February 7, 2017
Brexit impact on UK’s future workforce size could undermine productivity 0
With the UK facing at best, very slow growth, or even shrinkage, of the working population, future changes to migration levels into the UK due to Brexit could exacerbate the financial stresses and strains caused by the UK’s aging workforce. This is according to the Mercer Workforce Monitor™ which claims that companies will need to invest heavily in automation, sectors of society historically under-represented in the workforce and look at ways of increasing productivity. According to the analysis, since 2013, the levels of EU and non-EU born immigration into the UK workforce has filled a gap left by the aging of the nation’s UK-born workforce which sees more in this group leave the workforce – through retirement, emigration or death – than enter it. National growth is closely linked to workforce growth; so reducing its future size would create major headwinds for the UK economy and since another 3.4 million people will reach the age of 65 in 2030; unless the UK decides to make drastic changes to the funding of pensions, health and social care, this smaller working population will be required to proportionally spend more of their income to care for their older citizens.
November 10, 2016
If we want to maximise productivity and wellbeing, how many hours should we work? 0
by Mike James • Comment, Flexible working
Some people cling to the idea that if you want to get more work done, the obvious solution is to put in more hours. But if that’s true, why are a number of companies in Sweden reducing their working schedule from eight hours a day to six? Is Sweden that economically successful that they can afford to give their staff a quarter of the day off? No – something different is going on. But to understand it, we need to look at where the idea of the eight hour working day and its association with productivity comes from. During the late 19th century, there was an increased demand for worker’s rights, and the debate about working hours was right at the heart of it. Improvements were slowly made, as standard 16-hour-a-day shifts reduced and reduced. As the 20th century arrived, significant progress had been made, but even then many stubborn companies held on to older working practices. Ten-hour, six-day-a-week schedules were still common.
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