bosses Archives - usatoday24

Against the extreme heat, the Civil Guard agents want to choose between the motorcycle or the car. And don’t let your bosses decide

June 9, 2026 by usatoday24

It has arrived and has placed itself at the center of the debate. The heat and what to do to remedy it is one of the hot topics every year. Whether or not to apply new measures against a summer that increasingly arrives earlier and leaves later is beginning to be a recurring part of the general conversation. From the classrooms and the children to the Civil Guard agents. The heat. Suffocating and sustained. The same one that gives very few breaks between May and September, if not October. We live in a country that is getting hot and what to do to cope with it in the best possible way is something that we repeat to ourselves starting in the month of May. The misfortunes, in fact, seem to have been the only reason that has made us reflect. One of the last major debates revolves around the how hot it is in schools. He’s not the only one. Weather alerts They have already modified the schedules of the most exposed workers, like sweepers or workers. And there is a group that already defends that it is in the same situation: the Civil Guard agents. What do they claim? The Unified Association of Civil Guards (AUGC) is claiming to the higher commands to allow the agents who monitor traffic to decide whether or not to get on the motorcycle or, on the contrary, prefer to patrol by car. The reason is obvious: the heat. Furthermore, this association demands that they not be forced to wear the vest with an airbag when the temperature exceeds 32ºC, claiming that it is a garment that makes heat evacuation difficult. Why all this? These claims have once again gained strength because the AUGC has met with the Head of the Traffic Group of the Civil Guard to send them their requests. And the latter is in charge of deciding the technical criteria to take into account to decide how to work. But the conflict, our colleagues explain Motorpassion Motorcycle comes from behind In July 2025, the PSI-08-25-OPCM report from the Civil Guard Prevention Service indicated that it was advisable not to wear the airbag vest above 32ºC. Later, in December, in the Plenary Session of the Civil Guard Council it was decided that the use of this vest and the decision to take the motorcycle or use the car would fall to the agent “according to his own professional criteria, without the need for authorization or any impediment,” according to the AUGC. And they emphasize that the Operations Command promised to put this in writing. Which have moved again from this association to the Headquarters of the Traffic Group of the Civil Guard is that this commitment never materialized and that, on the contrary, a circular from May once again emphasized that the airbag vest was mandatory up to 35ºC and that It is the Operations Command that ultimately decides whether the agent gets on the motorcycle or not, instead of the latter’s criteria prevailing. The risks. The officers’ claims are based on the extreme heat to which they are subjected on the motorcycle when temperatures far exceed 30ºC. It must be taken into account that a motorcyclist faces environmental heat but is also exposed to the heat generated by the motorcycle itself and the use of safety equipment. The risks riding the motorcycle in extreme heat are evident: greater fatigue, proliferation of headaches or possible dizziness. Photo | In Xataka | “With our heads, we would all ride 20 HP motorcycles”: there is a debate brewing about how much power is too much power for a motorcycle

Their bosses promote people they see

May 30, 2026 by usatoday24

He debate about whether a person is more productive at home or in the office has been a constant since companies insisted on putting people in the offices after years of teleworking. Even there are experts who say see the debate more polarized than ever before. A new study suggests that work remote harms workers, compared to going to the offices. And the reason is simple and has been defended by many, both bosses and workers: “employees who are not physically close to their bosses (or who don’t live in the same city as the headquarters) are seeing fewer opportunities. “Not because they have underperformed, but because they have become less visible.” 10 years TELEWORKING_ the BEST, the WORST and the TRICKS Regarding this, the magazine Work, Employment and Society, experimentally demonstrated With data from 1,000 UK managers, when managers do not have performance data on a remote worker, they are significantly less likely to be promoted or receive pay increases. Of course, according to the study, when they are provided with objective performance data identical to that of in-person workers, the penalty disappears. A study by the Deel companya global HR platform. HH. concluded a few weeks ago that a third (36%) of Workers in Europe say they are worried that physical distancing is harming their careers professional. It also says that more than half, 52%, would feel anxiety if they lived more than an hour from work. We have already seen various surveys of young professionals and many They bet on going to the offices for this same matter. Workers want to live far away, but they see harm According to this study, many workers have responded that they would be willing to move further from city centers, or even to another country, if that meant more affordable housing or being able to be closer to family (and they say that they would not even mind working outside of conventional hours to be able to be in another country if there is a time difference). But, at the same time, various professionals affirm that They are seeing that performance alone does not help them grow professionally. and who have witnessed that their managers, consciously or not, tend to reward the people they see most frequently and that “office conversations become opportunities.” Even as a clear example, we have the case of Dell, a company that openly warned employees that those who did not want to return to the office would resign. also to promotion possibilities within the company. Even too imposed obligations such as going in person yes or yes for all those who live less than an hour from the office. According to Forbesall this has been creating two types of employees: those who are considered eligible for promotion due to their proximity and those who are excluded of key decisions simply because they decided to live somewhere else. The experts: we must rethink this traditional model To all this, the warning given by the experts who produced this report is that “companies that assume that everyone can be present at all times are not only misinterpreting their workforce, but also limiting their reach.” From Deel they believe that, with remote and hybrid work becoming the norm, “traditional ideas about proximity to the office need a profound revision. Expanding the hiring approach and work culture is a necessary measure has been around for some time and can open new avenues of talent for organizations facing skills shortages. And this new Deel survey reveals that employees across Europe they increasingly want to move further away from their workplaces to live closer to nature (31%), reduce their living expenses (28%) and spend more time with family (26%). However, “that desire clashes with what many bosses want (but in many cases do not need): control“, as these human resources experts explain. Almost two thirds (60%) of bosses They said they would prioritize hiring in their own time zone or from those who lived within a reasonable distance. from work (58%), although almost as many (51%) also admitted that this mentality made it difficult to find the skills they needed. Image | Photo of LinkedIn Sales Solutions in Unsplash In Xataka | In their search for balance between productivity and mental health, Generation Z is clear: four-day work week This topic was originally published on Genbeta in September 2025

