Search Results for: skills

BIFM to change its name to reflect greater focus on workplace issues and pursue chartered status

BIFM to change its name to reflect greater focus on workplace issues and pursue chartered status

The British Institute of Facilities Management (BIFM) has today announced plans to embrace ‘workplace’ as a key ‘differentiator’ for its members and to help establish facilities management as a chartered profession. The manifesto for change announced by BIFM Chair Stephen Roots, sets out to ‘reposition facilities management, emphasising its ability to make a real contribution to organisations’ performance’. It sets the Institute the ‘twin tasks of helping members to improve their skills and their status to meet the needs of modern organisations, and to raise the profile of facilities management and the understanding of the value it contributes’. The proposed new name is the Institute of Workplace and Facilities Management (IWFM).

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Report outlines the impact of universities on regional economies and entrepreneurship

Report outlines the impact of universities on regional economies and entrepreneurship

Although universities contribute to one in every hundred new business births in the UK, but 35 percent of universities did not contribute to the production of a single graduate start-up last year, according to a new report from Localis. It claims that while there are pockets of excellence in the way universities support enterprise and entrepreneurship across the country, too many of them are doing too little. Published in partnership with University College London (UCL) and the University of Huddersfield (UoH), the report explores what more can be done to encourage university entrepreneurial activity and its role in local economies.

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Modest growth in UK construction activity is driven by commercial office projects

Modest growth in UK construction activity is driven by commercial office projects

Modest growth in UK construction activity driven by commercial office projects

Construction activity in the UK has stabilised after a prolonged period of decline, according to the latest JLL and Glenigan UK Commercial Construction Activity Index. Key findings for the last quarter of 2017 show an overall increase in construction activity for the second consecutive quarter, driven mainly by commercial office developments. This follows overall growth of 7.9 percent in the third quarter of 2017, halting a sharp decline seen since mid-2015. Highlighting movement across different sectors, growth in office construction was up 11.2 percent to £4.5 billion, education (up 12.0 percent to £3.5 billion) and community (up 19.9 percent to £0.6 billion) sectors.

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The UK needs a new approach to low pay, equality and flexible working

The UK needs a new approach to low pay, equality and flexible working

A new research paper from the Institute for Employment Studies (IES) claims to identify areas where employers and policymakers should act to reinvigorate their pay and rewards practices to improve employee engagement and productivity. According to the IES, with the likely intensification of current recruitment shortages, skills gaps and the fall in living standards as the UK leaves the European Union, the paper argues that both employers and policymakers should act on three key areas – low pay, gender pay and total rewards – to help halt the relative decline of the UK’s already below-par productivity performance.

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Report calls for better understanding of the future risks of tech to workplace wellbeing

Report calls for better understanding of the future risks of tech to workplace wellbeing

Better understanding needed of the future risks of work to health, safety and wellbeingIn a workplace dominated by insecurity, gig work and intelligent machines we need to improve our understanding of their potential impact on health, safety and wellbeing claims a new report. Future risk: Impact of work on employee health, safety and wellbeing, commissioned by the British Safety Council from RobertsonCooper researchers argues that the public debate on the future of work has centred so far on the likely shape of the workplace and its implications for both employers and employees. There has been far less focus on what this might mean for workers’ health, safety and wellbeing, with discussions centring on the present, rather than preparing us for the challenges of the future. Yet, the impact of automation on the workplace will be more fundamental than is commonly understood, with 11 million jobs predicted to be lost in the next 20 years in the UK. As we are already seeing with some ‘gig’ working, it may undermine such basic human needs as social identity, economic security and a sense of belonging. The report reviews the existing literature on this subject and makes a number of recommendations.

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Built environment needs to address the talent gap to make the digital transition says WEF

Built environment needs to address the talent gap to make the digital transition says WEF

Built environment needs to address the talent gap to make digital transition says WEFThe construction industry needs new talent and skills to help in the adoption of new technologies to meet the challenges of digital transformation. It must also become more diverse, including increasing the percentage of women in the industry. These are the recommendations of a new report from the World Economic Forum, developed in collaboration with The Boston Consulting Group (BCG), Shaping the Future of Construction: An Action Plan to solve the Industry’s Talent Gap. The report argues that the Infrastructure and Urban Development (IU) industry has failed to innovate as quickly as other sectors, resulting in stagnating productivity and negative effects on the economy, society and the environment. An ongoing industry-wide shortage of qualified workers is among the key reasons for this issue. It has undermined project management and execution, adversely affecting cost, timelines and quality. It also has impeded the adoption of new digital technologies, such as building information modelling (BIM), automated equipment and cloud-based collaboration tools, which could improve productivity. The report provides twelve key actions which needs to be implemented to close the structural talent gap of the construction industry.

