Search Results for: employee

January 22, 2016

Unsympathetic bosses don’t want sick employees at work or the doctors ⁰

by Sara Bean • News, Wellbeing, Workplace

Employers don’t want employees coming to work when they’re sick, but are frustrated by working time lost to doctors’ appointments, according to new research by AXA PPP healthcare. Nearly a third (32 percent) of bosses (owners, directors, senior and middle managers) say they’d prefer employees to take time off sick rather than come to work ill, yet 29 percent are frustrated by the working time lost when employees take time off for medical appointments. This is why employees tend to wait for a week to see if they recover before seeking medical advice, while over a third (35 percent) delay seeking treatment due to work hours and pressures. Over a quarter of bosses admit to asking an employee what’s wrong in order to find out whether their condition is serious enough to warrant taking time off and twelve percent say they would ensure that employees who attend medical appointments during working hours make up for the missed time.

January 15, 2016

New report links workplace design with greater employee engagement ⁰

by Mark Eltringham • Flexible working, News, Products, Workplace design

A new analysis by real estate consultancy JLL links more intelligent and agile workplace design with the ongoing and often elusive quest to better engage employees. The report sets out to identify the impact that disengagement has on both organisations and the economy, identifies problem areas and sets out a number of suggested solution. The authors make the startling claim that active disengagement costs the US economy somewhere between $450 billion and $550 billion each year. Conversely, based on an analysis of 207 organisations over an 11 year period, other research suggests that companies who actively develop their culture and engage staff return 516 percent higher revenues and 755 percent higher profits. The report also claims that firms who get things right are better at attracting and retaining talent, standing out from their competitors and meeting their strategic objectives through employee engagement.

January 7, 2016

Future prospects rather than salary is the main motivator for employees ⁰

by Sara Bean • Flexible working, News, Workplace

Nearly a third of workers are planning to quit their jobs this New Year, with most workers wanting to move because of poor future prospects. According to a poll conducted by the Institute of Leadership & Management (ILM) over a quarter (26 percent) said that lack of opportunity is the main reason they want a new job, while 17 percent say they are moving because they want more appreciation. A quarter are so desperate to leave that their current company could do nothing to keep them on; with 27 percent saying they wouldn’t stay where they are no matter what the company offered them. Financial reward is a low motivator, as only 15 percent of people say they want to move to get a better salary. Over a third of employees have been so fed-up that they have left without a new role to go to, with 34 percent of those who left their jobs in 2015, doing so without lining up a new job.

January 6, 2016

Third of employees did not feel motivated or engaged at work last year ⁰

by Sara Bean • Flexible working, News, Workplace

Just over a third (34 percent) of UK employees could not name a single occasion that motivated them at work last year, new research claims. The ‘Employee motivation: Who came out on top in 2015?’ report suggests that despite a quarter (24 percent) of staff saying ‘yes’ they felt motivated at work in 2015, nearly half of the UK workforce collectively felt neutral or negative feelings towards their job over the course of the whole year. The survey was commissioned by Red Letter Days for Business, to explore one of the building blocks affecting the low engagement and productivity rates in the UK – employee motivation. It found that 25-34 year olds were the most motivated at work last year, as this age group are likely to be working their way up the career ladder. And unsurprisingly, when asked what would be most likely to motivate them at work, nearly half of respondents, whatever the age, suggested a good work/life balance.

December 16, 2015

Employers failing to exploit positive influence on employee health ⁰

by Sara Bean • News, Wellbeing, Workplace

Three-quarters of UK employers believe they are responsible for positively influencing employee health, yet many do not appear to be doing much to ensure this happens. The annual Benefits and Trends Survey by Aon Employee Benefits found that 75 percent of businesses believe they are responsible for changing employee health and wellbeing behaviours, yet 72 percent still do not currently have a specific budget for it and 38 percent do not use any data or analytics to inform their strategy. It found that only 25 percent of employers have a branded health and wellness programme in place. More encouragingly though, a significant minority (14 percent) said that senior leadership acted as advocates of employee health, while 12 percent had location-based wellness champions. Perhaps because it doesn’t directly impact the bottom line, the most popular health and wellbeing tactic is a flexible approach to working, with 53 percent of employers saying this is offered.

December 4, 2015

Employees and managers value holidays and flexible working differently ⁰

by Neil Franklin • Flexible working, News, Workplace

It’s become an accepted piece of wisdom that at the top of every employee’s wish list when it comes to their working conditions is more flexible working. That might be not entirely true according to a new study of employees and managers carried out by recruitment firm Robert Half. The report suggest there is a significant mismatch between what employees want and what employers think they would like when it comes to holidays and flexible working and other conditions. Topping the wish list for employees is more holiday and annual leave, ranked most popular perk by almost four in 10 (38 percent) respondents and ahead of more flexible working hours (28 percent), more training or professional development opportunities (16 percent), home working/telecommuting (12 percent) and other corporate services such as ironing services or fitness centre (3 percent).

