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"As a result of the internet, new technologies, the huge increase in mobile or home working, part-time jobs and today's 'always on', 24/7 culture, we found that most people now spend more time working than sleeping. In fact by 2015 around 40% of the total workforce will be mobile. The reason for this is that work is no longer where the office is but for mobile workers it is wherever they are - be that their car, home, coffee shop, the airport, customer site or even on holiday. This is just one area our report identifies as having a massive impact on the way we work;" explains Richard Watson. Other factors covered in the paper include: Ageing workforces: By 2050 over 65's will represent around 50% of the working population in Europe Millennials and Gen Y: More tech-savvy than any other generation The generation gap: Millennials think senior management do not relate to them and use autocratic command and control structures Gender: The huge economic impact of getting more women in the workforce especially at senior levels. Eliminating the gap between male and female employment would boost GDP by 9% in US, 13% in Eurozone and 16% in Japan (Goldman Sachs). Mobile working: By 2015 new technologies mean 1.3 billion (or 40%) of the total working population will be mobile Security of Information: Workers will have their own devices (BYOD) and potentially work remotely creating huge security and data storage/retrieval challenges. Where will new talent for workforce come from? Talent scarcities worldwide mean that by 2030 the USA will need to add over 25 million workers to its talent base to sustain economic growth and Western Europe more than 45 million.

"When it comes to the future of work there are a few key trends which business leaders need to pay attention to.  Understanding these trends will allow organizations to better prepare and adapt to the changes which are impacting the way we work.  These five trends are: 1) changing behaviors which are being shaped by social media entering the enterprise 2) new collaborative technologies 3) a shift to the "cloud" 4) millennials soon becoming the majority workforce and 5) mobility and "connecting to work.""

Le business de la "sharing economy", c'est encore beaucoup la précarité des "employés".

Each of the four quadrants describes a different kind of organization, with different approaches to strategy, talent, and work: - Current state. Work resembles today, with similar technological connections and work arrangements, relying heavily on regular full-time employment. - Today, turbo-charged. Technology evolves, but management and workplace arrangements evolve more slowly. Traditional work relationships are supported by faster, better, and cheaper technology and systems such as personal devices and cloud-based human resource information. - Work reimagined. Here, new employment models evolve to include platforms, projects, gigs, freelancers, contests, contracts, tours of duty, and part-timers, but largely supported slower-evolving technology. - Uber empowered. An accelerated cycle of technology advancement and more democratic work arrangements fuel one another. New work and technology models include on-demand artificial intelligence, extreme personalization, and secure and accessible cloud-based work repositories.

Internet-enabled technologies allow people to connect in unprecedented ways. Although everyday social practices are widespread and well known, these same tools are reconfiguring key aspects of work. Crowdsourcing and distributed labor technologies increasingly allow companies to outsource everything from mundane tasks (e.g., Amazon Mechanical Turk) to professional services (e.g., oDesk). Sharing economy - or peer economy - tools (e.g., Airbnb) allow people to barter goods or services or get paid for these exchanges outside of the dominant business framework. These services have enabled new forms of contract or freelance labor and reduced risk for companies; however, there is often an increase in risk for the associated laborers. At the same time, divisions between what constitutes work, hobby, and volunteerism get blurred, especially as many organizations rely on volunteer labor under the assumption that it's mutually beneficial (e.g., blogs and journalistic enterprises that republish work or see the offer of a platform as valuable in and of itself). While all of these labor issues have unmediated precedents (e.g., free internships), technology magnifies the scale of these practices, minimizes the transactional friction, and increases the visibility of unpaid and freelance work. Collectively, this raises critical questions about what fair labor looks like in a networked world, where boundaries dissolve and existing mechanisms of labor protection do not address the varied work scenarios now available.

"NextKids is an offshoot of the popular co-working company NextSpace, which has 10 locations in California. NextKids, at the Potrero Hill, San Francisco location is like co-working meets daycare--with a community of working adults--graphic designers, biomedical engineers, app developers--and their kids. It's like 'it takes a village,' only with more Wi-Fi."

