Category: News

Corporate leaders

Habits of Today’s Corporate Leaders to Take Note Of

Posted on | by Akeela Zahair

Those habits books that were all the rage a couple of decades ago are sorely outdated. Nowadays, CEO’s and other business leaders need fresh skills that get the job done in a highly technological, fast-paced environment. Sure, some of the old standbys still apply, like setting priorities, listening to others, planning, and more. Today’s high-level operatives need more than the basic tool box. They need the right set of specialized talents to be competitive in a global economy that relies more and more on machine input, like AI, and other non-human components. Here’s a short list of habits you should consider developing if you wish to remain at the top of your field.

 

Adaptability

Never before has there been a demand for managers who can adapt to changing conditions. Look at any of the newer markets, like cryptocurrency, financial tech, advanced pharmaceuticals, alt-fuel vehicles, and others. It’s a long list, and all the sectors and niches on it call for massive amounts of adaptability for managers.

 

Valuing Credentials

If you didn’t finish college, now is the time, no matter what your age. Unless you’re nearing retirement, having a relevant credential is a necessity in the digital workplace. This is especially true for leaders and managers, to whom other workers look for patterning and examples. If you feel the need for a graduate degree, like and MBA or a technical specialty, arrange for financing and begin the coursework. Fortunately, you can take out a student loan from a private lender and get competitive rates and reasonable terms. It’s a wise way to take education to the next level and get a degree that adds to your list of accomplishments. Plus, mid-career degrees aren’t just for show. They can add vast amounts of knowledge to your growing repertoire within your chosen field.

 

Patience

Are you a patient person? If not, take one of the tailor-made online courses that can teach just about anyone to cultivate this personal quality. Why is patience so vital in a lightning-fast commercial universe? Company leaders and supervisors at high levels need to deal with workers who don’t stay in entry jobs as long as they used to. Being patient is an essential part of training and working with new people who might not have the background and dedication to a career path that was common just a decade ago.

 

The Ability to Delegate

In the 2020’s, teamwork is not just a goal, it’s a fact of life. The vast majority of lower and mid-level corporate decisions are made by teams rather than individuals. Not long ago, companies that used the team approach for all kinds of projects were rare. Now, solo decision making is uncommon. That means even managers and CEO’s need to delegate more than ever. If you feel squeamish giving away some of your authority, work on delegation skills and attitudes one project at a time. Eventually, you want to get to a place where you feel fully comfortable turning over large pieces of major projects to others, even when you know you could do the task better and faster.

Creative freelancer

How to Deal with Invoice Disputes as a Freelancer or Creative

Posted on | by Akeela Zahair

Written by Donna Torres, director of small business at Xero UK

 

As lockdown guidelines continue to ease and normality resumes, creatives and freelancers are likely to be seeing their cash flow patterns change and invoices starting to come in and out again as workloads increase.

The creative industry involves investing huge amounts of time and effort into your work. So when weeks or months go by without any payment for services, it can be discouraging. Not only that, but it can leave creatives with a significant financial burden and time wasted chasing invoices.  

Fortunately, there are some things you can do to help reduce invoice disputes and encourage clients to pay on time. 

Here are some common reasons why invoices get forgotten or delayed, and how you can go about reducing your risk of non-payment, to ensure invoices get paid properly in future.

 

1. Use online accounting software to keep track

To ensure your invoices get paid like clockwork and nothing is missed, ensure you keep an accurate log of the payments that are live. Cloud software such as Xero can help with this by enabling you to send customised quotes and invoices immediately from your mobile, laptop or tablet from wherever you are.  With Xero, you are able to set up automated reminders to streamline the process, ensuring nothing is missed along the way.

By doing so, it will reduce the likelihood that payments will be missed – and means you can manage your finances from one place. This ultimately gives you time back to focus on your creative business.

 

2. Agree on terms of payment before the work begins

Set your own payment terms, such as discounts for early payment and payment, upfront. Once you agree on a payment date, the customer must pay you within your set payment terms.

Different clients like to work in different ways, and some may have procedures in place that differ to yours. As such, make sure you work out and agree in writing how and when you’ll get paid before proceeding with any work.

 

3. Invoice early

The earlier your client knows what’s owed, and when it’s due, the sooner they can schedule your payment and avoid late or missed payments. Get recurring clients to agree to a debit order payment on the 1st or 15th of the month. This way you’ll know that your cash is in the bank ahead of month-end expenses.

 

4. Make things simple for the client

Clear communication is key – the clearer your invoice and associated communications, the better. This is another benefit of cloud accounting software as invoices are set out clearly and simply, with a record of all your communications and paperwork in one place. 

 

5. Ask for deposits upfront and staggered payments

Agreeing some payments in advance is another way to avoid non-payment. Agree with your client to take a deposit, or try structuring payments so you get paid upfront before each phase of a larger project. This will make sure that you’re covered if a job comes to a halt – making it fair to both parties.

