Texans WR Nico Collins says he was fined for tossing TD ball to kid
Returning to the office a few days a week is worth the commute, experts say What are you missing by staying home? Diane Jermyn, Special to The Globe and Mail Dec 5, 2024 1:30 PM Share by Email Share on Facebook Share on X Share on LinkedIn Print Share via Text Message Recent studies report that fully remote work reduces productivity by 10 to 20 per cent, while hybrid work benefits companies and employees. Rob Kruyt, BIV Listen to this article 00:07:39 Nearly five years ago, most office workers in Canada went home to work. Office life as we knew it vanished in a pandemic instant. Remarkably, most of these workers didn’t skip a beat. Most people liked the flexibility and the work got done – comfortably from home. Now many employers want people to come back to the office. Some make it a requirement on set days, others let employees make their own schedules, but most have settled on some kind of hybrid in-person and remote work model. But many employees don’t want to go back, citing long commutes, traffic, crowded or inconvenient public transit, expensive parking and the impact on the environment. Plus, remote workers who moved far away just don’t see the point of coming in at all. However, recent studies, such as one led by Stanford economist Nicholas Bloom, report that fully remote work reduces productivity by 10 to 20 per cent , while hybrid work benefits companies and employees . Without an in-person requirement, employers are concerned about losing out on productivity, communication, creativity and a strong company culture. So, what works and how can employers make people feel good about commuting and coming into the office again? A clear purpose and plan Linda Duxbury, the Chancellor’s professor of management at the Sprott School of Business at Carleton University in Ottawa, says the key is to intentionally design the in-office experience, rather than just requiring people to show up without a clear purpose or plan. “One of the reasons people like coming into the office is to socialize with their colleagues – they enjoy the informality, team activities and discussions,” says Prof. Duxbury. “If employers want happier employees, then they have to manage the in-person days better than many do.” “Right now, it’s a dog’s breakfast. It can’t be just random, with people coming in and then spending all their time on video calls with co-workers who are at home. What works is requiring whole teams to come in on certain days to do activities that can’t be done remotely, maximizing collaboration, team building, coaching, mentoring, training and development.” Designing a space for connection At Universities Canada, a non-profit organization representing Canadian universities, all 108 full-time employees are required to work in-person for two days a week. Shortly after Gabriel Miller, president and chief executive officer, joined last June, the organization moved into new headquarters in downtown Ottawa, designed after surveying employees about what they wanted in their work environment. “The office has been thoughtfully designed with people in mind,” says Mr. Miller. “When you enter, there’s an open gathering space that connects to a big kitchen, where people can stop by for coffee or to eat lunch with everybody from the most senior employees to university interns.” “The office is full of green plants, which really humanizes the space and helps people feel at home. There’s a variety of work settings so people can choose what best suits their needs and a mix of meeting rooms equipped with seamless technology so it’s easy for people to access information, but also connect to people who aren’t present. What this office says to our people is that in every possible way, we want to support you being together as a team.” To minimize commuting woes, the new office is centrally located and well served by transit and includes lockers for employees who cycle to work. “We need to provide as many sustainable options as we can,” he says. “Being located in a place that our employees can get to with minimal inconvenience, whether by car, bike, bus or on foot is key. So far we’ve only allowed people to work remotely on a temporary basis, but overwhelmingly, we’ve held the line on [a minimum of two in-person days a week]. If you start chipping away at it, one person or project at a time, people would soon begin to doubt our commitment.” When people are together in the office, he stresses it’s important to have opportunities for them to connect and collaborate in ways that wouldn’t be possible to do from home. “I really believe you need to balance remote and in-person work to maintain productivity and relationships,” he says. “If you think back on your career, a lot of what we learned was the result of encounters and relationships that we built organically with the people around us. Especially for young people, in-person interactions are critical for mentorship and career development.” ‘We spaces’ Toronto-based Accenture Canada takes a “one-size-doesn’t-fit-most” approach for its 6,500 employees, according to its chief human resources officer, Suehlan Yu. A 20-year veteran of the firm, she says remote/hybrid work isn’t new to the organization, as Accenture Canada has been doing it globally for decades, collaborating with clients, teams and people working remotely. “Our focus is on levelling