December 19, 2018
ONS says Ill health and caring duties biggest barriers to work for older people
The two most important barriers to working for those in their 50s and early to mid-60s are health and caring; according to the latest analysis from the ONS. Living longer: Fitting it all in – working, caring and health in later life, advises that although people in their 50s and early 60s have a good level of general health the prevalence of health problems increases over this age range and impacts on the likelihood of being in paid work. Of those potential older workers who are out of work (but would like to work), 38 percent of men and 28 percent of women are unemployed. Women are more likely to be looking after home or family than men (19 percent and 6 percent). Over a third of people aged 50 to 64 years are out of work because they are sick or disabled – with ill health the main barrier to working for both men (37 percent) and women (35 percent).
Flexible workers claim to work more effectively than those working a traditional ‘nine-to-five’, with a quarter of respondents (27 percent) in a recent poll saying they work longer hours in their new flexible working routine than they did when they worked normal office hours. The research, which was commissioned by the AAT (Association of Accounting Technicians) found that flexible workers think they put in almost seven hours more each week on average than they did previously. The research, which looked at the productivity of a group of workers who set their own hours or working location against a group of those who are not doing so, found that the former benefit from feeling happier and less stressed. 
A new survey into happiness at work suggests it is viewed differently according to age. Baby boomers: aspire to have job security and think careers are defined by employers. Gen X: aspire to have a work-life balance and although are loyal to a profession will not necessarily stick with the same employer. Millennials or Gen Y aspire to have freedom and flexibility and are digital entrepreneurs while Gen Z aspire to have security and stability. The report by Instant Offices’ considered what is important to each age group, and how employers approach the age gap. It found that eight in 10 millennials look for a manager to act as a mentor or coach; Baby boomers want a boss to be ethical, fair and consistent, while 61 percent of Generation X, and 55 percent of millennials, think team consensus is important. 
All the chatter around the growth of flexible working might suggest it has now become the norm, but an academic paper refutes that view by revealing a third of all UK workers believe those who work flexibly create more work for others. A similar proportion believe their career will suffer if they use flexible working arrangements. This is the main finding from Dr Heejung Chung from the University of Kent who set out to analyse data from the 2011 Work-Life Balance Survey conducted by the government. Specifically, she wanted to examine whether stigma against flexible workers exists, who is most likely to hold such beliefs and who is most likely to suffer from it. The research also found that the majority of respondents that held negative views against flexible workers were male, while women and especially mothers were the ones who were most likely to suffer from such stereotypes.
Over a third (35 percent) of UK workers continue to work when then get home from the office, claims research from 
January 3, 2019
Anti-team legislation can make us slaves to individual rights
by Helen Jamieson • Comment, Flexible working, Workplace
Society is becoming more selfish. At least that’s what the most commonly held view on the issue suggests, and it’s only set to get worse. Whether or not you believe the headlines, my 20 plus years’ experience as an HR consultant has led me to believe the hype. Increasingly many (I stress, not all) employees no longer see themselves as part of a team, but are increasingly ‘lone wolves’ single mindedly pursuing their needs and wants above those of the team. Each decision they make is with ‘I’ first and foremost, with ‘we’ maybe just a passing thought. It could be argued this was inevitable. How do you create a culture of team engagement, and group morale when for decades UK workplace legislation has focused almost exclusively on Individual Rights, rather than the ‘rights’ of the group? I’d argue it is simply not possible to develop successful teams where each individual has numerous legal rights but no corresponding responsibilities. My wish for 2019 would be for the government to set out a ‘responsibility’ alongside every ‘right’ it confers.
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