 

6. Provide clients with payment options

For those that already use cloud accounting software, you can add payment services directly to online invoices to give customers more ways to pay. It also allows you to see when the invoice has been opened and viewed, and send automated reminder notices. Data from Xero shows that invoices with a ‘Pay Now’ option, to take credit card payment with Stripe or to easily set up a Direct Debit with GoCardless, get paid typically in half the time of those that don’t.

Getting paid on time shouldn’t be an issue – but in reality it often is. Ensure you put in place a straight-forward and comprehensive agreement at the start of your client relationship and then keep on top of invoices for each commission. Doing this will give you more time to focus on what you do best: the creative work.

SME ecommerce

As Some SMEs Reopen for Business, E-commerce Remains Key for Sustainable Growth

Posted on | by Akeela Zahair

As brick-and-mortar stores slowly reopen, offering relief for small merchants, some of them might choose to abandon online stores, seeing that businesses are coming back to life. However, e-commerce could bring more advantages in the post-pandemic world. 

The pandemic restrictions are being slowly loosened, and the usual brick-and-mortar stores in countries like the United Kingdom, Ireland, France and Czech Republic, are being opened again, while some states in the U.S. are planning to do so soon. The U.S. saw over 31% of small businesses close down last April, and many had to move online in order to survive. But with recent reopenings growing in number, small merchants might be considering closing their e-stores as the business will be slowly coming back “to normal”.

While small businesses going omnichannel initially might have been because of a need to survive, Frank Breuss, Co-founder of Nikulipe, a Fintech company connecting Fast-Growing and Emerging Markets with the global payments industry, says that continuous use of the e-commerce solutions is vital for small and medium enterprises (SMEs) if they want to have sustainable business growth in the long-term.

“There is a risk that many smaller merchants will go back to running only the physical stores, with a possibility of closing the e-stores they run now—but it would be a waste to neglect or even stop their e-commerce business, once life moves towards the normal pace again. Maintaining the presence in the e-commerce space will allow them to access new, sustainable revenue streams, as well as better compete with the big e-commerce players like Amazon or EBay.”

Sustaining the revenue could be a challenge if the existing local payment methods (LPMs) are not exactly in tandem with the needs of small merchants. Breuss notes that creating LPMs, tailored for including small merchants, like the ‘buy online, pick-up in store’ (BOPIS) option, would be the best solution in order to help them maintain the business growth experienced during the pandemic.

A significant number of shoppers are making use of the ability to buy and pay online, picking up their orders in store. A recent McKinsey report found that 56% of shoppers plan to continue this shopping behavior they have adopted since last year. Shoppers have come to appreciate the many conveniences omnichannel shopping can provide, and BOPIS seems to be one of the trends that might not go away.

“SMEs in Emerging Markets have faced a rather harsh existence—most have had limited prospects for growth and short life cycles—however, their shift to e-commerce and becoming omnichannel, which they might not have done prior, led them to reach larger audiences. There is, of course, still much to do in terms of cross-border solutions that would be a perfect fit for the shoppers, too, but SMEs in these markets are on the right track,” explains Breuss.

Diversifying LPMs for reaching additional target groups is also something that could keep the sustainable revenue flow for smaller merchants, as the volume of e-commerce users continues to grow, with global sales predicted to reach $4.2 trillion this year. Open Banking solutions, allowing Payments Industry Fintechs to create new, safe and even pan-European local payment methods, could work as a more easily applicable payment method for SMEs to employ.

“Smaller stores especially, will benefit from these innovations and solution enhancements as they are agile, quick to adopt and use them; after all, they have a better understanding of the needs of their buyers. Solutions like these would offer merchants a serious competitive advantage, compared to most large, international players,” adds Breuss. 

While small businesses are seeing the reopening of physical stores and experiencing a surge in customers as of late, the e-commerce component should not be forgotten. Working the changed people’s attitude towards shopping to their advantage could bring small merchants  sustainable growth and revenue in the post-pandemic world.

Employee reward

Best Practices for Aligning Your Reward Strategy with the Market

Posted on | by Akeela Zahair

Written by Steven Cox, Chief Evangelist at IRIS HR, a leading international HR consultancy, specialising in the support of global HR and resourcing from large corporations through to entrepreneurial start-ups.

Most employees desire a workplace where their contribution is valued, and they have the opportunity to make a difference. In fact, a surprising discovery on employee retention from one study found that 79% of employees who quit, or leave their role within a company cite a “lack of appreciation” as their main reason.

Fundamentally, if a business is striving for a more productive working atmosphere, and a strengthen employee retention rate, then it should consider a reward strategy. This will cover the employee benefits of working within a company, both contractually agreed-upon and as part of the company culture.

Yet, how can businesses ensure that their reward strategy maximises workplace motivation and employee retention?

A business can ensure its competitive edge in labour markets by offering a reward strategy that entices top talent globally. But, the best areas to include are often overlooked – here’s how to build a reward strategy that attracts talent.

Start with Salary

Competitive, transparent salary offers are essential in attracting talent, and keeping existing employees satisfied. This means compensation for roles must be in alignment with the industry expectations in order for it to be considered competitive.

