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  • Flexible working – companies can’t risk falling behind

    The shift towards hybrid working is a welcome one for many, as the pandemic has made people re-evaluate their needs and priorities in the workplace. However, research from the real estate company JLL shows that 48% of workplaces in Europe, the Middle East, and Africa are not ready with future work plans that will fit the needs of their employees.

    88% of employees want hybrid working according to JLL, and with the current shortage of applicants companies need to do all they can to attract and keep quality talent. This will mean providing technology to keep workers connected, upgrading office spaces for those who choose not to work from home, and investing in programmes which put employee wellbeing first. JLL’s CEO of EMEA Work Dynamics Mark Caskey explains how workers’ needs are changing.

    “We’ve talked about wellbeing of the workforce before. It remains one of the top priorities of employees yet a third don’t have access to such an offering in the workplace. Organisations that create truly regenerative workplaces that make their people feel safe, energised, and motivated will have an edge. Spaces for collaboration and socialisation, relaxation, as well as healthy food and outdoor spaces present the biggest opportunities for employers to support their workforce,” Caskey says.

    Another consideration is the irrefutable issue of climate change. Companies should desire a movement towards sustainability for the simple fact that we all live on the same planet – and many do. For those that are not so convinced, it should be known that lack of meaningful action by property holders on this issue can have a major impact on the value of their real estate. Tom Carroll, who heads Real Estate and Strategy for EMEA at JLL realises that climate action is now a top priority.

    “Sustainability must be at the top of the corporate priority list. ​Organisations are motivated to act responsibly towards employees, communities and society at large​. We’re now in an era of responsible real estate,” Carroll says, “COP26 confirmed the scale of the challenge, and if I was to pick one trend that will have the deepest and most lasting change in our industry, it would be sustainability and the rise of environmental, social, and governance factors (ESG).” 

    Employees today demand a workplace dedicated not only to their own wellbeing, but that of the planet and their fellow humans. If companies want to have a flourishing, sustainable workforce full of the best talent their industries have to offer, they must also be committed to practices which allow their employees to flourish and which sustain the planet. Mark Caskey sums it up best.

    “Hybrid is here to stay and it’s now up to organisations to integrate and optimise flexible working into their future of work programmes,” Caskey says, adding that, “Today’s employees want more: technology that keeps them connected, buildings that are truly sustainable, and employers that prioritise their health and wellbeing. Forward-thinking organisations have already stolen a march on the rest of the competition by seeking to address this trend now.”

    Source: https://www.jll.co.uk

  • Avoiding the death of the high street

    Last week, Finito World published a report on high numbers of retail insolvencies in the UK, which showed the most affected areas. Norwich and Newcastle upon Tyne saw the highest number of retail businesses shut down, and high streets across the UK have suffered greatly. Now, CEO Karl Baxter of Wholesale Clearance UK shares his strategies for keeping the high street alive.

    Data from Statista reveals that 75% of people bought primarily online throughout 2021, which is a jump from the previous level of about 40%. Clearly, online retail options have been essential to the survival of high street companies throughout Covid-19, but they are not the only way to keep the doors open.

    Baxter suggests that community involvement is essential to fostering customer loyalty and getting some much-needed foot traffic in empty stores. Many shoppers will already be aware of the need to support their local businesses throughout the pandemic in order for these businesses to survive. For those who need a bit more incentive, Baxter suggests offering a unique customer experience, as well as special promotions similar to the 2020 ‘Shop Local Week’, and the British Independent Retailer’s Association’s ‘#shoplocal’ campaign. 

    Another way to boost local business is through social media engagement. Baxter points out that, while large companies can run national ad campaigns, local businesses have a deeper understanding of their customer base which allows for more targeted advertisements which reflect the community. Research from Smart Insights shows that 74% of shoppers use social media to guide their purchasing decisions. People generally trust their neighbours, so good interactions on Instagram and Facebook. or even a mention on Nextdoor from a satisfied customer can help get people in the door.

