Workplaces are fraught with new sensitivities and complexities. The number of employment rights under which an employee could make a tribunal claim has more than trebled since the 1980s - and now, the muddle of Covid-19, the pressures from movements such as Black Lives Matter and #metoo have brought yet further potential for disputes, activism and disruption.
Article by 13 October 2020
The promotion of equality and the fight against discrimination is rightly one of the top agenda items with regards to businesses’ approach to their employees, their customers and wider societal impact. It is increasingly necessary for employers to actively encourage equality, and businesses are recognising that workplace diversity can be highly beneficial in making for a more creative, consistent, and productive workforce.
Article by 3 September 2020
If a colleague started talking to you about menopause, how would it make you feel? For many people, it’s probably ... View Article
Article by 27 August 2020
Two years ago, I started on a journey by writing a simple piece titled ‘Breaking the Stigma’. It was open to all who would read it saying that I lived with depression, had been suicidal in the past and that regardless of any of that, was still a – somewhat successful – accountant. Regardless of whether the stigma I felt within the profession and workplace was perceived or real, I decided to break serve and speak openly for the first time in my life.
Article by 25 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
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
Popular management theories, including ‘Radical Candor’ focus too heavily on the cult of the individual and foster a mentality of ... View Article
Article by 23 July 2020
There are four key pillars of wellbeing: mental, physical, social and financial. Let’s start by stating the obvious: the lockdown period caused as a result of the coronavirus pandemic has had a serious impact on all four pillars. Those isolating may be suffering from mental health problems such as increased stress, anxiety or depression. Of course, social interactions have depleted and the way we connect with one another has been dependent on technology. Those furloughed or made redundant will be experiencing financial hardship, while the way we budget and our value of money has changed. After all, when’s the last time you went out for a pint or blew your budget on a new wardrobe? Finally, we must all consider the deep impact lockdown has had on our physical health. Working from home has brought about a myriad of physical complications, from musculoskeletal pain through to eye strain and increased headaches.
Article by 1 July 2020
By the speed of its spread, the pandemic has challenged even the most prepared organisations, forcing leaders to make high-quality decisions about how they support remote working at scale, how to implement new arrangements for front-line employees and how they ensure business continuity. The new working conditions that have arisen have impacted social interaction and challenged the workforce communities that once existed. Employers need to understand the importance of rebuilding and maintaining this sense community, to ensure their organisation stays united through these difficult times and into an uncertain future.
Article by 25 June 2020
The demands on corporate leaders to produce results in the shortest possible time is increasingly fueling the phenomenon of finding shortcuts to healthy profitability in a bullishly competitive business landscape prone to disruption from savvy contenders. Success in the corporate world is routinely measured in terms of avoiding failures, rather than, learning from missteps and consolidating gains on a long-term basis. Such an approach conventionalizes risk aversion as top management gets markedly sensitized to gauging success in quarterly gains to placate impatient and vacillating shareholders who are trying to synchronize with the pulse of the market that is swaying to precarious economic outlooks, This also leads to a penchant for squeezing statutory gains from governments that are eager to boost economic activity in order to minimize the risk of recession, and optimizing the legal loopholes to protect organizations from the prospect of ‘triggered’ litigation.
Article by 2 June 2020