HR and other department heads keen on talent recruitment, or retention projects, should aim to understand the labour market. What is the demand for the role like? What does the average salary package look like? Are there any variables in the pay, such as commission, bonuses or outside provisions to account for?

Not only will an effective understanding of the expected renumeration structures help companies to approach new and exciting talent, but your HR and Finance teams can build a budget more productively.

Benefits & Compensation

Outside of the expected renumeration per role, employee benefits and other forms of compensation can help to attract talent. This is often considered a key focus when approaching talent not only locally, but more importantly globally. Benefits, many believe, are equal to competitive salaries when it comes to employee satisfaction.

No two reward strategies will be the same. Businesses have a degree of creative freedom to build a package that aligns with their goals and budget. Yet, there are a few key enhancements that can help make your company more attractive to outside talent.

A few of these include:

  • More generous annual leave
  • Medical coverage
  • Private pension schemes

If your building a strategy for a global workforce, build your benefits around cultural norms from other, target countries. The final benefits package should weigh up attractive perks for the employee based on their position and the norms within their country. It’s fundamental to think about your target audience – their demographic, country, the social welfare estate and so forth – and consider what compensation provisions will be useful to them.

Culture Matters

When it comes to reinforcing your workplace, the company culture is a key foundation. For any project that involves retention or recruitment, culture should be a formative part in developing a productive, proactive workforce.

This becomes even more essential if your business operates globally. A company’s culture is its opportunity to advance workplace values and its ethos, whilst being respectful of other worldly cultures and perspectives.

Yet, culture will be different between each country and the businesses that operate within them.

Culture can seem elusive. It can describe a range of details about a company, whether about its sense of character and personality, or regarding the core values that motivates its business and employees. A culture is shared and, more often authored by those around your workplace. This can be opportunity to involve employee input and engagement from within, whilst building a culture and reputation that attracts talent from the outside.

Development Opportunities

Financial opportunity and growth are key tenets in any reward strategy. Yet, the modern workforce is increasingly after personal development and training benefits, whereby building their professional skills within an organisation. A culture of learning, according to another study, showed that training and benefits around development could boost retention by between 30-50%.

This can materialise differently, whether through shadowing qualified experts, training seminars, opportunities for growth through live projects, or simply by paying for qualifications. Ultimately, this perk speaks to an employee’s desire for progression professionally within their role and company.

Regardless of industry or market, coaching and training opportunities will attract more outside talent, as much as it will help upskill existing talent from within.

A reward strategy may uniquely reflect a company, its goals, and budget. But it’s major focusses should assess how much a prospective or existing employee can gain from its existing benefits. In a global market, being competitive means offering a package that excites, motivates and attracts all kinds of talent.

Profit

Hospitality: How Businesses Can Boost Efficiency and Profits

Posted on | by Akeela Zahair

Due to coronavirus, 2020 was one of the toughest years yet for hospitality industry. Forced closures have heavily impacted on footfall and revenue – and 2021 still a year with plenty of restrictions, this challenging period isn’t over yet.

Despite this, the hospitality industry has shown a fighting spirit, proving that it can operate in a Covid-safe way. Restaurants, bars, cafés and pubs have all had to think on their feet and get creative with new ways of working. Many have quickly adapted to offer takeaway and delivery services, whilst in-door venues have worked hard to implement proper safety and social distancing measures for customers.

The good news is, the restrictions won’t last forever, and with the mass rollout of a vaccine still going strong, the signs are starting to become positive. When doors can open properly again, hospitality businesses need to be ready to make the most of the opportunity.

A host of companies are using the unwanted downtime to improve their processes, become more efficient and sustainable (e.g., by carbon offsetting). At the heart of many of these changes is a move towards digital. Now more than ever, people are going online to order food, pay, make bookings and to leave all-important reviews – so there’s never been a more advantageous time for businesses to step up their online functions. 

Here Flogas Britain looks at some of the ways hospitality businesses are enhancing efficiencies and boosting profits.

 

Online Booking Systems

Once open again, eateries will want to attract as many customers as possible. This is where online booking systems come into play. They look after every part of the reservation process, helping businesses maximise efficiency and revenue.

Using an online booking system means operators can manage enquiries in one place, and it allows quick and easy reservations for customers. Integrated booking systems can enhance efficiencies further, linking bookings to table management software so staff can optimise space in venues.

 

Kitchen management systems

With high demand for tables and only a set amount of time allowed, kitchen management systems (KMS) are helping to streamline operations. Not only do they speed up service, but they improve accuracy and heighten efficiency across orders.

With the use of kitchen screens, chefs can also see which meals they should be preparing and how long is needed to cook each dish. This helps them serve whole tables at the same time, and at speed. Orders sent through by staff or through delivery platforms are sent to the KMS and alerts make sure that tickets don’t ever get lost. Changes to orders also get fed through, removing any room for error. They can even include recipe and preparation information to assist members of kitchen staff. 

 

Energy efficiency

It’s not all about online tools though. By reducing energy costs, businesses can increase revenue without having to increase sales, so it pays to make sure establishments are running as efficiently as possible.