    Despite the removal of restrictions, many shoppers are still not comfortable with in-person retail, which is completely understandable. Therefore, while Baxter maintains that in-person shoppers should remain a top priority, a digital presence is essential to staying afloat. Click and collect services and same day delivery can beat the larger companies in terms of how quickly customers can receive their goods. This can another practical reason to  shop local, which is powerful when coupled with the awareness that supporting small businesses is a noble cause.

    Baxter also suggests extending your company’s personal brand to the website. Shoppers will no doubt be craving an experience different from the bland, general sites of the online retail giants, so offering a personal experience even online can help to build and maintain a customer base.

    The pandemic has fundamentally changed the way that people shop, and it doesn’t look like these changes are going anywhere. To survive, businesses must adapt, and inventive, entrepreneurial small businesses are up to the task.

    Sources:

    https://www.wholesaleclearance.co.uk

    https://www.statista.com

  • Wages increased overall in 2021 – how does your wage compare to larger trends?

    Many factors contribute to the wage someone earns. It can come down to age, experience, demand in specific industries, an employee’s negotiation skills, and, sadly, gender and race. The pandemic seriously affected many workers in 2020, and research from Instant Offices shows that there has been a bounce-back in the form of 4.3% higher earnings across the board in 2021.

    The construction industry saw the highest wage increases, with workers earning 16.8% more on average in 2021 than 2020. The manufacturing, automotive, transportation, and service industries also saw higher wages of about 7-8%.

    A major concern throughout the pandemic has been the number of recent graduates unable to find work in their fields, and who faced lower than normal starting salaries. Now, the average starting salary for UK graduates is between £21,000 and £25,000.

    For a number of age groups, pay increased in 2021. People between 16 and 17 years old saw an average pay rise of 12.5% in 2020, with the 18-21 and 60+ age groups seeing an average increase of 3.3%. 

    As someone ages, it stands to reason that their skills and experience will develop, which should come with the benefit of increased pay. A major factor in the great resignation has been the issue of raises failing to match increases in inflation, leading to a reduction in pay in effect. This has led many workers to re-evaluate their priorities and consider changing roles or even careers.

    According to Instant Offices, UK workers are now prioritising “flexibility and convenience” over higher wages. 60% of workers surveyed state that they are more likely to take on a role which offers hybrid and remote working options over a more traditional role, even if that role comes with higher pay.

    If you’re looking to stay in your current role but you’re unsatisfied with your pay, Instant Offices has some recommendations. The most obvious way to get a raise is to ask for one, but this isn’t always easy – therefore, it is helpful to keep track of your recent achievements with your company in order to have something tangible to bargain with. 

    It is also important to research what other people in your field are making and see how your wage measures up. Especially in cases where wage discrepancies appear to be linked to race, gender, or sexual orientation, it is important to address these issues, even if that means reporting an unjust employer or resigning from your position.

    Another option to increase your chances of a raise is formal training. By voluntarily taking part in further study in your field, you show dedication and develop superior skills which should translate to higher pay if your employer is just.

    In this period of transition many are looking for new roles, but plenty of workers are happy to stay in their current jobs provided a decent wage and flexible work options. Companies who wish to keep their employees happy in their roles will need to provide meaningful raises and more individual options for work in order to keep up with the changing expectations of the post-pandemic workforce.

    Source: Instant Offices

  • The future of the office

    The pandemic has made working from home the norm rather than the exception, and for many employees this is a dream come true. In jobs where specialised equipment is not necessary, it seems natural to continue the trend towards online meetings, limited office hours, and working mostly from home. However, there may still be advantages to keeping some office space, especially in city centres.

    Research from the property consultant Cluttons shows that the finance and insurance industries are most suited to hybrid working, as over 75% of activities are able to be conducted remotely. Cluttons’ Head of Research Sophy Moffat explains how new patterns of working are emerging.

    “Much has been discussed about new working patterns in the city in particular, with anecdotal evidence suggesting that the city is quieter on Mondays and Fridays as people commute Tuesdays to Thursdays and make use of the days either side of the weekend,” Moffat says, “While some reports suggest Wednesdays to Fridays are the new working week. Either way, the usage of office space is less that pre-pandemic where, on average, workers spent four or more days predominantly based in the office.”