the playing field, so that irrespective of where people are, they’re able to participate fully and bring their best to work,” says Ms. Yu. “We really started by listening to our people, and we do that through a robust listening framework that includes surveys, fireside chats and town halls. What the majority of our people say is that flexibility – when, where and how they work – is the top enabler for the successful future of work.” Ms. Yu says there’s no policy that requires everyone to be in the office on set days. Instead, leaders and teams work together to determine the unique mix of virtual and in-person work that’s best for them, guided by client needs, individual roles and responsibilities. “In-person connection is part of everyone’s role, but we don’t believe in being on-site for the sake of being on-site,” says Ms. Yu. “We like to make that purposeful for our people.” Offices at Accenture are designed with a focus on “we spaces” – collaborative areas with technology allowing remote employees to fully participate in meetings and team activities. There’s also a focus on friendly and accommodating workspaces to suit individual and diverse needs, as well as meditation rooms, mothers’ lactation rooms and wellness rooms equipped with yoga balls and table tennis. To encourage in-person socialization, the firm hosts a quarterly event that they call “stacked events” – a full-day at the office packed with engagement activities, panel discussions and learning sessions, ending with a social event. “People get to meet leaders, network with peers and maybe find their next staffing opportunity,” says Ms. Yu. “We also have Gen AI and industry and function learning days, lunch and learns, and employee resource group events constantly happening and encouraging people to come into the office. Everything’s available virtually as well, so people can be involved wherever they are at that time.” Threat from AI One caveat remote workers might consider is that many jobs that can be done at home may also be easily done by AI. That might inspire some to put in more office time. “There’s a recent article in Harvard Business Review that says AI is coming for remote tasks first,” says Prof. Duxbury. “That’s because much of the type of work that can be done at home is the kind of thing that has sequential structure, doesn’t require a lot of creativity, discussion with other people, negotiation or to be front-facing. So perfect for AI too.” See a typo/mistake? Have a story/tip? This has been shared 0 times 0 Shares Share by Email Share on Facebook Share on X Share on LinkedIn Print Share via Text Message Get your daily Victoria news briefing Email Sign Up More Human Resources & Education What is ‘unbossing’ and why are organizations doing it? Dec 4, 2024 1:30 PM Opinion: Inclusion at B.C. workplaces means seeing disability as a strength Dec 3, 2024 8:03 AM Workplace mental health programs aren't delivering the expected outcomes, experts say Dec 2, 2024 5:00 PMIt didn’t take much to stir Jack Eichel’s national pride in looking ahead to representing the United States at the 4 Nations Face-Off tournament . Appearing on a Team USA Zoom call on Thursday, the Vegas Golden Knights forward jumped right in when reminded how U.S. teams featuring NHL players competing in best-on-best international tournaments haven’t won a gold medal since the 1996 World Cup of Hockey series. “I’ll take it,” Eichel interjected after Bruins defenseman Charlie McAvoy apologized for not hearing the question. “I think there’s a lot to prove for us as USA Hockey,” Eichel said. “I think for a while it was Canada on a pedestal by themselves. And I think for us, we feel like we’ve closed that gap. And I think this is a great opportunity to prove that.” From the Boston area, Eichel supported his case by referring to the growing pool of American talent that’s entered the NHL though the U.S. national development program over the past decade. And that’s reflected in how a majority of the U.S. team’s 23-player roster is made up of USNDP alumni, Eichel included. “Obviously, we feel very confident in our group and the names on our roster,” Eichel said. “But that’s only half the battle. You’ve got to go out there and do it. And we’re excited for that opportunity.” The 4 Nations Face-Off was unveiled last All-Star Weekend. It splits NHL players from Canada, Finland, Sweden and the U.S. into four teams, replacing the All-Star Game format this season. Eichel’s comments came a day after the nations unveiled their entire rosters to compete in the NHL/NHL Players' Association-backed tournament being split between Montreal and Boston and running from Feb. 12-20. Though talented, the Americans have lacked success at the senior international level. The U.S. last medaled at the world championships by winning bronze in 2021, and hasn’t placed better than third since 1960 at Squaw Valley, which also doubled as the Winter Games. The Americans' last Olympic gold came with amateurs competing at the 1980 Lake Placid Games, since dubbed the “Miracle On Ice,” while winning silver medals with NHL players in 2002 and 2010 — both times losing to Canada. And then there was 1996, when goalie Mike Richter earned World Cup MVP honors in helping the Americans beat Canada in a decisive Game 3 of the final series. “I think we check every box there is,” McAvoy said. “I think the confidence amongst us in our group