Thought Leadership

LSE Business Review, published 11 June 2024 

Abstract

The use of generational labels like “Gen Z”, “millennial” and baby boomer” isn’t unanimously accepted. We hear from two experts in workplace ageing who have opposing views on the topic. Daniel Jolles argues that these labels are widely understood and can help promote inclusion by highlighting real experiences of age in the workplace. Sheila Callaham argues that these labels are trivial, misleading and too often lead to pseudoscience and bigotry.

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HRD Connect, published 15 February 2024 

Abstract 

Harnessing the ideas, experiences, and networks of talented employees from all generations has the potential to deliver significant productivity gains. Yet generational diversity has received relatively little strategic attention from leaders to date. With birth rates largely declining and careers getting longer, leaders can expect their teams to span multiple generations. This increasing generational diversity should be good for business.

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LSE Business Review, published 7 February 2024

Abstract

Major firms are experiencing a widening gap between their youngest and oldest employees. And frictions between people of different age groups are undermining the potential productivity benefits of generational diversity. Daniel Jolles and Grace Lordan write that the issue arises especially among younger workers with older managers. They suggest ways to overcome potential conflicts.

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LSE Business Review, published 17 January 2024

Abstract

There is a complex interplay between gender, remote work and productivity. Nikita, Anna Lane, Grace Lordan and Paul Middleton conducted a survey of more than 1000 employees in financial and professional services in the UK and found that men and women rank remote and hybrid working arrangements differently. The authors say that understanding these differences is key for an inclusive and productive work environment.

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Psychology Today, published 27 November 2023

Abstract 

The interest in quiet quitting has been predominantly shaped by whether it anecdotal or real, a fad or a long-term phenomenon. This interest has extended to understanding the types of people who engage in quiet quitting, along with its effects on organisations and the economy at large.

But it seems we continue to ignore the elephant in the room: Why do people quiet quit? What is driving this phenomenon and can organisations turn back the hands of time to restore workforce fidelity?

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South Asia @ LSE, published 4 September 2023

Abstract 

With the highest population in the world, a steady and growing economy and a large labour force, India is an important economy on the global stage. Yet, a combination of factors — structural and societal — hinders an inclusive work culture and work force to the detriment of both her peoples and organisations. Yatharth Garg, Nikita and Jasmine Virhia examine the issue, and suggest short- and long-term initiatives that may help bring more inclusivity to the workplace. 

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California Management Review, published 28 August 2023

Abstract

Generational labels like ‘Baby Boomer’, ‘Gen Z’ and ‘Millennial’ make for seductive clickbait. News feeds are flooded with research articles, editorials and whitepapers that claim to unlock the mysteries of what each generation knows and wants. Meanwhile, social media dishes up satirical videos that stereotype how each generation ‘shows up’ (or doesn’t) at work. But, there is growing concern about the negative influence that these cohort labels can have on workplace attitudes, in addition to the lack of scientific rigour that underpins them.

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LSE Business Review, published 7 August 2023

Abstract

The arguments for a diversified workforce are clear. But more research is needed to capture the benefits of diversity for organisational performance. Ken Mayhew writes that if diversity is to enhance the performance of organisations, giving agency and voice to all employees is what matters. A key question is how widespread and strong voice and agency actually are in the modern labour market.

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LSE Business Review, published 24 July 2023

Abstract

In a low-growth, low-productivity, low-birth rate era, with the pensions time bomb ticking away, keeping people working longer is crucial. But older workers are often overlooked for recruitment or promotion due to prejudice and ageism. Karina Robinson writes about her own experience and says that the problem risks getting worse, as more than half of today’s 5-year-olds in developed economies will live to at least 100.

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LSE Business Review, published 10 July 2023

Abstract 

The US Supreme Court’s decision to end affirmative action at universities doesn’t end there. Conservative voices are now taking aim at corporate diversity programs. Tamara Box writes that it will be more difficult to achieve racial diversity in companies and organisations, as the numbers of university‐educated people of colour will drop and the pool of talent from which to draw tomorrow’s leaders and workers will shrink significantly.

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LSE Business Review, published 8 June 2023

Abstract

At age 81, American TV personality Martha Stewart graced the cover of the Sports Illustrated magazine. As we live longer, these high-profile celebrity moments make us question our own aspirations regarding health, relationships and careers. Daniel Jolles and Teresa Almeida list ways in which leaders must focus their efforts to capitalise on the increased workplace age diversity that comes from these longer lives.

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LSE Business Review, published 8 June 2023

Abstract 

Many of the changes to the workplace over the last few years were unexpected, requiring strong leadership skills to navigate unknown territory. Based on previous interviews they have done with 100 employees across financial and professional services, Yolanda Blavo and Jasmine Virhia list five actions leaders can take to improve productivity and the inclusion of all employees.

