September 22, 2017
An inability to develop skills at all ages leaves people unprepared for the future of work
Efforts to fully realise people’s economic potential in countries at all stages of development are falling short due to ineffective deployment of skills throughout the workforce, development of skills appropriate for the future of work and adequate promotion of ongoing learning for those already in employment. These failures to translate investment in education during the formative years into opportunities for higher-quality work during the working lifetime contributes to income inequality by blocking the two pathways to social inclusion, education and work, according to the World Economic Forum’s Human Capital Report 2017. The report measures 130 countries against four key areas of human capital development; Capacity, largely determined by past investment in formal education; Deployment, the application and accumulation of skills through work; Development, the formal education of the next generation workforce and continued upskilling and reskilling of existing workers; and Know-how, the breadth and depth of specialised skills-use at work. Countries’ performance is also measured across five distinct age groups or generations: 0-14 years; 15-24 years; 25-54 years; 55-64 years; and 65 years and over.
A third of line managers have admitted they would struggle to identify mental health issues and a similar percentage wouldn’t know what to do if a team member had a mental health problem. This is according to new data from Bupa which argues that while mental health and wellbeing support in the workplace has significantly improved in recent years, and employer support is gaining attention with two in five managers being trained; line managers would still benefit from support and advice to identify mental health issues within their teams. These findings come at a time when NHS figures identify that almost a third of fit notes issued by GPs are for mental health problems – making it the most common reason for people to be signed off from work. Recognition of the role employer support plays in helping colleagues with mental health conditions is clear as two in five (41 percent) line managers have already received related training from their employer. And conversations around mental health at work are being reframed as more than a third (35 percent) of employees feel more comfortable talking to their manager about their mental health than before.
The majority of North American office workers expect their employers to provide technology that allows them to work from wherever they choose and three quarter of employees (74 percent) would rather leave their job to work for an organisation that would allow them to work remotely more often, even if their salary stayed the same. This is because working remotely has moved from being a work perk to a necessity of 21
A new scheme to help the NHS cut the costs of empty space in their buildings has been launched this week by NHS Property Services (NHSPS). Properties that qualify for the scheme must be deemed surplus to NHS requirements and may be re-let, disposed of or considered as a development opportunity. The new Vacant Space Handback Scheme comes in response to feedback from commissioners who want to reduce the cost of maintaining space that is no longer needed for clinical services. The cost of maintaining vacant space is kept as low as possible, though some costs are unavoidable where rent, business rates and some service charges remain payable. The total amount and cost of maintaining vacant space in the NHS is difficult to calculate, but costs are estimated to be in excess of £10 million a year on the NHS Property Services estate.