La collaboration sociale, via les fameux réseaux sociaux d'entreprise, est une pratique peu couru dans les entreprises françaises. Certes, imposer des modules sociaux ne suffit pas à faire collaborer les gens. Mais trop souvent on a proposé aux entreprises un réseau social d'employés, plutôt qu'un réseau social d'intérêts. Comme l'explique Wired - http://www.wired.com/opinion/2013/10/its-time-to-focus-on-the-work-graph-not-social-networks-at-work/ - une bonne partie de nos journées de travail ne sont pas consacrées au travail, mais à des tâches connexes. Dans ce contexte, les réseaux sociaux d'entreprises ne sont d'aucune utilité, car ils ne permettent pas de réduire le nombre de réunions ou d'e-mails. La raison est que le social graph est souvent développé à la place du work graph, consistant à mettre en relation un réseau d'entités en rapport avec le quotidien des employés (idées, taches, objectifs, processus, clients...), des informations à propos de ces unités de travail (documents, conversations, statuts, données...) ainsi que les interactions qui vont avec (alertes, commentaires, notifications...). Pour Cavazza, l'entreprise a surtout besoin d'outils complémentaires...

"FEW PEOPLE GET THEIR BEST WORK DONE IN A DULL GRAY CUBICLE FARM OR A NOISY OPEN OFFICE. HERE'S HOW TO CREATE THE OPTIMAL WORK ENVIRONMENT WITH THE PERFECT TEMPERATURE (env. 20/21°), LIGHTING AND NOISE LEVELS (ambient noise)."

"A celebration of the Cycle to Work culture. There's a different kind of relationship developing at work with people falling in love with riding their bikes all over again. We explore how the bicycle is beginning to shape the work spaces we journey to."

"Gartner Says That by 2017, 25 Percent of Enterprises Will Have an Enterprise App Store Growing Number of Enterprise Mobile Devices and Enterprise Adoption of MDM Will Drive Demand and Adoption of Enterprise App Stores Analysts Examine the State of the Industry at Gartner Application Architecture, Development By 2017, 25 percent of enterprises will have an enterprise app store for managing corporate-sanctioned apps on PCs and mobile devices, according to Gartner, Inc. Enterprise app stores promise greater control over the apps used by employees, greater control over software expenditures and greater negotiating leverage with app vendors, but this greater control is only possible if the enterprise app store is widely adopted.  "Apps downloaded from public app stores for mobile devices disrupt IT security, application and procurement strategies," said Ian Finley, research vice president at Gartner. "Bring your own application (BYOA) has become as important as bring your own device (BYOD) in the development of a comprehensive mobile strategy, and the trend toward BYOA has begun to affect desktop and Web applications as well. Enterprise app stores promise at least a partial solution but only if IT security, application, procurement and sourcing professionals can work together to successfully apply the app store concept to their enterprises. When successful, they can increase the value delivered by the application portfolio and reduce the associated risks, license fees and administration expenses."  Gartner has identified three key enterprise app store trends and recommendations of how organizations can benefit from them:  The increasing number of enterprise mobile devices and the adoption of mobile device management (MDM) by enterprises will drive demand and adoption of enterprise app stores. Enterprises already have numerous choices for downloading software onto PCs, but most of them don't include support for smartphones and tablets. Enterprises are beginning to f

80% of college students want to choose their own devices for work. 33% of employees are using at least 3 devices for their jobs. 68% of employees and 71% of college students think that devices at work should be used for social networking and for personal use

"WHY ARE WE WORKING RIDICULOUSLY LONG WEEKS? BECAUSE OF THE WAY WE MEASURE WORK, OUR CULTURAL HISTORY, AND HOW CONSTANTLY CONNECTED WE ARE. HERE'S HOW WE CAN FINALLY BREAK FREE."

"Allen, a PhD chemist who works for the Dow Chemical Company in Pennsylvania, began to think about ways he could leverage r/science's massive reach to connect scientists to the general public. R/science is a default subreddit, meaning it's visible to people visiting Reddit.com even if they aren't logged in. According to internal metrics Allen has access to, r/science gets between 30,000 and 100,000 unique visitors a day; it's arguably the largest community-run science forum on the internet. So what if r/science were to form an AMA series of its own, focused solely on working scientists who are producing interesting, groundbreaking research?"

