Search Results for: talent

December 9, 2015

Generation Z imagines its future workplace design, pods and all ⁰

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

Research by Leesman Index (among others) shows how the design of learning environments influences a student’s choice of university. This thinking now also applies to offices, with the commercial office design sector creating the kind of facilities available on the modern university campus. A new workshop organised by furniture brand HÅG has discovered how Generation Z imagines its future workplace. For example, in the same way that a college library offers collaborative and silent spaces; the young people in the workshop didn’t share the current trend of shared workspaces but wanted a mix of collaborative areas combined with isolated working pods that they could customise for their own requirements and mood. However, Gen Z goes further than ever, in blurring the boundaries between home and work, with a great deal more emphasis on wellbeing and areas to relax compared to previous generations.

December 8, 2015

Six human resources costs you might avoid by choosing the right office ⁰

by Darren Bilsborough • Comment, Property, Workplace, Workplace design

According to a report from Colliers International, the majority of commercial office space in Australia and New Zealand is occupied by government departments and firms working in the business services, finance and insurance sectors. Other than government and the Not for Profit (NFP) sector, a prime motivation for every CEO, business owner and manager is the search for increased profitability. In most instances, a business has three pathways to increasing profitability. The first is through increasing turnover or sales (assuming the cost base remains equitable), the second is through reducing costs, and the third is by improving productivity. I have previously written quite a lot about the relationship between office space and productivity increases, but this article will explore one of the most insidious elements associated with any businesses cost base (including government) and that is staff turnover.

December 3, 2015

Dog-friendly offices more appealing to Millennials than play rooms ⁰

by Sara Bean • Facilities management, Flexible working, News, Workplace, Workplace design

Only a third of US workers believe that promotion offers the potential to advance their career with more than a third of all workers and 44 percent of Millennials preferring to jump ship if the right opportunity arises. Addison Group’s second annual generational workplace survey found that regardless of generation, healthcare benefits was most important benefit (70 percent), followed by a high salary (59 percent). However, Millennials would choose one company over another that paid a higher salary if free meals, beverages and snacks (40 percent) and tuition reimbursement (36 percent) were provided. Millennials also rank a dog-friendly office (14 percent) higher than a napping room, concierge services and a play room with ping pong, billiards and video games. They also value the social aspect of the workplace highly, with nearly twice as many (15 percent) marking work-sponsored happy hours as important compared to Baby Boomers (8 percent).

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 25, 2015

Northern Powerhouse office market showing strong performance levels ⁰

by Sara Bean • Facilities management, News, Property

When the Chancellor of the Exchequer George Osborne announces the Spending Review today, he’s likely to mention the Northern Powerhouse, the programme to rebalance the UK economy by pushing growth in England’s northern cities. His vision of this form of one nation conservatism may have helped to increase occupier and investor confidence across the Northern Powerhouse office markets, as illustrated by the Northern Powerhouse Office Market Report 2015/16, published by Lambert Smith Hampton (LSH). It shows strong performance across the eight key markets so far in 2015 – with combined take-up expected to reach 5.2m sq ft by the end of the year compared with 4.6m sq ft in 2014. Manchester city centre is leading the way and is on track for a record year, with almost 1.4m sq ft of office space expected to be let or sold by the end of 2015 – well above the 10-year annual average of 966,000 sq ft.

November 20, 2015

Two thirds of employers disappointed in performance management process ⁰

by Sara Bean • Knowledge, News, Technology, Workplace

As the economy recovers and the so-called ‘war for talent’ increases, there is a renewed focus on performance management, with 87 percent of companies in the latest research from Towers Watson, saying it is their primary method for aligning individual performance objectives with strategic priorities. However, only a third (36 percent) of companies actually consider their performance management process to be effective, and one in three managers and employees are shown to be dissatisfied with their process. According to the survey, 45 percent say managers don’t see the value in it and 53 percent say managers don’t have the time to do it well. Under 10 percent of companies have scrapped performance management altogether, or plan to do so, and though 30 percent of companies are considering eliminating performance ratings or scores, just 7 percent have already taken the step to do this.

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 18, 2015

One in three high-earning and influential part time workers are men ⁰

by Sara Bean • Flexible working, News, Workplace

Three in four workers in Britain do not believe it is possible to have a successful part time career, yet new statistics by flexibility experts Timewise shows that there are now an estimated 680,000 workers who are working formally part time in the higher income bracket (earning a minimum of £40,000 full time equivalent). And of these, 230,000 are men and 450,000 are women. The figures were unveiled as part of the publication of the fourth Power Part Time List – in association with Management Today, which lists the UK’s top 50 men and women who work in senior, business-critical roles, all on less than full time hours. This includes a record number of men – 11 out of 50, including the highest number of male nominees since the list’s launch in 2012; including part-timers from businesses such as – Dixons Carphone plc, leading advertising agency AMV BBDO, famed architecture practice EPR Architects, the Bank of England and EY.

November 17, 2015

Employers get flexible as retirement age for baby boomers draws closer ⁰

by Sara Bean • Flexible working, News, Workplace

Nearly three quarters (74 percent) of finance directors are concerned that the skills gap resulting from widespread retirement of baby boomers will have a negative impact on their organisation over the next two years and an even higher proportion (77 percent) say that the departure of older workers will have a negative impact over the next five years. The new research from Robert Half UK reveals that UK employers are anticipating a significant skills gap when baby boomers retire over the next two to five years and are already taking steps to mitigate the risk. Baby boomers represent a bulge in the workforce that will soon be at retirement age so not only will employers need to consider the impact of the skills shortage that this mass-departure will create, but they will also have to accommodate different demands and expectations from younger Generation X and Y workers coming to replace them.

November 5, 2015

Data transforms the roles of offices and the people who manage them

by Philip Ross • Comment, Facilities management, Technology, Workplace

The modern workplace creates the physical,technological and cultural point of intersection between a number of abstract or movable facets of the business, including people, technology, culture and creativity. That has always been true to a large extent but with the growing complexity of exactly how, when and where we work, this role of the office as the epicentre of it all has been thrown into sharp relief. With that has come a greater understanding of the intersections that exist between disciplines such as IT, FM and HR. In some areas, the roles already appear indistinguishable and I believe this will only become more apparent. The main driver of that growing convergence of roles will be the availability of data to make informed decisions about interrelated aspects of organisational culture, work practices, office design and management and the development and motivation of individuals.

November 5, 2015

Lacklustre recruitment processes can lead workers to turn down jobs ⁰

by Sara Bean • News, Workplace

A third (34 percent) of UK workers have changed their mind in the last two years after accepting a job offer, choosing not to go ahead with the new role. Research from Office Angels, analysing the effectiveness of recruitment processes in the post-recession economy, found that nearly half (48 percent) of workers have received multiple job offers at the same time in the last 24 months. At the point of resignation, half (50 percent) received a counter offer from their existing employer. The research asked both hiring managers and job seekers their views on what makes an effective recruitment process. Almost all (96 percent) of workers view the speed of a job offer as a decisive factor when choosing between job opportunities at competing companies, two-fifths (41 percent) stated the most important part of being successfully recruited was a clearly defined recruitment process and 28 percent of workers consider cultural fit in making a decision.

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.