Face-to-face fallacies

Why insisting that workers come to the office may not increase collaboration, by Alison Maitland

The Conference Board Review web exclusive March 2013. Read it here: http://tcbreview.com/spring-2013/face-to-face-fallacies.html

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Happy employees and the bottom line

New research from Wharton business school has found what claims to be the strongest evidence so far that having satisfied employees drives up the value of a company.

Published by International Women of Excellence, Feb 2013.





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The part-time executive

Alison Maitland examines how even the most senior roles can be reshaped more flexibly for the 21st century

Workspace column, The Conference Board Review, Winter 2013





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Working & Leading in the Networked, Digital Age

An interview with Alison Maitland, co-author of Future Work, in the January 2013 issue of Leading Effectively, the e-Newsletter of the Center for Creative Leadership.





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The part-timers are taking over

Many organisations still see “part-time” as

synonymous with junior or middle-ranking roles and modest responsibility and

ambition. The new Power Part Time List shows just how outdated traditional views on

part-timers are becoming.

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Control is the key to managing work stress

But giving individuals more control means managers having to give up some of their perceived control, writes Alison Maitland

Published by IWE, October 2012





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The check is in the mail

Late payments are not just a financial issue, they’re an ethical issue too. What are all those claims of corporate social responsibility worth when companies are grinding their suppliers into the ground? asks Alison Maitland
Published by The Conference Board Review, October 2012





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The personal assistant I never see

Alison Maitland looks at the growing trend in Virtual Assistants who use online collaborative technology to provide support services for clients they never meet face-to-face.

Published by the Financial Times, 18 Oct 2012.





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Why isn’t progress on gender happening faster?

The business case for gender-balanced
leadership just
got even stronger. But the snail’s pace of women’s progress into top
jobs shows that the business case is not enough to erase centuries of
ingrained attitudes
and assumptions that hold women back, writes Alison Maitland.

Published by IWE (International Women of Excellence), Sept 2012.





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The five types of trust

Building credibility beyond the usual tone-at-the-top approach.

My Workspace column in The Conference Board Review, Summer 2012.





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