Search Results for: relationships

More than half of workers report feeling stressed, but most keep it secret

by • News, Wellbeing, Workplace

More than half of staff report feeling stressed, but few admit itNew research by Mind to mark today’s National Stress Awareness Day has found more than half of workers (56%) say they find work very or fairly stressful; citing excessive workloads (52%), frustration with poor management (54%), not enough support from managers (47%), threat of redundancy (27%) and unrealistic targets (45%) as key stressors. The YouGov survey of over 1,250 people in Britain found that workplace stress is impacting on other areas of people’s lives, more so than debt or financial problems (38%), health (29%) or relationships (20%). One in five (20%) said it had put a strain on their marriage or relationship with significant other, while 11 per cent had missed important events such as birthdays or weddings. Stress was also having a physical impact, with 53 per cent agreeing that it affected their sleep, 22 per cent their appetite and 27 per cent their physical health.  The research also revealed that mental health at work is still a taboo. Nearly a third (30%) of respondents said they wouldn’t be able to talk openly with their line manager if they were stressed.

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Report claims business ethics are linked to performance

by • News, Workplace

business ethicsCompanies with well defined and consistent ethical policies are both more stable and more commercially successful, according to a new report published this week by the Chartered Management Institute. Based on a self-reporting survey of 2,500 CMI members the study found that over a third (37 percent) of managers in growing companies rate their own ethics as high, compared to just 19 percent in businesses that are contracting, which suggests a correlation if not causation. Just under a third (29 percent) of managers rate their organisation’s ethical standards as mediocre or poor. Senior managers also appear to have a more positive idea of their own organisation’s ethical standards than those in more junior and front line roles. Nearly half (48 percent) of senior managers believe their organisation has excellent ethical behaviour, compared to just a fifth (22 percent) of junior managers.

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Two thirds of the world’s workers would move to another country to find a better job

by • Knowledge, News, Workplace

Publication1Almost two thirds of job seekers worldwide say they would be willing to move abroad for work, a ‘startlingly high proportion’ that says a lot about the evolving marketplace for talent, according to a new study by The Boston Consulting Group (BCG) and The Network, a global alliance of more than 50 recruitment websites. The report claims that the proportion of people willing to seek a better job abroad is particularly (and unsurprisingly) high in developing and politically unstable countries. But there is also a very high willingness to work abroad for workers in countries that don’t face such challenges. For example, more than 75 percent of survey respondents in Switzerland, more than 80 percent of respondents in Australia, and more than 90 percent of respondents in the Netherlands say they would consider moving to another country for work, according to the report, Decoding Global Talent: 200,000 Survey Responses on Global Mobility and Employment Preferences, and their preferred destinations are London, New York and Paris.

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We’ve long had ‘overwhelming evidence’ for the link between office design and productivity

by • Comment, Facilities management, Workplace, Workplace design

office designPerhaps the most widely reported news from the world of workplace over the last couple of weeks has been the analysis from the World Green Building Council that links office design with productivity and wellness. And the two words from the report that have featured most commonly in the associated stories’ headlines have been ‘overwhelming evidence’. While this has been repeated as if it’s some kind of revelation, the truth is that we have had compelling and overwhelming evidence for many years, and barely a year goes past without some study or other making the same point in no uncertain terms. Each report merely serves to raise a more interesting question; given the sheer body of work linking the workplace with productivity (and happiness and motivation and so on), why does the argument still need to be made?

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Generation Y make the most trusting managers, finds ILM report

by • News, Public Sector, Workplace

Generation Y are the most trusting managers finds ILM reportMaintaining high levels of trust at work helps to foster an engaged and productive atmosphere, finds a new report by the Institute of Leadership & Management (ILM), which reveals the youngest generation to be the most trusting and those working within the public sector the least trusting. The truth about trust, honesty and integrity at work found that the millennial generation of managers (born 1981 onwards), are the most likely to trust those within their organisation (54%), followed by baby boomers (born between 1946–1964), almost half of whom (45%) say they trust everyone or almost everyone. Generation X, those born between 1965–1980, had the lowest level of respondents saying they trust everyone or almost everyone (44%) at work. The research also reveals that the five fundamental skills and qualities that leaders need in order to be trusted are openness, effective communication, the ability to make decisions, integrity and competence in their role. More →

Yet another report into the Future of Work that is really about the present

by • Comment, Flexible working, Technology, Workplace design

Future of WorkJust a few days ago, a survey from Morgan Lovell and the British Council for Offices highlighted the value British workers placed on having somewhere to work, regardless of its drawbacks, privations and distractions. Now a new report from consultants PwC seems to draw the opposite conclusion. Heralded by predictably tedious headlines declaring the office to be dead or dying, The Future of Work: A Journey to 2022 claims that a quarter of the 10,000 people surveyed believe the traditional job will disappear and around a fifth claim to have already had enough of the 9 to 5 in a fixed physical space and would prefer to work in a ‘virtual place’ – which seems to mean anywhere with WiFi.  As ever, any report addressing ‘The Future of Work’ is primarily and perhaps unwittingly about the present.

