Peninsula Working Nation 2017

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https://www.peninsulagrouplimited.com/ Working Nation is a data driven report formed on HR and Employment Law issues facing UK employers throughout 2016/17, with key chapters including insights on Brexit, Equality in the workplace, Gig economy, and absenteeism. https://www.peninsulagrouplimited.com/working-nation/Peninsula-Working-Nation-2017.pdf

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WORKING NATION 2017 2 1 Working Nation 2017 Primary employment challenges facing the UK’s small and medium-sized businesses

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WORKING NATION 2017 4 3 Foreword Introduction Chapter 1 Brexit: Navigating risk and opportunity Chapter 2 Equality at work Chapter 3 Employment Status: Is the gig economy working Chapter 4 Changing Cultures: Rethinking the modern workplace Chapter 5 Absenteeism: Solving the productivity puzzle Conclusion 06. 07. 11. 21. 29. 37. 47. 55. Contents 4 WORKING NATION 2017

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6 WORKING NATION 2017 Foreword Peninsula is the UK’s leading HR and employment law consultancy frm. Since 1983 we have worked with over 100000 small and medium-sized enterprises enabling them to navigate the vast range of employment challenges that running an SME presents. In the past three years alone we have logged over four million advice requests from small business owners seeking HR and employment law support. Welcome to Working Nation 2017 our inaugural publication that explores the primary employment challenges facing the UK’s small and medium-sized businesses. Peter Done Group Managing Director and Founder Peninsula Triving in the commercial world of 2017 presents an unprecedented set of issues and opportunities for SMEs across the country. We live and work in times of geopolitical upheaval economic uncertainty and rapid technological development. As a working nation now is an essential time to take stock of our situation and prioritise our areas of focus for the coming years. At Peninsula we are passionate about providing ambitious organisations with a solid foundation to grow and achieve their potential as quickly as possible. Te success of small businesses is ultimately one of the most integral factors in the state of the UK’s local communities and wider economy. Te nature of our services puts us in direct contact with thousands of small business owners every single day across all sectors and industries. Never before has the HR industry been able to dig into such a large dataset to produce insights on this scale and in this detail. As an organisation this puts us in a unique position when painting the current landscape of HR for British SMEs and the people who run them. Te journey starts by shining a spotlight on the foremost employment issues facing businesses across the country and mapping out prospects for future success. By understanding the challenges we face as a nation we are able to support better ways of working and as a result better lives. 5

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7 8 WORKING NATION 2017 Ambitious businesses are vital for the long-term health and performance of our national economy. These organisations are also the beating heart of many local communities creating jobs and driving collaborative work across the country. To ensure the UK’s entrepreneurial spirit continues to grow and thrive in the coming years we must frst dig into the HR and employment issues that small businesses currently face and the context in which they operate. Te way we work has undergone a signifcant transformation during the past fve years. As a frm – and more widely as an industry – we’ve adapted to changing legislations regulations and working cultures and helped usher in a new norm for employers and employees alike. Te next fve years are set to deliver even greater change. With the UK’s departure from the European Union now frmly fxed on the horizon we fnd ourselves in a period of assured transition. It remains to be seen how our new working relationship with Europe will impact the average British SME’s access to resources and talent though it is certain that few businesses will remain unafected in one way or another. Tere are also many employment challenges to consider beyond Brexit such as organisational design and culture. Te way businesses manage people is evolving and will continue to do so in line with the rapid progression of new legislation social attitudes and technology. Landmark updates in fexible working and shared parental leave legislation ofer us more sophisticated approaches towards people management and productivity. We’re seeing more employers addressing the issues of equality and absenteeism than ever before. Te modern workplace is currently in a state of fux and there’s no doubt that change is coming as we get to grips with this generation’s approach to working culture. Introduction The data at a glance Our data-driven approach enables us to impart unique insights from a database of over four million calls from the past three years all of which have been received by a member of our expert advice team. At the core of Working Nation 2017 is a detailed overview of the most prevalent areas of HR and employment law that small businesses have requested support on during the past three years. WORKING NATION 2017 8

