Search Results for: diversity

September 26, 2016

Employers must adopt a trust based approach to flexible working ⁰

by Sara Bean • Flexible working, News, Wellbeing, Workplace

Employers are being urged to create a more inclusive and flexible working environment for their employees by adopting a trust based approach which focuses on the meeting of objectives rather than hours. This is the advice of Harvard University’s Global Leadership award winner Charlotte Sweeney on the launch of National Work/Life Week. In 2015, 23 percent of employees were reported to be doing some of their work remotely, up from 19 percent in 2003 according to the Bureau of Labour Statistics. But more than just adopting agile working, the diversity expert says businesses should begin to focus on individual well-being and supporting employees to enrich all aspects of their lives, their families and their communities. Corporates should implement a trust-based approach, which focuses on employees meeting their objectives, rather than focusing on where they are actually doing the work or even how many hours it takes to complete.

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September 21, 2016

Millennials no different from their elders in attitudes to the workplace ⁰

by Sara Bean • Flexible working, News, Technology, Workplace

The portrait often drawn of Millennials is that of a generation which is keen to stand out from that of its elders, and which is difficult to pin down. They’re said to have difficulty accepting a hierarchical structure and no longer view their salary as the only motivating factor but instead are looking for a sense of accomplishment in their work. Yet as we reported recently, the behaviour and expectations of this younger generation has in fact stayed fairly constant. For them, the ideal company has attributes which are actually fairly similar to those cited by their more experienced colleagues. The result of the latest Edenred-Ipsos barometer into the under 30s suggests that for employers, the issue is not so much about dealing with this generation independently of the others, but rather globally rethinking leadership challenges in an environment which is increasingly digitalized, horizontal and multi-task oriented, taking into account individual countries’ cultural differences.

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September 14, 2016

New alliance aims to help eradicate maternity discrimination at work ⁰

by Sara Bean • Flexible working, Legal news, News, Wellbeing, Workplace

A new alliance between leading businesses and the Equality and Human Rights Commission is being launched today to combat the level of pregnancy and maternity discrimination that affects around 390,000 pregnant women and new mothers each year. A coalition of businesses in the initiative ‘Working Forward – supporting pregnancy and maternity rights’, aims to inspire other organisations to follow their example by working to eradicate discrimination from their businesses and show employers how to attract, develop and retain women at work. The launch follows the EHRC’s recent landmark research, carried out in conjunction with the former Department from Business, Innovation and Skills which highlighted that while the majority of employers say they are firm supporters of female staff during and after pregnancy and find it easy to comply with the law, three in four (77 percent) mothers say they have had a negative or possibly discriminatory experience at work.

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August 25, 2016

More organisations worldwide offering parental leave rights to employees ⁰

by Mark Eltringham • Flexible working, Knowledge, News, Workplace

Despite the complexities of parental leave legislation, a growing number of organisations worldwide are making the benefit available to their workforce, according to the new Global Parental Leave report from human resources consultancy Mercer. According to the study – which is behind a paywall – more than one third of organisations have one centralised global policy. Around 38 percent provide paid paternity leave above the statutory minimum and several countries mandate a parental leave programme that may be used by either parent or carers. A growing number of organisations have extended the right to part time employees and see it as a valuable tool for attracting and retaining talent regardless of the gender or contract of employees. While almost two-thirds (64 percent) of companies provide maternity leave for only the birth mother, 24 percent of companies provide this leave to a primary caregiver.

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August 23, 2016

Working mothers paid third less as maternal gender pay gap widens ⁰

by Sara Bean • Flexible working, News, Workplace

The gender pay gap is still prevalent within the UK workforce and the gap only widens further when women have children, according to a report published today. Research by the Institute for Fiscal Studies (IFS) funded by the Joseph Rowntree Foundation found that on average, women in paid work receive about 18 percent less per hour than men, but this wage gap is smaller when comparing women before they become mothers. The gap widens consistently for 12 years after the first child is born, by which point women receive a third (33 percent) less pay per hour than men. The widening of the hourly wage gap after childbirth is associated with reduced hours of paid work, but this is not because women see an immediate cut in hourly pay when they reduce their hours. Rather, women who work half-time lose out on subsequent wage progression, meaning that the hourly wages of men (and of women in full-time work) pull further and further ahead.

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August 17, 2016

Do people really matter when we design workplaces? ⁰

by Steve Maslin • Comment, Events, Facilities management, Workplace design

Some may think this is a daft question. They’ll argue that of course people matter when we design workplaces. Granted, there are those for whom the human experience of the built environment is really important. They demonstrate this it in their attitudes and actions. However, based on some of the attitudes and actions I have observed over the years, I would suggest that the belief that people really matter when some designers design workplaces for them is quite frankly all too often skin deep. How do we know this? And if we accept that it is true, it then begs the secondary question of why this should be the case. Is it entirely our fault? What might we do to address the issues? In part, we know that people haven’t really mattered enough in design because of mistakes of the past. Meanwhile, society is facing many pressing challenges, ranging from health to housing, work to economy and climate change to resource depletion.

