Blog - Office Today from BakkerElkhuizen articles

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16 tips for good workplace design Good seating position

1 Chair height: feet flat on the ground with your knees at an angle 90-110º. If necessary, use a footrest if you are unable to adjust the height of your desk yourself. 2 Desk height: at elbow height so that you sit in a relaxed position. 3 Armrest height: just below desk height so that you can move close enough to the desk to work comfortably. 4 Tilt the backrest of your chair back a little for good support. The backrest should be set at an angle of between 90º and 120º.

5 Screen height : top of the screen a little below eye height. Use a monitor support or flat screen arm if necessary.

6 Distance to screen: at least arm’s length. Use an external monitor of at least 19 inches, and an external keyboard and mouse.

Healthy laptop use 7 Avoid using a laptop for long periods of time (>2 hours a day) without measures to improve comfort. Use a laptop holder or additional screen with an external keyboard to reduce the strain on your neck and increase your comfort.

Work ‘in-line’ 8 Place documents, tablet or smartphone in line with the screen at a slight incline in order to facilitate reading without having to angle or arch your neck. Use a in-line document holder.

Mouse in line with the shoulder 9 Avoid having to reach for the mouse; use a compact keyboard, with a separate number pad that can also be positioned on the left if necessary. Increase productivity by also using a separate compact keyboard when working on a laptop or tablet. 10 For extra comfort, use a large heat-insulating mouse mat. The mouse cursor moves smoothly across the screen on any table and the mouse hand stays warm.

Multiple monitors 11 Work with two monitors if you regularly work with multiple applications at the same time. Place the s creen you use most straight in front of you. If you often have to compare data from several a pplications, then place both screens in front of you.

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Let’s WORK & MOVE 12 Use a chair with a tilting mechanism. Small tilting movements keep you fit. 13 Alternate between standing and sitting. Use a sit-stand desk. 14 Leave your workstation regularly and take a short walk. This increases your concentration and mental agility. Talk a walk of at least 3 minutes every hour. 15 Choose a workstation that suits your activities. From a meeting to brainstorming, from focused work to teamwork. 16 Give your brain an opportunity to exercise and relax. Regular pit stops increase your energy levels, concentration & performance.

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10 tips for mental fitness

Time management 1 Start and end your day at a fixed time. Maintain a fixed pattern.

2 Avoid distractions. Put your smartphone away, turn off (push) notifications and create a quiet working environment. 3 Limit the amount of time you spend on something. 4 Create a to-do list.

Work & private balance 5

Take sufficient recovery moments Take a regular break, go for a walk, take time for lunch or grab a cup of coffee. for example. By taking short pit stops you make sure that you are energized and your head is clear.

6 Mental and physical movement By taking regular mental and physical movement moments, you will increase your productivity, staying focused and energetic

7 Keep work and private life separate Find a way to separate home and work life when working from home

Working environment 8

Provide your own workplace Choose a space in your home and make it your workplace. Agree with your family if you’d rather not be dis turbed when working.

9 Work with the right tools Try to use an external keyboard, mouse and laptop stand when working with a laptop. If possible a good chair and a nice desk.

10 Make sure the space is well adjusted. Ensure a comfortable temperature and ventilation.

Would you like more information? If you would like more information about a good people-oriented workplace, want more tips on how to successfully work at home, or if you have questions about our products, please contact us. - Homepage: www.bakkerelkhuizen.com - E-mail: info@bakkerelkhuizen.com - Phone: +44 203 6083569

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Burnout at work: can we prevent it? How do our neighbouring countries do it?


Employee burnout is something that every organisation in every country has to deal with. Burnout is the condition of mental exhaustion that follows prolonged stress. In the Netherlands it is the top occupational disease, and in our neighbouring countries too it is an issue that does not go unnoticed. Several countries have charted the general and economic consequences of burnout among workers and what it means for their mental and physical condition. How can organisations and their employees prevent it? Are there tools that can help employees find the right work-life balance, as well as keep things calm during work and monitor the amount of pressure?

60% 44%

47%

52% 49%

In Europe In the Netherlands, 60% of employees experience work-related stress either regularly or very often. This percentage lies above the European average of 53%. In France 49% of employees experience work stress, in Belgium 47%, in Germany 52%, and in the United Kingdom 44%. These percentages are below the EU27 average (OSHA, 2013). Work-related stress and burnout are an important issue for the European Agency for Safety and Health at Work (EU-OSHA).

work-related stress international 2013 the Netherlands European average France Belgium Germany United Kingdom 0

10

20

30

40

50

60

70

Figure 1: Percentage of employees indicating that work stress occurs ‘regularly’ or ‘very regularly Source: European Agency for Safety & Health at Work (EU-OSHA)

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80

90

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United Kingdom In the United Kingdom, 526,000 people experienced burnout, work stress and/or an anxiety disorder in 2017. This implies a loss of 12.5 million working days. In addition, 49% of all sick days can be ascribed to mental exhaustion. A report from 2014 suggests that this disease costs 4.5% of the British gross domestic product Source: https://health.spectator.co.uk/workplace-stress-is-costing-british-companies-a-fortune/

Germany In the DEGS1 study (2012), the Robert Koch Institute estimated the specific prevalence of burnout in the general population to be at 4.2%. Calculated for 45 million workers, this corresponds with 1.89 million potentially affected individuals. More specifically: The average duration of sickness absenteeism related to mental illness is 34 working days, and 14.7% of sick days can be traced back to mental conditions. This translates into €2.9 billion in sickness benefits. Source: https://www.management-circle.de/blog/infografik-depression-burnout/

France According to the INRS (French National Research and Safety Institute for the Prevention of Occupational Accidents and Diseases), the social costs of work-related stress are estimated at 2 to 3 billion euros, including costs for healthcare, sickness absenteeism, interruption of activities and early death.  The Netherlands The yearly TNO Arbobalans, which monitors working conditions in the Netherlands, shows that 22% of sickness absenteeism is related to mental conditions such as overwork and burnout – the equivalent of 2.4 billion in costs. The amount for burnouts cannot be isolated from this total, but it gives enough of an indication.

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What is the difference between stress and burnout? Burnout and excessive stress are often intermingled. But what differentiates burnout from stress? One could say that burnout can often be an effect of stress. If stress is bothering us, it always points to an excess. We ask too much of ourselves, physically and mentally, but often have the idea that in the end we will be in control of it. Burnout, by contrast, often means ‘not enough’. With burnout we speak of a lack of motivation: it’s not going to get better. People with burnout tend to see no positive changes to their situation.

Germany Nearly nine out of ten Germans are stressed by work. Some are so stressed that they already display signs of burnout. More than half of workers have at the very least low back problems, constant fatigue, internal tension, apathy or sleep disorders. In Germany, 61% of people complain about back pain or exhaustion – 23% with frequency. In addition, 54% of respondents think about their work all the time, which probably contributes to 53% getting a poor night’s sleep. ‘These are all probably symptoms of burnout’, says Dr Gerd Herold, a physician at pronova BKK. According to the study, it is why 50% of workers see a moderateto-high risk of burnout for themselves. Source: https://www.pronovabkk.de/ | https://www.presseportal.de/pm/119123/3912240

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Signs of burnout 1. Less physical energy – Prolonged exposure to stress can exhaust a person physically, so people feel constantly tired and do not have the same energy they used to. 2. Emotional exhaustion – People become very impatient, are in a bad mood, are more easily frustrated with things that are normal, or feel sad for no clear reason. 3. Low resistance – When people are stressed, their immune system is one part of the body that is very much affected. People suffering from burnout usually get a message from their body that something has to change, making them more sensitive to colds, the flu and other diseases. 4. N eglecting personal relationships – People with burnout often retreat from personal relationships. 5. More pessimistic thinking – When people have burnout it is hard to get excited about things, expectations of good things happening wane, and it is difficult to put negative events behind. 6. Working more inefficiently – For people with burnout it is already difficult to get out of bed, let alone do their best at work.

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What causes burnout? Burnout has different causes – sometimes private or personality-related, sometimes work-related. 1. Unclear goals – A company’s lack of clarity about how employees can perform well. This makes it difficult for employees to trust their abilities and feel self-confident. They will not enjoy their work as much and may miss the feeling that they are performing their work well. Other causes of burnout can be a vague or poorly explained description of tasks, constantly changing demands and unclear expectations. 2. Impossible goals – Set goals can also be unrealistic, in which case it is impossible to meet them. For example, employees often become frustrated and stressed when they have to do too much and do not have enough time to perform their tasks well. They will work hard but will not feel they are succeeding, which may increase the chances of burnout.

526,000

12.5 million

Workers suffering from work-related stress, depression or anxiety (new or long-standing) in 2016/2017

Working days lost due to work-related stress, depression or anxiety in 2016/2017

Stress, depression or anxiety by cause, averaged 2009/2010-2011-2012 Other

21%

Workload

14%

Changes at work

8%

Violent, threats or bullying

13%

Lack of support

44%

Figure 2: Stress, depression or anxiety by cause, averaged 2009/2010-2011-2012 Source: https://www.kent.ac.uk/safety/oh/Documents/HSE%20MH%20Stats%202017.pdf

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3. Too much stress, little rest – Not every job or function can be done within a 9-to-5 time frame. This is not a problem as long as the need for extra input is recognised. When this is the case, employee motivation will rise. But when extra input is constantly expected and workers have no time to catch their breath, things can get problematic.

In France Seven out of ten workers report having an exhausting job. 92% of managers have to concentrate for long periods and 75% must make very quick decisions, 47% of people in managerial positions have dif ficulty managing their priorities and 79% of them are constantly being interrupted while they work, which increases their feeling of nervous fatigue.

Source: Malakoff-Médéric, 2016

In Germany The main reason for the feeling of mental and physical exhaustion is the constant pressure that people feel (deadlines) (34%), followed by emotional stress from clients (30%), overtime, and a poor work atmosphere (29%). Source: The “Company Health Management 2018” study was conducted in February 2018 on behalf of pronova BKK as part of an online survey. A representative survey of 1,650 employees nationwide was conducted.

4. Consequences of mistakes – People make mistakes, that’s just the way it is. But when the consequences of making a mistake are major (such as a lawsuit), work becomes more stressful. It should therefore not be surprising that medical personnel are at a higher risk of burnout. 5. No control – Independence is important. Employees often feel enthusiastic and motivated when they can make creative decisions and when they themselves can solve problems. Unfortunately, some people have no opportunity whatsoever to decide anything, which poses a greater risk of burnout.

