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Gen Z are flooding into the workplace, and with this assimilation they bring to light conversations around work-life balance, environmentalism, and the importance of diversity, equity, and inclusion (DEI). And it is no wonder we’re seeing the latter take place; a recent study discovered that 36% of students and graduates identify as LGBTQ+.
And yet, a survey by the Williams Institute found that nearly half of LGBTQ+ workers (46%) have experienced unfair treatment at work at some point in their lives – and many reported engaging in ‘covering’ behaviors (that is, trying to conceal their sexual or gender identity to appear heteronormative) to avoid harassment and discrimination at work.
As someone who resides in a relatively ‘prideful’ London, it can be a shock to see that so many LGBTQ+ people are still subject to this discrimination in contemporary society.
With this being the most openly queer generation to date, it is no wonder that those companies who are on top of their inclusion initiatives around LGBTQ+ support are the most favorable workplaces. And with a third of the workforce predicted to be made up of Gen Z workers by 2030, it is so important for companies to ensure they are building a culture at work that is fostering feelings of safety and belonging.
So, what are the key ingredients for reinforcing LGBTQ+ inclusion in the workplace?
The future of the workforce is set to be bright (and colorful!), and so fostering an inclusive workplace environment is key to creating a sustainable business. If you would like guidance on creating this inclusion roadmap and implementing this at the core of your company, please get in touch with us.
In a move that underscores the evolving landscape of workplace benefits, the London Stock Exchange Group (LSEG) has recently unveiled a groundbreaking parental leave policy. Effective from 1 July 2024, this policy not only represents a significant step forward in the realm of employee benefits, but also marks an important shift in the paradigm for Human Resources (HR) management worldwide. Understanding this shift is crucial for firms aiming to stay ahead in the competitive global market.
LSEG’s new policy offers an impressive 26 weeks of fully paid leave to all employees with more than 12 months’ service who are welcoming a child into their family. This is irrespective of the parent’s gender, how they become a parent, or their location, ensuring equal opportunity for all LSEG parents to engage in child caregiving. This initiative is a substantial leap towards achieving true Diversity, Equity, and Inclusion (DEI) in the workplace, setting a global benchmark that other organizations are likely to follow.
Why does this matter for HR?
1. Attracting and Retaining Talent: In today’s job market, where competition for top talent is fiercer than ever, benefits like LSEG’s parental leave policy can be a significant differentiator. By offering such forward-thinking benefits, companies can attract a more diverse talent pool and retain employees who value family-friendly workplace policies.
2. Promoting Gender Equality: Traditional parental leave policies often reinforce gender stereotypes by assuming primary caregiving roles for one gender over the other. LSEG’s gender-neutral policy challenges these norms, promoting a more inclusive environment that supports and encourages shared parental responsibilities.
3. Supporting Work-Life Balance: The addition of an eight-week phased return to work, with employees working 80% of their normal hours at full pay, acknowledges the challenges of balancing professional and personal responsibilities. This approach can lead to healthier, more productive employees.
4. Enhanced Support for Neonatal Care: Recognizing the additional challenges faced by families with children requiring neonatal care, LSEG’s enhanced leave policy provides critical support during difficult times. This consideration reflects a deeper understanding of employee needs and a commitment to supporting them through life’s challenges.
LSEG’s policy is more than just a generous employee benefit; it is a statement on the importance of nurturing an inclusive, supportive, and equitable workplace culture. For HR professionals, it serves as a clear indicator of the shifting expectations towards employee welfare and the role of organizations in facilitating this. As firms navigate the complexities of the modern workforce, adapting to these shifts is not just beneficial but essential for sustainable growth and success.
For HR professionals and firms worldwide, this new global parental leave policy highlights the importance of re-evaluating traditional policies and practices to align with the evolving expectations of the workforce. As we move forward, embracing such paradigm shifts in HR will be pivotal in building more resilient, inclusive, and competitive organizations. If you would like to discuss how we can help you with your policy creation, please get in touch with us.
The résumé can be traced all the way back to the late 15th century, when Leonardo Da Vinci sent a letter to the regent of Milan seeking a job and outlining his relevant work experience. It was then a few centuries later that this concept gained real traction, and by the early 19th century, having a piece of paper that highlighted your experience, skills, and qualifications started to become a prerequisite to getting a job.
But are we seeing the era of the résumé starting to come to a close?
Maybe, but not immediately. Our latest LinkedIn poll highlighted that the first thing the majority of employers considered when hiring someone new was their experience (51%), followed by their qualifications (19%) and then finally their skills (14%). Now, this isn’t to say that all three of these things are not considered, but it was interesting to see that experience outranked all other factors. While this suggests that there is still a place for the résumé, with the working world going through exponential changes – catalysed by the pandemic and its fallout – is it time for employers to consider evolving their hiring strategy to remain in step with the accelerated pace of change?