"L'offre va donc désormais s'appeler Google for Work. "Nous n'avons jamais cherché à créer un environnement de travail "classique" : nous avons voulu réinventer une nouvelle façon de travailler. Il est donc maintenant grand temps d'opter pour un nom qui reflète nos ambitions. C'est pourquoi nos produits "Google Enterprise" s'appelleront désormais simplement "Google for Work". Lorsque nous utilisons les outils qui simplifient notre vie, comme la recherche, Google Apps, Google Maps, Chrome, Android ou encore Cloud Platform, notre travail aussi s'en trouve amélioré. Et ça, c'est une motivation extraordinaire pour se lever le matin !, indique Eric Schmidt, p-dg du géant."

What you will learn in this episode - About Toni Cusumano and her role at PwCAn overview of the PwC report, - "The Future of Work: A Journey Through 2022," and the three scenarios: The Orange World, The Blue World, The Green World - Observations on organizations' approach to talent - Five megatrends identified in the PwC report - The future of job security - Cusumano's perspective on work/life balance - Four dimensions of the connected employee experience - Cusumano's advice to organizations and employees and more!

"To recap: Social media are ways to contain and recapture the productive and potentially disruptive energy of the cooperation engendered by the capitalist production process, which depends on bringing workers together, dividing labor among them, and generating/capturing the surplus that emerges from their effort to work together. Cooperative efforts - sociality - are captured by social media and made into data: that is, they are made fungible, abstract, countable. This data then sets cooperative workers back into competition with one another, now competing over and in terms of measurable influence, attention, contribution, network links and so on. The struggle comes to seem like the very struggle for personal identity, but it's just the opposite; it's the struggle to render what is personal about oneself into something that is generally exploitable to whatever company wants it."

"fracture irrémédiable entre la conception et l'exécution du travail que ni l'éducation au management, ni l'idéologie post-bureaucratique n'auront permis d'infléchir."

3 perspectives dans la vision contemporaine du travail - Working mentality : Le travail a répandu son influence dans tous les domaines de l'existence individuelle et collective. Il s'est immiscé dans la vie privée, dans les institutions publiques, dans l'idée même que l'on se fait de la réussite et du bonheur. My life is my work est le nouveau credo des entreprises considérées comme socialement innovantes - Just be your self : Le travail est un espace où l'accomplissement passe par la capacité à faire la différence en étant soi-même, c'est-à-dire en étant différent des autres.Cette injonction produit un individualisme qui est pourtant en tension avec les nécessités contemporaines de la collaboration et la multiplication des réseaux internes et externes de travail et de projet, qui passent plutôt par la création de collectifs et d'interactions nouveaux - Lifestyle organization : l'entreprise se transformerait en un lieu de vie plus que de labeur afin de permettre à toutes les énergies d'être focalisées sur la contribution productive. La frontière entre travail et non travail disparaîtrait. Le temps social ne serait plus rythmé par l'opposition entre loisir et travail, entre sphère du travail et sphère du hors travail mais par la confusion entre les deux. Le « weasure » (contraction de work et leasure)

It makes accidents more likely, boosts stress levels, and even causes physical pain. But the real problem is that many people just can't afford not to do it. According to latest International Labour Organization statistics, more than 400 million employed people worldwide work 49 or more hours per week, a sizeable proportion of the near 1.8 billion total employed people worldwide. In a recent interview with The New York Times, even entrepreneur Elon Musk felt moved to describe his 47th birthday spent locked in his factory, pulling an all-nighter. "No friends, nothing," he said. It might have been just another day in another 120-hour work week. "This has really come at the expense of seeing my kids. And seeing friends," he added.

"I've seen people pass out, hit the floor like a pancake, and smash their face open," a worker at Tesla's "factory of the future" told the Guardian in a report published this week. "They just send us to work around him while he's still lying on the floor." The Guardian report described long hours and intense pressure to meet CEO Elon Musk's production goals-even if that means enduring or ignoring injuries. Since 2014, according to the report, hundreds of ambulances have been called to the factory to treat workers. This portrayal doesn't quite jive with Musk's world-changing vision. And Tesla isn't only Silicon Valley company facing this type of irony. Technology companies' reputations as employers often stem from how they treat highly paid engineers, but many also employ thousands of blue collar workers. Tech workers at these companies receive high pay, elaborate perks, and progressive workplace policies, but blue collar workers for the same companies often work in circumstances that look much less...