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California Management Review, published 9 May 2023

The article discusses the effectiveness of adopting a “remote-first” approach to support productivity in organisations. It emphasizes the importance of maintaining collaboration, communication, and engagement among remote and hybrid teams. The authors highlight the challenges and benefits of remote work, including reduced commute times and increased flexibility. The piece also highlights the need for clear communication, reliable technology, and a focus on outcomes rather than micromanagement. It concludes by suggesting that a wellbalanced remote-first strategy can lead to improved productivity, job satisfaction, and overall success for both employees and organisations.

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LSE Business Review, published 30 March 2023

Abstract

Very little is known about the effects of diversity on both individuals’ and firms’ productivity. Research is needed to explore this relationship in the various dimensions of diversity, such as race, gender, age and others. Giorgia Cecchinato writes about the main topics that are driving the discussions on diversity, inclusion and productivity.

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LSE Business Review, published February 2023

Abstract

Our first language shapes how we think. Each one of us carries unique knowledge and different ways of dealing with complex problems. Bringing together people from diverse language backgrounds can spur creativity and innovation in the workplace. Teresa Almeida presents four actions to create a more inclusive work environment for people of all mother tongues.

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March8, published 19 November 2022

Abstract 

A hundred companies in the UK have switched the typical five-day work week to a four-day work week with no loss of pay. The companies participated in the 4 Day Week Campaign, hoping to change Britain’s approach to work.

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Financial Times, published 21 July 2022

Abstract

Can diversity bring better outcomes in business? The lazy answer is simply “yes”, given the question is so complicated. The truth is that diversity is linked to better business outcomes, particularly when the job involves innovation, creativity and the assessment of risk: think investment banking, asset management and venture capital. This article, and my wider work, focuses on diversity in these sectors and in professional services.

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Fast Company, published 24 May 2022

Abstract

Today, leaders face increasing calls for more flexibility, low employee engagement, the Great Resignation and all-time high levels of burnout. Is the four-day workweek the solution to achieving work-life balance? Almost weekly, companies around the world announce they are experimenting with four-days at work, three-days off. But does it work? And do certain groups of workers benefit more than others?

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LSE Business Review, published 3 February 2022

Abstract

In a world of ageing populations, extending working lives is widely viewed as an economic necessity. With up to four generations working alongside each other, organisations must ensure that their workplaces are inclusive, avoiding individual, interpersonal, and organisational harm. Sharon Raj writes that age discrimination can lead to the formation of workplace ingroups and outgroups, which reduces information sharing and collaboration. She discusses ways to address ageism in the workplace.

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LSE Business Review, published 23 November 2021

Abstract

It is a consensus that diversity is beneficial for organisations. But research on how diversity relates to each workplace outcome still contains mixed findings. One hypothesis states that positive and negative outcomes occur in parallel. Frederick Herbert and Paris Will discuss the empirical findings on the differential outcomes of diverse teams based on temporal dynamics and suggest ways to tailor initiatives better.

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LSE COVID-19 Blog, published 15 December 2020

Abstract

Financial services firms have regarded flexible working as an option for women struggling with family responsibilities. Now that it has become the norm, says Grace Lordan (LSE), they have an opportunity to measure whether it is cost-effective. Once men begin to see it as good for business, the penalty women pay for choosing flexible working will shrink.

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LSE Business Review Blog, published 20 November 2020

Abstract

If you were to ask a randomly selected member of the baby boomer generation what success looks like when it comes to diversity and inclusion, there’s a good chance you’d be told it was ‘representation’ (Smith, C.; Turner, S., 2015). In the representation paradigm the goal is simply about the head count – it is a numbers game. Each year a company should aim to increase the proportion of staff who aren’t white, heterosexual, neurotypical males so that their business becomes more representative. It seems an admirable enough first step to take, but there’s reason to think a focus on a different kind of number might be equally, if not more, important.

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LSE Business Review Blog, published 14 October 2020

Abstract

Workplaces are constantly evolving in the modern-day world. As such, business leaders must be readily adaptable in responding to new situations and problems as they occur. This continual advancement can cause a shift in the focus of an organisation’s business goals. Two areas that have seen recent prolonged interest within organisations are: innovation, and diversity and inclusion (D&I).

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LSE Business Review Blog, published 30 June 2020

Abstract

It is easy to talk about caring about diversity and inclusion. In fact, it would be hard to find a professional worker these days who would declare that they did not in public. It is also far too easy to write policies that are not enforced and make promises for change that go unfulfilled. This makes it all the more important to separate the leaders that take action from those that only talk about taking action. How can this be done?

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LSE Business Review Blog, published 9 June 2020

Abstract

To quote Singapore’s senior minister Tharman Shanmugaratnam from his national address last month, “the future begins now”. That future will be dramatically different not only for governments and individuals but also for big business and big finance. A silver lining to the devastation of COVID-19 could be the onset of a new era for both stakeholder capitalism and sustainable investing.

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