Search Results for: flexible benefits

How I learned to stop worrying and embrace uncertainty

How I learned to stop worrying and embrace uncertainty

One of the ways I have found to inoculate myself against the hyperbolic certitude of the world’s futurologists is to watch YouTube clips of an old TV show called Rab C Nesbitt and observe the automated captioning as it struggles to cope with Glaswegians. And sometimes gives it up as a bad job. Works with Limmy’s Show too. Try it for yourself at the bottom. Includes bad language. A meringue? More →

FUTURE Designs and Artus announce sustainable buildings collaboration

FUTURE Designs and Artus announce sustainable buildings collaboration

Future DesignsArtus, the ground-breaking heating and cooling system specialist and FUTURE Designs, the UK’s leading commercial lighting manufacturer, are pleased to announce their collaboration on a purpose-designed, multi service system (MSU), offering a more sustainable and comfortable future for buildings and their occupants. The Artus MSU complements the existing Artus product with an exclusively sourced, custom-built lighting system from FUTURE Designs, alongside comprehensive acoustic properties. This means the functionality is threefold: Artus’s advanced patented air conditioning system, FUTURE Designs’ intelligent lighting system and Class A acoustics. More →

Competition for talent is fierce, but employers edge away from pay to attract people

Competition for talent is fierce, but employers edge away from pay to attract people

competition for talentNew CIPD research claims that almost half (45 percent) of UK employers report having vacancies that are hard-to-fill, and almost two thirds (65 percent) anticipate problems filling vacancies in the next six months. The most common response made in the past six months by employers with hard-to-fill vacancies has been to increase pay (44 percent). However, only a quarter (27 percent) of organisations plan to raise wages in response to the competition for talent in the future. This suggests that organisations may be approaching their limit on this ‘quick win’ strategy and are exploring alternative options, such as upskilling people and flexible working, to attract and retain people. More →

Job dissatisfaction is rife among senior executives – and hybrid working doesn’t help

Job dissatisfaction is rife among senior executives – and hybrid working doesn’t help

job dissatisfactionWidespread job dissatisfaction means a large proportion of senior executives from top US companies plan to leave their organisations in the next two years, according to a new report from KellyOCG. According to the 2022 KellyOCG Global Workforce Report – Re:work – there’s a significant disconnect between employees’ expectations and the support employers provide. Through a survey of C-suite leaders, board members, department heads, directors, and managers in 12 countries, including the United States and Canada, the report claims that 78 percent of US executives and 52 percent of Canadian executives, compared to 72 percent of leaders globally, aim to leave their jobs by 2024. More →

Two thirds would take a pay cut in exchange for a four day week

Two thirds would take a pay cut in exchange for a four day week

four day weekA poll of 2,000 people published in the new edition of the State of Hybrid Work study from Owl Labs claims that flexibility is now key to retaining top talent in 2022 and beyond. 65 percent of British employees would rather be paid less in exchange for a four day week and over a third (37 percent) would choose to decline a job if flexible hours are not offered. The report claims that offering greater flexibility will prove key to preventing employees from driving the ‘Great Resignation’ – with nearly one in three (31 percent) employees changing jobs in the past two years and a quarter (25 percent) of employees actively seeking a new opportunity in 2022. More →

A burst of technological innovation is reshaping the future of work

A burst of technological innovation is reshaping the future of work

future of workEven as we begin to glimpse the light at the end of the tunnel of the pandemic, evidence suggests that many workers want to carry over the working flexibility that the pandemic afforded into the post-pandemic world and a new future of work. Namely, employees are wanting to adopt a ‘mixed’ working style – spending time both working in the workplace, enjoying the office’s many benefits, as well as spending some time during the week working from home. A YouGov poll suggests that close to 40 percent of employees wish to continue to work from home some of the time post-pandemic – a fact that is supported by CIPD research. More →