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6. T oo little recognition – Giving a compliment, expressing appreciation. These are relatively simple ways to give people recognition for what they do. It is not about big prizes or bonuses: a pat in the back will often do. A negative atmosphere ensues if people are only addressed whenever something doesn’t go well. 7. Poor communication – Mutual communication is often underestimated. Problems in a company can be caused or enhanced by a lack of good communication. Issues such as unclear goals and insufficient recognition are aggravated by poor communication. Frustrations can occur when someone has a problem but feels that they cannot discuss this problem at work. Recovering from burnout In the end we all recover: some from work, others from illness, and others from a week of hard work. So if you want to have a lot of energy left, it would be useful to find out more about how recovery works. Imagine a top athlete who eats unhealthily every day and goes to bed late. What do you think will happen to this athlete’s performance? Most probably this person is not a top athlete anymore. An athlete who wants to perform at the top of his abilities sleeps enough, eats right, and keeps training to get better.

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What is the best way to recover from burnout? The sports world has a common term, ‘supercompensation’. This means that after a training an athlete recovers, in order to rise above his old level. Supercompensation is a term that is used only in sports, but the same could also apply for our mental and phy­ sical condition. Do you recognise the fatigue after making a deadline at work? When you come home, you could use a few days off. Your body is telling you that it would like to recover. If you follow the signals, everything turns out okay. But if you go back to work too soon because your environment is demanding it or because you are demanding it of yourself, in the end you will break. When you hit bottom, you have burnout – or as we say in sports, you are overtrained. You fall into a black hole, the consequences of which you only notice once you have calmed down. The body takes over in such cases. Time to act You have burnout, you are afraid you will get it, or you want to prevent it. What can you yourself do about it? Here are a few tips: 1. Get enough sleep and rest 2. Eat a healthy and varied diet 3. Move enough, also at work 4. Listen to yourself and trust it 5. Maintain social contacts

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Conclusion We began by stating that work-related stress/burnout has a major impact on organisations and workers in Europe. It remains a topic of discussion in the various countries, and every country deals with it in its own way. France In 2018 the French Parliament debated about recognising burnout as an occupational disease. The French member of parliament who proposed the legislation said that there were between 200,000 and 500,000 cases of burnout. The legislation did not pass. Germany Most workers feel under pressure from deadlines and requests from clients and bosses. In contrast to emergency physicians and air traffic controllers, for many office staff there is hardly a real reason to be under extreme time pressure, says Lutz Kaiser, CEO of pronova BKK. Employers and employees must proactively set boundaries in this respect. After a pleasant break we often find it easier to take the tasks upon us. United Kingdom The topic is discussed in relation to specific professional groups (medical personnel, social workers, public services). The Netherlands National policy in the Netherlands is mainly limited to legislation and enforcement. Employers are obligated to pay salary in sickness absenteeism cases for the first two years of the sickness. Dutch occupational guidelines recommend that concentrated work behind a computer screen must be alternated with other work or with a break after a maximum of two hours. To this end there are tools such as nudging software to coach workers to take a break on time and stop looking at the screen for a while.

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About BakkerElkhuizen and our WORK & MOVE employee well-being software At BakkerElkhuizen we believe that prolonged stable concentration is a myth, and that prolonged sitting is the cause of many health problems. If an employer expects a worker to sit and work with full concentration for a lengthy period of time, negative effects are bound to be seen in the short and the long term: more mistakes, less productivity, less concentration, less creativity, more stress complaints and higher percentages of sickness absenteeism. We recognise that workers have to regularly recharge their batteries. And this is why BakkerElkhuizen is implementing a new behavioural change programme: a smart software tool that uses dynamic ‘nudges’ to invite your employee to move, introduces variation in sit/stand moments, and offers cognitive pitstops. With WORK & MOVE employees work more efficiently and their employability will be more lasting and vital. Additional benefits of this software are: 1) the entire organisation can be reached (in in one go). 2) individual employees can customise the setup of the digital coach. 3) performance feedback (mouse use, shortcuts, follow-up). 4) link with LogicLink and Linak; this is how a large portion of the sit-stand desks are supported by our software. 5) workspace passport: you always have the right settings with you. And for the future: 6) a reporting tool. Interested? You can request a free trial version: https://www.bakkerelkhuizen.co.uk/productsupport/software/ work-and-move/downloads/

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Sources: http://onlinelibrary.wiley.com/doi/10.1002/job.4030020205/pdf https://www.gezondheidsnet.nl/stress-en-burn-out/nederland-heefthet-minst-aantal-burn-outs-in-europa https://www.vandale.nl/gratis-woordenboek/nederlands/betekenis/ burn-out#.XGKaj1xKiHs https://www.presseportal.de/pm/119123/3912240 www.hse.gov.uk/statistics http://www.burnout.nl/symptomen/burn-out-cijfers-en-duur-vanburnoutherstel/ https://ruudmeulenberg.nl/burnout/burnout-herstel/ https://www.optimalegezondheid.com/wat-is-een-burn-out/ http://www.lefigaro.fr/societes/2017/03/16/20005-20170316ARTFIG00172-enquete-cfdt-les-francais-aiment-leur-travail-mais-ils-ensouffrent.php https://www.capital.fr/votre-carriere/25-chiffres-etonnants-sur-lasante-au-travail-1295122 https://www.dominik-peschke.de/burnout/blog/wie-weit-ist-burnout-verbreitet-seltsame-statistiken https://www.thieme-connect.de/products/ejournals/abstract/ 10.1055/s-0035-1552702 https://www.eurofound.europa.eu/sites/default/files/ef_publication/ field_ef_document/ef18047en.pdf https://www.volksgezondheidenzorg.info/onderwerp/overspannenheid-en-burn-out/regionaal-internationaal/internationaal#nodeinternationale-vergelijking-werkgerelateerde-stress https://www.kent.ac.uk/safety/oh/Documents/HSE%20MH%20 Stats%202017.pdf European Agency for Safety & Health at Work (EU-OSHA)

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About BakkerElkhuizen Contact information BakkerElkhuizen Taalstraat 151 5261 BC Vught the Netherlands tel. 036 546 7265 fax. 036 546 7830 email: info@bakkerelkhuizen.com website: www.bakkerelkhuizen.com

BakkerElkhuizen develops excellent products for making computer use healthy and efficient. Products from BakkerElkhuizen display the perfect combination of function, ergonomics and design. BakkerElkhuizen advises and helps companies equip their workplace, including offices that use telecommuting and flexible working, so that each workstation receives the right solution and the right accessories. BakkerElkhuizen bases this on four workstation concepts: - permanent workstation - mobile workstation - flexible workstation - home workstation

We want to share our knowledge: Subscribe here to our newsletter http://www.bakkerelkhuizen.com/newsletters/ We would like to help you! We enjoy giving you the best possible advice, and because everyone and every organisation is unique, our specialists give tailored advice. Are you looking for a reseller of our products? Phone us (+31 36 546 7265) or send us a short e-mail (info@bakkerelkhuizen.com) with your question or problem and we will contact you within 24 hours with the right advice for you.

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The point of departure is that an employee must be able to perform his or her computer work comfortably, healthily and efficiently wherever he or she works. People come first in everything that BakkerElkhuizen does, whether it concerns developing new products, performing research or cooperating with suppliers, resellers and customers.



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FAQs for Employers and Employees in relation to home-working on a temporary Basis (COVID19) Introduction Many employers will be making plans to ensure that their businesses and organisations can continue to operate during the current COVID-19 virus pandemic. In line with the WHO and European Centre for Disease Prevention and Control (ECDC) advice, Ireland is trying to contain further transmission of the virus. Employers and employees all have a role to play in this. During this unprecedented time, many employees may be advised to work from home on a temporary basis. Employers have speci"c duties to ensure the safety, health and welfare at work of all employees. These duties include the employee’s workspace where employees are required to work from home. Employers may "nd the following frequently asked questions and answers useful when determining whether working from home is suitable. Employees will also "nd them useful in preparing themselves and the workspace in their home, if their employer has asked them to work from home.

FAQ’s for Employers

 1. What are the key duties of employers under the Safety, Health and Welfare at Work Act? Employers have speci"c duties to ensure the safety, health and welfare at work of all employees. These duties include the employee’s workspace where employees are required to work from home. Key duties that apply to the work activity and workspace include:


 managing and conducting all work activities to ensure, as far as reasonably practicable, the safety, health and welfare of employees,

   

providing safe systems of work that are planned, organised, and maintained, assessing risks and implementing appropriate control measures, providing safe equipment including personal protective equipment, where necessary, providing information, instruction, training and supervision regarding safety and health to employees, and

 having plans in place for emergencies.

2. What duties do employees have under the Safety, Health and Welfare at Work Act? If you are an employee working from home, you have a responsibility to take reasonable care of yourself and other people who may be a3ected by the work you are doing. Employees must:

 cooperate with their employer and follow their instructions,  protect themselves and others from harm during the course of their work, e.g. take care of any equipment provided and report any defects immediately to the employer,

 report any injury arising from work activity to their employer immediately, and  follow procedures that have been put in place by their employer.

3. What responsibilities do I have as an employer in relation to home workers? Responsibility for health and safety at work rests with the employer whether or not that work is being done at the worker’s home. Employers need to consult with their employees to assure themselves:

   

that the employee is aware of any speci"c risks regarding working from home, that the work activity and the temporary workspace are suitable, that they provide suitable equipment to enable the work to be done, and that there is a pre-arranged means of contact.

4. What equipment must I provide for my employees to enable them to work from home? Equipment already in use in the workplace e.g. laptop, mouse, monitor, keyboard and headset could be used for temporary home-working. If the employer provides any equipment, it must be in good condition and suitable for the work activity. Note: Suitable equipment already available in the employee’s home can be considered for temporary work from there.

5. What questions do I need to ask employees in relation to their temporary home work space? As an employer, you must determine whether the temporary home workspace is suitable for


the work you want the employee to do. Examples of questions you could ask about the temporary workspace include the following:

   

Do you have a suitable space to work from temporarily? Can you access the workspace easily and safely? Is there adequate light, ventilation and heat to allow you to work comfortably? Is there enough space to allow you to work without twisting, bending or sitting/standing awkwardly?

