A general article template to support a variety of uses including:
The visual layouts for each are article type are selected using the article_type option.
| Name | Type | Description |
|---|---|---|
| article_type | string | Optional Used to control layout variations. Supports: ‘news’, ‘event’, ‘profile’, ‘person-insight’ |
See the context tab of each variant for examples of the data needed to populate each article type.
The following sections detail what goes in to each specific article pattern.
At least one paragraph.
(See page heading component and context tab for config structure)
Must have at least one paragraph.
Other information as per the default options above
The news supplement allows content authors to tag related news stories to the original news article.
Highlight to the user additional news stories relevant to the subject matter. This saves them from having to search for related information and showcases the depth of knowledge of the subject matter within the University.
There is no limit to the number of cards, although we recommend a maximum of 3 cards within this pattern.
Cards can be passed through the configuration:
'widgets': [
{
'type': 'news-events',
'title': 'Related news',
'lead': '<p>This News and Events widget contains 8 cards. However, at certain screen sizes it will only display the first 6</p>',
'link': {
'url': '/news',
'text': 'View all news',
},
'cards': {
'image_layout': true,
'items': [
{
'image': {
'src': '/placeholders/banner/banner-01.jpg',
'alt': 'A super informative description'
},
'url': '#',
'title': 'Leeds signs up to tackle waste in fashion',
'date': '2021-05-07'
},
...
]
}
},
](See page heading component and context tab for config structure)
Further event information eg:
Must have at least one paragraph.
Other information as per the default options above
The events supplement allows content authors to promote additional upcoming events.
Highlight to the user additional upcoming events relevant to the subject matter. This saves them from having to search and showcases events within the University
Events are in chronological order from left to right, with the latest event shown first. There is no limit to the number of additional events that can be shown, although we recommend a maximum of 3 events within this pattern.
Events can be passed through the configuration:
'widgets': [
{
'type': 'events',
'title': 'Related events',
'link': {
'url': '/all-events-link',
'text': 'View all events',
},
'events': [
{
"title": "Creating climate-resilient agri-food systems in sub-Saharan Africa",
"link": "/some-event-link-6",
"start": "2022-07-25 11:00",
"end": "2022-08-25 16:30"
},
...
]
},
]The article highlight component appears on the left hand side of the blog pattern (above related content) for desktop views. When the view is reduced <1024 px, it is then required to appear at the end of the article main content and above any related content items.
In order to achieve this a specific class is added to the uol-article-highlight component containing class. This class is called ‘uol-content-switch-from-side-to-main’.
Javascript is utilised to move this element to the correct position dependent upon screen size.
Any other elements which are to be added and repositioned above need to have the same class added to their top level container.
The person insight variant of the article pattern follows a similar structure to other particle patterns, although mark up is slightly different - specifically the @uol-info-list is placed within the header (other patterns include this with the article content) in order to align content with designs.
@uol-profile-image - compulsory image with square dimensions at least 300px. Must be headshot of person. Note this image is cropped to a circle when choosing your square image.
@uol-info-list
For this pattern the info list component can contain any number of items (eg. course, year of graduation, nationality) but advised to be no more than four items.
@uol-page-heading - required. Including person name and person job title
@uol-profile-image - optional image with square dimensions at least 350px. Must be headshot of person. Note this image is cropped to a circle when choosing your square image.
@uol-info-list - facts about the person. Examples: areas of expertise, email address, location and websites.
@uol-article-section - sections relating to the user. This pattern differs from other article patterns, in that the main body of text is split up into different sections (section headings displayed alongside sections in this pattern). Each section has one title (H2). Other content can appear within these sections as per default content, note that inner content headings must start at H3 level.
Headings H3 - 6
Paragraph
Images - single and multiple
Videos - single and multiple
Snippett
Lists (ordered and unordered)
Links
Accordions (used to display publications)
CTA (Calls to action button) - editable to be dispalyed anywhere within the content block.