Working from home may help recruitment, but doesn’t stem resignations

Working from home may help recruitment, but doesn’t stem resignations

working from homeOrganisations looking to stem the tide of the so-called Great Resignation shouldn’t rely on working from home alone to retain their top talent, according to new research, which reveals that working from home (WFH), flexible working hours and even four-day work weeks, won’t necessarily be enough to keep employees onboard. HR software provider CIPHR conducted a survey of over 330 British employers last month to discover how the increasingly competitive talent market has affected their staff retention and recruitment drives over the past twelve months. Based on the results, nearly three-quarters (73 percent) of employers have experienced an increase in employees voluntarily resigning and 71 percent have found it more challenging to recruit new employees. More →

The much talked about new normal doesn’t exist, but the world has changed in profound ways

The much talked about new normal doesn’t exist, but the world has changed in profound ways

no new normalThe World Health Organization officially declared COVID a pandemic on March 11 2020. Now, two years later, there’s light for some at the end of the tunnel. In many wealthier countries, which have benefited from several rounds of vaccination, the worst of the pandemic is over. We’ve got here by learning a lot of new health behaviour, like wearing masks and sanitising our hands. Many of us have also developed a variety of social habits to reduce the virus’s spread – such as working from home, shopping online, travelling locally and socialising less. But as parts of the world emerge from the pandemic, are these new habits here to stay, or do old habits really die hard? Is there a new normal? Here’s what data can tell us.

 

 

Work

One of the biggest changes predicted during the pandemic was a long-term shift towards home or hybrid working. However, there are already signs that this transition might not be as obvious or complete as expected.

[perfectpullquote align=”right” bordertop=”false” cite=”” link=”” color=”” class=”” size=””]The signs of the transition to hybrid work are not as obvious or complete as expected[/perfectpullquote]

In the UK, the proportion of people working from home at least some of the time increased from 27 percent in 2019 to 37 percent in 2020, before falling to 30 percent in January 2022. Similarly, in the US the proportion working from home declined from 35 percent in May 2020 to 11 percent in December 2021.

One of the main reasons people are going back to the office is employers’ expectations. Many companies are concerned that more permanent home working might affect employees’ team building, creativity and productivity.

But among employees, there’s a greater appetite for hybrid and flexible working. One recent multi-national survey found that whereas roughly one-third of workers had worked at home at least some of the time before the pandemic, roughly half said they want to in the future.

 

Shopping

The pandemic didn’t create the habit of online shopping, but it makes more of us do it. Did this make us realise we don’t need actual stores anymore?

It doesn’t seem so. Shopping in bricks-and-mortar stores has already started to recover. Recent data on people’s movements, gathered anonymously from mobile devices, shows how in many countries, before omicron hit, travel to retail and recreation spaces was back up to pre-pandemic levels, and is already starting to rebound after omicron.

The rise in online sales has also not been as dramatic or sustained as many predicted. In the UK, online sales made up 20 percent of total retail sales before the pandemic. By February 2021 this had risen to 36 percent, before declining steadily to 25 percent in February 2022.

 

Travel

One habit that might take longer to recover is our pre-pandemic love of international travel. It has taken a hit around the world, and the sector is still struggling. The UN’s International Civil Aviation Organization projects that international travel in 2022 will still be down by nearly a half compared to 2019.

One British survey conducted last September found that while 80 percent of people were planning on holidaying in the UK in the next year, only around 40 percent were considering going abroad. In comparison, in the 12 months up to July 2019, 64 percent of Brits travelled abroad for a holiday according to one travel industry body.

People’s reluctance to travel has been largely down to concerns over the virus and confusion over travel rules. As worries decline and rules get lifted, we may see a “mini-boom” in holidaymaking.

 

Socialising

Early in the pandemic, some commentators – including the US chief medical adviser Dr Anthony Fauci – suggested we might never return to shaking hands. I, with my colleague Dr Kimberly Dienes, argued that it was vital these rituals make a comeback, as they have several social, psychological and even biological benefits.

Are social-distancing habits, including meeting fewer people and having less physical contact with those we do, here to stay? For most people, no. Data shows only one-third of people in the UK are still socially distancing regularly, the lowest proportion since the pandemic began.