 Is there enough workspace to accommodate the equipment or other materials needed for the activity?

 Is the =oor clear and dry, e.g., kept clear of electrical cables or anything else you could trip over / slip on?

 Is the workspace free of clutter?  Are electrical sockets, plugs and cords in good condition e.g. no charring, exposed wiring or frayed cables?

6. As an employer what do I need to consider when preparing vulnerable workers, those with disabilities, or sensitive risk workers to temporarily work from home? (e.g. pregnant employees, young persons and those with mobility needs) In requesting an employee from a sensitive risk group to work from home, the employer should consider the suitability of the person to the work in the context of their home working space. It is essential that work tasks and working conditions do not adversely a3ect the health of employees with a disability, pregnant employees, and young workers. The employer should consider the following in relation to the employee’s work and workspace:

      

safe access to the workspace the equipment necessary to complete the work su>cient workspace adequate lighting, heat and ventilation to allow comfortable working adequate breaks regular contact emergency contacts and procedures

Further information on 'Sensitive Risk Groups' (/eng/Workplace_Health/Sensitive_Risk_Groups/) can be found here.

7. What do I need to consider where employees are using computers and digital technology when home working? Employees should be given information on issues associated with the work to be undertaken at home. For temporary home working the following should be considered:

 varying work tasks to ensure that employees are not working in the same position for long periods of time.


 advising employees to review where the screen is located e.g. situated away from window so as not to cause glare

 placing equipment so as to minimise twisting or overreaching  having enough work space for the equipment and any other materials needed to carry out the work

 encouraging employees to take regular breaks and to stand and move for one minute every hour For further information use our ‘Position Yourself Well’ (/eng/topics/covid-19/covid19_faqs_for_employers_and_employees_in_relation_to_homeworking_on_a_temporary_basis/position_yourself_well_12mar20.pdf) guidance which can be given to employees working from home on a temporary basis.

8. What other general supports and means of communication do I need to put in place for home workers? Working from home can result in employees feeling isolated, working longer hours and blurring the lines between work and family life. It is important that employees know they have support at all times during working hours. Employers should consider the following:

    

ensuring all contact details for employees are on "le and agree means of contact arranging regular updates via phone, web or email with each employee providing employees with emergency contact numbers arranging IT support in the event of technical problems where relevant providing employees with information detailing when it is important for them to contact their employer

 making sure work is organised in such a way that the employee takes regular breaks and can separate his/her work life and daily life

 providing employees with regular feedback on their work  encouraging employees to maintain contact with colleagues

9. Where can I 6nd further information? Further information is available at www.hsa.ie or you can email your enquiry to wcu@hsa.ie (mailto:%20wcu@hsa.ie). For daily updates on Covid-19, visit www.gov.ie/health-covid-19 (https://www.gov.ie/healthcovid-19). Other useful sources of information are: https://www2.hse.ie/conditions/coronavirus/coronavirus.html (https://www2.hse.ie/conditions/coronavirus/coronavirus.html) The HPSC also provide advice for speci"c groups and settings including employers, healthcare professionals and education settings https://www.hpsc.ie/ (https://www.hpsc.ie/)


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Working from how – Where are we now? 8 facts about working from home in the UK Working from home is not a new phenomenon. The number of people working from home in the UK has grown year on year. In 2019, 30 percent of employees reported some working from home.

However, the government's call in March to work from home as much as possible led to millions of employees working (completely) from home from one day to the next. For some a new phenomenon, for others a (signi cant) intensi cation of their home working. What stands out?

1. Sit, sit, sit…

Physical working conditions There is a signi cant increase in the number of hours of screen work. Whereas in 2019 69.3% were still using computer screens for more than 6 hours a day, by mid-2020 this had risen to 87.3%1. Not only during working hours, but also during leisure time. Sitting during work - 6.55 hours 2019 > 7.10 hours 2020 Sitting during leisure time - 3.33 hours 2019 > 4.20 hours 2020


This means that there is an increase in sitting from 9.88 hours per day to 11.30 hours. Making repetitive movements is also clearly increasing. At the time of measurement, more than 36% of home-based workers made regular repetitive movements, while at the end of 2019 this was only the case for 19%.

2. Longer, shorter, the same Working hours Data from the O ce for National Statistics2 shows the below impact on working hours when employees work from home. • 30.3% of employees report working longer hours when working from home • 34.4% of employees reporting working fewer hours when working from home • 35.3% of employees report no change to their working hours when working from home We can conclude that in the UK there is an equal division between those who work longer, those who work shorter and those who work the same number of hours. In other countries around us we see that they mainly work longer hours.

3. Output and no-nonsense Productivity and e ciency About 46% indicated that they were more productive at home and were able to do more work. There are no clear outliers or peculiarities here according to sector or personal characteristic.

For a large group of home workers, e ciency has also increased considerably in comparison to the old situation. No fewer than 48.22% indicate that they are more e cient at the home workplace than in the o ce. This is also due to the fact that there are fewer useless consultations; face-to-face meetings do not have the same degree of e ciency that video calls do. Employees indicate that they spend 51.05% less time on these useless consultations.

4. Time to create Creativity Besides productivity and e ciency, the creative part of the brain is also switched on more often among home workers. 1 out of 4 employees indicates to have been more creative during the period working at home than normal (26.79%).

5. Remote meetings, remote life More positive experiences with remote meetings We do everything remotely. Christmas dinner with family, celebrating birthdays, meetings with colleagues, Friday afternoon drinks. Everything is done remotely. Compared to the beginning of the Ccovid-19, people have become slightly more positive about teleconferencing. In particular, an increase can be seen in the proportion of people who consider remote conferencing just as productive as face-to-face meetings (43% previously, now 55%) and who consider remote conferencing suitable for most appointments (54% previously, now 67%).

A very large majority (around 80%) expects to continue remote conferencing more often as long as there are


still Ccovid-19 in place. The proportion that expects to meet more often at a distance after the COVID-19 crisis has increased since the start of the covid-19 crisis, from around 36% to around 60%.

6. A good place to work Home o ce The COVID-19 measures, including keeping one's distance, washing one's hands and the provision and use of protective equipment, are less important for home workers during work. On the other hand, a good workplace is even more important for home workers: a good desk, a good o ce chair and good equipment. This certainly does not appear to be well facilitated in all cases. It is also important to decide whether to work at home permanently for the time being or whether there are prospects of returning to the o ce.

The majority of home workers have a desk (67%), a separate monitor (63%) and/or a separate standard mouse (86%). Slightly less than half of the homeworkers have a well-adjustable chair.

Employees who are now forced to (partly) work from home generally have fewer resources than people who already work from home completely. Only 33 percent5 of the homeworkers have all the necessary tools. For the most part, these items were already at home before the COVID-19 crisis. The mouse and the monitor were most often provided by the employer, and the chair and desk were relatively often purchased by the workers themselves.

More than 40 per cent of homeworkers indicate that they need additional resources in order to set up the home o ce properly. This is about the necessary basic items and not about ergonomic tools.

7. More illness Absenteeism The absenteeism rates in this period are dominated by the COVID-19 virius with u / cold symptoms (24.5%) and headache (10.6%). In addition, psychological complaints, stress or burnout (12.6%) make the largest contribution to the absenteeism gures among employees. Fatigue and concentration problems (8%) come in a good third place.

It is expected that physical complaints will increase due to the growth in working hours, the decrease in natural breaks and the increase in sitting compared to exercise. 40.87% indicates that they have more problems with physical complaints (shoulders, neck, arm back) since working from home.


8. Being a parent, partner, friend, employee in only one environment Work-life balance To keep psychological complaints in check, it is important to look at the work-life balance. Especially when there are no clear boundaries between the workplace and the private environment. Working where the children are playing or playing with the children where your workplace is leads to blurring in the mental and physical living environment. For example, 45.01% indicate that there is no proper separation between work and private life. There must be an opportunity to switch o when the day is over and to fully focus on the private environment.

Looking back: a year of COVID-19 What have we achieved in our working conditions? As far as working conditions are concerned, the changes in the world of work can be divided into four phases, which for many have begun with the rst lockdown in 2020. In the UK, we are now entering the third phase, which relates to ergonomic equipment when working from home. 1. First our technological systems had to be put in order to make it possible to work from home at all; 2. Employees then had to nd or create a suitable place at home to be able to work from home in peace (if that was possible at all); 3. Now we must ensure that we can work from home in a healthy way, without all the mental and physical problems that it entails; 4. It is still unknown when this phase will begin, but a future model will have to be considered that takes into account both the advantages and disadvantages of working from home. What is the ideal mix of home and o ce? The initial phase also shows that there is a shift in the thinking of companies and managers. Many jobs that were considered unsuitable for working from home before the pandemic can now be done from home. The increased desire of employees to be able to use mobile working from home or the home o ce in the future has also increased as a result of the changes in the world of work described above.

However, working from home has changed the physical and psychological working conditions considerably. Employees sit more and the lack of appropriate tools in the home o ce leads to physical complaints. Attention should also be paid to the fact that many employers expect employees to be able to concentrate better when working at home, although this is not self-evident (e.g. if there is a lack of space or if there are children at home). There are also challenges for employees and employers when it comes to collaborating creatively on projects, as this is seen by many as more di cult.


This new mental and physical reality of working from home increases the need for appropriate support for employees by employers. In addition to these challenges, there are also many positive aspects to working from home, both for employees and employers. Research shows that productivity, time savings and job satisfaction can increase when people have the opportunity to work at home without being subjected to greater stress. Ideally, this will lead to more motivated employees, more productive work and thus more pro t.

Therefore, it is now important to ensure that employees can work at home in a healthy and productive manner without developing the mental and physical problems that can result. This challenge can be solved through regular breaks and coaching, and by relieving our bodies with ergonomic tools.