Lighting is an area where big savings can be made. Implementing lighting controls and more efficient bulbs can see lighting energy costs reduced by up to 50%.

According to the Carbon Trust, heating can use than 40% of energy in a commercial building, so efficiencies here are vital. In fact, it’s possible to save up to 20% on heating costs just through simple energy saving measures, such as setting thermostats to recommended ranges, servicing boilers and turning heat off in unused areas.

For off-grid businesses relying on more polluting fuels like oil, carbon footprints can be reduced by switching to a cleaner, greener fuel. Liquefied petroleum gas (LPG) has a 20% lower carbon intensity than oil and has delivered cost savings of up to 22% to some Flogas customers. It provides reliable heating and hot water, a controllable, easy-lighting flame for commercial kitchens and a portable option for mobile caterers. Auto-Ordering technology also means businesses never run out of gas, as it’s automatically topped up.

Remote working

How to Make Remote Working More Environmentally Friendly

Posted on | by Akeela Zahair

In the past year, more opportunities to work from home and reduced transport emissions have been a concrete demonstration of the impact of our working lives on the environment. How then do we continue to improve our footing on eco-friendly work and life?

Here, we explore how you can tailor your work life to improve your eco-friendly footprint.

 

The move to working from home

Working from home became a new experience for many people during the pandemic. In April 2020, the Office for National Statistics recorded that 46.6 percent of people in employment did some remote work. 86 percent of these people did so because of the pandemic, demonstrating a sharp shift in the working experience.

Remote working has, of course, reduced emissions from transport. In the UK, commuting emits 18 billion kg of CO2e every year. This is 25 percent of all transport emissions. Naturally, people working from home will contribute towards a reduction of these emissions.

Choosing a job that enables you to work from home can help improve your personal environmental impact and is a sure-fire way to reduce your commuting emissions. Plus you’ll have the added benefit of not sitting in traffic with a lengthy commute!

Remote working has become a more popular option for people in recent years. Even before the pandemic, Google searches for ‘work from home jobs’ had seen a steady increase. Between 2016 and 2019, searches for this term increased by 22 percent. By 2020, this rose to 73 percent over the past five years. Google search scores represent the popularity of a search term based on a scale of 0 to 100. In 2016, this score was 49. Last year, the score had an average popularity score of 85.

 

Google search scores for ‘work from home jobs’ by year

2016

2017

2018

2019

2020

49

50

56

60

85

 

Homes and sustainability

Of course, when spending more time at home, our energy consumption will increase. Let’s look at an average working schedule of 40 hours per week, 47 weeks per year. In total, working from home means that you would spend an extra 1,880 hours at home per year. This is equivalent to 78 days. During this extra time, you’ll use your home appliances and heating more than usual, especially during the winter months.

On average, the annual CO2 emissions of the energy you use at home would be around 3.2 tonnes for electrical and natural gas use. This poses a slightly different eco-challenge for those who are making the most of remote working capabilities to live in more rural locations. Rural homes are more likely to use oil fuels to power their homes, a less sustainable fuel than natural gas which is more commonly used in domestic towns. However, for those working from home and in remote locations, improving your environmental footprint can still be achieved. Using off grid gas, LPG, as opposed to oil can reduce your carbon emission by around 20 percent, and may save on cost (it is worth investigating LPG prices).

Plus, the carbon emissions from the gas can be offset through purchasing carbon credits which will be invested in sustainable carbon offsetting schemes such as tree planting initiatives to avoid further environmental impact.

 

Waste

Aside from energy, what we do in our jobs may have a deeper environmental impact than we think. If you work in an office, you may be surprised to find out that the average worker will go through 10,000 sheets of paper per year and throw away 500 disposable coffee cups. And when it comes to our lunch break, expect 20 to 30 percent of your meal to end up in the bin.

Waste is a huge environmental problem in the workplace, but ultimately, it’s up to us to create the solutions. Fortunately, this couldn’t be simpler. Question whether you need to print out that email or document. Use a mug or reusable flask for your coffee and tea, and make sure you eat all of your lunch – or save the leftovers to enjoy when the afternoon slump kicks in!

Waste is much more than a space problem. The average landfill size is already 600 acres, but the emissions that these sites produce is the real issue. When this waste is broken down, the process releases methane, a gas closely linked to climate change. In fact, 14.2 million metric tons of greenhouse gasses were emitted by landfills in the UK in 2019. While the number is astronomical, we shouldn’t forget that we all contribute to this. Avoiding waste is key, especially in our own jobs.

Whether working remotely or making our home office more sustainable, it is clear that the environment is at the forefront of our personal and professional lives. It is our actions and choices that affect the environment, so will you be choosing a career that allows you to achieve a sustainable lifestyle?

Team success

Accelerating Team Effectiveness in the COVID-19 World

Posted on | by Akeela Zahair

A year since the beginning of state-mandated stay-at-home orders and workplace shutdowns due to the global COVID-19 pandemic, team functioning, and office routines have been significantly impacted and changed dramatically. During the pandemic, Hogan Assessments – the global leader in personality assessment and leadership consulting – has observed three common challenges that teams in organizations are facing today: dispersal (teams are dispersed and working virtually), new team composition (layoffs and reorganization have led to lost or added new team members) and new priorities (teams have been asked to put annual business plans aside and focus efforts on new priorities).

