The impact of the pandemic on the economy is still being felt and understood. Despite positive recent signs in the UK employment market, there remains high levels of pessimism and uncertainty over jobs. An estimated one million workers remained on furlough at the end of the Government’s furlough scheme on 30th September 2021, whilst a recent report by Renovo suggested that seven in ten employers expect to make redundancies in the next year.
It’s no surprise that many people clung onto their jobs so tightly during the Covid-19 pandemic. Anyone that could continue by working from home did so and protected their position. Many people that had been thinking about new opportunities just paused their search, because the middle of a pandemic lockdown is not an easy time to go looking for a job.
’Good’ conflict unlocks a reserve of engagement, diversity, creativity and productivity in an organisation. Removing the niggles and giving people the confidence to be themselves, all of themselves, knowing they can trust their manager and colleagues to ‘get them’.
When the historians of the future begin authoring their books on the Covid-19 era, 2021 alone will merit entire volumes. A year that began with brutal lockdowns and ended with some semblance of normality has left a different world in its wake. Among the more drastic changes has been the way we view work and think about the finances our occupations yield.
In this piece, we reflect on what these changes have meant, from social connections to the impact of the climate crisis, to the need to engage in difficult conversations around finances and consider how our collective experience of 2021 will inform and influence 2022.
The pandemic has ushered in a new era of ‘The Great Resignation’ (or “The Big Quit”) where employees are reassessing the impact of their jobs on work/life balance, mental health and overall life goal fulfilment. Nowhere has this phenomenon hit harder than in customer service and contact centres where it threatens to derail the best laid recruitment and retention plans. Ross Daniels at Calabrio discusses the findings from a recent report on "The Heath of the Contact Centre 2021".
Article byRoss Daniels at Calabrio 9 November 2021
Workplaces can be fast-paced, target driven and physically demanding. This combination of factors can cause stress which can be detrimental to overall health, cause moods to plummet and turn anxiety levels up a notch. National Stress Awareness Day is just around the corner. So, we wanted to provide employers with practical advice to tackle this pressing workplace issue.
Article byKayleigh Frost, Head of Clinical Support - Health Assured8 November 2021
“Resignations peaked in April  and have remained abnormally high for the last several months, with a record-breaking 10.9 million open jobs at the end of July” particularly for those within the 30- to 45-year-old age range (Cook 2021).
Management literature is generally dedicated to defining/describing/devising/deliberating leadership in terms of the ‘desirable’ traits that are necessary for incumbents and future aspirants to successfully steer their organizations through the challenging dynamics of an evolving market, especially, in the Digital Age. However, such a ‘positively-skewed’ approach often fails to adequately capture the various warning signs that are flashed by the corporate leaders to indicate their lack of ability to hold the top position within the organizational hierarchy. Consequently, the focus of the ‘corporate stewards’, e.g., Board of Directors/Trustees, HR/Talent Management Heads, Regulatory/Monitoring Bodies, etc., remains ‘tilted’ towards the propounding/preaching of the ingraining/inculcation of the ‘desired’ traits within the current and future corporate leadership, rather than, assuring and ensuring a balanced approach that also advocates the elimination of the ‘undesirable traits’ in a systematic and concurrent fashion.