Search Results for: recruitment

Colleagues more positive towards older workers than employers 0

While the majority of UK professionals believe older workers make a valuable contribution to UK businesses, many struggle to find new employment, a report has found. The study from CV-Library found that 92.2 percent of workers believe older workers make a valuable contribution to UK businesses, 76.6 percent of staff believe that older workers bring years of experience and knowledge to an organisation that can’t be found in a younger worker and 92.7 percent of workers believe the mature staff should still be able to excel in the workplace. Yet although they received an overwhelming sense of respect from the UK workforce, it seems that the same regard for older workers is not echoed by employers. When asked to explain key issues on age in relation to work, seeking new employment was the most common concern, with almost half (46 percent) of 55-64 year olds considering age to be a hindrance.

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Employers plan to woo returning mothers with flexible working

Employers plan to woo returning mothers with flexible working 0

working motherA fifth of UK businesses are planning to hire more returning mothers than they did a year ago, and are offering flexible working to attract them. New research from Regus claims returning mothers are valued by businesses because of their experience and skills, as well as reliability and time management. They are seen as less likely to change jobs, saving firms the cost of recruitment and re-training. Because the contrasting demands of motherhood and work are one of the main reasons women don’t return to work, respondents emphasised the important role flexible working plays in attracting female talent; with 81 percent believing that flexible working is key to attracting and retaining women. These workers are also valued for their experience and skills according to 73 percent of respondents and are seen as more reliable (24 percent) and organised (29 percent) than other staff.

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The worldwide demographic timebomb is transforming the workplace

The worldwide demographic timebomb is transforming the workplace 0

older-workers-in-demand-810x540There are a number of reasons why we shouldn’t be drawn into blindly accepting the narrative about Generation Y’s impact on the workplace. It seems the most important is also the least talked about. It is that the workforce is actually ageing in the world’s leading economies. While it may be true that 27 is middle -aged for employees at technology companies, for pretty much everybody else, shifting demographics, longer lives, improving health, falling pensions and changing personal preferences are likely to mean they stay in the workforce for longer. This is true in both the UK and US, where Millennials may make up the largest demographic grouping in the workplace but are still in a minority within an increasingly diverse workforce. The dynamics of these changes are playing out in different ways in different countries, but the forces are essentially universal.

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Majority of workers go into the workplace when they should be off sick

Majority of workers go into the workplace when they should be off sick 0

Majority of workers go into the workplace when they should be off sick

Debates around presenteeism tend to revolve around staff checking their emails while on holiday, but another potentially more destructive behaviour is that of the worker who reckons they’re so indispensable they insist on coming into the workplace when they’re ill. In a recent survey, 89 percent of workers said they had gone into work when they were not well, which is why it is hardly surprising that almost three quarters (71 percent) of employees have reported catching an illness from a sick colleague. According to the research by Canada Life, almost a third (32 percent) said their workload was too great for them to take time off for illness, and 80 percent would not take time off for stress-related illnesses. Employees were also worried about being perceived as lazy (13 percent), inconsiderate (10 percent) and weak (10 percent) if they took time off for a short-term illness.

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Five ways in which your colleagues might be driving you completely nuts

Five ways in which your colleagues might be driving you completely nuts 0

illegitimi-non-carborundum-mug-1It’s always worth reminding ourselves that while a well designed workplace and favourable working conditions are very desirable prerequisites of a good job, what really makes work enjoyable and what really makes a great culture are the people with whom we work. This simple fact is one reason why some people are happy in poorly designed offices full of all the things that supposedly make them unhappy and unwell, while other people can be miserable in airy, daylit, tastefully furnished corporate palaces. Just as Peter Drucker once said that culture eats strategy for breakfast, we also know that it washes it down with a piping hot mug of office design. Culture is defined in large measure by the people around us, it can be they who determine how much we enjoy work. Here are just five ways they can drive us nuts based on recent data.

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London firms optimistic, but want improvements to infrastructure

London firms optimistic, but want improvements to infrastructure 0

HS2 Euston InfrasructureThe number of firms planning to expand in London is at its highest level (50 percent) since 2012, though retaining employees and improving the capital’s infrastructure remain key concerns. According to the re-launched CBI/CBRE London Business Survey, over half of companies (55 percent) are increasing head counts, although three in five firms (60 percent) only hire where essential. London firms’ optimism has rebounded from last year, with almost half of companies (47 percent) feeling more positive about the UK’s economic prospects in the next six months – reversing the steady decline seen since the first quarter of 2014 – and 40 percent feel more positive about business prospects. Nearly four in five businesses (76 percent) highlighted improving the capital’s transport infrastructure as the number one issue the new Mayor of London must get down to tackling when they enter City Hall next year.