Regardless of the challenges that teams are facing, it is crucial to spend time realigning the team’s values and norms, recommitting to desired behaviours, and remaining agile and adaptable can make all the difference in every team’s ability to remain effective and competitive. According to Hogan, there are four different measures which can accelerate your team’s long-term effectiveness.

 

Acknowledge the Impact

Acknowledging the impact means discussing the advantages and challenges of working virtually, personally and professionally. It also means talking about what employees enjoyed or found difficult in this context, communicate about the impact it has had on the team and what the team needs to continue operating effectively. 

To address new team composition and new priorities, it is important to discuss how work has been reallocated and how the team can ensure a smooth transition of responsibilities across team members as well as sharing ideas on how to effectively onboard new team members. 

 

Revisit Team Values and the Culture Values Create

Values form the basis for the team’s culture and norms. Identifying team values and potential gaps in organizational culture, now and for the future, can help reach increased cohesion. Using data from Hogan’s Motives, Values, Preferences Inventory (MVPI) which identifies the core goals, values, drivers, and interests that determine what motivates candidates to succeed, teams can begin to explore values to determine the impact of the current team culture and discuss the culture the team would like to create in the future. 

Discussing alignment between new priorities and team values to ensure that the team is continuing to do work that is valuable for both the members and the organization is highly important.

 

Adjust Team Norms

Teams operate more effectively when clear and consistent rules guide their interactions and processes. Using data from the Hogan Personality Inventory (HPI), teams can begin to explore behaviours that inform the team’s standards of operating and team culture.

Focusing on interpersonal norms, such as belonging, collaboration, and communication, to build and maintain strong relationships among the members of the team can inform effective team behaviours. It is also highly important to spend time getting to know the new members of the team and to encourage an environment of belonging where team members understand how they fit into the team.

 

Practice Adaptability

To stay relevant during the global pandemic, organizations are making dramatic efforts. Effective organizations and teams need to focus on driving and adapting business strategy to derive competitive advantage.  As such, teams must respond to the changing needs of the business by rethinking its goals and priorities. With data from the Hogan Development Survey (HDS), organizations can explore behaviours that could interfere with the team’s ability to manage change, drive results, and remain agile in the changing business environment.

Dr. Ryne Sherman, Chief Science Officer at Hogan Assessments adds. “Given the current environment, it is critical for every organization to identify challenges facing their teams whether it is a dispersed team, a newly formed team, or a team facing new or changing priorities. Once the challenge is identified, new habits can be created to proactively accelerate team effectiveness and continue to raise its level of performance. In our constantly changing environment, remaining agile and adaptable is key in the ability of teams to remain effective and competitive.”

Furlough

79% of Those on Furlough Considering Applying to Jobs Below Their Skill Level

Posted on | by Akeela Zahair

Research released earlier in May by NTT DATA UK, a world leader in consulting and IT services, reveals that 79% of people on the UK government’s furlough scheme are considering applying for jobs they are overqualified for if they cannot return to their existing employment. The findings of NTT DATA UK’s survey of furloughed people suggest widespread uncertainty once the furlough scheme comes to an end.

The UK government’s Coronavirus Job Retention Scheme (CJRS), which began in March 2020, has been vital in protecting jobs and skills in the UK labour market. The scheme has been extended multiple times, the latest extension being in December 2020, when the Chancellor announced the scheme was to continue until April 2021.  

Each time the scheme has been due to end previously, fears of millions of job losses have surfaced. In September 2020, Britain’s automotive and aviation sectors were reported to be at risk of losing skills and R&D investment worth 5.9 billion to the UK economy without the continuation of the furlough scheme. 

 

Ongoing uncertainty 

NTT DATA UK’s survey findings suggest fears of such losses have not dissipated, even with the recent extension of the scheme. 62% of respondents feared they would not have a job to return to after furlough. More than three-quarters (79%) were considering applying for jobs they are overqualified for, reflecting further pessimism about a post-pandemic job market.  

People aged between 45 and 49 were most likely to consider applying for jobs below their skill level (84%), compared to 68% of furloughed workers over 50. Those on furlough for a longer period of time were marginally more likely to consider lower skilled jobs (80%) than those who were only furloughed since December 2020 (74%). 

In every industry surveyed, the majority of furloughed employees were considering applying for jobs below their skill level. But there was some variation between sectors. Industries where people were most likely to consider applying for jobs they are overqualified for included travel (88%), hospitality (86%) and automotive (83%). Fewer respondents from science and pharma (67%), manufacturing (70%) and healthcare (71%) were considering doing so. 

