July 30, 2018
The satisfaction of self-employed people depends on skills development rather than business growth
Developing skills and knowledge is more important for self-employed people’s sense of career progression than increasing their rate of pay, a new report by IPSE (the Association of Independent Professionals and the Self-Employed) and the IPA (the Involvement and Participation Association) claims. The report, Working well for yourself: What makes for good self-employment?, surveyed 800 people across the country about what constituted ‘good work’ for them. First of all, it found that work satisfaction levels are remarkably high among the self-employed. This reinforces the findings of a 2015 CIPD Employee Outlook survey, which showed that general work satisfaction is higher among the self-employed (81 percent) than employees (61 percent).
Improved living standards, deflating pension pots and legal protection against age discrimination have all helped to nudge up the retirement age. The result is that for the first time since the Industrial Revolution five generations of employees are now working side by side. According to a new survey, two thirds of organisations (66 per cent) say that an age diverse workforce helped the company to have a more comprehensive skillset and knowledge base and more than seven in ten (71 per cent) felt that a multi-generational workforce brought contrasting views to their organisation. However, in the YouGov survey of middle market businesses commissioned by RSM, four in ten companies (41 per cent) said that a multi-generational workforce also increased the risk of conflict in the workplace. 
Nearly half of UK managers (45.1 percent) are ill-prepared for the role, and a quarter (25 percent) of employees say their manager does not have the right skills for effective management, claims new research by Bridge by Instructure. The study, based on interviews of 1,000 managers and employees across the UK on their attitudes towards both management and learning and development, revealed that more than half of those who responded (53.4 percent) think managers need more training to perform as a manager and, almost half (45 percent) think managers need to be given time to operate as a manager rather than having those responsibilities ‘bolted on’ to their existing role. 
The way to measure an employer’s speed of innovation includes how they find talent, their appraisal process, how employees recommend the organisation they work for to others, and how much employees collaborate, claims a new European study by Cornerstone OnDemand and IDC. “Future Culture: Building a Culture of Innovation in the Age of Digital Transformation” explores the relationship between European organisations’ speed of innovation and talent management, with the research showing that firms with a steady stream of new products and services are more likely to have an ongoing feedback process with employees, rather than an annual performance review, while organisations with a slower rate of innovation often use coaching and mentoring to develop employees.
June 13, 2018
US companies are waking up to the benefits of caring for employee mental health
by Colleen O'Day • Comment, Wellbeing
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