    So, if office time is decreasing, why not ditch the extra space? First of all, working from home is not for everyone, and many feel that they can only be productive when working in an office with their peers. Because of this, employers must give their people options in order to increase employee happiness, thereby increasing productivity. Additionally, Cluttons predicts that there will still be a need for some office-based activity involving high numbers of staff, which companies will need to have properties large enough to accommodate during these peak activity times.

    The time of large numbers of non-central, lower quality office buildings may be coming to an end, as there is decreasing need for spaces which house basically the same technologies and amenities employees are likely to have at home. Head of Office Agency Ralph Pearson says that balancing the costs vs. the rewards of office space will boil down to the type and quality of the space in question.

    “The fallout from the pandemic will bring to a head the ultimate balance of the office as a value generator, or cost centre. On the ground the limited evidence from committed movers points to a long-term shrinkage in floor space of circa 30% based on home working, but also far less dense desking and a strong flight to high grade, flexible spaces,” Pearson says.  

    By decreasing the overall square footage of office space, while upgrading the spaces that do remain, businesses may be able to not only cut costs but also increase the productivity coming out of their offices. 18 million square feet in office space has come on to the market due to the pandemic, which Pearson believes is too much for future demand. He explains how the conversion of these spaces could change the housing market in major cities.

    “In the medium to long term a significant proportion of non-prime office stock will need to convert to other commercial, medical, educational, and social uses,” Pearson says, “But the biggest gain may go to the residential sector, potentially making city centre living more affordable and economically sustainable”.

    The way companies approach office space is undeniably changing, and many spaces will be left vacant awaiting conversion and further development. What exactly these changes will bring remains unseen, but as Pearson suggests, it could be a change for the better.

    Credit: https://www.cluttons.com

  • UK ranks second on sustainable companies list

    Ethical and environmental considerations are becoming increasingly important to consumers, due to the pandemic and revelations about the damage non-sustainable companies can inflict on people and the Earth. As this trend towards sustainability continues, it is important to have a way of measuring a company’s commitment to ethical practices. One way for a company to do this is by applying for B-Corp certification.

    A B-Corp certification is a private third-party assessment of a company’s ethical, environmental, and legal practices and commitments which must be reapplied for every three years. By examining a number of factors, B Lab assigns each company a score which will either grant or deny them certification.

    Research from MoneyTransfers shows that the UK is in second place with 454 B-Corps, mostly in the food and beverage sector. The UK is sandwiched between the USA, with 1,343 B-Corps, and Canada, which has 299.

    Sustainability is important across all industries, but by looking at the ones which are applying for certification in the highest numbers we can see where consumer pressure is having the greatest effect. Currently, companies applying for B-Corp certification are most likely to be in the food and beverage and IT/web services industries.

    Social awareness towards issues such as worker exploitation, gender and racial inequalities, and environmental concerns continues to grow, so it is likely that corporations will have to prove their sustainability in order to win the favour of increasingly ethics-conscious consumers.

    Credit: https://moneytransfers.com/news/content/countries-with-the-most-b-corp-businesses

  • Why you need to have a happy workforce

    Ann Dowdeswell

    The average British person spends 3,507 days at work over a lifetime– that’s close to 10 years of our whole life. Given how much time we spend at the workplace, it’s important to love what we do.

    Your employees are the face of your company. They dictate the course of the workflow and the overall brand image. If your employees are unhappy, your business will suffer the most. Here is why it’s important to keep your workforce satisfied.

    Happy employees increase productivity

    A study conducted by Oxford University’s Saïd Business School showed that employees are 13% more productive when they’re happy. The research was based on a case study of the workforce at BT, a British telecommunications firm. Those employees who were happier made more phone calls per hour worked and converted more calls to sales.

    Happy employees foster a stress-free environment

    Not only that but happiness reduces stress. Research shows that fatigue in the workplace can lead to longer reaction times, decreased concentration, reduced task motivation, and lower vigilance. This leads to decreased productivity, poor communication, irritation, and even accidents in the workplace. With the festive period approaching, it’s common that your staff might feel more stressed and overworked than usual.