Sources 1. https://wp.monitorarbeid.tno.nl/wp-content/uploads/2020/11/TNO_Rapport_NEA-Covid.pdf 2. https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeetypes/bulletins/coronavirusandho by-occupation 3. https://employeebene ts.co.uk/67-uk-work-e ectively-home/#:~:text=Two- fths (42%) have,family life easier to balance. 4. https://www.cnv.nl/actueel/nieuws/nieuwsdetail/cnv-onderzoek-thuiswerker-vaker-last-van-fysiekeklachten/ 5. https://wp.monitorarbeid.tno.nl/wp-content/uploads/2020/11/TNO_Rapport_NEA-Covid.pdf

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In order to be able to work at home and be at least as productive as in the o ce, you will need to meet a number of preconditions. Below you will nd 10 tips for working comfortably and productively at home.

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Home workstation underexposed in Europe


Introduction The International Comparative Flexible Working Survey 2013 showed that the number of people working at home is increasing rapidly. Remarkably, HR professionals in Belgium, the Netherlands, Germany and the United Kingdom thought that home workstations are essentially the responsibility of their employees.

1


The figures In the Walloon provinces of Belgium, the highest percentage of the surveyed HR professionals (89%) thought that the (quality of the) home workstation is basically the responsibility of the employee. The United Kingdom and Flanders followed in the middle group and in the Netherlands and Germany only 71% of the respondents agreed with the given statement. If the employee was not thought to be responsible for his/her home workstation, the respondents named the HR and ICT departments as being responsible. Significantly, in the Walloon provinces of Belgium and the United Kingdom, the ICT department was said to be responsible, while HR was held responsible in the Netherlands, Germany and Flanders.

Quality A logical consequence of the fact that employers currently place the responsibility on their staff is that the organizations have no insight into the quality of the home workstation. In the Netherlands and Belgium, more than half of the organizations have no insight into this. In Germany, this percentage is 44%. Only in the United Kingdom did a majority of 57% evaluate the home workstation as ‘adequate’ or ‘good’. To monitor quality, in England special home visits are being performed. This would be a smart idea for other countries where home visits currently are seldom if ever performed.

2


Duty of care A home workstation must also comply with the minimum legal requirements. Consider, for example, an individual keyboard, a laptop stand and an individual mouse device. In the Netherlands, the employer has a so-called duty of care towards staff, also when it concerns a home workstation. The role of the employer in this regard is also important in other countries. Within the scope of good employment practices and having a healthy and efficient staff, giving home workstations (extra) attention pays. Since work is often performed in different places in the home, having accessories that can be moved around and stored easily is especially important. The advantage of these kinds of ergonomic computer accessories is that staff can also use them at flex workstations at other locations.

3


About BakkerElkhuizen Contact details:

BakkerElkhuizen develops excellent products for making computer

BakkerElkhuizen International B.V.

use healthy and efficient. Products from BakkerElkhuizen display the

Taalstraat 151

perfect combination of function, ergonomics and design.

5261 BC Vught the Nederlands Tel. +31 36 546 7265

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email: info@bakkerelkhuizen.com website: www.bakkerelkhuizen.com

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Copyright and all other proprietary rights in the Content (including but not limited to software, audio, video, text and photographs) rests with Bakker & Elkhuizen Holding B.V. or its licensors. All rights in the Content not expressly granted herein are reserved. Except as otherwise provided, the Content published on this Web Site may be reproduced or distributed in unmodified form for personal non-commercial use only. Any other use of the Content, including without limitation distribution, reproduction, modification, display or transmission without the prior written consent of BakkerElkhuizen is strictly prohibited. All copyright and other proprietary notices shall be retained on all reproductions

4


Work Smart - Feel Good

How do you facilitate sustainable performance at work? Reconcile the ambitions of your organisation with those of your employees


Introduction The consequences of increasing digitisation include (excessive) pressure of work and a lack of physical exercise. But despite these negative consequences of digitisation, there are also positive outcomes. Digitisation is essential for cost control LQ RUJDQLVDWLRQV 7KXV FRQƮLFW DULVHV EHWZHHQ WKH QHHGV RI organisations and those of employees. How can the interests of employees and organisations be accommodated simultaneously?

2


Digitisation of work We use digital systems that are becoming increasingly smart and taking over tasks we previously carried out ourselves. Cost saving is an important reason for digitisation. In the private sector, there LV SUHVVXUH IURP VKDUHKROGHUV WR LQFUHDVH SURƬWV ,Q WKH SXEOLF sector, cost saving is essential because an aging population is causing increased expenses and a lower income. In this case, the forecasts are unfavourable: a restrained economic situation and a continually aging population. Couple this with minimal investments in innovation over the last decade and we can expect a further drive to cut costs.

Digitisation of work means a demand for increased production output per employee. We already see the outcome in practice: a lack of physical exercise, excessive pressure of work and longer hours spent working on a computer. Flexibility in time and location of work is a solution for providing further cost savings for the organisation and for increasing productivity per employee. It converts a large proportion of commuting time into working time, which increases the number of working hours per week.

3


It is highly likely that pressure to increase performance will intensify even more in future. Is work-life balance possible if pressure of work increases further? How can we shape this? How can this be reconciled with the aspirations of increasing numbers of employees who have to support parents and children simultaneously due to an aging population?

Creativity Organisations are innovating and economising

Free time

Care of children & parents Working longer

Productivity

Figure 1 Developments within organisations (left) and in employees’ personal lives (right) are placing more pressure on employees.

A new way of working is necessary! This new way should generate greater creativity, increased SURGXFWLYLW\ DQG VXƯFLHQW IUHH WLPH 7KH DVSLUDWLRQV RI organisations and employees can be reconciled in this way.

4


Dovetailing with management interests Health is important to the management of organisations insofar as it contributes demonstrably and more to the balance between income and expenses within the organisation than alternative investments (such as automation) do. 0DQDJHPHQW GRHV KRZHYHU KDYH DQ DQQXDO ƬQDQFLDO EXGJHW available for health complaints (which reduces every year), ODUJHU LQLWLDWLYHV UHTXLUH JUHDWHU ƬQDQFLDO MXVWLƬFDWLRQ ,I LW LV NQRZQ ZKDW PDQDJHPHQW ƬQGV LPSRUWDQW WKH TXHVWLRQ is: how can we improve the performance of employees IXUWKHU LQ D ZD\ WKDW DOORZV HQRXJK IUHH WLPH WR IXOƬO personal aspirations? With the prerequisite that employees can sustain this until they reach pensionable age. :KHQ LW FRPHV WR SHUIRUPDQFH SURIHVVLRQDO VSRUW RƪHUV insights. An athlete has to improve for several years to excel DW WKH 2O\PSLF *DPHV $ OLWWOH EHWWHU HYHU\ GD\ ,QMXULHV are part of the process of continual improvement. The extent of recovery determines what training load leads to improvement. Recovery is the guiding factor for improved performance of top athletes. Recovery is also a solution for enabling employees to sustain improved performance.

5


Recovery intervals for knowledge workers It is obvious what recovery entails for professional athletes: namely, inactivity after a gruelling training session. This is more complex for knowledge workers who predominantly carry out work that requires concentration while sitting. The same way a professional athlete requires variation in heavy training, namely sitting or lying, a knowledge worker also requires variation. Between sitting and moving or standing. Between focusing RQ D SURMHFW DQG IRFXVLQJ RQ VRPHWKLQJ HOVH ,I LQGLYLGXDOV FDQ follow their own preferences during recovery intervals, the HƪHFW LQFUHDVHG FRQFHQWUDWLRQ LV PD[LPLVHG DQG WKHUH LV D demonstrable improvement in performance at work. Besides, it is precisely the combination of physical and mental activity WKDW OHDGV WR D VXVWDLQDEOH UHVXOW EHFDXVH WKH KHDOWK HƪHFWV are minimised in the long term. Three minutes of movement HYHU\ KRXU KDV WKH GHVLUHG HƪHFW RQ SHUIRUPDQFH DQG KHDOWK

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(ƪHFW RI DFWLYLW\ UHJLPH RQ FUHDWLYLW\ (average number of new ideas). Source: Oppezzo and Schwartz (2014).

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For managers in particular, two studies illustrate the relevance of recovery intervals during work for improved performance. Oppezzo and Schwartz from Stanford University studied the FUHDWLYH RXWSXW RI WHVW VXEMHFWV LQ D VHULHV RI H[SHULPHQWV 7KH\ KDG WKH WHVW VXEMHFWV VLW ZDON RU DOWHUQDWH EHWZHHQ sitting and walking. The number of new ideas that test VXEMHFWV FRQFHLYHG DIWHUZDUGV YDULHG GHSHQGLQJ RQ WKH activity regime (Figure 2). Creativity was lowest when test VXEMHFWV UHPDLQHG VLWWLQJ FUHDWLYLW\ ZDV KLJKHVW ZKHQ WKH\ walked continually, or alternated between walking and sitting. Three minutes of walking every hour increases creativity.

In an astonishing study, Danziger and colleagues studied which IDFWRUV DUH RI LPSRUWDQFH LQ MXGJHVo GHFLVLRQV DERXW HDUO\ UHOHDVH RI SULVRQHUV )LJXUH 7KH VHULRXVQHVV RI WKH RƪHQFH WKH W\SH RI RƪHQFH WKH ODZ\HU DQG WKH SULVRQ DOO KDG DQ LQƮXHQFH +RZHYHU WKHUH ZDV D VLQJOH IDFWRU RI LQƮXHQFH WKDW ZDV QRW LQƮXHQFHG E\ WKH RWKHU IDFWRUV IDWLJXH 7KH MXGJHV UHOHDVHG RI WKH SULVRQHUV DW WKH VWDUW RI WKH GD\ DIWHU WZR KRXUV WKDW ZDV Sitting

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Percentage of early releases during the working day. 65% of prisoners were released at the start of the working day. Source: Danziger et al. (2011)

well-considered decision due to fatigue. Subconsciously, they chose not to weigh up the possible consequences and to leave the situation as it was: no early release. Recovery intervals are critical when decisions with serious consequences are taken.

7


Sustainable performance with tools and techniques ,Q DGGLWLRQ WR UHFRYHU\ SURIHVVLRQDO VSRUW DOVR RƪHUV DQ insight into improving performance: the use of performance enhancing tools and techniques. Top athletes use the best materials and techniques to perform better. For example, research has shown that employees work more quickly on a laptop if they have a laptop stand, an external mouse and an H[WHUQDO NH\ERDUG ,-PNHU ,Q DGGLWLRQ pWHFKQLTXHVq such as touch-typing and the use of hotkeys deliver clear performance gains. For both the scheduling of recovery intervals and the use of tools and techniques: employees must be absolutely clear on what they have to do and they must adapt their behaviour to experience the positive results.

