A company culture that truly supports workplace wellbeing can be tough to master. It’s all very well and good putting an exciting programme of wellbeing activities in place, but it’s often difficult to get employee buy-in.
That’s why it’s important to develop a wellbeing strategy that’s designed around your people. Run insight surveys and questionnaires to find out which areas your employees need further support in. This will help you to identify where you should channel your efforts. For example, if employees are struggling to find time to exercise, why not look into running on-site fitness classes? Similarly, employees may need addition advice and support when it comes to mental health or discussing mental health in the workplace. You can’t truly support your people unless you know what help they really need.
Article by 24 August 2020
Total Rewards is an effective and competitive program that assists companies to attract, retain, and keep the best talents motivated.
The program’s strategy should fit into the company's environment and match its objectives. The metrics used accurately can even help you save costs and thereby give HR even more kudos from the C-level. Below are the key Total Rewards metrics seen in action.
Article by 20 August 2020
The number of organisations moving towards a remote workforce has increased at a steady pace over the years leading up to 2020 and this trend is certainly showing no signs of slowing down, with working from home rising rapidly as a consequence of the Covid-19 outbreak. What was deemed a temporary solution for many organisations is now looking to be a more permanent reality for large segments of the workforce who realise they do not need to be on-site to perform their daily work tasks.
Article by 19 August 2020
As we poke our heads out of our lock-down burrows, we’ll find that the world has changed. The vast majority of us will have been working from home (or furloughed) over the last 12 weeks or so, finding that one ... View Article
Article by 18 August 2020
Uncertainty can make managers do strange things. In a recent interview for Philosophy at Work’s Virtues of Virtual report, Bruce Daisley (ex Twitter VP, author and host of the leading business podcast ‘Eat Sleep Work Repeat), told me the story of a manager who asked a member of their team to WhatsApp him in advance of restroom breaks. It would seem that the uncertainty involved in managing a dispersed, remote team caused that team leader to do something, let’s assume, they would not have done if they could see their colleagues working diligently in the office.
Article by 13 August 2020
It’s an age-old problem for almost all talent acquisition professionals– not only is there a deficit of talent, but many do not actually know what their ‘strongest candidate’ looks like making the art of recruitment seem a more difficult task then it ought to be. So, should recruiters be looking at quantity or be resolute on focusing on quality? In my opinion, it ought to be a hybrid of both.
Article by 12 August 2020
As the latest UK employment overview from the ONS confirms, COVID-19 has truly set us on the path to a buyers’ market – but it is a buyers’ market with a difference. Despite the challenging climate, the skills shortage hasn’t disappeared so key professionals have continued to see a rise in demand, so much so that many are reassessing their career options post-COVID-19.
Article by 11 August 2020
As national lockdowns ease, HR leaders should prepare for a new beginning, not a new normal. The global pandemic was a mega-event disruption, a true game-changer which may happen again – and again – during the decade 2020-2030 until science and technology develop vaccines and ever faster responses to sars viruses. We cannot expect to go back to the way we were. Instead we have to accept our new reality – living with COVID-19 flares up, new sars viruses and regular local or national lockdowns. As HR leaders you need to find a way to move forward with confidence and optimism while acknowledging that the market and your organisation are still in a state of flux.
Article by 6 August 2020
The Digital Age has been revolutionary in a number of ways to such an extent that the word ‘Disruption’ has come to signify the kind of transformative change that uproots existing norms of competitive economies and forges a path of its own by rewriting the ‘rule book’ while relegating the complacent titans of industry to the annals of history. It’s the kind of trailblazing that is majestic in nature and game-changing in practice. However, organizations that are built upon such innovations are also highly susceptible to becoming like the ones they replaced as the challenges of exponential growth come into focus, especially, after the ‘aura’ of being a ‘startup’ disappears. An interesting feature of the Digital revolution is that the startups are thinking ‘Big (expansion-focused)’, while, the conglomerates are thinking ‘Small (streamlining-focused)’ in their quest for relevance and competitiveness.
Article by 4 August 2020
Due to the COVID-19 pandemic, the UK economy has shrunk and, unavoidably, entered recession. According to the Office for Budget Responsibility (OBR), it will be our nation’s deepest recession in 300 years.
Many organisations are focusing on a short to medium term strategy of remaining commercially viable whilst also preparing for a difficult commercial landscape for the foreseeable future. But they should consider an alternative approach to Talent Acquisition that could make a significant difference to their longer-term financial health and growth. It’s time to make new choices.
Article by 29 July 2020