Well, according to TestGorilla’s The State of Skills-Based Hiring 2023 report, the answer may indeed be yes. Of the 1500 employers and 1500 employees surveyed, 70% agreed that all forms of skills-based hiring are more effective than a résumé. 87% of employers said that they experience problems with résumés, most notably determining whether it is accurate, determining a candidate’s skills, and the struggle to easily rank potential hires to identify the strongest talent.
What we are starting to see is that employers are beginning to adopt a skills-based approach when it comes to identifying the best talent during their recruitment. This would see hiring managers doing away with résumés, and instead employing skills-based assessments to determine which candidates are best suited to the role. These assessments would include cognitive ability tests, role-specific skills tests and assignment or work samples – all of which were viewed as being more effective measures for identifying talented candidates over résumés.
And it is no wonder that employers are thinking this – moving away from the résumé and the ‘degree-inflation mindset’ allows organizations to gain access to a wider, more diverse talent pool, inviting in more opportunities for innovation. There is also a much lower chance of hiring the wrong person as employers would have seen their abilities in action, which helps to avoid the estimated cost of a bad hire (which ranges from five to twenty-seven times the amount of the person’s annual salary).
Experience and qualifications are still notable considerations when it comes to selecting a candidate, but employers who are expanding their horizons to skills-based hiring practices may yield the best – and most economically friendly – results in the years to come.
If you would like to discuss how we can help evolve your recruitment process by infusing skills-based assessments into it, then please get in touch with me at andy@orgshakers.com
It was recently discovered that a whopping 70% of UK staff are planning to find a new job in 2024, and over half (58%) of US employees were intending to make a major job change this year…so if you thought the war for talent was coming to a lull, this may prove you wrong.
Since the pandemic the working world has been in a state of flux – our practices are constantly evolving in response to the rise of the carpe diem mentality that COVID created, and the subsequent shifting needs of the workforce that came with it. With a constant flow of employees in and out of organizations, businesses have been keenly focused on strategies to attract, embed, and retain top talent.
And in 2024, this may mean looking beyond the pool of traditionally qualified workers. The 4-year degree as a job requirement is starting to be challenged in corporate America, and this is in part due to the precedent set by big name companies like IBM, Accenture, Bank of America, and Google doing away with a bachelor’s degree as a requirement for being hired. Now, recent data suggests that nearly half of US organizations intend to eliminate the need for a bachelor’s degree in 2024. And this trend is not just exclusive to the US – LinkedIn data discovered a 90% increase in the share of UK job postings that did not require a university degree.
With the current talent squeeze we are seeing, it’s no wonder that companies are starting to change their tune towards those who take a more untraditional path into the world of work. After all, fewer than 40% of Americans actually hold a bachelor’s degree, which leaves 70 million workers who do not have one being overlooked by so many employers.
But if degree inflation is finally starting to fall, what should employers be doing to ensure they are attracting the best talent?
The answer to this breaks down into two key factors – what the characteristics are for a desirable candidate, and what training pathways employers can offer to their employees. For the former, this will see hiring managers and HR professionals moving away from looking at traditional qualifications and instead measuring the aptitude of a potential hire based on their attitude, their acquired skills, and whether they can enhance the culture of the company. There are so many employees who are eager to learn and develop but for one reason or another have not gone down the 4-year degree education path. Companies that are moving away from the traditional stance of needing a degree are going to gain access to a larger and more diverse pool of talent.
The success of your new hires is then dependent on the training programs that companies have in place for them. One offering that is growing in popularity in the US is apprenticeships, which have seen a 64% rise over the last decade. Apprenticeships have proven to be a great tool for getting fresh talent into roles; for example, in Switzerland 70% of teenagers participate in apprenticeships after finishing high school due to their effectiveness for businesses and their biproduct of creating social mobility opportunities. They can therefore be a fantastic strategic tool for attracting talent, but also lend a hand in increasing retention rates, too, as they foster a sense of loyalty from the onset.
Similarly, employers can create in-house training programs that are specifically tailored to upskill individuals to their working practices, and enrol new hires in certain Bootcamps and external certifications to gain qualifications whilst learning on the job (we are seeing this begin to particularly grow in popularity in the tech world).
And much like Swiss employers, companies who are looking to move away from the degree requirement and create apprenticeship and training programs are going to be furthering their social agenda for their Environmental, Social and Governance (ESG) strategies, as they will be helping to create more social mobility opportunities.