Tables Blockquote Intro paragraph (lead sentence) Side navigation Related news suppliment Related events suppliment Pullquotes Multi page document (previous/next) Marketing profile supplement
{% extends '@uol-template-article' %}
{% block page_content %}
{% render '@uol-article', {
page_heading: page_heading,
form: form,
rich_text_content: rich_text_content,
rich_text_lead: rich_text_lead,
iframe: iframe,
article_highlight: article_highlight,
profile_image: profile_image,
image_featured: image_featured,
article_type: article_type,
info_list: info_list,
article: article,
sections: sections,
supplements: supplements,
accordions: accordions,
widgets: widgets
} %}
{% render '@uol-section-nav-ctas', { ctas: section_ctas } %}
{% render '@uol-section-nav-related-content', { related_content: section_related } %}
{% endblock %}
<div class="uol-header">
<header class="uol-global-masthead-outer uol-global-masthead-outer--with-local-navigation">
<div class="uol-global-masthead uol-content-container">
<div class="uol-global-masthead__inner">
<a class="uol-skip-link" href="#main">Skip to main content</a>
<a class="uol-global-masthead__home" href="https://leeds.ac.uk">
<svg class="uol-logo-uol-inline" width="286px" height="40px" viewBox="0 0 286 40" version="1.1" xmlns="http://www.w3.org/2000/svg" xmlns:xlink="http://www.w3.org/1999/xlink" focusable="false" aria-hidden="true">
<g stroke="none" stroke-width="1" fill="none" fill-rule="evenodd">
<g class="uol-logo-uol-inline__img" transform="translate(-32.000000, -12.000000)" fill="#000000">
<g transform="translate(32.000000, 12.000000)">
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</a>
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</form>
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<p class="uol-article-highlight__subtitle">Dr Lottie Quinn</p>
<p class="uol-article-highlight__paragraph">Lottie Quinn is a digital design professional and academic. She is an Associate Lecturer teaching digital communications and user experience design in the Faculty of Design Systems at the University of Leeds.</p>
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<span class="page-heading__title__main">Managing hybrid office misfits</span>
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Associate Professor in Design Systems
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Tuesday 8 November 2022
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Lottie Quinn
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<p>The majority of office workers are as keen on hybrid working as they were 12 months ago, and it is unlikely that this will now shift. According to our cross-industry snapshot survey, hybrid working is 54% of UK office workers' ideal working pattern, however, almost half of office workers say they are in a job that doesn't fit their ideal way of working.</p>
<p>Collaborating with a range of organisations and stakeholders, the Adapting Offices for the Future of Work research team published a research-led guide in June 2022, providing advice for organisations looking to create hybrid workplaces. We have now launched a second report, providing a focused, data-driven evaluation of the impact of different work patterns and workplaces on employee behaviour and social networks.
</p>
<p>In this blog series, we focus on different aspects of our research featured in the report, including: managing hybrid office workers, addressing the hybrid training gap, and looking at whether employee choice and control pays off when it comes to hybrid working. You can read the full report for further information. </p>
<img src="/placeholders/ph-students-01.jpg" alt="Actors touching each others faces">
<p>The preference for hybrid working is firmly established. The results from our cross-sector surveys in August 2021 (when many organisations began to actively encourage more workers back to the office), December 2021 (before the Omicron variant prompted a return to home working) and in August 2022 (one year on from the push to return to the office), show that those office workers who want to work in a hybrid pattern have remarkably settled views and it appears unlikely that this will shift.</p>
<p>Hybrid working remains the ideal for most office workers, but we can't assume this is what everyone wants. A consistent minority want a traditional full-time office role or full-time home working arrangement.</p>
<h2>How well matched are workers' preferences to their current jobs?</h2>
<p>The results show that:</p>
<ul>
<li>51% of our office workers had the work arrangement they desired</li>
<li>10% would prefer to work from the office more</li>
<li>39% would prefer to work from the office less</li>
</ul>
<p>We also found that women and men had similar matches between current and ideal work patterns, and that people with children or caring responsibilities were as likely to match their current and ideal work patterns as other workers.</p>
<p>It is positive that 51% of office workers report that they are currently working in a pattern that suits their preferences and that gender and caring responsibilities did not affect this. However, despite the 'great resignation', there remains a sizable group of workers who are in roles that don't fit their ideal way of working. </p>
<p>Most significantly, 39% would like to be working from the office less. This group matters as our findings show these workers are more likely to say they want to change jobs and that they are less satisfied with their jobs than colleagues whose work patterns were more in-line with their preferences. </p>
<p>This suggests organisations may be carrying large groups of discontented workers – failing to provide the desired hybrid working pattern presents a risk of employee turnover and if not proactively managed, may prove disruptive.</p>
<h2>How to manage a misfit of work patterns and preferences</h2>
<ol>
<li>Engage staff: Ask employees how they would ideally like to work, identify where there are mismatches and develop a plan to address this. This could involve a gradual rebalancing of tasks between different job roles to design-in opportunities for more remote working, to facilitate job swaps, to identify other flexibility (e.g. condensed or flexible hours) that would satisfy the worker.</li>
<li>Be honest when employee preferences cannot be met and facilitate a broader discussion regarding career planning – the optimal solution for the individual may be a move elsewhere within the organisation or to a different organisation.</li>
<li>Be transparent to avoid false hopes, undermining of hybrid policy or resentment.</li>
<li>Be explicit about the norms and expectations regarding hybrid working for any new hires.</li>
</ol>
<p>Agreeing on hybrid working arrangements calls for mutual understanding and perspective-taking between both employees and managers. This involves making explicit the impact of individual work arrangements on other people. (See section 'Tensions when implementing hybrid working policies' - page 16 in our June 2022 report.) </p>
<p>When employees' requests for a hybrid working arrangement cannot be fully met, managers will need to help employees to see their work from a broader perspective, such as how their work is linked to others' tasks within the workgroup or beyond, not only to understand the challenges but also opportunities for a different arrangement (individuals may not be able to work exactly as they like, but they may understand the constraints and come to terms with this).</p>