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10 WORKING NATION 2017 This chart shows a percentage of our total number of advice requests for each area of HR and employment law. Hiring End of Contract 29 covers matters such as recruitment working visas and redundancy. Employee Conduct 26 relates to general conduct at work and suspension of employees. Leave Absence 12 is composed of matters such as maternity leave absenteeism and sickness leave. Across all areas there are a wealth of signifcant trends correlations and annual rates of growth that we will be analysing throughout this report. From here we are able to dig deeper into specifc challenges facing small business owners across the country. In doing so we can then start to paint a detailed picture of the state of HR within British SMEs and the employment challenges that small business owners are currently facing. HIRING END OF CONTRACT 29 CAPABILITY PERFORMANCE 10 DISPUTES GRIEVANCES 8 EMPLOYMENT CONTACT 7 LEAVE ABSENCE 12 PAY BENEFITS 8 EMPLOYEE CONDUCT 26 3+1+8+7+2+1+8+G 2016 advice requests by category 9

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WORKING NATION 2017 12 11 Brexit: Navigating risk and opportunity Chapter 1 11 12

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13 14 WORKING NATION 2017 The decision to leave the European Union presents UK businesses with unprecedented levels of risk and opportunity. However you view it the result of the referendum on June 23rd 2016 sent a huge shockwave across the nation and remains a divisive topic at the centre of societal debate. Now that Article 50 the formal notifcation of a country’s intention to leave the EU has been triggered the UK faces one of the most testing periods of political negotiation and commercial uncertainty in recent memory. It is impossible to forecast the long-term impact of Brexit for British SMEs and the people who keep them running. What we do know is that regardless of industry business model or supply chain very few businesses will be left unafected. Nowhere is this more apparent than among small business owners looking to ensure stability across their operations staf and resources. We fnd ourselves at the heart of the Brexit debate by working with SMEs on a daily basis to resolve the immediate issues that the referendum has raised though what exactly are these businesses seeking support on Our data from the past few years reveals that there are three emerging trends to consider. 14 WORKING NATION 2017 13

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16 WORKING NATION 2017 15 T ackling race issues in the workplace Such a notable spike indicates that social tension around the Brexit vote was spilling over into the workplace prior to and following the referendum. Our data correlates with recent regional police reports that document a similar surge in allegations of racial discrimination harassment hostile threats and public hate crimes around the time of the Brexit referendum. During June 2016 the month of the Brexit referendum P eninsula received approximately triple our average volume of advice requests on issues relating to racial discrimination in the workplace – a 270 month-on- month increase from May. It was also the highest volume of requests we have received on this particular issue within any single month for the past fve years. DISCRIMINATION: RACE / ETHNIC ORIGIN BY MONTH J F M A M J J A S O N D MONTH 2016 70 35 105 0 2015 ADVICE REQUESTS Is racism at work a returning problem The annual change in advice requests relating to racial discrimination reveals another distinct insight. Between 2014 and 2015 the total number of requests fell signifcantly by 15 a sizeable decrease over the course of one year. However the data for 2016 shows an overall upturn of 6 in advice requests a clear reversal of the fall in the previous two years. Tis suggests racism at work is an issue that is again growing in scale for small business owners particularly in the aftermath of Brexit. Now more than ever employers must promote tolerance of diferent beliefs and attitudes between work colleagues. Communication is crucial to ensure that personal opinion does not devolve into workplace discrimination or harassment against another employee. Left unchecked this can cause signifcant harm to a business’s reputation productivity and the wellbeing of staf. 2016 DISCRIMINATION: RACE / ETHNIC ORIGIN BY YEAR 2015 2014 300 400 500 600 increase in advice relating to racial discrimination in 2016 6 ADVICE REQUESTS

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17 18 WORKING NATION 2017 Recruitment and talent sourcing 2016 FOREIGN WORKERS / VISA 2015 2014 8000 94 increase in advice requests between 2015 and 2016 The climate of uncertainty surrounding Brexit feeds directly into the hiring capabilities of many small businesses in the UK and employers are unsure whether it will bring new recruitment restrictions. Te graph below shows the total volume of advice requests for foreign workers and visa issues from the past three years. Year-on-year there has been a 179 overall increase in advice requests of this nature between 2014 and 2016. Tis exponential growth shows that more SMEs than ever are seeking support on the issue of right to work for foreign workers. 2000 4000 6000 ADVICE REQUESTS 17

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WORKING NATION 2017 20 19 The next steps for British business Employers are now monitoring the tone of ofce discussions seeking clarity on the mobility of foreign workers and looking to address instances of racial discrimination between employees as soon as possible. Now is an ideal time for small businesses to strengthen their policies around racial harassment and equal opportunities at work both of which are crucial to safeguard against further disharmony grievances and legal action within any British workplace. It remains to be seen how any forthcoming commercial agreements between the UK and the European Union will bode for the average small business owner but it’s clear that Brexit has already begun to present a unique set of challenges. 20 WORKING NATION 2017 19