    Moreover, stress at the workplace can lead to an increase in absences, mainly due to ill mental health. 

    Happy employees boost customer satisfaction and company image

    Stressed and unwelcoming staff can put customers off, whereas a smile at the checkout point can go a long way in increasing customer loyalty. 

    Unhappy employees can still act professionally and politely. However, their dissatisfaction will still affect the quality of customer service they offer. When your staff are happy, they’re more likely to engage with customers, upsell, think of creative solutions, and pay more attention to their workflow. This results in a positive company reputation and higher customer retention.

    Employee attitudes are changing

    What’s more important for employees: happiness or salary? A survey conducted by Wildgoose UK shows that 58% of respondents prioritise happiness over salary in 2021. That’s a slight decrease from 2017 when 61% of respondents considered happiness over salary.

    Of course, the monetary component is still vital in terms of employee satisfaction, but money isn’t all. In fact, according to the Mercer global engagement scale that includes employee data from the UK, US, Japan, India, Germany, France, and China, “base pay” is towards the bottom in the list of motivating factors for employees.

    Intriguingly, the leading motivator is “respect”, followed by “type of work”, “providing good service to customers”, “the people you work with”, and “good work-life balance”.

    How can you boost your employees’ happiness?

    Now that you know what the general key motivators for your workforce are, it’s important to integrate them into your employee wellbeing initiatives. There are many ways you can spread a little joy at the workplace and thrive as a business but here are some starting points.

    Show your staff you value them

    Is the monthly salary enough to showcase your appreciation for the efforts your employees are putting in? Oftentimes, it’s best to boost the monetary reward with additional bonuses and prizes. Christmas is the ideal time to organise little competitions or simply give away gifts on a daily basis in the countdown to the holidays.

    It’s important to remember, however, that appreciation isn’t only manifested through physical gifts. As a leader, it’s your responsibility to motivate, encourage, and congratulate your staff on wins both big and small. Send them a “well done” email, talk about their strengths regularly, and position yourself as a person they can trust with any issues. Additionally, provide an array of training and courses in areas where your staff want to improve. This will show them that you’re interested in their career growth.

    Create a bigger sense of purpose

    People are motivated to work towards a company goal when they know that what they’re doing matters. Initiate them into the company strategy and keep them updated about your business’ performance. 

    It’s important to foster a sense of belonging and purpose, also referred to as “epic meaning”. That is, the bigger picture in which each employee is a superhero working to benefit the company rather than themselves. One tool that can help you foster a sense of belonging is workwear clothing. 

    Ann Dowdeswell, Sales and Marketing Director at Jermyn Street Design, a global specialist in corporate clothing, commented: “Uniforms not only promote unity and equality at the workplace, but they’re also a great way to uplift team spirit and enhance corporate social responsibility.”

    When your employees feel like they’re vital to the business, they are more likely to be engaged with the work. A recent survey by Market Inspector shows that 72% of the respondents think of their role as a job and only 28% perceive it as a career.

    Encourage friendships

    A survey conducted by Wildgoose UK showed that 57% of the respondents feel like having a “work best friend” makes the workplace more enjoyable, and 22% feel that they are equally or more productive. As an employer, you can nurture these positive relationships at the workplace.

    As a start, it’s important to have a dedicated social/break room at work, where employees can bond over conversations and games, such as darts and pool. It’s also a good idea to organise team-building activities and socials, such as yoga classes, bowling, and drinks after work.

    Being happy at work is a state of mind which employers can significantly contribute to. Boosting your company culture, introducing bonding activities, and simply being there for your employees will help you create a healthy work environment. In return, the happiness of your employees will help to position you as a leading organisation.

    Sources:

    https://www.independent.co.uk/life-style/british-people-work-days-lifetime-overtime-quit-job-survey-study-a8556146.html

    https://www.ox.ac.uk/news/2019-10-24-happy-workers-are-13-more-productive

    https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4525425/

    https://wearewildgoose.com/uk/news/friends-happiness-in-the-workplace-survey/

    https://www.theguardian.com/money/2011/jul/15/happiness-work-why-countshttps://www.market-inspector.co.uk/blog/2018/03/happiness-in-the-workplace-in-the-uk

  • New year, new job – navigating the market amid a flood of first quarter applications

    Patrick Crowder

    Is finding a new job on your list of resolutions for this New Year? Research from the staffing firm Robert Half shows that, for many, the holiday season was a time for polishing CVs and considering new roles.

