Even as parts of the world return to a state resembling normal, the fallout from the coronavirus pandemic continues to unfold. Referring to this global event as “unprecedented” has become so commonplace as to be clichéd, and yet, the term hits the nail on the head. The unprecedented nature of this worldwide disaster renders its effects unpredictable, and as we march into the future, those effects continue to develop in ways we could only have guessed. Pandemic lockdowns had an immediate and marked effect on work. Who could or should go to work, where that work took place, how it was done—these work life fundamentals changed overnight for the majority of the population. Had lockdowns lasted only two weeks, as first predicted in those optimistic old days, we might have snapped back to normal. Sixteen months in, no one can hope for a magical reset. The transformation of work translates to a transformation of employment. If the workforce is out of whack, so will be the job market and the future of work. The pandemic changed the borders around work, perhaps permanently. People grew comfortable working from home and realized this broadened their options, or they were laid off
Article byBrent Skinner & Natalie Harrington31 July 2021
The number of vacancies is outweighing the number of people searching for employment. As a result, the market is highly competitive with companies battling to attract and recruit the best candidates out there. Many employers are surprised to discover they are not getting anywhere near the number of applications they would have done a year or two ago. And it’s not simply about the number of applications being received either; it’s about the candidate quality too. So where does that leave you if you are an employer in that situation?
Today’s workforce is increasingly becoming more age-diverse, with more workers staying in employment into their later years and delaying retirement to secure a better financial future for themselves and their loved ones.
This means that many people could be working for well over 50 years of their lives and it is not uncommon to see a business with employees aged from 16 to 75 years old. Whilst a number of workplaces offer wellbeing packages that are designed to benefit all generations, there needs to be some flexibility to ensure that you can support, attract and retain the talent and skills that your company will need to succeed.
With the overnight shift to remote working, HR departments were trying to buy services and overcomplicate digitising the workforce unnecessarily, with the aim to mimic seamless customer experiences in real life. 2021 has been a pivotal point where people review their HR tech. As a result, HR departments are now seriously looking to get better at this.
Article byDuncan Casemore, CTO and Co-Founder, Applaud26 July 2021
So many times in the early days of flex I had felt that, as a kind manager, empathetic to employees’ lives outside work, I had to say yes. But colleagues could always tell when I was reluctant, and as the suboptimal flex continued, performance and relationships were affected.
Young people not in education, employment or training between the age of 16-24 (NEET) made up a staggering 11.6% of the population between October and December 2020 according to the Office of National Statistics.
Just like the Rosetta Stone found in the Middle East that was instrumental in deciphering Egyptian Hieroglyphs by analysing it against the other writing systems on the stone (Greek, demotic), wouldn’t it be great if there were a “Rosetta Stone” for translating skills?
The time has come to prepare for the great return to the office….for at least part of the week anyway. But with some preferring to remain at home, while others choose a hybrid, or office-based work environment, organisations need to ensure that, regardless of approach, all employees remain engaged, and that productivity remains unaffected.