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WORKING NATION 2017 22 21 Equality at work Chapter 2 22 21

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24 WORKING NATION 2017 DISABILITY SEXUAL ORIENTATION RELIGION RACE / ETHIC ORIGIN GENDER Te ability of our businesses to attract and retain talented individuals from all cultural backgrounds is testament to the strength and fexibility of our labour market. Our employment legislation is a hallmark of British society promoting equality for all and protecting people from discrimination and prejudice in the workplace. Regardless of gender race religion sexual orientation disability or any other protected characteristic employees must have access to the same resources rewards and opportunities at work. Tis isn’t solely an ethical or legal consideration it also makes sound business sense for any growing organisation. By developing an inclusive culture from the outset employers set a solid foundation for their people to collaborate and thrive at work. Equality underpins internal relationships by ensuring the door is always open to diferent perspectives skillsets and opportunities to learn. Many consider diverse teams better able to anticipate a wider range of customer needs particularly in the long term. Unfortunately there is no one-size-fts-all solution to the diversity challenge that can be readily applied to any business. Te process of embedding an inclusive working environment free from discrimination often takes time and requires long-term strategic investment. We receive thousands of advice requests from SMEs every year that are looking to address instances of discrimination among their staf. Te graph on the adjacent page shows a breakdown of the most prevalent equality issues we helped to resolve in 2016 as well as the year-on-year percentage change from 2015. Tis allows us to identify issues that are becoming either more or less of an issue. The United Kingdom boasts one of the most diverse workforces in the world. “There is no one-size-fts- all solution to the diversity challenge that can be readily applied to any business.” 5+2+1+7+3+G +137 YOY - 3 YOY +61 YOY +6 YOY +84 YOY DISCRIMINATION ADVICE REQUESTS BY CATEGORY 2016 YOY: Y ear-on-year 23

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25 26 WORKING NATION 2017 Equal access for disabled staf 2016 DISCRIMINATION: DISABILITY 2015 2014 1000 2000 0 Most employers understand that it is illegal to discriminate against disabled people. However many still require guidance on making reasonable adjustments within the workplace to reduce disadvantages faced by disabled employees. Tese adjustments aim to aford disabled people equal chances of accessing and staying in work. Failing to consider every reasonable adjustment to remove disadvantages will be considered an act of discrimination by the employer. It’s important to bear in mind that this duty is proportional to the size and resources of the company so smaller businesses will not be expected to make the same level of adjustments as larger companies. Disability represented more than half 54 of the total number of advice requests relating to discrimination that we received from small business owners in 2016. Looking at the year-on- year growth +137 it’s clear that disability has become a far more pressing issue over the previous 12 months. Bringing these issues to light is an important step towards stamping out gender discrimination in the workplace. A prime example of this is the recent press coverage surrounding the treatment of a female receptionist who was sent home on her frst day of work for PwC for not wearing high heels. Such reports are strong reminders of the duty of care employers have towards staf and the pressing need to avoid harassment of any kind. Te ongoing gender pay gap discussion is another prevalent issue that remains highly relevant for all businesses. As detailed in the Equality Act 2010 pay inequality based on gender is a direct form of discrimination that can have severe repercussions for the owner of a business. Te UK Government is taking steps to achieve complete transparency on the issue by requiring companies to accurately report on their gender pay gap. For culpable businesses the resulting published reports may cause signifcant reputational damage for their brand. Stamping out gender inequality 2016 DISCRIMINATION: GENDER 2015 2014 500 250 750 As with disability gender discrimination up by 83 from 2015 is an issue that more and more businesses are looking to address. We hear from many employers usually in light of instances between staf who are unsure about how to tailor preventative measures to suit the specifc needs of their business particularly harassment policies and staf training. ADVICE REQUESTS ADVICE REQUESTS 137 Year-on-year growth in disability discrimination advice requests 83 increase in gender discrimination advice requests

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WORKING NATION 2017 28 27 Why diversity matters Employers should therefore scrutinise every aspect of their onboarding promotion and training practices to guarantee equal opportunities for all employees across each stage of their employment within the company. By committing to the progression of equality in the workplace employers are better able to attract and retain talent mitigate the risk of costly tribunals and protect the reputation of their brand. An inclusive culture that commits to avoiding discrimination is essential for any business to maximise the working potential of its people. 28 WORKING NATION 2017 27

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WORKING NATION 2017 30 29 Employment Status: Is the gig economy working Chapter 3 30 29