should be sky high.” The U.S. team’s brain trust, headed by Wild GM Bill Guerin and Penguins coach Mike Sullivan, prioritized experience over potential in filling out the 17 remaining roster spots. Forwards Chris Kreider, of the Rangers, and Brock Nelson, of the Islanders, are the oldest players on the team at age 33, and have extensive world championships experience. The youngest player is also the only one with Olympic experience: 22-year-old Minnesota defenseman Brock Faber, who played at the Beijing Games in 2022 when the NHL pulled out because of pandemic-related scheduling issues. They’ll go up against a talent-laden Team Canada that features forwards Connor McDavid, Sidney Crosby, Nathan MacKinnon and defenseman Cale Makar. The U.S. team is particularly strong down the middle with Eichel, Auston Matthews and Dylan Larkin. Another strength is in net with a trio led by two-time Vezina Trophy-winner Connor Hellebuyck and rounded out by Jake Oettinger and Jeremy Swayman. USA Hockey has enjoyed its most success in winning two of the past four world junior championships and six since 2004. Four Nations teammates McAvoy, Oettinger and defenseman Adam Fox were members of the U.S. team that won the 2017 world junior title. Team Canada officials also went with a veteran-laden group, featuring 14 players who have won at least one Stanley Cup title. “You can’t put a price tag on experience,” Canada and Lightning coach Jon Cooper said Thursday. “I truly believe this is a tournament where you’re basically playing three Game 7s (in the preliminary round). ... There’s no real margin for error," he added. “This is as competitive a group as you will find. Every one of these players will lay in traffic for their country." The Canadian Press contributed to this story. AP NHL: https://apnews.com/hub/nhl
Jack Eichel says Team USA seeks to prove it has closed the gap on Canada at 4 Nations Face-Off
After Trump’s win, Russian disinformation aims to drive a wedge between the US and UkraineBOONE, N.C. (AP) — South Carolina offensive coordinator Dowell Loggains has been hired as head coach at Appalachian State and will receive a five-year contract, athletic director Doug Gillin announced Saturday. The 44-year-old Loggains replaces Shawn Clark, who was fired Monday after the Mountaineers finished 5-6 for their first losing season since 2013. Loggains was South Carolina's offensive coordinator for two seasons and an assistant at Arkansas, his alma mater, for two seasons before that. He spent 16 years in the NFL as offensive coordinator and quarterbacks coach for Tennessee, Cleveland, Chicago, Miami and the New York Jets. “He brings experience as a leader and play-caller at the highest levels of professional and college football," Gillin said. "He is a great recruiter and believes strongly in building relationships. He is aligned with our core values of academic integrity, competitive excellence, social responsibility and world-class experience. This is a great day for App State.” Loggains' offense at South Carolina featured LaNorris Sellers, one of the nation's top dual-threat quarterbacks, and running back Raheim “Rocket” Sanders. Sellers and Sanders led the Southeastern Conference's third-ranked rushing offense. Loggains spent the 2021 and 2022 seasons as Arkansas' tight ends coach, and he worked with Sam Darnold, Jay Cutler, Mitchell Trubisky, Brian Hoyer and Vince Young during his time in the NFL. The Mountaineers, the preseason favorites in the Sun Belt Conference's East Division, tied for fifth with a 3-5 record in league play. App State was 40-24 under Clark, but the Mountaineers have failed to reach a bowl game two of the past three seasons. Get poll alerts and updates on the AP Top 25 throughout the season. Sign up here . AP college football: https://apnews.com/hub/ap-top-25-college-football-poll and https://apnews.com/hub/college-football
NoneIn the B2B world, where deal sizes can soar into the millions, financial relationships are anything but straightforward. This makes B2B payments acceptance a complex terrain of both challenges and opportunities. By 2030 , the B2B payments market size is projected to hit north of $170 trillion. But unlike their consumer-facing counterparts, B2B payments lack a standardized payment method. While credit cards dominate retail, B2B payments are a fragmented web of checks, wire transfers, ACH payments, digital payments and even cold hard cash. The sheer diversity of payment options is both a blessing and a curse. Each comes with unique costs, settlement times and risks, creating a labyrinth for organizations to navigate as they seek to best serve their B2B partners of all sizes and geographies. Businesses need to align their payment acceptance policies with their corporate goals, which can be a complex process. Despite the availability of various payment methods, many businesses still rely on traditional, comparatively inefficient processes like paper checks and manual reconciliation. This leads to delays, errors, increased costs and a lack of transparency. While challenges such as legacy systems, data security and supplier resistance remain, after talking to dozens of senior payments industry executives for PYMNTS’ B2B Payments: Outlook 2030 event, it’s increasingly clear that the opportunities presented by automation, artificial intelligence (AI) and strategic partnerships offer a compelling case for change. Read more: B2B Payments Aren’t Boring Anymore Why B2B Payment Acceptance Still Feels Like a Rubik’s Cube In an era where every dollar counts, rethinking how businesses accept payments isn’t just a technical upgrade — it’s a strategic imperative. The B2B payments landscape is undergoing a transformation , driven by technological advancements, evolving business needs and the increasing consumerization of business processes. This shift presents opportunities for innovation and growth, redefining how businesses interact financially. 