So, if you would like to discuss how OrgShakers can help you with navigating this expansion of your hiring process and assist you in accessing wider pools of unexplored talent, please get in touch with me at randy.ynegas@orgshakers.com or contact us through our website.
With the new year now in full swing, new research from HiBob uncovers a miserable state of employee mental wellness, as one fifth (20%) of Brits feel burned out at work and more than a quarter (29%) are stressed. Shockingly, only one in seven (16%) would describe their mental state at work as supported.
As a result, the majority of UK workers (70%) are planning on finding a new job in 2024; with over a quarter (28%) planning on finding one in the next six months. Given workers’ current feelings, driving this new wave of resignations is a desire to level out work life balance (17%).
Read the full piece here: https://www.hrgrapevine.com/content/article/2024-01-22-70-of-uk-staff-looking-for-a-new-job-in-2024
Ah, January.
After a month packed with festive traditions, colorful lights, and more food than many of us would care to admit, it is quite natural to find yourself in a bit of a slump as the new year kicks off.
This feeling is known more commonly as the ‘January Blues’ (or the ‘Winter Woes’ if you love a little bit of alliteration). This is a common phenomenon where individuals experience a sense of depression, lethargy, or just a general decline in mood during the first month of the year. If we think of December as a rush of adrenaline, January is that feeling when the adrenaline wears off and reality comes creeping back in.
Whilst this sense of ‘feeling down’ can usually fade after getting back into the groove of things, for some it can linger longer. For example, financial stresses that may have been exacerbated by the holiday period are not going to vanish when we tip over into February. Equally, those that suffer from seasonal affective disorder (SAD) tend to struggle during these winter months.
So, when looking to re-engage employees in January and support their wellbeing during this post-festive slump, it is important for employers to view this month as a springboard for the momentum of their wellbeing strategy for the entire year, and not just fixate on wellbeing in January and then let this momentum wane as the year goes on.
And, let’s be honest, we can all be a bit guilty of this at this time of year! Some of us will have signed up for that new gym membership and started taking part in Veganuary only to discover that these resolutions quickly fizzle out. Suddenly the gym membership is just another card cluttering your wallet – and no amount of carrots and hummus can stop you daydreaming about cheese!
But in the same way persevering with the gym will improve your health, companies that maintain their wellbeing efforts throughout the whole year will find themselves with the strongest and most productive workforce, and will avoid falling into the trap of ‘wellbeing washing’.
Wellbeing washing is essentially when companies express their passion towards mental and physical health but don’t actually demonstrate this through their practices or actions. One study found that more than a third (35%) of businesses are perceived by their employees to be wellbeing washing.
The key to avoiding this slippery slope is consistency and clarity. Wellbeing is an issue that has moved up the corporate agenda in recent years – especially post-pandemic – and so it is important for employers to be consistent in their efforts to support the wellbeing needs of their workforce all year round.
And while having happy, healthy workers is already going to be good for brain health, innovative thinking, and boosting productivity, a study by Mind also discovered that 60% of workers think that if their employer made steps to support their wellbeing at work, it would increase their motivation and the likelihood of them recommending their company as a great place to work.
The best thing employers can do is be aware of those looming January blues and make it clear to their staff what support is on offer (either internally or externally) and how these services will help them with their specific needs. This keeps organizations true to their promises of bringing wellbeing to the forefront and creates a culture that promotes the mental and physical health of employees – all of which promotes a healthy business for the year to come.
If you would like to discuss how we can assist your business with its wellbeing strategies, please get in touch with us.
As we counted down to the new year in December, we adopted the theme of looking forwards. What are the essential topics of focus for employers to be considering in 2024?
Well, in case you missed any of them, here’s a summary of our essentials:
If you would like to discuss the services we offer in regards to these essentials – or wider areas of HR – please get in touch with us.
Last year, we asked the OrgShakers team what practices and ideologies they thought employers should be leaving behind as they ventured into the new year.
Now, as another year comes to a close, we wanted to see what they believe should be left in 2023 in order to help propel sustainability and growth in the year to come:
If you want to get in touch with us surrounding these points, you can do so here.
And from all of us at OrgShakers, Happy New Year!
After discussing the world of HR consulting with Sarah Hamilton-Gill on her podcast, Leap Into HR Consulting, we moved onto looking at the four fundamental shifts that I predict we will be seeing in the near future that HR professionals need to be preparing themselves for.
We discussed the looming edge of the Workforce Cliff, the importance that employers need to be applying to the relationship between humans and technology, and the redefinition of Place and Time in the workplace. The final shift I believe businesses and HR professionals need to be preparing for is the end of jobs altogether.