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32 WORKING NATION 2017 Britain’s so-called ‘gig economy’ is growing rapidly though the extent to which it benefts workers remains a point of contention. On the one hand we have a modern model of working that afords people greater freedom and fexibility to manage their lives outside of standard working hours. On the other we have what some view as a form of workplace exploitation that dismisses basic employee rights such as entitlement to national minimum wage and holiday pay. In some instances the lines between our traditional idea of self-employment and this new structure of on-demand working are becoming increasingly blurred. Following a string of high-profle tribunal cases involving organisations such as Deliveroo CitySprint and Uber the UK Government is now intent on clarifying the parameters around the gig economy zero hour contracts and other forms of casual employment. In October 2016 Prime Minister Teresa May commissioned a national inquiry into new ways of working in the UK. Te goal of this inquiry is to ensure employment law and HR legislation is up to date with today’s world of work builds a stronger framework for casual working and safeguards employees from exploitation. “The UK Government is now intent on clarifying the parameters around the gig economy.” 31

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33 34 WORKING NATION 2017 This national review is an important milestone in the progression of Britain’s employment landscape however such widespread publicity around the negative aspects of casual working also makes it easy to demonise the concept outright. Advances in technology and the mobility of services mean it is easier than ever to connect employers with skilled workers at short notice. For small businesses in particular this makes the casual labour market a vital resource for recruiting talent as and when it is needed. Getting employment status right A growing gig economy presents an evolving set of employment challenges for small business owners several of which are refected in our data. Te graph below shows the total amount of advice requests relating to employment status that we have received from SMEs in the past three years. Tis national review is a milestone in the progression of Britain’s employment landscape. However such widespread publicity around the negative aspects of casual working also makes it easy to demonise the concept outright. Although there are certainly issues to resolve we cannot validate the success of the entire gig economy solely on disputes between a select few companies and their staf. In addition to taxi drivers and fast-food delivery services there is a far wider network of freelancers consultants and professional service providers looking to capitalise on the fexibility and control that self- employment ofers. Understanding the scope of the gig economy 2016 2015 2014 The minimum wage debate National minimum wage forms a major part of the discussion on the gig economy particularly regarding the rights of workers who are classed as self-employed. It can often prove to be a complicated area of employment law but one that is vital for employers to get right. Troughout the previous two years we’ve witnessed a signifcant rise in advice requests relating to minimum wage – an increase of 152 between 2015 and 2016. Such rapid growth indicates that an increasing number of small businesses are looking for guidance on any upcoming changes to legislation and to clarify any grey areas around the rights of external workers. A 63 increase in advice requests between 2014 and 2016 indicates that more and more small business owners are looking to clarify the employment status of their workforce whether that be workers employees or self-employed contractors. An individual’s employment status determines the nature of their working relationship with an employer and their entitlement to specifc employment rights. As part of any working arrangement it is vital to ensure that both parties are fully aware of their rights and responsibilities before they engage in work as this is the only way to prevent disputes further down the line. 2016 2015 2014 EMPLOYMENT STATUS NATIONAL MINIMUM WAGE 20000 40000 60000 80000 0 ADVICE REQUESTS ADVICE REQUESTS 2000 4000 6000 8000 152 increase in advice requests between 2015 and 2016 63 increase in advice requests between 2014 and 2016

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WORKING NATION 2017 36 35 A model for the future Now that a national inquiry is looking into the state of casual employment in the UK we can expect changes to the legal framework around this type of working in the coming years. Tis will provide both employers and casual workers with clarity from the very start of their working relationship. For individuals it will breed even more confdence to pursue the freedom and fexibility that the gig economy afords. For small businesses having access to a large pool of skilled workers whenever they need it is a major factor in their growth and success. Although public perception of the gig economy is ostensibly informed by press coverage of individual companies it should not mask the long-term potential for this alternative model of working. 36 WORKING NATION 2017 35

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WORKING NATION 2017 38 37 Changing Cultures: Rethinking the modern workplace Chapter 4 38 37

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40 WORKING NATION 2017 Landmark updates in employment legislation and HR developments are helping to shape a new defnition of work for businesses and individuals alike. Flexible and remote forms of working are now supported by law as is shared parental leave and more sophisticated approaches to settling workplace grievances. Beyond legal developments employers across all industries are revising their approach to business infrastructure localisation and culture constantly looking for new ways to maximise the psychological wellbeing and performance of their people. Businesses of all sizes must adapt to meet the needs of the modern generation and retain the best talent. Tis means that today’s workplace is evolving perhaps more quickly than ever. Our data indicates a number of trends that allow us to see just how signifcant certain aspects of modern workplace culture have become. Over the past decade our concept of the modern workplace has been transformed by rapid social and technological progression. 39