21st century businesses have access to a wide range of modern payment tools. Among the innovations shared by experts in “ Outlook 2030: How Platforms and Networks Will Power the Future of Business Payments ,” a PYMNTS eBook, include B2B platforms meant to replicate the efficiency of consumer marketplaces by facilitating end-to-end transactions online, virtual cards and tokenization, real-time payments, embedded finance, digital wallets and even blockchain-based solutions like stablecoins. Many of these tools, like B2B platforms and real-time payments, allow for the automation of financial processes, improving efficiency and reducing manual work. Tools like virtual cards , real-time payments and embedded finance can give businesses quicker access to funds and help them manage their working capital more effectively. At the same time, technologies like tokenization and stablecoins, coupled with robust security protocols, can help to reduce fraud risks and improve security in B2B transactions. Digital platforms also can provide real-time data and insights into transactions, enabling better forecasting and strategic decision-making. However, it’s crucial to note that, especially with innovations like stablecoins, the use of certain technology in corporate finance can commonly attract regulatory attention, requiring companies to maintain robust compliance practices. Read more : The Great Paper Escape: Transforming Accounts Payable for the Digital Age Unlocking B2B Payment Acceptance: Challenges and Opportunities Integrating modern payment solutions with existing legacy systems can be complex and pose a significant challenge for businesses. Adopting new payment methods can often meet resistance from suppliers, who harbor misconceptions about the associated costs, complexity and benefits. This lack of understanding frequently creates friction in payment cycles and slows the adoption of innovative solutions. “The B2B money movement space has not yet benefited from some of the real innovations,” Seamus Smith , executive vice president group president at FIS , told PYMNTS, noting that checks still account for “nearly 40%” of B2B payment volume in the U.S., even though they are prone to fraud and reconciliation errors. Automation offers a clear path to addressing inefficiencies in accounts receivable processes. From invoicing to payment reconciliation, automated systems reduce errors, speed up payment cycles and free up resources for strategic initiatives. By eliminating manual tasks, businesses can focus on growth and innovation. Collaborating with FinTech companies and payment providers can help open the door to innovative solutions and a broader ecosystem of payment networks. Such partnerships can provide expertise and resources that amplify a company’s capabilities and competitiveness, although compliance and third-party risk management remain crucial. Separately, AI-powered tools are transforming B2B payment processes by automating tasks, detecting fraud and providing predictive insights. These advancements empower CFOs to shift from reactive number-crunching to proactive strategic planning, positioning finance as a driver of innovation, as well as helping smooth out onboarding and acceptance professes. In today’s evolving ecosystem, companies that prioritize innovation and adaptability will not only be positioned to overcome hurdles but also to unlock new growth avenues. By reimagining payment acceptance as a strategic enabler rather than a back-office function, businesses can stay ahead in a competitive world.NEW YORK, Dec. 12, 2024 (GLOBE NEWSWIRE) -- WHY: Rosen Law Firm, a global investor rights law firm, continues to investigate potential securities claims on behalf of shareholders of Light & Wonder, Inc. (NASDAQ: LNW) resulting from allegations that Light & Wonder may have issued materially misleading business information to the investing public. SO WHAT: If you purchased Light & Wonder securities you may be entitled to compensation without payment of any out of pocket fees or costs through a contingency fee arrangement. The Rosen Law Firm is preparing a class action seeking recovery of investor losses. WHAT TO DO NEXT: To join the prospective class action, go to https://rosenlegal.com/submit-form/?case_id=29678 or call Phillip Kim, Esq. toll-free at 866-767-3653 or email case@rosenlegal.com for information on the class action. WHAT IS THIS ABOUT: On September 24, 2024, the Las Vegas Review-Journal published an article entitled “Slot manufacturer scores major win against Las Vegas-based rival.” It stated that “Aristocrat Technologies Inc.’s request for a preliminary injunction in its trade-secret and copyright infringement lawsuit against Light & Wonder” had been granted, and that the “order prohibits [Light & Wonder] from the ‘continued or planned sale, leasing, or other commercialization of Dragon