The ‘job’ – defined as a set of responsibilities assigned to an individual employee – has been the fundamental building block of organizations for millennia. As the requirements of businesses have changed over the years, employers have tweaked and amended the job descriptions of their employees to adapt to these changes.
However, we have seen that the pace of this organizational change has been rapidly accelerated by the influx of new technologies paired with the evaporation of the boundaries of time and geography. Now, employers are beginning to recognize that a more flexible and responsive methodology is needed in order to keep up with this new pace of change, and so I believe we are going to see companies increasingly adopting a skills-based approach to managing work and workers. Deloitte’s 2023 Global Human Capital Trends report supports this notion, as it was discovered that 93% employers believe that moving away from the job construct is important or very important to their organization’s success.
And yet, the research also identified a readiness gap, as only 20% of these employers felt they were very ready to address the movement away from the ‘job’.
This is where HR will play a vital role, as they will be the key to bridging this gap and educating organizations around this new approach to work. And a large part of this will be challenging legacy mindsets and traditional practices that are holding employers back from skills-based work – which Deloitte reported was the main obstacle for 46% of companies.
HR will therefore have to pioneer a shift in the traditional mindset of allocating work to individuals in defined jobs to one where the work is deconstructed and assigned by:
Rather than viewing workers as ‘job holders’ performing predefined tasks, it is important to recognize them as individuals with unique skill sets. This will enable employers to match each worker with tasks that align with their specific skills. This work can be performed by a single person, a team, or a group of rotating resources, each contributing their appropriate skills while improving their current ones and developing new ones. This approach will enable workers to maximize their potential and contribute to their personal growth. It will also create a more equitable and human-centric work experience.
If you would like to discuss how OrgShakers can help guide and support you on this journey, please get in touch with me at david@orgshakers.com or reach out through our website here.
David Fairhurst is the Founder of OrgShakers. He is widely considered to be one of the world’s leading HR practitioners and is a respected thought leader, business communicator, and government advisor.
I recently had the pleasure of being invited onto Sarah Hamilton-Gill’s HR podcast, Leap Into HR Consulting, where the two of us discussed some of the fundamental shifts that HR professionals should expect to see in the near future.
The first of these shifts is what I call the Workforce Cliff. Flashback to almost a decade ago, when my team and I first examined data that compared the growth rate of jobs in comparison to the growth rate of economically active people. The results we published predicted that at around about now – 2023/4 – there would be more jobs in the UK than people to fill them.
Put simply, not enough babies were being born, so demand would eventually outstrip supply.
Fast forward to the present day and – as predicted – businesses are struggling to fill key roles. This is because as the economy restabilises after the effects of the pandemic, we have been set back on a path that edges us closer and closer to the Workforce Cliff.
The most recent data highlights that the growth rate for jobs is 0.94%, whereas the population growth rate for economically active people is only 0.37%. This is broadly in line with pre-pandemic rates and will create an ever-tightening labour market.
According to the Future of Jobs 2023 Report, companies have identified the availability of talent and a shortage of key skills the as two of the major issues that will negatively impact business performance over the next five years. For example, one recent study has found that only one in ten UK workers possess digital skills – which is an alarming statistic as the integration of AI begins to happen all around us.
One solution for filling these gaps lies in migration – a recent survey found that over half (52%) of small and medium-sized businesses (SMEs) are in favour of opening the UK’s doors to overseas workers to plug vacancies.
However, there are many untapped pools of talent on our own doorsteps that are being completely overlooked. For one thing, 20.8% of the working age UK population are considered economically inactive, and the largest proportion of this group are those aged between 50-64. The pandemic resulted in many midlife workers taking early retirement or being made redundant, and so there is a substantial pool of experienced and skilled workers who companies are not targeting with their attraction strategies.
The same can be said for younger workers too; many young people are now starting their careers later, so employers need to be considering what they can do to make their job offerings more attractive to this group.
Employee benefits that are on offer are a great way of accessing a specific talent pool, as each generation of workers tend to have different wants, and so these benefits packages can be made more unique to specific needs.
For instance, younger workers value work-life balance and mental health support. Midlife workers, on the other hand, value flexibility and the ability to work remotely.
The point is, if employers are being more purposeful with their attraction strategies, they will be able to move away from the Workforce Cliff’s edge. This means considering talent in all corners of the market, and ensuring that their business is an attractive one for a diverse set of people; whether they be older, younger, have an accessibility need, or be in a minority group.
Pair this with an added focus on learning and development (92% of job candidates use L&D opportunities as a deciding factor when considering job offers) and companies will have fewer issues being able to fill their skills gaps.