    The pandemic has given people time to reflect on their priorities not only in the workplace, but in life in general. The holiday season is also traditionally a time for reflection, and this year’s resolutions included finding a new job for many people.

    The research shows that 21% of UK employees planned to look for a new role before March of 2022. UK Managing Director Matt Weston explains why so many people are choosing to look for new jobs right now.

    “Holidays are typically a time for people to take stock and assess their priorities in the year ahead,” Weston says, “it’s why we usually see a jump in activity in Q1, and after the summer holiday period in Q3.”

    Taking some time away from a role can provide the break needed to continue on with it once the vacation period is over, but increasingly it also allows employees the chance to long for something better. Coupled with the pandemic, this has created the perfect conditions for a flood of new applicants.

    “With the uncertainty of the pandemic, many employees were holding fast until the situation was a little more secure,” Weston says, “Even with the rumours of a fresh lockdown approaching, many are now tired of waiting and keen to take the next step in the careers.”

    59% of employees surveyed said that they planned to update their CVs over the holiday period. In response to this, Robert Half published some recommendations to make your CV stand out and avoid the rejection pile.

    They suggest a more personal CV – one free of jargon, and that is written in the employees own voice. Rather than formulaic entries about “being a good problem solver” or similar, they maintain that examples of an employee’s use of such traits in the field is a better way to highlight their abilities.

    Additionally, they state that short, to-the-point CVs are more likely to be considered by potential employers. By saving something to talk about during the interview, the uncomfortable process of parroting information to an interviewer which is already on your CV can be avoided. Also, by listing your biggest, most relevant achievements first rather than relying on a chronological structure, you can be sure that the most important information about you as an employee is considered.

    The high volume of applications will certainly mean higher than usual competition, but Weston explains why this particular new year provides some attractive opportunities.

    “For those thinking for taking the leap, there couldn’t be a better time to look for a new role,” he says, “Companies have been hiring to back-fill roles and take advantage of the economic rebound, which left 1.2 million vacancies across the UK without the candidates to fill them. As a result, the best talent will be able to command healthy salary packages from potential employers.”

    The switch to a new role can bring many challenges, and plenty of people are happy with the stability that staying with their current employer provides. However, if the prospect of returning to that old job feels more daunting than usual, now may be a great time to dust off that CV and look for a better fit.

    Credit: www.roberthalf.co.uk

  • Review: The Wolseley

    Lana Woolf

    During the pandemic, I found myself having a delightful conversation with Jeremy King – the King in Corbin King, the chain which owns The Wolseley, The Delaunay, Colbert and numerous other favourites in the capital. He told me that due to Covid-19, people had become ‘entombed in their homes’.

    It was the sort of intelligent phrase that makes you know you’re talking to an intelligent man. And, in fact, intelligence is the secret ingredient which makes Corbin King a cut above the rest.

    On arrival, I find that there are plenty of people who agree with me, many well-known. If you want to celebrity spot, I’d regard the Wolseley as a better bet than the Ivy. My eye lands on the former secretary Amber Rudd, and then at a different table ITV’s Robert Peston talking to someone who looks as though he might be Toby Young. As I deposit my bag, I look up to see the Earl Spencer gliding past me to his seat.

    This used to be a place where you wouldn’t deposit your bag; you’d make a deposit. My companion, well into his eighties now, recalls how it used to be an important branch of Barclay’s. This dispels some of the mystery surrounding the architecture of the place which has often reminded me of a chapel; in fact it was a kind of cathedral to our contemporary god, money.

    The place is happier as a temple to food. We move to a side table, passing half of Who’s Who as we go, and look at the menus. As we’re doing so Jeremy King comes over looking immaculate and cheerful and tells us the good news that business is back.  