<p>Employees do not always understand how their work is embedded in a broader context, which can be an important factor in affecting how hybrid working is arranged, so managers need to both listen to what employees want and guide (or even mentor) employees to see how hybrid working can be arranged alternatively to meet different demands.</p>
<p class="uol-typography-paragraph-small">The views expressed in this article are those of the author and may not reflect the views of Leeds University Business School or the University of Leeds.</p>
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"title": "Managing hybrid office misfits",
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"content": "<p>The majority of office workers are as keen on hybrid working as they were 12 months ago, and it is unlikely that this will now shift. According to our cross-industry snapshot survey, hybrid working is 54% of UK office workers' ideal working pattern, however, almost half of office workers say they are in a job that doesn't fit their ideal way of working.</p>\n\n <p>Collaborating with a range of organisations and stakeholders, the Adapting Offices for the Future of Work research team published a research-led guide in June 2022, providing advice for organisations looking to create hybrid workplaces. We have now launched a second report, providing a focused, data-driven evaluation of the impact of different work patterns and workplaces on employee behaviour and social networks.\n</p>\n<p>In this blog series, we focus on different aspects of our research featured in the report, including: managing hybrid office workers, addressing the hybrid training gap, and looking at whether employee choice and control pays off when it comes to hybrid working. You can read the full report for further information. </p>\n<img src=\"/placeholders/ph-students-01.jpg\" alt=\"Actors touching each others faces\">\n<p>The preference for hybrid working is firmly established. The results from our cross-sector surveys in August 2021 (when many organisations began to actively encourage more workers back to the office), December 2021 (before the Omicron variant prompted a return to home working) and in August 2022 (one year on from the push to return to the office), show that those office workers who want to work in a hybrid pattern have remarkably settled views and it appears unlikely that this will shift.</p>\n<p>Hybrid working remains the ideal for most office workers, but we can't assume this is what everyone wants. A consistent minority want a traditional full-time office role or full-time home working arrangement.</p>\n<h2>How well matched are workers' preferences to their current jobs?</h2>\n<p>The results show that:</p>\n<ul>\n<li>51% of our office workers had the work arrangement they desired</li>\n<li>10% would prefer to work from the office more</li>\n<li>39% would prefer to work from the office less</li>\n</ul>\n<p>We also found that women and men had similar matches between current and ideal work patterns, and that people with children or caring responsibilities were as likely to match their current and ideal work patterns as other workers.</p>\n<p>It is positive that 51% of office workers report that they are currently working in a pattern that suits their preferences and that gender and caring responsibilities did not affect this. However, despite the 'great resignation', there remains a sizable group of workers who are in roles that don't fit their ideal way of working. </p>\n<p>Most significantly, 39% would like to be working from the office less. This group matters as our findings show these workers are more likely to say they want to change jobs and that they are less satisfied with their jobs than colleagues whose work patterns were more in-line with their preferences. </p>\n<p>This suggests organisations may be carrying large groups of discontented workers – failing to provide the desired hybrid working pattern presents a risk of employee turnover and if not proactively managed, may prove disruptive.</p>\n<h2>How to manage a misfit of work patterns and preferences</h2>\n<ol>\n<li>Engage staff: Ask employees how they would ideally like to work, identify where there are mismatches and develop a plan to address this. This could involve a gradual rebalancing of tasks between different job roles to design-in opportunities for more remote working, to facilitate job swaps, to identify other flexibility (e.g. condensed or flexible hours) that would satisfy the worker.</li>\n<li>Be honest when employee preferences cannot be met and facilitate a broader discussion regarding career planning – the optimal solution for the individual may be a move elsewhere within the organisation or to a different organisation.</li>\n<li>Be transparent to avoid false hopes, undermining of hybrid policy or resentment.</li>\n<li>Be explicit about the norms and expectations regarding hybrid working for any new hires.</li>\n</ol>\n<p>Agreeing on hybrid working arrangements calls for mutual understanding and perspective-taking between both employees and managers. This involves making explicit the impact of individual work arrangements on other people. (See section 'Tensions when implementing hybrid working policies' - page 16 in our June 2022 report.) </p>\n<p>When employees' requests for a hybrid working arrangement cannot be fully met, managers will need to help employees to see their work from a broader perspective, such as how their work is linked to others' tasks within the workgroup or beyond, not only to understand the challenges but also opportunities for a different arrangement (individuals may not be able to work exactly as they like, but they may understand the constraints and come to terms with this).</p>\n<p>Employees do not always understand how their work is embedded in a broader context, which can be an important factor in affecting how hybrid working is arranged, so managers need to both listen to what employees want and guide (or even mentor) employees to see how hybrid working can be arranged alternatively to meet different demands.</p>\n<p class=\"uol-typography-paragraph-small\">The views expressed in this article are those of the author and may not reflect the views of Leeds University Business School or the University of Leeds.</p>\n\n\n\n "
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"subtitle": "Dr Lottie Quinn",
"paragraph": "Lottie Quinn is a digital design professional and academic. She is an Associate Lecturer teaching digital communications and user experience design in the Faculty of Design Systems at the University of Leeds."
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"section_related": {
"title": "Related content",
"items": [
{
"heading": {
"text": "Adapting Offices for the Future of Work podcast series",
"url": "/meet-our-students"
},
"content": "Hear about office adaptation and key considerations from our research team."
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"text": "Contact us",
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