 

No new normal

But truly, only time will tell how much the pandemic will have changed our habits. However, bolder predictions – that the pandemic was going to completely and irrevocably change our ways of working, shopping, travelling and socialising – now seem premature and exaggerated. The pandemic has taught us we can work, learn, shop and socialise in different ways, but the question now is whether we still want to.

[perfectpullquote align=”right” bordertop=”false” cite=”” link=”” color=”” class=”” size=””]The pandemic has taught us that we need to connect with others[/perfectpullquote]

Humans have basic needs, such as autonomy, feeling related to others, and feeling effective and competent in what we do. Part of the challenge with home working, for example, is that it simultaneously fulfils one need by giving us greater autonomy but takes away another by making us less connected. Expanding adequately supported, equality-focused, hybrid and flexible working arrangements is perhaps a promising way to meet both needs.

Some people will have acquired a sense of competence, or at least familiarity, with the new ways of doing things during the pandemic and so may wish to keep doing them. In some areas – travelling overseas, for example – it may take longer for our competence, and confidence, in old habits to return. However, many seem to be quite quickly returning to old ways and re-learning how to feel competent at doing things that they did before.

The extent to which we’ll go back to our old ways may also depend on our personality traits, which have been shown to shape our compliance with new behaviour. For example, those more open to new experiences by nature, or more extroverted, may be more eager to travel internationally or socialise in larger groups.

Finally, the pandemic may have served as a reminder of how much we appreciate everyday interactions with others, in shops, restaurants and so on. People may be keen to return to familiar ways that revive this – for example, picking something up in a store on the way home from work. Above all, the pandemic has taught us that we need to connect with others and that there are limits as to how much online communication can replace real, face-to-face interactions.

This article is republished from The Conversation under a Creative Commons license. Read the original article.

Four day week now more attractive thanks to pandemic

Four day week now more attractive thanks to pandemic

four day weekThe COVID-19 pandemic, lockdowns and shift to remote working has had a significant impact on organisations’ attitudes towards a shorter working week, new research from Henley Business School has revealed. The longitudinal study found that 65 percent of UK businesses surveyed are now implementing a four-day working week for some, or all, of their staff, compared with 50 percent who answered a similar survey carried out by Henley in 2019. More →

Hybrid working means we have to make the most of our time in the office

Hybrid working means we have to make the most of our time in the office

hybrid workingThe covid-19 pandemic has drastically affected every aspect of our lives, whether it be in a personal, societal, or professional sense. One of the biggest changes to come from the pandemic is the impact it has had on workplaces, and what we now know our working world to be, including the advent for the first time of widespread hybrid working. Long gone are the days of long commutes, long days in the office and set working hours. More →

How to convey company culture instantly while hiring

How to convey company culture instantly while hiring

company culture and hiringThirty-eight million American workers left their jobs last year. While better pay and more flexible working conditions typically top the list of reasons for leaving an employer, workers need a bit more than that to seal the deal. To be sure, in a recent Cappfinity/YouGov survey, 80 percent of job seekers said it’s important to understand a company culture before accepting an offer. Company culture, in fact, has played a key role in the pushing and pulling of workers from and to jobs. Some job seekers are motivated by the escape from a toxic work environment. Others are looking for companies that have figured out how to support more social interaction across teams. If you can’t authentically convey your own company’s culture to job candidates, they won’t be able to determine whether the job is right for them. More →

Workplace culture needs a rethink in line with employees’ changing priorities

Workplace culture needs a rethink in line with employees’ changing priorities

workplace cultureConsiderable job insecurity and uncertainty has pushed companies to rethink their workplace culture to meet employees’ new needs, priorities, and expectations, according to the annual Fjord Trends report from Accenture. According to the report, nearly two years of social, economic and employment disruption has resulted in a collective shift in people’s relationships with work and employees are re-assessing what they want and expect from a company culture and employee value proposition. This means enhancing workplace flexibility, benefits packages, and greater employee care and compassion will continue to be notable trends in 2022, creating both challenges and opportunities for businesses looking to retain and recruit talent. More →