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Corporate social reponsibility remains a vital part of the business armoury

by • Comment, Environment, Facilities management, Insight promotion

Corporate Social responsibilityThere is now an unstoppable energy for radical change in the way that companies of all sizes conduct their Corporate Social Responsibility duties. There are compelling economic and social reasons for companies to construct new ways of thinking and practice around CSR that go way beyond just doing something worthy or nice, from building effective partnerships to attracting top employees. Some companies prefer terms like ‘corporate responsibility’, ‘corporate conscience’, ‘corporate citizenship’, ‘social performance’, ‘sustainability’ or even ‘future-proofing’ over CSR. But the core CSR principles are that a business voluntarily commits to embracing responsibility for its actions and to impacting positively on the environment, on society and on consumers, employees and other stakeholders. More →

Living longer, still working but earning more – the changing world of the UK’s older workers

by • Legal news, News, Workplace

Older workersA new report from the Institute for Fiscal Studies challenges some of the most commonly held misconceptions about the UK’s older workers, their health, income and status. The Changing Face of Retirement has been produced by the IFS in partnership with the Joseph Rowntree Foundation and the Economic and Social Research Council. Over the next ten years, it claims that changes to the pension provision, a rise in the retirement age, improving levels of long term health and the fact that many more people will remain in relationships as the life expectancy of men improves will mean more and more older people will supplement their pension incomes with paid work. The report also suggests that there will be more women between the ages of 65 and 69 in work than men by 2021 but both groups will see significant increases as the proportion of the total population aged over 65 increases by over a fifth.

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The boardroom knows tech is important but leaves IT decisions to others, claims report

by • News

BoardroomThere is a recognition within the boardroom of the importance of information and communications technology (ICT), but business leaders see tech as something for technology managers to worry about and many are unable to make effective decisions anyway because they are digitally illiterate (and some are proud of the fact). Those are some of the findings of a new report from Sunguard Availability Services, published in partnership with Professor Joe Peppard of the European School of Management and Technology in Berlin. The study claims that the growing strategic role of technology offers chief information officers (CIOs) a chance to elevate their position and drive the wider business agenda. But also that this can be held back by a lack of engagement, or even the boardroom taking no account of ICT whatsoever, with strategic IT alignment remaining an afterthought for many organisations.

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Workplace design, Facebook likes and the need of companies to be your friend

by • Comment, Environment, Facilities management, Workplace design

Facebook_like_thumbCompanies put an awful lot of time and money into getting people to like them on social media these days. While it would be easy to see the like button on Facebook as the primary conduit for this corporate neediness, but it cuts across many aspects of the ways in which companies work, including their relationships with employees and the ways in which they develop new forms of workplace design and management. This is most evident in the tech palaces which are aimed at the same digital natives that firms habitually target with their online marketing, but the need to make customers and employees friends of the business cuts across a wide range of sectors. The workplace is yet another channel of communicating chumminess, and it offers many of the same challenges as social media.

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Employers fail to monitor wellbeing and mental health alongside staff engagement

by • Flexible working, News, Workplace

Mental ill health still not being addressedMonitoring of employee engagement and wellbeing by FTSE 100 companies improved over the past year, but organisations are failing to measure or address the psychological health of employees. The latest Business in the Community (BITC) Workwell FTSE 100 benchmark showed an increase in the average company scores from 21 per cent to 25 per cent while reporting across the five identified areas of BITC’s Workwell Model; Better Work, Better Relationships, Better Specialist Support, Better Physical and Psychological Health and Working Well increased from 53 to 63. 86 per cent of companies now report on four or five of these themes. But despite this, there was almost no evidence that psychological health is being measured or addressed, and the provision of mental health support continues to be a low scoring area (11%). More →

Employers that fail to act on engagement findings ‘demotivate staff’

by • Knowledge, News, Workplace

Employers that fail to act on engagement findings may demotivate staffWhen carrying out employee engagement surveys, employers are not asking the right questions that pinpoint exactly what actions need to be taken. This often results in a failure to act on their findings, which can then lead to higher levels of dissatisfaction amongst staff who have shared their thoughts without seeing any outcome. This is according to a review by software specialist Head Light, which has identified 12 factors which fundamentally impact on how people feel about their work and their employer. These are: wellbeing; motivation; reward and recognition; involvement; autonomy; teamwork and collaboration; purpose and meaning; relationships; trust; career/personal development; communication and performance management. It claims that engagement can be improved at each level of an organisation by asking employees about these 12 factors and then providing senior executives, line managers and individuals with a personalised list of manageable actions. More →

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