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Flexible working key to counteracting female workers’ ‘baby shame’

Flexible working key to counteracting female workers’ ‘baby shame’ 0

Flexible working key to counteracting female workers' 'baby shame'Whether the gender pay gap is more of a motherhood gap is an ongoing debate, but now a new survey has found that when even planning to have children, one in five (18 percent) working women hide their family plans from their employers. In an interview with the BBC yesterday, Labour Party leader candidate Yvette Cooper revealed that when she took maternity leave from her ministerial job in 2001, there was no procedure in place and when she sought maternity leave a couple of years later, things were made very difficult for her. If that’s how a high powered government minister is treated then it is no wonder over half (58 percent) of women feel they would have to alter their career in order to have a child, and why three quarters feel flexible working which doesn’t leave women feeling ‘baby shame’ for working child friendly hours is essential.

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Flexible working now an almost universal employee benefit, claims study

Flexible working now an almost universal employee benefit, claims study 0

flexible workingA new report from employee benefits provider Unum claims to set out the future trends and challenges affecting the benefits packages firms should offer staff. One of the headline claims from the report is that four out of five employers (79 percent) already offer flexible working. ‘The Future of Employee Benefits’ report surveyed 13 organisations and incorporated the results with those of a series of interviews and roundtable discussions with employers and specialists including representatives from the Chartered Institute of Personnel and Development. The report identifies a series of macro trends affecting workplace wellbeing and the recruitment and retention of employees over the next 15 years, which were categorised into four distinct working environments: The Ageless Workplace; The Mindful Workplace; The Intuitive Workplace; and The Collaborative Workplace.

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London is leading the way in the global coworking revolution

London is leading the way in the global coworking revolution 0

WeWork MoorgateChanging attitudes amongst occupiers towards office space and the explosion in the numbers of freelance workers and microbusinesses are driving an upsurge in coworking and other flexible working environments worldwide. That is the key conclusion of a new report from DTZ which claims that the number of dedicated flexible working locations worldwide is likely to hit 50,000 over the next three years, with parts of London leading the way. We reported recently how coworking pioneer WeWork has already announced its plans to dominate London’s commercial property scene in the same way it already does Manhattan’s. Now, the How You Work report from DTZ suggests that this is the shape of things to come for many cities, with London leading the way alongside a tranche of global tech and creative centres such as New York, Berlin and Shanghai.

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Female bosses enhance workforce engagement and motivation

Female bosses enhance workforce engagement and motivation

Female bossesAs businesses begin to ease out of recession they are starting to feel more confident in the economy and look at how they can increase spend. But while companies adjust to their new found growth they must ensure that their employees are reassured that they have a voice and, more importantly, are listened to. At Pure, we’ve recently taken a look at the wider impact which employee engagement can have on businesses big and small using an analysis of some key research. This included some illuminating data on gender roles, which included the fact that employees who work for a female manager are 6 percent more engaged, on average, than those who work for a male manager; female employees who work for a female manager are the most engaged, at 35 percent and male employees who work for a male manager are the least engaged, at 25 percent.

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City firms adopt more flexible working, but it starts from the top

City firms adopt more flexible working, but it starts from the top

Flexible workingEmployers in the City of London are increasingly open to the idea of flexible working, claims a study of 1,000 workers by recruitment firm Astbury Marsden. According to the study, a third of men working in the City (34 percent) say they now have some flexibility over the hours they work, whether through flexi-time, working a certain number of hours annually or compressed hours. This is up from 28 percent last year. Meanwhile a smaller proportion of female City workers (30 percent) claim they now have the option of flexible working, up from 23 percent in 2014. The research indicates that although women in the City are more likely than men to work part-time or term-time hours or job-share, with over a quarter being able to do so (26 percent), almost one in five men (18 percent) say they also have this option available to them.

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Beyond branding – how workplace design can express a firm’s culture

Beyond branding – how workplace design can express a firm’s culture

ODD-05-highres-sRGBWhen it comes to the incorporation of branding and identity into a workplace, there is a simple option, which is to produce a design that faithfully incorporates the firm’s logos, colours and straplines in the interior. There’s nothing wrong with this, except for the fact that it is literally superficial and so may miss the opportunity to create an office design that scratches beneath the surface to reveal what lies beneath. When you get past the layers of branding and identity, you uncover something that we call culture. This can take things to a whole new level because the challenge becomes how to create a workplace design that communicates and fosters both the identity and the culture of the organisation. The benefits to the organisation can be enormous, not least because this approach bridges a number of disciplines such as human resources and office design and so drives a number of strategic objectives.

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