Is your business at risk from "stealth workers"? | These factors can draw employees back to the office | How to renew your team's energy and engagement
As employers try to stem the remote-working trend, "stealth workers" are hiding their working locations and leaving companies at risk of legal liabilities. The risk comes from employees working from states or other countries where the business is not registered.
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To entice employees to come back to the office, companies must make the workplace an inviting place both physically and socially. Employers should also incentivize workers to return with more training and growth opportunities.
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An effectively planned hybrid model of working can stem the problems of burnout and "quiet quitting," writes Amy Deacon, founder of Toronto Wellness Counselling. Deacon urges employers to truly listen to worker needs and implement flexible solutions to solve overwork, improve mental health and encourage in-person socialization.
JPMorgan Chase employees who become parents with the birth or adoption of a child will receive 16 weeks of leave, an increase that will take effect Jan. 1, according to an internal memo viewed by Bloomberg. The increase will come along with other expanded leave allowances for sick days, bereavement and caring for seriously ill family members.
Taking the time to write some notes of appreciation to your team can be a powerful way to show gratitude this Thanksgiving, write Whitney Johnson and Amy Humble of Disruption Advisors. These notes are also effective for highlighting your team's strengths and calling attention to areas in which your firm excels, they write.
Keith* is a football player at a local junior college. He’s an excellent athlete. He’s also bright, but he has terrible work habits so his grades suffer. Keith wants to play football at a division 1 program, so he knows he has to keep his grades up. But since he doesn’t enjoy learning or studying, he’s figured out another way to get his work done.
“I have friends,” he told me, smiling slyly. I stared back at him, unsmiling, one eyebrow raised. He ducked his head, sobered his expression and explained.
Keith’s “friends” are girls he petitions to do his work for him. They do everything from his math homework to writing his research papers for him, he explained. I quelled my urge to lecture.
“Really?” I said dryly, momentarily ignoring the obvious moral question about cheating. “And your girlfriend doesn’t mind these ‘friends’ helping you? How magnanimous of her. And unusual. Didn’t she just break up with you for cheating on her?”
He finally looked uncomfortable. He admitted his girlfriend didn’t know about the extra help. He explained how he kept the info from her while still getting the work from the girls. It was a complicated labyrinth of lying, texting, emailing and covert meetups. I couldn’t help but look amused as he told me his story.
“Son, that can’t be easier than just doing the work,” I said, shaking my head. “All those lies and stories, having to remember all of that. Hiding is harder than just doing the work.”
I thought of Keith as I read today’s top story about stealth workers -- the employees working from remote locations in other states and countries where their companies are not authorized to operate. The lengths these workers go to in order to cover their tracks -- logging in at absurd hours or using VPNs to hide their locations -- reminds me of Keith’s homework shenanigans. It sounds like such a hassle.
One that could wind up hurting remote work policies. Should this trend continue and organizations be forced to pay deep fines for workers who go rogue, companies may simply end or heavily restrict their remote work programs. Who could blame them?
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