8


Strangely enough, digitisation is necessary to reach employees DQG FRXQWHU WKH HƪHFWV RI GLJLWLVDWLRQ (YHU\RQH FDQ EH UHDFKHG via software, regardless of place and time. Traditional advice at WKH RƯFH LV QR ORQJHU VXƯFLHQW EHFDXVH LW LV GLƯFXOW WR RUJDQLVH employees and capacity within organisations is inadequate GXH WR FRVW HƯFLHQFLHV ,Q DGGLWLRQ WULJJHUV DUH QHFHVVDU\ WR replace habits with new behaviour. An example: in respect of the use of a sit-stand desk, it is necessary to activate employees YLD VRIWZDUH WR NHHS XVLQJ WKHVH DIWHU WKH ƬUVW PRQWKV

Conclusion Pressure on employees is increasing, both in terms of their work and personal lives. The solution to facilitating the aspirations of organisations as well as employees is to encourage a way of working that leads to increased creativity, higher productivity and safeguarding of free time. Important pillars in that way of working are the use of active recovery intervals after every hour of work, the use of performance enhancing tools and the acquisition of basic digital skills. To persuade management to invest, it is essential to dovetail with their strategy for cost savings and innovation. The outcome is that employees remain deployable until pensionable age.

Author: Dr. Stefan IJmker

9


About BakkerElkhuizen Contact details:

BakkerElkhuizen develops excellent products

BakkerElkhuizen International B.V.

IRU PDNLQJ FRPSXWHU XVH KHDOWK\ DQG HƯFLHQW

Taalstraat 151 5261 BC Vught

Products from BakkerElkhuizen display the perfect

The Netherlands

combination of function, ergonomics and design.

Tel. +31 36 546 7265

E-mail: info@bakkerelkhuizen.com

BakkerElkhuizen advises and helps companies equip their

Website: www.bakkerelkhuizen.com

ZRUNSODFH LQFOXGLQJ RƯFHV WKDW XVH WHOHFRPPXWLQJ DQG ƮH[LEOH ZRUNLQJ VR WKDW HDFK ZRUNVWDWLRQ UHFHLYHV the right solution and the right accessories.

BakkerElkhuizen bases this on four workstation concepts: - permanent workstation - mobile workstation ƮH[LEOH ZRUNVWDWLRQ - home workstation

The point of departure is that an employee must be able to perform his or her computer work comfortably, healthily DQG HƯFLHQWO\ ZKHUHYHU KH RU VKH ZRUNV 3HRSOH FRPH ƬUVW LQ HYHU\WKLQJ WKDW %DNNHU(ONKXL]HQ GRHV ZKHWKHU LW

We want to share our knowledge: Subscribe here to our newsletter

concerns developing new products, performing research or cooperating with suppliers, resellers and customers.

We would like to help you! We enjoy giving you the best possible advice, and because everyone and every

{

organisation is unique, our specialists give tailored advice.

Are you looking for a reseller of our products? Phone us (+31 36 546 7265) or send us a short e-mail (info@bakkerelkhuizen.com) with your question or problem and we will contact you within 24 hours with the right advice for you.

10


Interventions for vitality in the workplace; a comparison Employees to be more active


Introduction Modern technology lends itself to us spending a large part of the day sitting down. We have cars, laptops, home delivery services and Netflix; little physical activity is required on an average weekday. Many medical and psychological researchers question whether so much sitting is good for the body, and numerous studies into the physiological and cognitive effects of a sedentary lifestyle have meanwhile been carried out.

Sedentary behaviour includes activities that require little energy while sitting or lying, but not sleeping. What was evident? Physical activity is necessary for a healthy body and mind. The health risks associated with sitting for hours at a time every day vary from back and neck complaints to cancer, cardiovascular symptoms and metabolic disorders. A sedentary lifestyle also increases the risk of depression (Owen et al. 2012). Employees to be more active How do we get DSE workers to spend less time sitting and more time being active during the day? Vitality programmes that aim to encourage employees to be active can offer a solution. There is now great demand on the national and international market for such vitality programmes; running and bootcamp sessions during working hours, the use of “activity trackers” and physiological scans with relevant advice; there is plenty of variation, yet the guaranteed outcome of these vitality programmes is virtually always the same. Providers guarantee physically fitter employees, reduced stress and increased productivity. Often, the effectiveness of these interventions has not been evaluated, let alone the long-term effects.

2


So how do you sort the wheat from the chaff when it comes to the implementation of vitality interventions? What kind of intervention is the most effective in positively influencing physical and psychological outcomes amongst employees?

In short; What is your best bet if your HR department decides to make such an investment?

The long-term effects of Vitality Interventions Two very different workplace vitality interventions were compared in the American state of Texas (Taylor et al., 2016). A Booster Break fitness activity programme versus a Computer Prompts software activity programme. Both interventions ran for six months. Employees who qualified for evaluation had to spend at least five hours a day sitting while working.

The Booster Break Programme This programme provided a structured fitness programme in the workplace. The programme consisted of strength training, aerobic exercise and 60 seconds of meditation, all at the workplace during working hours. Sessions lasted 15 minutes daily and the exercises could be done in standard office wear.

3


The Computer Prompts Programme This programme consisted of a software programme that encouraged employees to get up and take a walk in the corridors, on the stairs, or outdoors. Time spent sitting was interrupted with prompts to encourage three-minute breaks at five one-hour intervals a day. If followed correctly, the breaks totalled the equivalent of the Booster Break Programme. The Usual Break Routine Participants in this group were asked to continue their usual “break” behaviour and received no further intervention. Normal breaks consisted of fetching coffee, chatting to colleagues, etc. Boosterbreak vs. Computerprompts The comparison of these interventions included looking at different categories of effect; • quality of life scores (social support at work, perceived stress and physical and mental health), • lifestyle (BMI, waist/abdominal circumference, weight, number of steps taken per week and per day), sitting habits (computer use in minutes, television habits, sitting habits throughout the week, sitting habits over the weekend), • cardio-metabolic indicators (cholesterol, triglyceride levels in the blood, glucose levels and blood pressure). In presenting their results, Taylor et al. (2016) decided to report on both inconsistent and consistent participation in the Booster Break Programme. They defined consistent participation as attending 80% of the programme.

4


Consistent attendees Consistent Booster Break participants had higher weekly pedometer scores after the intervention. And whereas BMI increased amongst participants who continued their usual break routine, this did not happen in the Computer Prompts and Booster Break groups over time. Weekly sitting increased in all groups during this six-month period, but more so in the Usual Break group. Significant decreases in weekend sitting were recorded amongst both the Computer Prompts and Booster Break intervention groups. Inconsistent attendees Not taking into account the 80% participation limit in the Booster Break intervention, some effects disappeared to the detriment of the condition of Booster Break participants, such as in the behavioural measure of weekend sitting habits.

5


Conclusion Results show that both computer prompts and structured exercise interventions can be beneficial to health, and that each intervention offers its own set of positive outcomes. If you as an employer wish to give your employees ownership of their health, then the software programme may be more effective. The spill-over into positive weekend behaviour in terms of health proved more stable for those who were given computer prompts. The Booster Break Programme may have activated more of a social response; team spirit is a reason to participate. Without the group dynamic, there is a greater chance that the reason for displaying healthy behaviour will also disappear. The effects of computer prompts could be greater if the prompt is offered in real time and provides applied, person-specific information about current sitting/standing habits. In our existing Work and Move Suite, we use computer prompts with the aim of getting employees to be more active and to sit less. Request a consultation ….

Myrthe van Stralen Senior Consultant | Research and Development Office Athletes KnowHow

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About BakkerElkhuizen Contact information BakkerElkhuizen Taalstraat 151 5261 BC Vught the Netherlands tel. 036 546 7265 fax. 036 546 7830 email: info@officeatlethes.com website: www.bakkerelkhuizen.com

BakkerElkhuizen develops excellent products for making computer use healthy and efficient. Products from BakkerElkhuizen display the perfect combination of function, ergonomics and design. BakkerElkhuizen advises and helps companies equip their workplace, including offices that use telecommuting and flexible working, so that each workstation receives the right solution and the right accessories. BakkerElkhuizen bases this on four workstation concepts: - permanent workstation - mobile workstation - flexible workstation - home workstation

We want to share our knowledge: Subscribe here to our newsletter We would like to help you! We enjoy giving you the best possible advice, and because everyone and every organisation is unique, our specialists give tailored advice. Are you looking for a reseller of our products? Phone us (+31 36 546 7265) or send us a short e-mail (info@bakkerelkhuizen.com) with your question or problem and we will contact you within 24 hours with the right advice for you.

7

The point of departure is that an employee must be able to perform his or her computer work comfortably, healthily and efficiently wherever he or she works. People come first in everything that BakkerElkhuizen does, whether it concerns developing new products, performing research or cooperating with suppliers, resellers and customers.


Source references • Owen, N. , Healy, G.N., Matthews, C.E, Dunstan, D.W. (2010) Too much sitting: The Population-Health Science of Sedentary Behavior. Exercise & Sports Science Review, 38(3): 105-113. • Taylor, W.C., Raheem, J.,Paxton, R.J., Shegog, R., Coan, S.P., Dubin, A., Page, T.F., Rempel, D., (2016). Impact of Booster Breaks and Computer Prompts on Physical Activity and Sedentary Behavior among Desk-Based Workers: A Cluster Randomized Controlled Trial. Preventing Chronic Disease, 13, E155, nov. 2016.

8


Flexible Working Is flexible working the pair of jeans of the management world?


Like the world of fashion, innovative work methods, HR trends and management interventions are subject to trends; hip and happening for a time, before quickly falling out of style. However, one particular hype appears to have made a lasting impression; flexible working. What does flexible working mean? For decades, a lot of work in industrialized countries happened in office environments between the hours of 9 AM and 5 PM. However, working outside office walls and hours is becoming increasingly popular. The employment conditions of around half (Possenriede and Plantenga, 2014) of the Dutch workforce includes some form of flexible working arrangement. This means their supervisor allows them a degree of freedom to choose the time, location and duration of their work. The employee’s personal situation is taken into account. If they live far away from the office, for example, it will save them a lot of travel time if they can work at home part or all of the week. This extra time can be turned into increased productivity and efficiency.

