in one quarter. Yet incremental solutions accounting for people, process and technology will drive productivity. September’s “back-to-school” feeling is the perfect time to invest in a re-energised workforce.

To download your copy of our report, The Economy of People, fill out the form to the right.

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On one hand, productivity is about creating an environment where employees can access information, share knowledge and collaborate freely and easily. On the other hand, it is about an organisation’s ability to put in place policies and processes that encourage flexible working practices, including remote working and the ability to use their own equipment (commonly known as Bring Your Own Device or ‘BYOD’).

To empower the workforce to deliver greater productivity, they need the right tools and technology. But consistent growth in productivity has never been harder to deliver.

The pace of change in technology, the number of different systems, programmes and apps available and the varying speed of connectivity across the world presents a number of challenges for businesses.

We just want technology to work

When systems don’t talk to each other properly or it takes 5 minutes to upload a 2Mb document because of a slow hotspot connection, this dramatically decreases productivity and causes great frustration for employees.

We’re used to immediacy and our patience runs out much quicker than perhaps it used to. We know how quickly our own super-fast fibre-optic broadband works at home and we expect that in the office or on the road.

The drive for a more mobile and remote-based workforce, as well as the widespread adoption of cloud-based IT systems over recent years, is transforming how employees work, collaborate and share knowledge. The endless ways of working add more complexity, cost and effort to deliver an IT infrastructure that supports a mobile and remote workforce.

A digital strategy to drive productivity

The traditional, analogue way of doing things is no longer a sustainable strategy. We’re still a long way off a completely paper-free office, but as more employees access information in a digital format, like meeting minutes and documents/reports, organisations need to be able to support this.

Business is global: with the ability to collaborate and share information anywhere in the world, in any time zone, you have to think differently.

Forward-thinking organisations have recognised that a strategy to support digital business transformation is essential for success.

Four steps to Workstyle Innovation

How can organisations create a working environment that enhances productivity and inspires creativity? By developing a deep understanding of how an organisation operates and how its people work. Then you can design and build workstyle solutions that help to drive productivity and growth.

1. Empower your people

Transform the workplace into a digitally-optimised environment that supports collaboration and knowledge sharing to enhance productivity and innovation.

2. Optimise your business processes

Identify opportunities to introduce more efficient and effective ways to manage your organisation. Embed information security and sustainability into your operations.

3. Achieve the right workplace

Analyse the workplace to discover ways to enhance key areas. These include desk spaces, meeting rooms and breakout areas.

4. Increase the value of your technology

Make technology work for your organisation by seamlessly mapping the way people work now and in the future. Give them the ability to adapt the technology as the business develops.

Empower your workforce to drive business change

Productivity forms one component of a digital strategy, but Workstyle Innovation places people at the centre of business change. When you invest in the tools, digital services and the technology infrastructure needed, it empowers the workforce. They can collaborate and share information and naturally enhances their productivity and engagement.

I think we all face enough pressure without feeling let down by the IT equipment. We get hit at high velocity with a huge amount of information on a daily basis. Everyone deals with this differently. Some during the commute to work, some in the lift going to their next meeting. The challenge for organisations is to deliver this in a way that makes working life easier.

If you want to learn more, fill in the form to the right and watch our free on-demand webinar on ‘Generation Z and the workforce’.

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