    We select the oysters and I recall the portrait by Lucian Freud of Jeremy himself. Freud apparently always took the same table – not so far from the one where Rudd is sitting today. On the day of his death, Jeremy draped it in black crepe.

    We order oysters, and soon twelve Colchester natives come to us on an icy platter. They slip down perfectly with lemon and tabasco sauce. I could live a long time and never get over the glory of a Wolseley plate of oysters; my companion, in his ninth decade, confirms that it is indeed a reason to keep going. 

    The Wolseley continues to produce food of high quality without slipping into pretentiousness. For the mains, my companion plumps with a kind of cunning for the Kedigree with Poached Eggs. When it arrives, he pronounces it delicious in a voice which could live forever. I, meanwhile, opt for Roast Corn-Fed Half Chicken morels and Madeira sauce.

    This was a triumph. Most of all it is wonderful to think, after what the Wolseley team has been through, how decisively it’s come out the other side. Entombed in our homes no longer, we walk out, nodding cheerily at the Earl Spencer on our way out. Caught up in his own post-prandial happiness, he waves back.

  • Review: Ticket to Ride by Sir Peter Lampl

    Ronel Lehmann

    On a trip with Ticket to Ride seemed like a good idea. The train journey was slow compared to reading at speed about an exceptional entrepreneur who regales readers with a compelling memoir. Sir Peter takes us on his inspiring journey from a Yorkshire Council estate, via Oxford and the Boston Consulting Group to New York, in the buccaneering dollar-mad Eighties, where he sets up a leveraged buy-out firm, which nearly goes bust and then finally, in the year it comes good, ends up living next door to Keith Richards and out-earning Sir Mick Jagger. However, returning to Britain after 20 years Peter finds a vastly changed country, one in which the chances for bright kids from low-income backgrounds have plummeted. In response, he puts his business aside and devotes himself to founding the now greatly revered Sutton Trust, providing educational opportunities for large numbers of less well-off children, influencing government policy and putting social mobility at the heart of the national conversation. The guard arrived to check tickets, it was tempting to waive the book cover and at the same time beckon other travellers to purchase a copy of this inspirational read.

    Ticket to Ride is published by Harper Collins at £20

  • Book Review: A Life in Music by Gyorgy Pauk

    Ronel Lehmann

    I was looking forward to reading this book which charts Memories of 80 years with the violin, but publication was delayed due to the pandemic. Everyone knows that the classical music community has really suffered as many of those earning their living in the sector are self- employed and demand for their services collapsed. As for the students preparing to follow in György Pauk’s footsteps, they are anxiously wondering what the future holds for them. This book is inspirational.

    Born in Budapest shortly before World War II, György Pauk suffered the loss of both his parents in the Holocaust. He spent the remaining years of the War in the care of his grandmother in the Spartan confines of Budapest Ghetto. Showing extraordinary musical talent from an early age, he began to learn the violin and was admitted to the Liszt Academy at the age of only 13.

    After winning several international violin competitions, Pauk defected from Soviet-controlled Hungary, claiming asylum in Paris and becoming a ‘stateless person’ at the age of 22. He met and married his young Hungarian wife in Amsterdam. The couple moved to London on the advice of Yehudi Menuhin, gaining British citizenship in 1967.

    Over the course of more than 50 years, György Pauk became an international acclaimed concert violinist, appearing worldwide with the greatest orchestras and conductors, and making countless broadcasts and recordings.

    Now in his ninth decade, he is a renowned pedagogue based in London, and regarded as the foremost living ‘torch-bearer’ of the Hungarian Violin School, which traces its origins to the 19th century violinist, Josef Joachim, a close friend and collaborator of Mendelssohn, the Schumanns and Brahms.

    In this absorbing account of his professional and personal life, György Pauk tells us about many of the other instrumentalists, conductors, orchestras and composers he has known and worked with.

    Alongside his perpetual globe-trotting, Paul has been a devoted husband (for more than 60 years), father and grandfather, and retain friendships across the world stretching back as far as the 1940’s.

    György decided that all proceeds from the sale of his book will be distributed to charities supporting young classical musicians.

    A Life in Music is published by The Strad Shop and is priced £15