As shadow childcare minister Lucy Powell says that mothers working part-time are often more productive than other employees, mumpreneurs working with GrowthAccelerator have extolled the virtues of employing other mums.
Working patterns since the economic crisis in 2008 have changed up and down the country, in large corporations through to SMEs and microbusinesses. A major part of this shift is due to flexible working, and it would be hard to find a business owner who hasn’t noticed the number of workers opting for a more flexible working pattern over the past few years.
Absent employees are a big problem for businesses, especially during the winter months, due to coughs, colds and flu, not to mention adverse weather conditions. But what can employers do to prevent and minimise the impact of absence on business?
Automatic Enrolment is Pensions Minister Steve Webb’s “quiet revolution”. However, things may not be so “quiet” for businesses in the coming months.
Attitudes towards saving for our future are changing, and Mr Webb will be happy with the staging results of larger organisations – opt-out rates are better than predicted and the process has been relatively smooth so far.
New and growing businesses often face a degree of uncertainty about the expected level of demand for their product or service. This in turn can make it difficult to anticipate staffing needs. Ideally, businesses will want to control headcount and associated costs in the most flexible manner whilst monitoring the quality of their offering. There are a variety of different ways in which a business can structure its workforce to help achieve these aims.
Traditionally, global mobility has been a transactional service, often part of the Compensation and Benefits area that focuses on process and cost. But by changing the focus of what global mobility does, the ROI debate moves from a cost equation to one of development and retention. The effective management of assignments supports the talent agenda by ensuring that the right people with the right skills are available to support the business, whilst on assignment and as part of the assignee’s ongoing development.
Do companies really maximise the opportunity from the real estate they occupy? Through the recession, most thought that opportunity was cost saving and efficiency. This was, and will remain, important. However, in my experience around 80% of a company’s costs are spent on its people, so the key opportunity going forward is improving the productivity of that resource – this is where real estate can really contribute to your bottom line.
It’s a familiar scenario – a CFO asks his CEO: “What if we invest in all these staff, and then they leave?” The CEO replies: “What if we don’t, and then they stay?” And therein lies the nub of employee engagement. How can employers maintain the balance of investing sufficiently in people to ensure the workplace environment inspires growth, whilst mitigating the inherent risks of investing in human capital?
The world of work moves faster all the time. The swings of the economic cycle, globalisation and demographic shifts are changing the way organisations operate and create value. But through all this change, there is one constant: people. People – and the ability of an organisation to engage and mobilise its people – are the critical factor for performance and success. Indeed, as technology has become more pervasive at work, its importance has arguably grown, with technology enabling organisations to give staff more autonomy and, by the same token, more responsibility, than ever before.
Selling your house is an expensive and painful process. Some of the costs, such as conveyancing and surveys, are justifiable from a price versus value perspective, but estate agents’ fees are harder to swallow.
The Statutory Sick Pay Percentage Threshold Scheme has been a huge help for small businesses struggling to cope with high levels of sickness absence. But news that this will be scrapped next month to pay for the new Health and Work Service means SMEs must look for other ways to protect themselves against the unpredictable costs of absence.
AT XLN THE question ‘How can we help your business?’ is the core driver behind all we do. When I began selling telecoms back in 2002, it was because small business owners told me that they were paying too much to make phone calls. I realised if I could get enough small businesses together, I could offer them a better deal — and so XLN was born.