Train,’ which Aristocrat claims uses intellectual property developed for its Dragon Link and Lightning Link games.” On this news, the price of Light & Wonder common stock fell 19.49% on September 24, 2024. WHY ROSEN LAW: We encourage investors to select qualified counsel with a track record of success in leadership roles. Often, firms issuing notices do not have comparable experience, resources, or any meaningful peer recognition. Many of these firms do not actually litigate securities class actions. Be wise in selecting counsel. The Rosen Law Firm represents investors throughout the globe, concentrating its practice in securities class actions and shareholder derivative litigation. Rosen Law Firm achieved the largest ever securities class action settlement against a Chinese Company at the time. Rosen Law Firm was Ranked No. 1 by ISS Securities Class Action Services for number of securities class action settlements in 2017. The firm has been ranked in the top 4 each year since 2013 and has recovered hundreds of millions of dollars for investors. In 2019 alone the firm secured over $438 million for investors. In 2020, founding partner Laurence Rosen was named by law360 as a Titan of Plaintiffs’ Bar. Many of the firm’s attorneys have been recognized by Lawdragon and Super Lawyers. Follow us for updates on LinkedIn: https://www.linkedin.com/company/the-rosen-law-firm , on Twitter: https://twitter.com/rosen_firm or on Facebook: https://www.facebook.com/rosenlawfirm/ . Attorney Advertising. Prior results do not guarantee a similar outcome. ------------------------------- Contact Information: Laurence Rosen, Esq. Phillip Kim, Esq. The Rosen Law Firm, P.A. 275 Madison Avenue, 40th Floor New York, NY 10016 Tel: (212) 686-1060 Toll Free: (866) 767-3653 Fax: (212) 202-3827 case@rosenlegal.com www.rosenlegal.com
Commercial Turf Equipment Set For Strong Growth Reaching $8.12 Billion At A CAGR Of 5.6% By 2028And single people are more likely to use mobility tools compared to those who are married, according to researchers from University College London (UCL) and the London School of Hygiene and Tropical Medicine (LSHTM). Researchers looked at information from a group of more than 12,000 adults in England aged 50 to 89 who were tracked over a 13-year period. At the start of the study, 8,225 adults had no mobility difficulty and did not use mobility assistive products (MAPs). Some 2,480 were deemed to have “unmet need” and 1,375 were using mobility aids. During the follow-up period, there were 2,313 “transitions” where people went from having no mobility issues to needing some help with getting around. And 1,274 people started to use mobility aids. Compared with men, women were 49% more likely to transition from not needing mobility aids to needing to use them, according to the study which has been published in The Lancet Public Health. But were 21% less likely to go on to use mobility aids when they needed them. The authors said their study showed “barriers to access” for women. For both men and women, with every year that passed during the study period the need for mobility aids increased. People who were older, less educated, less wealthy or reported being disabled were more likely to “transition from no need to unmet need, and from unmet need to use”, the authors said, with this indicating a “higher prevalence of mobility limitations and MAP need overall among these groups”. They added: “Finally, marital or partnership status was not associated with transitioning to unmet need; however, single people were more likely to transition from unmet need to use compared with married or partnered people.” Jamie Danemayer, first author of the study from UCL Computer Science and UCL’s Global Disability Innovation Hub, said: “Our analysis suggests that there is a clear gender gap in access to mobility aids. “Though our data didn’t ascertain the reason why participants weren’t using mobility aids, other research tells us that women are often more likely than men to face obstacles such as cost barriers as a result of well-documented income disparities between genders. “Many mobility aids are designed for men rather than women, which we think may be a factor. “Using mobility aids can also make a disability visible, which can impact the safety and stigma experienced by women, in particular. “There’s a critical need for further research to identify and break down the barriers preventing women from accessing mobility aids that would improve their quality of life.” Professor Cathy Holloway, also from UCL, added: “Not having access to mobility aids when a person needs one can have a big impact on their independence, well-being and quality of life. “Our analysis suggests that women, in particular, regardless of other factors such as education and employment status, are not getting the support that they need.” Professor Shereen Hussein, senior author of the study and lead of the social care group at the London School of Hygiene & Tropical Medicine, said: “The research provides compelling evidence of gender disparities in accessing assistive technology, suggesting that cost, design bias, and social stigma are likely to disproportionally affect women. “This underscores the need for inclusive, gender-sensitive approaches in the design, production and inclusivity of assistive technologies.”
Fun-filled festive experience returning to popular venue in areaNone