It is if bosses really make the schedules that claim their employees

September 26, 2025 by usatoday24

The debate on working hours in Spain is again in the center of attention after the statements of Antonio Garamendi, president of the CEOE, in the Forbes Spain Economic Summitwho defended the culture of effort in response to proposals to reduce working hours. “Do you think Carlitos (Alcaraz) works 37 and a half hours a week? No. Is the culture of effort, to know what you lose and what do you want.” The response of the representative of the main employer in Spain maintains the line of opposition to the proposal of Reduction of workday that Congress knocked down a few weeks ago. However, what caught the attention was Garamendi’s negative to openly declare if he worked more than 40 hours a week that the law marks. Reactions to Garamendi’s statements. The comparison that Garamendi between Carlos Alcaraz, a professional tennis player, and the vast majority of the active population has unleashed reactions from both the Ministry of Labor and the unions. The second vice president and Minister of Labor, Yolanda Díaz, He has pointed out That Garamendi “with rampant machismo does not know what it is to work 40 hours a week”, ensuring that it will not “allow those who charge for 25 times the minimum wage give us lessons of the reduction of working hours.” For his part, Pepe Álvarez, general secretary of UGT, has described Garamendi’s statements of “unfair, provocative, populist and surrealist”, and added that “never in our country the young people have worked so hard to reach the end of the month.” Beyond the working day. Leaving aside the allegation for the culture of the effort of the majority employer representative in Spain about the culture of employees’ effortthe data From the Active Population Survey (EPA) show that employees in Spain, in addition to their ordinary working days, made a total of 7,009,800 overtime, which is an increase with respect to 6,935,300 of the same period of 2024. Of those hours, 2,821,300 of hours a week were unpaid overtime. That is, the employees worked hours beyond your daybut their company did not pay them. According to a prepared report By CCOO in September 2024, with this surplus of extra hours they could have created up to 62,880 full -time jobs. Last year, about 419,000 employees dedicated an average of 6.3 hours a week to work without remuneration. How long do bosses work? While the figures of the working day for employees are collected in Dozens of annual statisticsthere is no formal record of the hours dedicated by the bosses and owners. It is common that, when asked, they respond that their day is 24 hours and that they work “from sun to sun”. However, independent studies indicate that effective work hours can be significantly lower than those received or declared by the leaders. According to an investigation of the London School of Economicsthe ceos who claim to work more than 55 hours per week, actually only dedicated about 35 hours to real professional taskswhile the rest of his time was distributed among personal activities, leisure, gym and institutional events. What is working? The definition of what is work and what is not, It is perfectly defined in the different laws that regulate the working day and the duties of the workers. When any discrepancy arises, justice does not hesitate to draw that limit in detail between it What is working time and what does not. However, these limits do not seem to apply with the same precision to entrepreneurs and entrepreneurs who direct their companies who, without hesitation of their zeal and sacrifice, are not governed by the same time controls and rules that its employees. This lack of control makes subjective valuations over time and effort that, objectively, could be considered effective work time. The Turbojornadas of Elon Musk and 996. In Silicon Valley, the CEO’s tendency to present themselves as supermpleados capable of making 120 hours a week without flavor has its maximum representative in Elon Musk. Recently, other businessmen from Silicon Valley, Like Lucy Guohave begun to advocate for days of 80 to 100 hours a week under the called “996“(From nine in the morning to nine at night, six days per week) as a paradigm of the culture of effort. However, again, which is never specified How many of those hours are dedicated to productive tasks directly related to their work at the head of their companies. We have an example in Elon Musk himself, which after demanding more than 80 hours signals (and free) to his employees in Doge, he had to see how Tesla investors asked him, at least, Spend 40 hours a week to exercise from CEO from Tesla to get it out of the crisis. The work perception bias. According to An analysis made by him Bureau of Labor Statistics From the US, overestimation can reach up to 10% in the self -perception of time dedicated to labor tasks. This distortion affects both employees and managers, who, moved by the desire to impress or strengthen the culture of effort, may consider that they work much more than they really do. In the Spanish context, this bias can aggravate the narrative raised by Garamendi and the Marathyan Day defendersbut concrete data from official sources and international studies indicate that the perception and reality of effective work hours They can be separated for several percentage points. The problem is that, as there is no Official registration of hours worked For bosses and owners, the doubt of whether their days really meets the standards they publicly defend for their templates. In Xataka | NOr you need more hours in the day. All that is needed is to understand how the brain works to work better with less Image | DVIDSFlickr (Emiliano García-Page)