If you would like to discuss how OrgShakers can help perfect your talent attraction plan and strengthen your learning and development strategies, please get in touch with me at david@orgshakers.com
David Fairhurst is the Founder of OrgShakers. He is widely considered to be one of the world’s leading HR practitioners and is a respected thought leader, business communicator, and government advisor.
Learning and development (L&D) opportunities are a vital ingredient for employers when it comes to attracting and retaining top talent. Research from the IMC confirms this, with 92% of job candidates using L&D opportunities as a deciding factor when considering job offers, as well as 52% of employees citing that they left a role due to a lack of personal and professional development opportunities.
One skillset that many workers are keen to learn is generative AI skills, with more than 50% of employees stating they were eager to acquire those skills, according to Randstad’s Workmonitor Pulse. However, only one in ten workers were offered any AI training in the last year.
Pair this with Access Partnership’s survey which found that an overwhelming 93% of employers expect to use generative AI in the workplace in five years, and what you begin to see is that employees want to learn to master AI, employers want to implement AI…but there is a significant lack of L&D training opportunities around AI.
In the past year, we have seen generative AI platforms like ChatGPT take the working world by storm – but the narrative surrounding its uses in the workplace have been inconsistent. While some view this technological change as something that will replace certain jobs altogether, others view it as a tool to be collaborated with [AS1] to improve and perfect the human skills that are paired with it.
In order to start getting the most out of AI and offering L&D opportunities that allow for this skill development, employers need to first get a good and clear understanding of what generative AI can do for their specific business and in what areas it should begin to be implemented. While this could be a very effective time-saving tool – freeing up time for employees to focus on more meaningful work – it doesn’t necessarily have to be used just for the sake of using it. Identifying its strengths and weaknesses will allow organizations to create a clear roadmap for navigating generative AI, unlocking its full potential.
But a key part of this journey is offering the appropriate training to employees on how to use these new tools. It can be daunting to attempt to use generative AI without having a proper understanding of it; if employers are able to provide the essential training, suddenly all the myths surrounding AI will begin fading away, along with that initial fear of misusing it. As an example, take a look at this infographic on how best to communicate your requests to ChatGPT in order to get your desired results:
As the tools at our disposal continue to expand, it is important for companies to keep in stride with this burgeoning toolkit and offer L&D opportunities that allow for the development of these new skills that are quickly becoming essential ones.
And it is of the utmost importance that these opportunities are made available to all workers; unconscious bias around age can perpetuate the idea that older workers are less tech-savvy and so will be given less opportunities to grow their technological skillset, but as proven by our recent article, this isn’t the case!
This holiday season, one of the best gifts you can give your team is the gift of nourishing their hunger for opportunities to learn and develop! Those employers who do will have the strongest talent as they venture into the year ahead. If you would like to discuss how we can help provide training and workshops around generative AI in your workplace, please get in touch with me at andy@orgshakers.com
Did you know that from November 14th, disabled workers stop getting paid for the work they are doing until the new year?
We were shocked too. A new analysis from the Trades Union Congress discovered that disabled people effectively work for free for the last 47 days of the year due to the sizable pay gap between disabled and non-disabled workers. And what’s even more alarming is that this pay gap has actuallygrown over the last decade from 13.2% to 14.6%.
Disabled people make up 17.8% of England’s population – equivalent to 10.4 million people – and so a sizable percentage of these people are going to be of working age and, with the right reasonable adjustments, very willing and capable of working part- and full-time jobs.
But the problem that is making workplaces unattractive to diverse talent is the pay disparity they experience – and sadly, this isn’t just limited to disabled workers.
Employers who are actively taking steps to bridge this gap are the ones who are going to be the most attractive workplaces for diverse talent. It is already a well-known fact that diverse talent is good for business, so this should be a strategy that all companies are integrating.
Not only will diversifying your hires lead to wider innovative opportunities, but tapping into diverse talent pools such as disabled workers will play a huge part in plugging talent shortages and bridging emerging skills gaps.
A recent survey from the BBC of nearly 5000 companies found that 73% of these companies came across hiring difficulties during the July to September quarter of this year. Aside from the pandemic, this is one of the highest figures it has ever been!
So, what are the best way of overcoming these difficulties? Employers need to be targeting these pools of underused talent and hammering down on the pay disparity that groups like disabled workers continue to face. This will see employers bring in the best of talent from all corners of the market, and help strengthen and sustain their business well into the future.
If you would like to discuss how we can help tailor your hiring strategies and work towards closing the disability pay gap, please get in touch with us!