Search Results for: leadership

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.

September 16, 2016

Career advancement opportunities help attract and retain staff ⁰

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

Three in 10 US employees say they are likely to leave their employer within the next two years as employers continue to experience difficulty with attracting and retaining staff. According to the Global Talent Management and Rewards Survey, from Willis Towers Watson roughly half of employers are experiencing difficulty attracting critical-skill employees, top performers and high-potential employees. More than a third of respondents reported challenges in retaining high-potential employees (37 percent), top performers (36 percent) and critical-skill employees (35 percent). The firm’s Global Workforce Study identified advancement opportunities as key. Over a third (36 percent) cited opportunities to advance as a key reason to join a company and to leave (45 percent). However, only four in 10 (41 percent) indicated their employer does a good job of providing advancement opportunities, while nearly half (47 percent) said they would need to leave their organisation to progress.

September 9, 2016

Businesses in developed world failing to invest in tech and agile working ⁰

by Neil Franklin • Flexible working, News, Technology

Businesses operating in developed national markets risk falling behind businesses in emerging markets that are placing greater importance on leveraging technology to fuel their growth and increase their agility, claims a report from enterprise software provider Epicor. The study of over 1,800 business leaders from 12 countries claims that 54 percent of emerging market business executives cited “technology leadership” as a significant growth factor compared to just 36 percent of those in developed countries. The report claims that by recognising the importance of flexible technology and business systems in fuelling growth, executives in emerging markets are putting themselves in a stronger position when it comes to preparing for international expansion. Businesses that have more agile working practices can respond more quickly to changing market environments, making them more prepared to deal with the demands of growth.

September 8, 2016

Acas issues guidance for line managers on how to run effective teams ⁰

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

The transition from team member to manager can be a challenge. Well trained front line managers are crucial for business performance but need the right tools to help them do their jobs says workplace experts Acas, which is calling on small businesses and larger companies to use its new guidance to ensure that staff are equipped to manage and care for their teams. The new guide highlights leadership, people management and strong organisational skills as three key areas for team leaders. It advises the managers should know how to build trust and respect with their teams, listen to their concerns and ideas. They should also learn how to manage tricky situations with people; for whether it’s staff members having family problems, two colleagues accusing each other of bullying, or jealousy in a team over nominations for training and bonuses. A good manager should also be effective at planning team work, rotas, budgets, and balancing their own time.

September 7, 2016

Report published on employing older workers to help close labour gap ⁰

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

A new report – published to encourage employers to create more age friendly workplaces – warns of a widening labour gap in the UK. Between 2005 and 2015 the number of people working over the age of 50 in the UK increased by 2.5 million. By 2022, the UK economy will need to fill 14.5 million job vacancies created by people leaving the workforce and by new positions being created; but it is estimated that there will only be seven million young people available to fill them – leaving a labour shortage of 7.7 million people. Yet currently, one million older people who are not in work want to work and if just half of these were to move into employment GDP would increase by up to £88 billion a year. Business in the Community’s new report, Age in the Workplace, supported by the Centre for Ageing Better, advises employers on how to implement practical changes; such as introducing more flexible hours, which will help improve the recruitment and retention of older workers.

August 31, 2016

Addressing the five negative influences on organisational culture ⁰

by Matias Rodsevich • Comment, Flexible working, Knowledge, Workplace

Organisational culture should represent a clear vision from a firm about its very nature and identity as well as its values. A culture one that everybody within the organisation should understand and share. But this is not always the case as a growing number of firms are discovering to their cost. According to a paper published last year by Deloitte University Press, only 12 percent of employees believe their company is effective at driving their desired culture. Another study from employee feedback software provider Stackhands, around two thirds of people (64 percent) feel they do not have a strong work culture within their organisation. Even so, whether people are aware of it or not, their company has its own culture. Without direction and positive influences, negative factors can take hold, shaping culture in a way that can become harmful for a business. These elements can hinder your company’s development of an effective culture:

August 16, 2016

Women struggling to reach senior executive roles in top US firms ⁰

by Sara Bean • Comment, News, Workplace

Progress for women in reaching the executive ranks within the UK’s FTSE 100 is too slow and the picture is less than inspiring on the other side of the Atlantic. A new analysis by Korn Ferry of the top 1,000 US companies by revenue finds the percentage of women in most executive positions is dramatically lower than their male counterparts. Across the most prominent executive job titles and several industries (consumer, energy, financial, life sciences, industrial, technology) an average of less than one quarter (24 percent) of the top leaders are women. The most senior post is held by the smallest percentage of women, with only 5 percent serving as CEO; 12 percent of CFO’s (Chief Financial Officer) are women; and 19 percent of women holding the CIO (Chief Information Officer) role across all industries. The CHRO (Chief Human Resources Officer) role is the only one where there is gender parity, with 55 percent of CHROs across industries being women.

August 11, 2016

Disabled workers continue to face barriers in the workplace ⁰

by Mark Eltringham • Legal news, Wellbeing, Workplace

A series of reports published in the past few days highlight the challenges faced by Britain’s disabled workers. The studies claim separately that disabled workers are keen to work but are less likely to be in employment and may be hiding disabilities from employers, are paid less when they are in work and that many employers do not feel they are well equipped to deal with the needs of disabled staff. The first study from Reed in Partnership and Disability Rights UK found that one in ten employers do not feel able to support a disabled employee. Meanwhile research from the Equality and Human Rights Commission (EHRC) found that employees who experience mental ill-health earn up to 42 per cent less than colleagues. A third report from Citizen’s Advice found that 40 percent of disabled people would like to work but can’t find a job. And finally a report from RIDI claims that many people applying for jobs may be hiding their disability from employers.

July 22, 2016

Employees in high performing organisations four times more engaged ⁰

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

Whether or not you raise an eyebrow every time you hear about the need for employee engagement, there is a growing body of research which links engagement to performance. A new report claims that 80 percent of UK employees who say they work for high performing organisations are engaged compared to only 20 percent of those working for low performing organisations. And 80 percent of employees who think their organisation is customer-centric are engaged. This is five times more than employees who don’t think their organisation is customer-centric (17 percent). The highest performing employees are twice as engaged as the lowest, the survey by ORC International suggests. The survey found that overall employee engagement in the UK remained steady at 58 percent his year but the trends show that personal and organisational performance make a difference to engagement.

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.

July 12, 2016

Major European telecoms firms to drive roll out of 5G across continent ⁰

by Mark Eltringham • Cities, Legal news, News, Technology

A coalition of twenty major European telecommunications firms has come together to drive the rapid creation of a continent wide 5G network and warn national Governments and the EU of the dangers of over-regulation. The seven page document entitled the 5G Manifesto for timely deployment of 5G in Europe, is backed by firms such as Vodafone, Telenor, Orange, Nokia, BT, Ericsson, Telefonica, Deutsche Telekom, and Hutchison. Its core aim is to showcase the technology on a large scale by 2018 and launch a commercial network capability in at least one city in every EU nation by 2020. The document outlines the features and benefits of the technology but also sets out the potential risks posed by over-regulation, including the possible threat to net neutrality, the principle that Internet service providers should enable access to all content and applications regardless of the source, and without favouring or blocking particular products or websites

July 6, 2016

Ability to meet failure with resilience is a vital management skill ⁰

by Sara Bean • News, Wellbeing, Workplace

The political fallout since the Brexit vote has left many feeling that the UK’s politicians could do with brushing up their leadership skills and prompted debate on whether some of those whose ambitions have been derailed might bounce back. A timely report from the Chartered Management Institute offers advice on the management skills they might need to employ in times of uncertainty. The report claims that within the world of business, unsupportive cultures leave managers to struggle with the fall-out from crises. Most managers (94 percent) have faced crises during their career, but only half (55 percent) have handled them professionally, according to Bouncing Back: Leadership lessons in resilience. The absence of professional management ranks as a major factor in the cause of crises in the survey of 1,100 managers; 78 percent blamed a lack of support from senior management and 68 percent cited culture failure as responsible.