December 11, 2018
Generations differ on what makes them happy at work but agree on flexibility
A new survey into happiness at work suggests it is viewed differently according to age. Baby boomers: aspire to have job security and think careers are defined by employers. Gen X: aspire to have a work-life balance and although are loyal to a profession will not necessarily stick with the same employer. Millennials or Gen Y aspire to have freedom and flexibility and are digital entrepreneurs while Gen Z aspire to have security and stability. The report by Instant Offices’ considered what is important to each age group, and how employers approach the age gap. It found that eight in 10 millennials look for a manager to act as a mentor or coach; Baby boomers want a boss to be ethical, fair and consistent, while 61 percent of Generation X, and 55 percent of millennials, think team consensus is important. (more…)
The ongoing uncertainty around Brexit has had little impact on both workers’ desire for job stability, and businesses’ assessments of their economic prospects according to Gartner’s latest Global Talent Monitor report. In fact, the UK reported the highest business confidence rating of all European countries surveyed at 60, and above the global average of 57. For employers this has the knock effect that the number of UK employees looking to stay in their current job has fallen sharply over the past 12 months, as 23 percent of employees indicated a low intent to stay with their current employer, a 13per cent increase from the same period last year and 10 percent higher than the current global average (13 percent). While fewer UK workers are committed to staying with their current employers, the number of workers who reported a higher willingness to go above and beyond at work remained flat.
The vast majority (97 percent) of office workers in UK feel frustrated by their workplace environments, with many feeling the need to escape office life as a result. A new report from Staples has discovered that one-in-five (22 percent) end up browsing LinkedIn job ads for something better when they’re frustrated. As a result, job-hopping is prolific, with workers now predicted to have 11.7 jobs between the ages of 18 and 48. The expectation that the grass must be greener elsewhere is leaving most thinking about switching jobs. However, when they do end up jumping ship, many just experience a short-term fix. According to the study, a third (37 percent) get frustrated in their new office before the end of their first six months. The majority of office workers say they seek fulfilment (89 percent) at work, and for most (77 percent), the quality of their office workspace is a contributing factor in how fulfilled they feel.
A sudden reversal in the growth in the number of both EU and non-EU migrants in employment in the UK could hit employer plans to take on more staff and worsen skills and labour shortages, according to the latest quarterly Labour Market Outlook from the CIPD and The Adecco Group. While the net employment balance – a measure of the difference between the proportion of employers who expect to increase staff levels and those who expect to decrease staff levels – has remained extremely positive at +22 (compared to +23 in Q3 2018), among employers which currently have vacancies, seven in ten (70 percent) report that at least some of their vacancies are proving hard-to-fill, higher than in Summer 2018 (66 percent) and Spring 2018 (61 percent). 
The gig economy has helped lead to the doubling in size of the flexible office space sector since 2014 and it’s set to grow by up to 30 percent per year over the next five years claims new research published by JLL. Disruption or Distraction, a report delving into the growth of flexible office space across Europe explores the main drivers of the sector’s boom – including evolutionary changes in how, when and where people work, shifts in lifestyle, and rapid advancements in technology – and provides unique insights into the risks and rewards for both companies and real estate investors in Europe. 
January 3, 2019
Anti-team legislation can make us slaves to individual rights
by Helen Jamieson • Comment, Flexible working, Workplace
Society is becoming more selfish. At least that’s what the most commonly held view on the issue suggests, and it’s only set to get worse. Whether or not you believe the headlines, my 20 plus years’ experience as an HR consultant has led me to believe the hype. Increasingly many (I stress, not all) employees no longer see themselves as part of a team, but are increasingly ‘lone wolves’ single mindedly pursuing their needs and wants above those of the team. Each decision they make is with ‘I’ first and foremost, with ‘we’ maybe just a passing thought. It could be argued this was inevitable. How do you create a culture of team engagement, and group morale when for decades UK workplace legislation has focused almost exclusively on Individual Rights, rather than the ‘rights’ of the group? I’d argue it is simply not possible to develop successful teams where each individual has numerous legal rights but no corresponding responsibilities. My wish for 2019 would be for the government to set out a ‘responsibility’ alongside every ‘right’ it confers.
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