Neil Trussler, Chief Delivery Officer at NTT DATA UK, said: “These findings are unsurprising given the disproportionate impact the Covid-19 pandemic has had on industries such as hospitality and travel. Employers need to stay in constant dialogue with furloughed workers, providing clarity where possible on plans for the business and likely status of an individual’s job role when furlough comes to an end. Such communication will be critical in building employer-employee trust, and avoiding a damaging skills drain in the UK economy as workers look elsewhere for a job.” 

 

Willingness to reskill 

Uncertainty and concerns about job security may be impacting people’s willingness to learn new skills. A job market overflowing with workers overqualified for the jobs to which they are applying may be leading to some individuals seeing learning new skills as unjustified. NTT DATA UK’s survey found that nearly a third of people (31%) have not been learning any new skills while on furlough. A tenth of respondents (9%) said they believed they did not need to learn new skills, while 16% cited lack of self-belief and motivation as their reason for not learning new skills. 

Some findings on reskilling were more promising. Only a small proportion of respondents were held back from accessing online training because of lack of access to the internet (3%) or because they had no device to use for training (5%). Over half of furloughed workers (52%) said they were doing free training online, and 11% reported that their employer had provided them with training to do whilst on furlough. 

Trussler concluded: “Even after mass vaccinations enable some form of normality to return this year, the scars of the pandemic will create a difficult job market. It is essential that UK workers are ready for this post-pandemic world. The economy has gone through a radical transformation, and the roles and skills requirements businesses are searching for have fundamentally shifted. Technology kept businesses going in 2020, and many will be keen to build on their success in the digital economy. UK workers should be adaptable, considering reskilling or upskilling to connect with these new job opportunities. Given the existing shortage of tech skills in the UK economy, those who learn skills in this area will be in high demand.” 

Employees

5 Return to Work Tips for Your Employees After a Crisis

Posted on | by Akeela Zahair

It can be challenging to know what to do after a crisis. Even after an emergency subsides, it’s not always clear how to proceed with work when everyone comes back. After the COVID-19 pandemic, these questions seem especially relevant.

As workers start returning to the office, you should take the time to ensure everyone feels comfortable and happy. Here are five tips for returning workers you can use after COVID-19 or any future emergencies.

 

1. Communicate with Workers

If you only do one thing when employees return to work, it should be communicating. The times after a crisis can be challenging and confusing, so explain your company’s next steps. Inform workers of any changes, new resources they can use and how they should carry on.

Remember that you should also let workers share their thoughts and opinions. When employees feel their voice is heard at work, they’re 4.6 times more likely to feel empowered to do their best work. Giving space for them to voice any concerns or ask questions can also be comforting.

 

2. Make Your Employees Feel Welcome

When your employees come back to the office, they should feel like you want them to be there. Make sure everyone knows how excited you are to see them again. This can help calm any lingering negativity and promote enthusiasm and engagement among workers.

Consider giving out custom office party favors or setting up stations with snacks and drinks. Even little actions like these can go a long way in making employees feel welcome.

 

3. Plan Appropriate Group Activities

After being apart for some time, it can be hard to get back in the hang of working together. Group activities are an excellent way to promote teamwork and inclusion, and can improve morale. Whether it’s an after-hours event or a group lunch, any way you can foster socialization will be helpful.

Of course, not every activity is appropriate for every situation. With COVID-19 still going around, you probably want to stay away from anything involving crowds or physical contact. Always keep recent events in mind to ensure your plans are safe, comfortable and inoffensive.

 

4. Spruce Up the Office

Giving your workplace a new look can help keep returning employees engaged and comfortable. Color can impact your mood, so it may be time to repaint your walls or add some plants or decorations for a splash of color.

Try to capitalize on natural light as much as possible, as it’s often more soothing than harsh fluorescents. Reorganizing furniture to make rooms feel more open can also make things more comfortable.

 

5. Be Flexible

Finally, remember you may have to deal with some changes. Studies show that 54% of American employees want to keep working remotely after the pandemic, so consider offering flexible schedules. This flexibility can help people be more productive and feel comfortable.

After a crisis, new guidance or best practices may emerge before long. Stay on your toes so you can adapt to these changes without much disruption. Most of all, remember to be patient with your employees.

 

Welcome Back Your Workers with Care

Coming back to work after a crisis isn’t easy for anybody. If you follow these steps, though, you can make the transition more comfortable. Your employees will be happier, more engaged and more productive before long.

Teaching`

Lessons from the CEO Working to Build a More Equitable Society

Posted on | by Akeela Zahair

Brett Wigdortz, CEO and Founder of tiney & Founder of Teach First

As a purpose-driven entrepreneur and a father to three children, I’m proud to have played a part in several movements to drive positive, sustainable changes within communities. 

First and foremost, my experience in the education sector has left me with a firm belief in the importance of reflective practice and in sharing knowledge; progress happens more quickly when we collaborate and learn from each others’ experiences. Below, I’ll endeavour to pass on some of the lessons I’ve learnt over the past 20 years, in the hope that they might inspire or motivate readers. 

 

Lessons from Teach First 

I took my first leap into leadership in 2002, when I founded the charity Teach First to help tackle education inequality in the UK. This was a very immediate response to the entrenched problems I was seeing at the time in London’s schools – I started out with just 11 employees and a belief that I could make a difference. 