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August 6, 2016

HR analytics has the potential to stem the silver brain drain ⁰

by Matt Henderson • Comment, Technology, Workplace

We’re operating in an increasingly tech-centric environment, but human talent still remains one of the core differentiators if a business is to thrive. Not surprisingly, the mission to get the very best people on board and optimise the potential of those already in situ has become the Holy Grail for many companies, irrespective of scale and sector – a challenge that demands a more intuitive and precise, even scientific approach to human capital management. Data analytics is a case in point, designed to extrapolate insight from intelligence across a variety of disparate sources and establish actionable intelligence, capabilities which naturally lend themselves to powering key decisions around hiring and retention and building on existing talent. Yet despite the proliferation of analytics across many strands of the workplace, take up in the HR sphere remains relatively modest, in tandem with a long-held reticence over the use of the technology in this area.

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July 22, 2016

The people centric urge to personalise space helps firms to engage employees ⁰

by Paul Goodchild • Case studies, Comment, Wellbeing, Workplace design

In America at least, the great symbol of corporate conformity is the office cubicle. Satirised in the Dilbert cartoons and a staple in any movie about the degrading aspects of modern working life, the cubicle provides a perfect shorthand way of portraying an individual crushed by the corporate jackboot. Yet what these things miss is the propensity of people to personalise their surroundings and claim a space as their own, even if only for the short time they may be there. This seems to be particularly the case when it comes to office design and so we were much taken with this blog which lists the most far out and quirky ways people in the US have found to personalise their cubicles. Of course the need and urge to personalise space are not limited to the US. We often find in the course of our own installations that the first thing people do when they occupy an office for the first time is to personalise their space.

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July 13, 2016

Gensler publishes latest US and UK Workplace Surveys for 2016 ⁰

by Mark Eltringham • Architecture, Facilities management, Features, Flexible working, Workplace design

Gensler has announced the results of its Workplace Survey 2016 for both the UK and the US. Key claims of the UK report based on a study of 1,210 respondents include that the UK workforce seems to be divided into ‘haves and have-nots’, with mid and lower-tier workers confined to poor quality environments, 67 per cent of the workforce feel drained due to their office environment at the end of each day and that ‘innovators’ spend just 3.5 days of the working week in the office, highlighting the need for greater flexibility. Meanwhile, the key finding of the US study of 4,000 respondents is that a statistical link between the quality and functional make-up of the workplace and the level of innovation employees ascribe to their organisation, and found that a workplace that prioritises both individual and group work creates ‘an ecosystem of innovation’ across organisations and is a crucial predictor of how innovative an employee sees their company to be.

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July 5, 2016

LBGT inclusion in the workplace relies on FM and HR best practice ⁰

by Peter Holmes • Comment, Facilities management, Wellbeing, Workplace, Workplace design

Much has been written about the business case for diversity and inclusion with one overarching theme; people perform better when they can be themselves. This is especially true for lesbian, gay, bisexual and trans employees. Have you ever hesitated before talking about your partner to a colleague at work? Anticipated how they will react when they find out the person’s gender? Have you ever thought twice about going to the toilet in the office? Spent more time worrying about which facilities you’ll use than the looming deadline you have coming up? These are just a few examples of the thoughts that can consume the mental power of an LGBT person when you create a working environment which isn’t inclusive. According to last year’s Open For Business report, LGBT diversity and inclusion in the workplace impacts two key areas of productivity – business and individual performance, which rely on a focus on sound management and an inclusive workplace design.

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June 28, 2016

Countries aware of but not harnessing full potential of older workers ⁰

by Mark Eltringham • Flexible working, Knowledge, News, Workplace

The idea of a fixed retirement age looks increasingly distant in countries around the world and perhaps none more so than the US. According to a study from the Pew Research Center, based on data from the federal Bureau of Labor Statistics, more US over 65s are working than at any time covered in the analysis, and they are working longer hours. As of May, nearly a fifth (18.8 percent) of over 65s worked full or part time, up from 12.8 percent in 2000. Intriguingly, the study also shows that this represents a significant greying of the workplace as in the overall population, 59.9 percent of Americans are currently in jobs, down from 64.4 percent in 2000. The same pattern is evident even in workers significantly older than 65. Even the over 75s are working at higher rates than they did before the 2008 recession, the only age groups about which that can be said, according to Pew, emphasising the fact that the workplace is getting older rather than younger as is commonly assumed.

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June 13, 2016

Culture change needed to stem senior female executive attrition rate ⁰

by Sara Bean • Comment, Flexible working, Legal news, News, Workplace

With less than 10 percent of FTSE 100 companies in this country having a female CEO, a cross party group of MPs from the Women and Equalities Select Committee have been enquiring into ways of increasing the significant under-representation of women at executive levels. The introduction of quotas and regulation has been suggested to address this lack of gender diversity. In its submission to the committee consultant’s Mercer argue that although measures such as quotas can have a visible impact in the short term, the most effective and sustainable way of getting women into senior and executive roles is by focusing on growing and developing a pipeline of female talent in an enabling and supportive environment, tailored to their unique skill-sets, financial, and health needs. Its recently launched study ‘When women thrive, businesses thrive’ shows that senior women leave at much higher rates than men, which supports our argument that the prevailing business culture doesn’t support working mothers.