Anytime, anywhere

My size fits me

Figure 1. Characteristics of ‘flexible working’.

Flexible Working

Manage your own work

Unlimited acces and connectivity

Work-life balance Employees who can work flexibly report an increase in their job satisfaction as a result (Possenriede and Plantenga, 2014). This is because their work and private life (e.g. caring for children) are easier to combine.

2


Research conducted by Bain & Company and Chief Executive Women (CEW) in 2011 revealed that women believe that creating work models in which both men and women are supported in their familial responsibilities is a major factor in getting more women in high-ranking positions. Bain & CEW (2015) showed that women hold less than 15% of the executive positions, despite more women graduating from universities than men. The researchers suggested that many women still leave the employment market around the age of thirty to focus on their families and flexible employment could be the answer. A double-income family in which both partners have flexible employment and contribute equally to the care for their children and parents would allow the woman to continue her career development.

Employees who are able to work flexibly report an increase in job satisfaction as a result. What are the main issues related to flexible working for managers and employees? Spending less time in the office is often considered taboo, despite that it is frequently linked to increased job satisfaction and productivity. The employee’s invisibility feels uncomfortable and creates a fear that they could be slacking off. Some of this suspicion is the result of not knowing how to manage flexible employees. It is common for both managers and employees to struggle with flexible working practices but any issues are easily resolved through open discussion and training.

3


The biggest problem appears to be the blurring of the lines between the employee’s personal and professional life. If they work at home they need to learn how to deal with those two worlds coexisting. Without proper adjustment in mentality working in an office with clear start and end times is easier to handle than working in a manner that is independent of time and place. Will the employee be able to create the right conditions to perform as needed? An office environment has many qualities that facilitates work that the average living room does not. Just think of the lighting conditions, the chair, desk and monitor settings. Are there too many or not enough stimuli at home to work effectively? Is it possible to replace the healthy break that a colleague stopping by for a chat brings? Do you turn on music to cheer yourself up if you are struggling? Can you set your household chores aside to focus on work?

You can train employees in the skills needed to get into the right flow when they aren’t in the office. It is advisable to avoid overwhelming employees with flexible work without first training them how to create a pleasant work environment at home. Experimenting with flexible working, discussing everyone’s experiences and slowly shifting the ratio so that more of the week is spent working flexibly are all good ways of introducing the concept to your colleagues. It sounds simple, yet these methods are still rarely adopted in practice. Furthermore, it is the employer’s responsibility to offer employees the equipment and software they need to do their work effectively in external locations. What about an alternative workplace inspection?

4


A common pitfall associated with flexible working is that the focus is placed entirely on results, performance or end results. This can lead to a lot of stress. By working in short cycles (scrumming), a manager can offer process-based support and supervision and take some of the pressure off employees. It is highly advisable to communicate throughout the day to make the work process, with all its barriers, open for discussion. Conclusion Some fashion hypes withstand the test of time. Take jeans, for example. Since their invention, they have always been in style. The key to their success is the fact that they come in all shapes and sizes, so there is a perfect pair for everyone. The key to long-term success with flexible working appears to be to design the right jeans, i.e. flexible arrangement, per person, per situation and per position. The perfect “fit” is created by offering the right ergonomic tools for each flexible arrangement. When employers are aware of and account for their employees’ individual situations and preferences, they can offer them the right equipment and software. When an employee works in an ergonomically responsible manner at home or in an alternative location and is coached to take breaks and alternate between standing up and sitting down, they will be able to perform with optimal focus and in a responsible manner during their flexible working hours. Finding the right flexible and ergonomic fit could result in a level playing field in which the gender gap for executive positions is bridged and more diverse leadership teams can be created in the future. On top of that, employee job satisfaction will increase and families benefit from an optimal balance between work and private life. With all these advantages and practical ways to avoid pitfalls, we should hope that flexible working will not turn out to be a flash in the pan, but rather the jeans of the management world.

5


About BakkerElkhuizen Contact information BakkerElkhuizen Taalstraat 151 5261 BC Vught the Netherlands tel. 036 546 7265 fax. 036 546 7830 email: info@bakkerelkhuizen.com website: www.bakkerelkhuizen.com

BakkerElkhuizen develops excellent products for making computer use healthy and efficient. Products from BakkerElkhuizen display the perfect combination of function, ergonomics and design. BakkerElkhuizen advises and helps companies equip their workplace, including offices that use telecommuting and flexible working, so that each workstation receives the right solution and the right accessories. BakkerElkhuizen bases this on four workstation concepts: - permanent workstation - mobile workstation - flexible workstation - home workstation

We want to share our knowledge: Subscribe here to our newsletter http://www.bakkerelkhuizen.co.uk/newsletters/ We would like to help you! We enjoy giving you the best possible advice, and because everyone and every organisation is unique, our specialists give tailored advice. Are you looking for a reseller of our products? Phone us (+31 36 546 7265) or send us a short e-mail (info@officeatlethes.com) with your question or problem and we will contact you within 24 hours with the right advice for you.

6

The point of departure is that an employee must be able to perform his or her computer work comfortably, healthily and efficiently wherever he or she works. People come first in everything that BakkerElkhuizen does, whether it concerns developing new products, performing research or cooperating with suppliers, resellers and customers.


How to create the ideal mobile workstation As more and more organizations are introducing flexible working, the need for flexible and mobile workplaces is rising sharply. To a slightly lesser degree, this also applies to the home work place.

Laptop stands With a laptop stand you will have less neck strain and work more comfortably. An ergonomic laptop stand with a document holder also increases productivity.

Ergo-Q 260

Ergo-Q 330

Number of Angles

5

6

Adjustment Range (cm)

9 to 21

11 to 19

Material

Hylite Aluminium

ABS Plastic

Weight (gms)

390

490

Size (mm)

310 x 210 x 7

310 x 228 x 13

Document Holder

Yes

Yes

Compact Keyboards A compact keyboard makes users adopt a good ergonomic posture. Because the keyboard is not as wide as a standard version, it shortens the reaching width of the mouse. This makes it possible to adopt a neutral body posture.

UltraBoard 950 S-Board 840 Connection

Bluetooth

Wired

Re-chargeable

Yes

No

Weight (gms)

430

480

Size (mm)

285 x 147 x 19

305 x 165 x 20

USB Hub

0

2

Keys

Light key/dark letters

Light key/dark letters

www.bakkerelkhuizen.co.uk


How to create the ideal mobile workstation As more and more organizations are introducing flexible working, the need for flexible and mobile workplaces is rising sharply. To a slightly lesser degree, this also applies to the home work place.

Vertical mice Vertical mice are grasped in a ‘handshake’ position. This position keeps the wrist from bending as much to the side while the forearm also turns inward to a lesser degree. In other words, using a vertical mouse decreases ulnar deviation and pronation (Schmid, et al., 2015). This means that muscle activity in the forearm is less than it would be when using a conventional mouse (Quemelo & Vieira, 2013).

PRF Mouse

Evoluent 4

Hand

Right

Right or Left

Connection

Wireless

Wired or Wireless

Number of buttons

5

6

Weight (gms)

90

173

DPI

800-1600

800-2600

Size (mm)

111 x 76 x 71

106 x 86 x 81

Wrist-support / Mousepads An isolating mousepad prevents a cold mouse hand and makes things more comfortable. A wrist rest helps keep the wrist in a straight position when typing, and can be used to give things a rest in-between.

Trapezium Wrist Rest Compact

The Egg Ergo Mouse Pad

Product code: BNETWRC

Product code: BNEEMP

- Trapezium form follows the natural arm and wrist position. - Antibacterial technology. - Soft and firm cushioning gel supports wrists. - 33 cm wide. - Keeps your wrist inline with hand and arm.

- Recycled material. - Thermal-insulating top surface keeps your hand warm, prevents complaints. - Antibacterial surface. - The Egg- form follows the natural mousing patern. - Large mousing surface. www.bakkerelkhuizen.co.uk


Office space design for working comfortable and efficiently


The New Way of Working The New Way of Working means that staff work independent on place and time. They no longer work or work much less at the office, and they themselves largely determine when and where they work. What is necessary for The New Way of Working? The New Way of Working demands a certain culture and organization. The management does not manage based on hours and attendance but on performance and output. If the New Way of Working is implemented well, the advantages are significant. This is evidenced by companies that already work on this basis. Staff are more content, absence due to illness is lower and productivity is higher. Moreover, one can save on office space and car costs. Office space design The New Way of Working requires new equipment and workstation setups to create a healthy workplace, regardless of where the person works. It is no longer just about the fixed office workstation, but also about flexi work, mobile working and home working. And all these forms of working demand a good and well-thought-out interpretation in the field of equipment and ergonomics.

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Fixed workstation design A traditional fixed workstation is generally used by the same employee. This workstation can therefore be set up to respond as perfectly as possible to this person's duties. It is a personal ergonomic environment. Desk, chair, monitor height and depth, document holder,compact keyboard and type of mouse can be adjusted according to the person’s needs. A laptop can be docked in the laptop holder or the employee can use a desktop in a CPU holder.

Equipping the workstation for telecommuting and flexible working When an organization opts for telecommuting and flexible working, this calls for equipping the workstation differently. The workstation is not as cluttered, and employees bring along their own items such as their mouse and laptop with them. Sometimes, employees even carry around their own portable laptop holder and compact keyboard.

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Collaborative workspace design With telecommuting and flexible working, a workstation is used by various employees. The working environment is set up according to duties, thereby creating various “islands” made up of several workstations with conference rooms located elsewhere. These workstations are utilized much more efficiently within a pleasant ergonomic environment. Collaborative workspaces: equipping them properly It is important for the workstation to be easily adjustable and adaptable: not just the desk and the chairs, but also the monitor arms, document holders and other accessories. These elements must be as universal as possible so that various people can use them. Attention must also be given to hygiene and to storing personal items.

3


Mobile workspace Employees are increasingly working on the go, at a customer's office, on a train, at an airport or in a hotel. And people are working for increasingly longer periods under way. Having a mobile workstation with the right ergonomic accessories is essential. Here, too, adequate measures must be taken to be able to work comfortably and efficiently. Accessories for the mobile workstation Accessories such as laptop holders, keyboards and mice must be as compact and as light as possible for use at a mobile workstation. They must be easy to transport, and simple and quick to set up. With a trolley or backpack they can easily be transported from one mobile workstation to another.