This unshakeable conviction attracted some incredibly talented and committed social innovators and educators, including colleagues, supporters, advisors and, most importantly thousands of fantastic teachers and school leaders. Together we transformed Teach First into a national movement. By supporting talented graduates to kick-start an impactful career in education, and through extensive work with schools and students, Teach First has positively impacted the life chances of over a million young people from disadvantaged backgrounds.

The process of growing my idea from a small London pilot into the nations’ largest graduate recruiter taught me that no problem worth solving is going to be easy. To make a real impact, 9 out of 10 times you are going to need to seriously shake up the status quo – and that’s not always going to make you the most popular person. Staying true to your mission in the face of obstacles and opposition requires bravery and self-belief; two important qualities for leaders.  

My experiences with Teach First also reinforced my belief that if we want to see a more equitable, healthier society, we need to empower people with the skills and tools they need to thrive. This is the philosophy that underpins my new initiative, tiney, which focuses on community-level empowerment in the pursuit of an early years education transformation.

 

Why starting small is the key to huge impact 

I launched tiney in 2019 as a solution to the childcare and early years education crisis that I could see first hand is heavily impacting families across the UK and the world. 

When you look at the data, it’s shocking how few affordable childcare places exist. Parents are struggling to find a nursery or childminder that suits their needs and their budgets, and even where capacity exists, the quality of education provision is often far below the standard that children ought to be receiving at this crucial life stage. 

This current status quo isn’t just holding back the academic and social development of a generation of children, it’s putting a huge strain on parents and often preventing them from reentering the workforce. 

Being able to afford excellent care and education for your children should be a right, not a privilege. This is why tiney is empowering hundreds of entrepreneurs to retrain as early years educators and launch their own tiney home nurseries. 

Tiney delivers the best-in-class digital training and end-to-end support to every one of our nursery owners – from lesson planning to billing and safeguarding compliance.

We’re already well on our way to establishing a national network of highly skilled local childminders, and it’s incredibly rewarding to see some of the country’s brightest and best talents elevating the quality and status of a career in the childcare sector.  

Each of the tiney home nurseries is small in scale, and serving the youngest members of society. But collectively, their impact on their local communities and on children’s lives is huge. 

Tiney is enabling the next generation to thrive. Creating the foundations for equal, bright futures for our children is what drives me through the highs and lows of leadership.

Brett Wigdortz, CEO and Founder of tiney & Founder of Teach First

High Street

Will High Street Stores Turn to the Dark Side to Survive Their Battle with E-commerce

Posted on | by Akeela Zahair

A new study by the home delivery expert ParcelHero reveals the store of tomorrow might replace shoppers with robots and stock with digital screens.

 

The reopening of non-essential stores has seen shoppers flocking back to the High Street. Footfall soared over 90% during the first week that non-essential stores reopened. However, the home delivery expert ParcelHero is warning that the High Street may never return to its 2019 pre-pandemic peak. It has launched a new report revealing how dramatically town centre stores must change to adapt to the new, post-Covid era of e-commerce.

ParcelHero’s Head of Consumer Research, David Jinks M.I.L.T, says: ‘The pandemic has taken its toll on our town centres: 17,500 chain stores have closed forever since Covid hit the UK and 46% of shoppers say they will never return to their former High Street spending habits. This means High Streets will have to adapt radically to survive in the long term.

‘Our latest study reveals that, in order to survive and coexist with online retailers, the store of tomorrow will function very differently to the store of today.

 

‘Dark’ stores

‘Many stores could turn to the dark side – so-called “dark” stores are shops full of stock but no customers. Instead, they become Customer Fulfilment Centres (CFCs) to meet the soaring demand for local online orders. Shoppers will be replaced by pickers selecting goods for home deliveries. Tesco pioneered purpose-built dark stores in 2009 to meet the growing demand for home shopping. However, as our report reveals, during lockdown many normal High Street shops became dark stores, as customers were banned from entering and goods were left on shelves.

 

Sharing with robots

‘Shoppers hate sharing crowded aisles with in-store pickers grabbing goods for online orders. ParcelHero’s latest research found that a third of customers were annoyed by having to jostle with manual pickers selecting items for online orders. The space occupied by big trolleys emblazoned with “It’s not all for me” doesn’t help. That’s why many larger stores will become “semi-dark” stores. Urban, or Micro, Fulfilment Centres (UFCs) are small areas inside large stores that are dedicated to picking. Manual pickers not only raise stress levels – they are expensive to employ. In the future, UFCs will be easily automated and will only need a surprisingly small amount of room. Robot pickers will be operating within metres of customers.

 

Stockless stores

‘Finally, ParcelHero’s new study investigates why many retailers could plump for exactly the opposite solution to shopperless dark stores: stockless stores. Stockless stores will be full of customers but have no stock on their shelves. These will be all about customer experience, blending both physical and digital retailing. Few, if any, items will be available to pick up and place directly into a basket there and then. Instead, with video screens and plenty of seating space, the aim is to encourage customer dwell time amid an immersive experience.