When the bosses already value at the same time they do not work in your free time

July 15, 2025 by usatoday24

More and more companies recognize the importance of their employees Disconnect from work to improve your well -being and Avoid exhaustion. After all, it suits them since that way Improve productivity. However, a New study It has confirmed the existence of a significant contradiction: although managers value their employees to take breaks and maintain a good balance between working and personal life, they usually penalize those who make use of those limits. The detachment paradox. The study carried out by researchers from the University of Science and Technology of Hong Kong and the Spanish IE Business Schoolanalyzed how managers perceive employees disconnect of work in your free time. “We only analyzed what happens when the worker should not work, such as the afternoons, on weekends and vacations,” said Elisa Solinas, co -author of the study. OK To what is published in Hardvard Business Reviewthe experiment had 7,800 participants, in which managers evaluated fictional employees who in a version took measures to disconnect from work and in another not. The results showed that, in their reports, managers recognized that those who disconnected from work during the weekend, returned with more energy and better performance. However, in the evaluations, they constantly described them as less compromised, even if they were more productive than those that did not disconnect. Even if you are the best, do not rest. The data suggest that the feeling of reproach of managers towards employees persisted even when the employee was a direct subordinate of the manager, when the employee who was disconnected was objectively better in his work and even when he disconnected for a justified reason as take care of a relative. As they stressed in HBR, managers tend to identify Availability with effort and commitment. “Our studies show that the commitment is valued almost more than productivity. In short, we seek to perceive that a worker is really committed, and that is what, in fact, we reward more than productivity,” declaredBuechel a Fortune If you take care of yourself, you don’t ascend. The experiment revealed that, in addition, 62% of managers considered that those employees who put limits between working time and staff were less likely to be promoted, despite recognizing that their productivity could be greater. A bias that too It was given on teleworking. As Eva Buechel explained, co -author of the study: “The same people who said that workers were going to be more productive also said they were going to be less promotable.” This bias reflects that, although the disconnection and rest improve health and employee performance can negatively affect the perception of commitment and professional opportunities since employees who respond outside your working hours or that their vacations skip are seen as people who strive more. The cost of not disconnecting. The pressure to always be available generates negative consequences. According to data from A studyMade by the Glassdoor Employment Portal, exhaustion reports increased by 32% year -on -year during the first quarter of 2025. Employees who claimed to feel exhausted have shot themselves above 50% if it was counted since 2019. “Even if a satisfied or high -performance employee can support a greater workload without impact on its productivity or in its satisfaction during a short period, that does not necessarily mean that it can do it indefinitely,” wrote Daniel Zhao, author of the Glassdoor report. Benefits of taking a break. A meta -analysisLed by Ryan Grant, a PhD student in Psychology at the University of Georgia, he found that the revitalizing effects during free time are actually 85% greater than what was suggested in different studies, and their benefits can be extended up to 43 days after the holidays. Grant points out that the disconnection capacity “was the only recovery activity that had a strong positive association with well -being, both during the holidays. This suggests that the more you disconnect yourself psychologically from work during your break, the better your vacation will be your vacation and the greater your benefits for well -being later.” The scientific evidence It corroborates Grant’s conclusions on the benefits in the mental health of employees who separate work time and leisure time. Disconnected by law. Countries like Spain and Australia have created a legal framework to guarantee the Right to digital disconnection Out of working hours. The regulations not only exempt employees from responding to any message or call of their work during their rest time, but penalize companies that carry out these practices. What the legislation cannot regulate is the perception that managers have of those workers who comply with the work schedule that appears in their contract. In Xataka | Bill Gates’ five errors that led him to improve at work: productivity is not everything Image | Unspash (DFY)

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