4


About BakkerElkhuizen Contact details:

BakkerElkhuizen develops excellent products for making computer

BakkerElkhuizen International B.V.

use healthy and efficient. Products from BakkerElkhuizen display

Palmpolstraat 27

the perfect combination of function, ergonomics and design.

1327 CB ALMERE The Netherlands

BakkerElkhuizen advises and helps companies equip their workplace,

Tel. +31 36 546 7265

including offices that use telecommuting and flexible working, so that each workstation receives the right solution and the right accessories.

E-mail: info@bakkerelkhuizen.com Website: www.bakkerelkhuizen.com

BakkerElkhuizen bases this on four workstation concepts: - permanent workstation - mobile workstation - flexible workstation - home workstation The point of departure is that an employee must be able to perform his or her computer work comfortably, healthily and efficiently wherever he or she works. People come first in everything that BakkerElkhuizen does, whether it concerns developing new products, performing research or cooperating with suppliers, resellers and customers. We want to share our knowledge: Subscribe here to our newsletter We would like to help you! We enjoy giving you the best possible advice, and because everyone and every organisation is unique, our specialists give tailored advice. Are you looking for a reseller of our products? Phone us (+31 36 546 7265) or send us a short e-mail (info@bakkerelkhuizen.com) with your question or problem and we will contact you within 24 hours with the right advice for you.

13 Work Smart - Feel Good


References Legislation Dutch Working Conditions Decree. Date viewed: 07-10-15 http://wetten.overheid.nl/zoeken_op/regeling_ type_wetten+AMVB+ministeries/titel_bevat_arbo/ datum_7-10-2015/uitklappen_60865/pagina_1#60865

European directive for computer workstations. Date viewed: 07-10-15 Explanation of NEN and NPR norms for chairs, address only their dimensions: http://qualityoffice.nl/diensten/actief-dynamischwerken/normen-voor-bureaustoelen/ http://eur-lex.europa.eu/LexUriServ/LexUriServ. do?uri=CELEX:31990L0270:nl:HTML

Workstation norms: http://www.arboportaal.nl/onderwerpen/werkplaatsnormen

Chair can contribute to increased work comfort: http://www.ncbi.nlm.nih.gov/pubmed/22889123 http://www.ncbi.nlm.nih.gov/pubmed/14673374 http://www.ncbi.nlm.nih.gov/pubmed/22030069

Keyboards (Rempel) http://www.ncbi.nlm.nih.gov/pubmed/19308823 http://www.ncbi.nlm.nih.gov/pubmed/25479996

14 Work Smart - Feel Good


Home office designs Teleworking is becoming increasingly popular. Why not, when modern technology makes it possible and lets employees manage their time much more efficiently? Avoid the morning rush hour and start the working day at home, or work the whole day at home to finish off a report or to do other computer work. A home office: ergonomic and comfortable As the home workstation is becoming more intensively used, it has to be efficiently equipped. It also has to comply with the minimum legal requirements. People often work in various places in the house: at a desk, on the couch or at the kitchen table. This means that the accessories should be compact to be carried around and stored.

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Work Smart - Feel Good

Sounds in professional practice


Introduction Sound is all around us, both indoors and outdoors. In this article we will emphasise indoor noise nuisance. In buildings such as offices, hospitals and restaurants and in public spaces, people often experience noise nuisance. We are sure you can remember an occasion on which you did. We experience various types of noise nuisance. If the sounds we hear are loud, or too loud, they can be quite annoying, especially when the noise continues for a considerable period of time. If you can hear the conversations that are being held around you, your ability to focus on your work may be negatively affected. While waiting for our turn to be served at a place with counters or service desks – let’s say, at the town hall or at a chemist’s – we can often hear the conversations around us. There is a lack of what could be called speech privacy in such situations. And, of course, we are all familiar with situations in restaurants where having a proper conversation is hardly possible. Due to the loudness of the ambient noise, people can barely hear themselves talk, let alone their conversation partner. However, in theatres the level of speech intelligibility must be high, so as to ensure that all people, not only in the front but also in back seats, can properly hear the actors.

2 Work Smart - Feel Good


Open-plan offices Noise nuisance is also very common in large open-plan offices. In such spaces speech intelligibility tends to be good – often, too good. There is generally a lack of speech privacy.

Is noise nuisance a new thing? No. In the early twentieth century, the physicist Etienne Lombard already determined that speech intelligibility is negatively affected in a large room when several people are talking at once. This is called the Lombard effect, also known as the cocktail party effect. Did people not experience noise nuisance in the past? They certainly did. However, in the old days, our behaviour tended to be less exuberant. People made fewer phone calls and there were far fewer audio-visual sounds (if any). Most of the noise produced was mechanical. We no longer notice many mechanical sounds. The human voice now plays a more prominent part in the noise nuisance we experience in buildings.

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How to combat noise nuisance The results of a quick internet search allow us to choose one of countless acoustic products. But how to determine which product will actually solve our noise issues? First we will have to determine the nature of the noise issue. Are we dealing with a space that is considered ‘loud’, or is the issue caused by impaired speech intelligibility in a large room? Or is this a closed concentration situation, and/or a meeting room in which sounds both from within and from without can still be heard? When choosing products, we often (too often?) add random elements to our rooms, thinking that they will provide a solution. Our choice is often determined by the look, colour and price tag (obviously) of the product. In many cases, noise nuisance issues can be attributed to the design of the room. Open-plan offices housing many or too many employees are very likely to generate noise nuisance. This contains specific guidelines, e.g. do not let more than four to eight employees share a room. It also expresses the acoustic quality of a room in terms of reverberation time, and lists various insulation values for partitions between various types of rooms. Tip: we would like to refer you to a so-called TED talk by Julian Treasure, in which he explains what noise nuisance is and calls on people to pay more attention to noise levels by adjusting their viewpoints and particularly their designs: ‘we must design more with our ears, rather than with our eyes’. https://www.ted.com/talks/julian_treasure_why _ architects_need_to_use_their_ears?language=nl

4 Work Smart - Feel Good


No half-measures Noise nuisance has a considerable impact on employees. It may ultimately affect the organisation as a whole, if timely and appropriate measures are not taken. Avoid half-measures that will not result in clearly discernible improvement. We recommend seeking an expert’s advice, including a sound level measurement. The expert can then determine what measures are required, and how many of them, to arrive at a solution to your noise issue. If large spaces are involved, the recommended solutions will not just involve noise absorption materials, but also sound barriers. Such barriers will ensure that sounds cannot spread across the room. Where smaller rooms are concerned, experts will generally recommend incorporating measures into the design that match the number of employees using the room and the nature of the activities for which the room is intended.

5 Work Smart - Feel Good


The image shows four acoustic panels incorporated in a wall. These will provide comfortable acoustics in a room housing six employees who spend a great deal of time talking on the telephone and to others.

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In brief - determine the nature of the problem (analysis and/or measurement); - get an expert’s opinion; - determine the acoustic specifications of certain products; - do not just think in terms of measures to be taken, but consider reorganising things as well; - determine your budget for the improvements. Gijs van Wijk Managing Director, Akoestiek Comfort Visual and auditory issues consultancy

7 Work Smart - Feel Good


About BakkerElkhuizen Contact details:

BakkerElkhuizen develops excellent products

BakkerElkhuizen International B.V.

for making computer use healthy and efficient.

Taalstraat 151 5261 BC Vught

Products from BakkerElkhuizen display the perfect

The Netherlands

combination of function, ergonomics and design.

Tel. +31 36 546 7265 E-mail: info@bakkerelkhuizen.com

BakkerElkhuizen advises and helps companies equip their

Website: www.bakkerelkhuizen.com

workplace, including offices that use telecommuting and flexible working, so that each workstation receives the right solution and the right accessories. BakkerElkhuizen bases this on four workstation concepts: - permanent workstation - mobile workstation - flexible workstation - home workstation The point of departure is that an employee must be able to perform his or her computer work comfortably, healthily and efficiently wherever he or she works. People come

We want to share our knowledge:

first in everything that BakkerElkhuizen does, whether it

Subscribe here to our newsletter

concerns developing new products, performing research or cooperating with suppliers, resellers and customers.

We would like to help you! We enjoy giving you the best possible advice, and because everyone and every

organisation is unique, our specialists give tailored advice. Are you looking for a reseller of our products? Phone us (+31 36 546 7265) or send us a short e-mail (info@bakkerelkhuizen.com) with your question or problem and we will contact you within 24 hours with the right advice for you.

8 Work Smart - Feel Good


Visit us online - www.staffwellbeingproducts.com

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The open-plan office: The embodiment of modern workplace environments

Large open spaces instead of closed-off areas.


The open-place office has become commonplace in the modern office environment. Similarly, flexible working is another trend that we all (must) accept. No assigned workspaces, but all seated together in an open area. That poses some unique challenges. Where can you go when you have to focus on writing a report? What if you have to make a call and do not want to disrupt your colleagues? These are just a few examples of situations in which an open-plan office can be an obstacle rather than a pleasant working environment. Research in Europe Our workspaces are in a constant state of flux. According to a study conducted by Plantronics 1 among European businesses, only about half of the respondents say they come into the office five days a week. In Germany, 51.4 % of employees work in the office five days a week. In France, that figure is 51.3% and in the United Kingdom, it is just 47.7%. Modern technologies give today’s employees the freedom to move around in a more flexible manner and take more independent decisions regarding their workspace, both within and outside the office. Open-plan office environments that stimulate collaboration between colleagues are becoming the new norm, while fewer and fewer employees still have a permanent workspace that is all their own.

“ Not all modern office environments are equipped to accommo­ date the needs of digital workers, for whom concentration and flexibility are key concerns. This can negatively affect their productivity and health. Most modern offices are still designed for two main activities: sitting behind your computer in an open-plan office or sitting in a meeting room. A better solution would be to create different types of workspaces that suit your employees’ needs.” (John van Hooft, CEO BakkerElkhuizen).