‘Shoppers will scan items, perhaps using QR codes to reveal product details, and then add them to a digital kart. Their purchases can then either be collected at the end of their visit from behind-the-scenes storage or, in most cases, be delivered to shoppers’ homes at a convenient time.

‘Whether the stores of tomorrow will have no customers, no stock on their shelves, or dedicate areas to robot pickers, our study reveals that they will function in a very different way to the shops of today. The three new cashierless Amazon Fresh stores now opening around London are just a pointer to the radical new shape of High Street stores in the age of e-commerce.

Warehouse

What’s Happened to the Flexibility in Warehousing that Businesses Desperately Need?

Posted on | by Akeela Zahair

By Matt Whittaker, Commercial Director at Bis Henderson Space

Economists predict that the UK economy will show a dramatic recovery from the pandemic – but this could be curtailed by a simple shortage of storage space. Our clients tell us of a serious market failure, yet, extraordinarily, in the government’s recent White Paper on planning, there was not a single reference to the land and space needs of supply chain and logistics industries.

Even before the pandemic, the UK was significantly ‘under-warehoused’. According to estate agency Savills, a record 50.1 m sq ft of space was taken up in 2020. Some 20 m sq ft of that was new build ­– half of which was ‘speculative’ and usually snapped up long before completion. Amazon alone took a quarter of the available space, the 3PLs are also active, and, say Knight Frank, another agent, ‘The UK only has 10 months’ worth of warehouse supply available at current growth rates’ – and much less in London, the South East, and the near-urban locations needed to support on-line last mile.

Rental rates are soaring and even the 40 million sq ft that Knight Frank expect to see completed in 2021 may not restore a functioning market. Demand for space is only going to increase.

Every £1 billion extra spent through e-commerce generates need for 750,000 sq ft of extra space, and ecommerce is just one competing need for warehousing. In both retail and manufacturing we see businesses abandoning the dominant lean, Just-in-Time, low inventory, procurement-led supply chain model. With increasing risk from events such as, Covid, Brexit, trade friction with China, flooded Taiwanese chip-makers, and the Suez Canal blockage, businesses are facing greater uncertainty and are looking to build resilience into their supply chains. And that means holding more inventory which in turn puts further pressure on available warehouse space.

Flexibility is a sound bulwark to uncertainty. So most businesses, our clients included, don’t want or need vast new empty sheds. They need operational, workable space that they can move in to and use from day one, to accommodate increased inventories of raw material, work in progress, and finished goods but also for kitting, picking, packing, returns processing and a host of other tasks. They need services, and at least a minimum of fit-out, already installed. Their current requirements are strictly tactical ­­– they need to be able to move out again as strategies become firmer.

But most new development is aimed at flagship brands and 3PLs making long-term commitments to big sheds where long leases and multi-million investments are needed to equip a facility. A 100,000 sq ft shed counts as ‘small’ even though that is 20% larger than the playing surface at Wembley. New spaces are drip-fed from the developers’ land banks, keeping rentals high and ensuring further yield compression.

The smaller and mid-size businesses we meet, the heart of the UK economy, are manufacturers and retailers, not property companies. Their balance sheets can’t support such long-term liabilities. And most new build sheds are offered as just that – a bare shed. The tenant has to fit out and equip the facility, from automation to basic services. It could be six or nine months before the business can ship its goods in, perhaps longer. Businesses don’t have that money, or that time.

Timescales are critical. Savills say that last year 12% of transactions were for ‘short’ leases – but we know this greatly understates the need for high quality, yet flexible, warehouse provision. To developers, a five-year lease is ‘short’, but many companies are pushed to see clearly for five months out. They need short-term provision, to buy breathing space while they develop their longer-term strategies, or to keep the business operating while new solutions are applied to existing warehousing.

They need to move in quickly and, when appropriate, move on. They need something akin to space-as-a-service, not an investment. Most property companies are reluctant to have that conversation. As such, businesses are turning to well-connected warehouse operational space brokers like ourselves to develop a solution that meets their immediate and quite often longer-term needs whilst avoiding an expensive long-term lease agreement.

Over many years we’ve developed a wide network of warehouse suppliers – we introduce businesses with a need for additional capacity to providers who have spare operational space available on a flexible basis. Often facilitated deals are as short as 3-9 months, (although in practice these can roll over for several years) but any term of less than three years is better than can be obtained in the current investor-driven market.

Such premises will usually have at least a basic, perhaps even a quite sophisticated, fit-out, suitable for immediate occupancy for little additional capital outlay. Shared labour and services can sometimes be an option. A further advantage for many companies is that as a short-term service agreement there is no five-year liability hanging over the balance sheet.

For any company considering how to rebuild their supply chain to combine flexibility and resilience, this approach could be a game changer. Any business that needs to take care of cash as they trade out of the present crisis, that needs a short-term tactical solution while working out the long-term strategy, or that needs to trial new markets or business models without overstretching, can find a viable and well-proven alternative to a constrained, rigid and uncompromising property market through working with a well networked broker. Look no further.