With the jobs market picking up, a fifth of employees are planning to change jobs this year, according to
the Institute of Leadership and Management (ILM).
When a key member of your staff decides to leave, particularly in a small business, it can seriously
impact your performance and affect the motivation of your remaining staff.
Naivety and misplaced trust are a dangerous combination in business. Nowhere is this more clearly seen than when it comes to managing information risk. A recent study* reveals that 87 per cent of companies across Europe do not believe that their employees take information with them when they leave.
A lot has been said about how technology is changing and the impact that is having on the way businesses operate and the way we live our lives. We’re more mobile, we have the world’s information available to us at the click of a button and our data is stored on interconnected servers spread throughout the world.
What motivates the millennials? The generation that grew up alongside Facebook, Harry Potter and Britney Spears now makes up a third of the workforce – and will account for 50% of it by the end of the decade. As such, the corporate world shaped by previous generations is quickly changing. And the new generation may like what they’ve done with the place, or may have something a little more ‘millennial’ in mind.
The countdown is on for to a new law that comes into effect at the end of June, giving employees the right to request flexible working. David Sturges, Chief Commercial Officer of WorkPlaceLive, a provider of cloud-based Hosted Desktop Services in the UK, looks at how ‘the cloud’ can help businesses implement flexible working practices.
It’s worrying to see that, despite a nominal decline in numbers shown in last fortnight’s ONS report, a fifth of British 16-24 year olds – almost a million – remain out of work, study or training. Meanwhile, Sir Ian Wood’s analysis of youth unemployment in Scotland, released earlier this month, highlights a crisis that is proving to be a drain on the economy as well as an alarming waste of potential.
Many employees can reel off a list of areas of improvement and have a good understanding of their weaknesses within the workplace, but how many fully understand what their employers regard as their greatest strengths?
Over the past decade, advances in technology have led to an increasingly agile workforce. Recent TUC research has found that that the number of people who normally work from home increased by 62,000 in the past year, and had risen by half a million since 2007.
In February 2013 Marissa Mayer the new CEO of Yahoo made the statement that her employees were no longer allowed to work from home. Her reason “to become the absolute best place to work, communication and collaboration will be important, so we need to be working side-by-side. That is why it is critical that we are all present in our offices.” Vodafone responded saying that British businesses can save up to £34bn a year by looking at new ways of working including hot desking and remote working. But how practical is this, what does it mean for the hundreds of thousands of people that work flexibly and therefore often from home. What does it mean for an employer?
The number one priority on any business owner’s agenda should be to build a strong and loyal team. The businesses who do this most effectively are those that become successful. But it is also one of the most challenging things to get right. How do you recruit and retain the best?