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Neurodiversity not on the agenda for 9 out of 10 UK organisations

Neurodiversity not on the agenda for 9 out of 10 UK organisations

Just 1 in 10 organisations say consideration of neurodiversity is included in their people management practices, despite around 10 percent of the UK population being neurodivergent in some way, according to a poll of HR professionals from the CIPD. Neurodiversity refers to the natural range of differences in human brain function. Amongst employers, it’s used to describe alternative thinking styles including dyslexia, autism, ADHD and dyspraxia as they relate to diversity and inclusion. These can have unique strengths, ranging from data-driven thinking to sustained focus over long periods, an ability to spot patterns and trends, and the capacity to process information at extraordinary speeds. It is estimated that at least 10 percent of the UK population is neurodivergent.

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Luther, Marx, Engels and a nailed-on manifesto for workplace change

Luther, Marx, Engels and a nailed-on manifesto for workplace change

In October 1517 Martin Luther nailed his Ninety-Five Theses to a church door in Wittenberg, thereby setting in motion the process that we know now as the Reformation. At least since that time, it has been apparent that a revolutionary manifesto needs to be laid at somebody’s door – or nailed to it – at the right moment for it to achieve its aims. Revolutionary manifestos are easy enough to set out, but the tract is nothing without traction.

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HR teams are not sufficiently prepared to meet the fourth industrial revolution

HR teams are not sufficiently prepared to meet the fourth industrial revolution

HR teams are not sufficiently prepared to meet the fourth industrial revolutionMost people who work in HR now recognise how essential technology is for delivering more strategic value to their organisation, but a new report suggests that HR teams are not prepared to meet the fourth industrial revolution. A survey from ADP and IDC across eight countries in Europe found that over a fifth (22 percent) of Human Capital Management (HCM) processes are still inputted manually. Equally alarming, was the lack of communication between HR teams and IT departments, with 28 percent of respondents claiming that IT is only somewhat involved in HCM solution decisions, and 3 percent claiming it plays no role at all. Yet despite a significant number of respondents revealing that IT departments are not closely aligned with HR, the research pointed towards a shift in the attitudes of HR experts. When asked which new technologies they find increasingly important, 68 percent said end-to-end integration of all HR and talent systems and 64 percent said HR dashboard and analytics were very or extremely important. What’s more, 56 percent said social or collaborative features were also very important.

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Skill shortages and currency weakness contribute to three year low in economic confidence of SMEs

Skill shortages and currency weakness contribute to three year low in economic confidence of SMEs

Skill shortages and currency weakness cause three year low in economic confidence of SMEsConcern amongst small and medium sized enterprises (SMEs) regarding the current economic climate fuelled by worries over a Brexit-related skills shortages, is at a three-year high, according to the latest Zurich SME Risk Index. It now sits at 56.38, indicating almost a 2 percent rise in perceived risk since Q1 2016 (55.43), and more than 3 percent higher than in October 2016 (54.55). SMEs attitudes towards economic growth, presently sits at a four-year low – with just two in five (40 percent) businesses confident that the UK economic situation will improve over the next 12 months. Similarly, the results regarding SMEs attitudes towards the international trade environment, reveals concern regarding overseas competition and currency rate fluctuations being at its highest in four years at 45.49. Equally, workforce challenges, namely the availability of skills and talent, is also an increasing concern for smaller businesses. Two in five (40 percent) SMEs now see workforce challenges as a major concern for their business; a rise of 8 per cent since October 2016, indicating that political issues are a major influence on the current attitudes of business owners in the UK.

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New RSA report highlights increasingly precarious and diverse nature of work

New RSA report highlights increasingly precarious and diverse nature of work

work gig economy flexible workingBritain is dividing into seven new classes of worker as the gig economy grows, according to think-tank the RSA (the Royal Society for the encouragement of Arts, Manufactures and Commerce). Striving, Thriving or Just About Surviving has been published to coincide with the launch of the RSA’s Future Work Centre, following RSA chief executive Matthew Taylor’s employment review for Theresa May last year. The report warns of a 30:40:30 society: while around 30 percent live comfortably, economic insecurity is “the new normal” with 40 percent just managing and a bottom 30 percent not managing to get by.

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Only half of organisations are committed to ensuring employees thrive at work

Only half of organisations are committed to ensuring employees thrive at work

Growth and development matter most to employees, followed closely by fair access to opportunities and equity in pay, yet only half (52 percent) of organisations worldwide have committed to help meet these aims claims new research. As advances in technology, like AI and robotics, disrupt industries and redefine value chains, organisations need to distinguish themselves from others in order to prevail. Thriving organisations – those that transform their work environment into a compelling experience – will be first in building the workforce for the future finds Mercer’s newest research, Thriving in an Age of Disruption. It suggests that exceptional organisations transform work into a compelling experience that meets all employees’ needs, unlocks their full potential and enables them to successfully transition into the future workforce. Employees who are energised and bring their authentic selves to work are 45 percent more invested in their role, while a trusting work environment, a feeling of personal accomplishment, faith in senior leadership, clarity around career paths and a strategy that is responsive to external market shifts and societal needs explain 79 percent of employee confidence in the company they work for.
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