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Reduced productivity is the most common effect of noise nuisance The shift towards more modern, flexible environments presents professionals with new challenges. One of them is acoustics and how to deal with ambient noise. The aforementioned study also revealed that a noisy work environment has a negative impact on employees and the quality of their work. I n Germany, it is 96.5%, in France 93.5% and in the United Kingdom 89.9%. Research 4 in the Netherlands shows that almost two thirds indicate that they make fewer mistakes in a quieter environment. Office workers in France, Germany, Great-Britain and the Netherlands say that the most common effect of a noisy work environment is having trouble concentra­ting, which leads a reduced productivity. They claim they could do their work far more effectively in a less noisy setting. I n Germany, this problem affects 65.1% of all employees, in France 65.5% and in the United Kingdom 54.1%. Getting away from the hustle and bustle At the same time, the study points out how difficult it can be to keep distractions due to ambient noise in the workplace under control. The respondents claim that loud colleagues are their main source of noise nuisance, followed by (telephone) conversations and noise produced by the office’s technology. In most cases, there is little an individual can do about any of this. On average, 60% of the respondents in all regions wear a headset to combat the negative effects of background noise with music and become more productive. German businesses cite data entry (39.8 %) and creative work (36.7%) as the main activities where employees use music to counter noise nuisance, while people in France and the United Kingdom prefer to write emails (37.6 and 40%). Traditional open-plan offices often do not offer any variation or choice, nor are they customised for specific tasks or practices. As a result, 70% of all employees find themselves working in the same place all day long. The effect of this lack of choice is that only 33% of the respondents say they feel more energised at the end of the day.

3


Close-up: United Kingdom 2 67% of all British employees feel drained by their office environment at the end of each working day. Innovators only spend 3.5 days a week in the office, which emphasises the need for more flexibility in office design and remote working. In its 2016 Workplace Survey, Gensler revealed that poorly designed openplan office environments stifle innovation in businesses throughout the United Kingdom. More than eight million employees in the country work in open-plan offices, while many of these environments are not designed to stimulate people’s creativity and innovation. The study indicates that the average modern workspace is mostly suited for people in management positions. Our solutions “ There is incontrovertible evidence that the open-plan office has a negative impact on people’s concentration, creativity and – paradoxically – communication with their colleagues. It seemed like a cheap solution, but the costs you save on office space are lost many times over as a result of your employees’ reduced performance. “ Fortunately, more and more businesses are catching on. They offer employees different zones within the office, including quiet areas for concentrated work and other areas where people can talk to each other and work together,” says neuropsychologist Mark Tigchelaar.3 As mentioned above, only having an open-plan office as a workspace is detrimental to employees’ productivity. It is essential to offer good alternative solutions where employees can get some peace and quiet, brainstorm together or make a phone call. Taking into account the various activities that are conducted in an office environment, we have developed a number of solutions:

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MindPod The MindPod is a concentration space where people can get away from the hustle and bustle of their office and concentrate on their work. The MindPod features acoustic panels and plenty of glass and it is available in a range of designs. In other words, it makes for an ideal concentration space inside a busy open-plan office environment.

“ Give yourself a quiet place to focus on your work.” ScrumRoom Sometimes, working quietly is not all we want; we also need a space where a team can go to brainstorm or have a scrum session. Once again, an open-plan office is a poor setting for that. We have therefore developed a ScrumRoom. This space is ideal for Scrum Events. The ScrumRoom is a mobile and modular workspace concept that facilitates dynamic meetings and scrum sessions. The occupants’ visual and auditory privacy is protected by acoustic wall panels. The five Scrum Events • Sprint Planning; • Daily Scrum • Sprint Review • Sprint Retrospective • The Sprint D aily Scrum: You would prefer to hold the Daily Scrum on the work floor: get together briefly and hold a short meeting in your physical environment. There are two additional points of attention. First of all, the size of the scrum teams changes all the time in many organi­ sations. The composition of the teams changes or they require a different structure. Secondly, as is so common in office environments, the right balance has to be found between working in an independent, focussed manner on the one hand and working and conferring together as a group on the other hand. If multiple scrum teams work side by side in an open-plan office, that requires a stronger focus on their visual and auditory privacy. In those situations, visual peace and quiet and the right acoustics are even more important.

5


BellBooth The BellBooth is the perfect solution for those times when you want to make a call in a modern open-plan office environment. This acoustic telephone booth can be closed off entirely and offers a functional solution for making undisturbed calls in an open office space. Recommendations • Invest in your workspace and tailor the space to accommodate the primary functions of your business in order to make open-plan work environments more effective; • Diversify by offering a range of group workspaces within the office; • Listen to the wishes and needs of your employees.

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About BakkerElkhuizen Contact information BakkerElkhuizen Taalstraat 151 5261 BC Vught the Netherlands tel. 036 546 7265 fax. 036 546 7830 email: info@bakkerelkhuizen.com website: www.bakkerelkhuizen.com

BakkerElkhuizen develops excellent products for making computer use healthy and efficient. Products from BakkerElkhuizen display the perfect combination of function, ergonomics and design. BakkerElkhuizen advises and helps companies equip their workplace, including offices that use telecommuting and flexible working, so that each workstation receives the right solution and the right accessories. BakkerElkhuizen bases this on four workstation concepts: - permanent workstation - mobile workstation - flexible workstation - home workstation

We want to share our knowledge: Subscribe here to our newsletter http://www.bakkerelkhuizen.com/newsletters/ We would like to help you! We enjoy giving you the best possible advice, and because everyone and every organisation is unique, our specialists give tailored advice.

7

The point of departure is that an employee must be able to perform his or her computer work comfortably, healthily and efficiently wherever he or she works. People come first in everything that BakkerElkhuizen does, whether it concerns developing new products, performing research or cooperating with suppliers, resellers and customers.


Source 1. Europa: https://www.smartworkers.net/2015/03/ akustik-am-arbeitsplatz-studie-zeigt-negativen-einfluss-von-laerm-auf-produktivitaet/ 2. UK: https://www.gensler.com/news/press-releases/ukworkplace-survey-2016-findings 3. https://www.nrc.nl/nieuws/2019/05/24/we-maken-onszelf-letterlijk-dom-door-onze-aandacht-telkens-te-verplaatsen-a3961499 4. The Netherlands: https://www.ad.nl/ad-werkt/bellende-collega-s-grootste-stoorzender-in-de-kantoortuin~a70feb9e/?referrer=https://www.google.com/

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The workplace of the future fits into your back pocket


Take a good look at your desk: all it has on it is a monitor with keyboard and mouse and a telephone or smartphone. Forty years ago, this would have been inconceivable. In those days, you had a stack of paperwork, a pen tray, a landline phone, a typewriter (depending on your job) and an ashtray! Can we expect changes as big as these in the future? What will working be like in the years to come? This article describes a trend in technological development that could make work even simpler than it is today.

Advances in technology have now made it possible to answer an e-mail on a smartphone and make changes in a document on a tablet. For longer, more demanding tasks, however, it's still more comfortable to work with a larger screen, a keyboard and a mouse. So we are carrying many devices with us. But couldn't we do it all with just a single device? Technology companies say we can.

Working with a single device Microsoft's Continuum is a big step towards working with a single device. Now that smartphones are so powerful, they can do everything a computer does. HP has developed a special new phone for this: the HP Elite x3. This 5.96-inch smartphone emulates the power of a PC and uses Continuum to operate a virtual desktop computer. With this setup, who needs a tablet or laptop anymore?

Although a single device simplifies work, we’re still faced with a number of challenges for getting it to work everywhere, for instance at the office. One of these challenges is the speed of the internet. More and more apps that we use all the time are located in the cloud. Intel thinks it has found the solution in the form of 5G internet that replaces WiFi or even fibre optic networks.

1


The need for accessories A large smartphone has a diagonal measurement of 15 to 17 cm, but this is still a small screen to use for hours of work. This is why we still need a separate monitor to work productively and comfortably over a longer period of time. Besides this, smartphones and tablets still don’t let us work faster or more accurately than a keyboard and mouse, so these accessories will also remain essential. And do we want to have to hunch our neck and shoulders to accommodate working so long with a small screen?

A psychological challenge Many other companies are also working on a future that will let us be more mobile while working more efficiently. What kind of impact will this have on how we work? As we head towards using a single device and working more hours outside of conventional working hours, we’re faced with yet another major challenge. We’re already seeing an increase in psychological symptoms caused by not being able to separate our working lives from our private lives. Our days begin and end with work, so stress levels remain high. This leads to a vicious circle of not sleeping well, needing more time to get work done, and experiencing more stress. What we need to reduce stress levels while increasing our work rate and creativity is to build recovery times into our day and move around for three minutes every hour – even if we have only one device in our back pocket.

The future, or is it already available? This may sound like something far down the road, but it’s actually playing a role in the accessories we use at work today. Three years ago, Microsoft introduced its Surface Pro, a complete PC with the size of a tablet. The Surface products have proven successful and we will be seeing more and more of these powerful tablets replacing laptops.

2


With Surface and Continuum, Microsoft is aiming at a mobile workplace that fits in your back pocket so that the workplace of the future might again look like the ones we had years ago: with the telephone playing a key role.

3


About BakkerElkhuizen Contact details:

BakkerElkhuizen develops excellent products for making computer

BakkerElkhuizen International B.V.

use healthy and efficient. Products from BakkerElkhuizen display the

Taalstraat 151

perfect combination of function, ergonomics and design.

5261 BC Vught the Nederlands Tel. +31 36 546 7265

We want to share our knowledge

Fax. +31 36 546 7830

Subscribe here to our newsletter

email: info@bakkerelkhuizen.com website: www.bakkerelkhuizen.com

Need advice or are you looking for our products? Phone us (+31 36 546 7265) or send us a e-mail (info@bakkerelkhuizen.com) with your question or problem and we will contact you within 24 hours with the right advice for you.

Copyright and all other proprietary rights in the Content (including but not limited to software, audio, video, text and photographs) rests with Bakker & Elkhuizen Holding B.V. or its licensors. All rights in the Content not expressly granted herein are reserved. Except as otherwise provided, the Content published on this Web Site may be reproduced or distributed in unmodified form for personal non-commercial use only. Any other use of the Content, including without limitation distribution, reproduction, modification, display or transmission without the prior written consent of BakkerElkhuizen is strictly prohibited. All copyright and other proprietary notices shall be retained on all reproductions

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