December 4, 2015

Zero-hours contract employees happy as permanent, full-time staff ⁰

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

People working on zero-hours contracts have less pressure and a better work-life balance than full time employees, a survey published by the CIPD claims. Zero-hours employees experience similar levels of job satisfaction and personal wellbeing to employees on permanent, full-time contracts and also report comparable satisfaction levels in their relationships with managers and colleagues. However, the report also shows that, while the majority of zero-hours employees choose to work part-time, they are more likely than part-time employees to say they would like to work additional hours. The research also updates the CIPD estimate of the number of employees on zero-hours contracts, which has increased from 1 million in 2013 to 1.3 million in 2015. The proportion of zero-hours contract employees who are either very satisfied or satisfied with their jobs is 65 percent, compared to 63 percent for all employees.

November 25, 2015

This might be the reason why firms are failing to fully engage their employees ⁰

by Matias Rodsevich • Comment, Knowledge, Technology, Workplace

One of the enduring quests organisations continue to undertake is that for the fully engaged employee. They do this for very good business reasons. Managers who understand the benefits of employee engagement can expect to reap the substantial benefits of a more collaborative work environment. In turn, this will lead to an engaging and productive workspace. However, in a majority of organisations, employee engagement remains lower than 35 percent. In light of this principle, Impraise has conducted a study based on over 30 000 feedback interactions between hundreds of managers and employees to see how they would differ from each other when asking for feedback. The results that were found resulted to be interesting and gave a better understanding of the how engaged employees are, and what firms can do to address the chronic levels of disengagement.

November 19, 2015

Stalled career progression could prompt rise in employee turnover ⁰

by Sara Bean • News, Workplace

A lack of career opportunities is resulting in more people leaving their job and this increase in employee turnover is costing organisations thousands in lost productivity, finds a CEB survey of more than 12,000 employees worldwide. Traditional, linear career paths where employees climb the corporate ladder one promotion at a time are a thing of the past, but the resulting flat organisational structures mean employees spend more time at each level – roughly three more years than in 2010. This stalled progression has caused 70 percent of employees to be dissatisfied with their opportunities, leading to greater turnover. Rather than encouraging an environment where promotions are the measure of career progression, companies should build growth-based cultures where moves across functions are not only planned but encouraged says CEB. Doing so not only improves engagement but also helps improve the bottom line.

November 3, 2015

Almost half of UK employees plan to change jobs within three years ⁰

by Sara Bean • Flexible working, News, Workplace

UK employees are among the least loyal in Europe, according to new research by ADP, with nearly half of UK workers (47 percent) planning to change jobs within three years, compared to a third (34 percent) in the rest of Europe. Just 17 percent want to spend the rest of their career in their present organisation, whilst 40 percent of German workers see this as an option. The job market is now becoming more competitive as employees are looking for opportunities outside their home country. However, attitudes towards foreign talent are generally positive with 69 percent of UK employees who don’t see foreign talent as a threat. Even though companies may benefit from a global talent pool, losing local workforce is causing a headache for some countries. Employees in Spain (49 percent), Italy (47 percent), and Poland (39 percent) are particularly concerned about a talent drain to other countries.

September 16, 2015

Employees exhausted by a culture of continuous change at work ⁰

by Sara Bean • News, Workplace

A culture of continuous change may be standard practice within larger organisations, but it can have a negative effect on employees, a new report claims. The seven-country Liquid Change Survey of senior executives at large corporations, commissioned by Ketchum Change, found that some leaders are unaware of the effects of so-called change fatigue, despite their employees struggle to keep up. Among partners and board-level executives, only 28 percent think change fatigue is highly prevalent. The survey suggests that to succeed in an environment of continuous change, a more collaborative approach must replace the old top-downmodel. Outlining a clear strategy and goals (43 percent) and engaging with leaders across the organization to co-create the new environment (41 percent) were cited as the most effective ways to get leaders to believe in and actively lead through change.

August 27, 2015

Three quarters of employers fail to deal with employees’ anger issues ⁰

by Sara Bean • News, Wellbeing, Workplace

The gunman in Virginia who shot dead two people at his former workplace is thankfully a rare example of someone whose anger at work boiled over into extreme violence. But the case demonstrates the pernicious effect anger and resentment can have in a work environment. While colleagues are expected to work cohesively together to achieve mutual goals and targets, unfortunately this isn’t always the case, and there are often seething resentments building underneath the professional facade. A new study by Health Assured found that 86 percent of workers regularly vent their anger and frustration at a co-worker and three quarters (74 percent) of them claim that their manager regularly makes them angry by not leading the workforce effectively. A failure to manage such situations is borne out in the fact that 79 percent of employers admit to finding it difficult to deal with employees with anger management issues.