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41 42 WORKING NATION 2017 Enhancing fexibility 2016 FLEXIBLE WORKING 2015 2014 Tis indicates that more than double the number of small businesses in 2016 are evaluating the case for fexible working as part of their operations compared with 2014. Te benefts work two ways: for the employee more control over their work/life balance working hours that beneft them and a greater ability to meet personal commitments for the employer fexible working can strengthen workplace relationships and instil a culture of trust between business and staf. Tere are countless ways in which fexible working may beneft a company though in every case it’s important to defne the parameters as part of a clear policy to ensure all members of staf adhere to the rules. Te rise in fexible working must also be attributed to the progression of technology particularly cloud computing and collaborative channels of communication. Te idea that an employee must work strictly at their allotted desk at all times is considered by some as increasingly outmoded with a growing number of potential new recruits now viewing fexible work as a powerful incentive to accept a job ofer. Many people value the freedom and control that fexible working afords just as highly as an incremental pay increase. Since the UK Government issued the Flexible W orking Regulations in 2014 there has been clear year-on-year growth in advice queries on this topic – a 120 increase in the past two years. Tis revolutionary update was designed to give working parents greater control of their time of work following the birth or adoption of their child whether they prefer to split their entitled leave or take leave simultaneously. However since this legislation was frst introduced it has proven challenging to track the overall uptake among eligible employees. Our data reveals some interesting insights on the topic particularly if we compare the rate of growth in advice requests across the past three years. When SPL was frst introduced in 2014 we immediately saw a sharp increase +146 in advice requests on this topic in the following year. Tis indicates that employers were dealing with requests from employees looking to make use of their right to take SPL from an early stage. Te rate of increase in requests eased of between 2015 and 2016 although we expect the general upward trend to continue in the coming years as more employees seek to clarify their eligibility and submit SPL requests to their employer. It was always going to take time for any widespread impact of the legislation to be realised but the fact that we have already seen more discussion around the shared parental scheme every year following its introduction is a promising sign. Greater control for families 2016 SHARED PARENTAL LEAVE 2015 2014 1000 2000 1500 500 Shared Parental Leave Regulations SPL came into efect in December 2014. 30000 60000 45000 15000 ADVICE REQUESTS ADVICE REQUESTS 120 increase in advice requests in the last two years 146 increase in advice requests between 2014 and 2016 2014 27445 2015 45326 2016 60508

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43 44 WORKING NATION 2017 During this time we’ve seen an increasing number of businesses turning towards mediation to reduce the risk of disputes being taken to tribunal. Between 2015 and 2016 advice requests relating to mediation more than doubled. Tis shows that more small businesses are seeking alternative methods of dispute resolution to avoid the possibility of a tribunal claim a trend that is further reinforced by our data on grievance appeals within the same timeframe. Te downward trend in grievance appeals across the past three years further reinforces the notion that more employers are ofering mediation as a way of addressing grievances and resolving the matter before tribunal. Achieving a settlement outside of the tribunal process is often a cost- efective option. However approaching the issue before this stage will allow employers to address matters that have traditionally been difcult to resolve and that can lead to severe problems in the future such as bullying. A new approach to resolving disputes 2016 MEDIATION 2015 2014 1500 1000 750 1250 500 GRIEVANCE APPEALS 2016 2015 2014 8000 6000 7000 4000 5000 The way employers are seeking to resolve grievances in the workplace has changed considerably in the past three years. ADVICE REQUESTS 43

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WORKING NATION 2017 46 45 Our future world of work Workplace cultures across the nation will continue to evolve alongside the capabilities that technology afords us progressive employment legislation and new alternative working practices that are gradually incorporated into everyday life. And although the workplace itself is changing rapidly to suit the needs of the modern generation top employers realise their duty remains the same as it ever was: to foster a culture that allows people to be healthy happy and realise their potential. It’s clear that today’s working environment is anything but static. 46 WORKING NATION 2017 45

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WORKING NATION 2017 48 47 Absenteeism: Solving the productivity puzzle Chapter 5 48 47

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50 WORKING NATION 2017 Advice requests for employee absence have risen by 52 in the past two years. Taking time of work due to illness is an inevitability of commercial life. However without a robust policy in place sickness absence can have a severe impact on any company’s long- term performance. Tis is why more small business owners than ever are seeking advice for how best to deal with sickness absence and ensure the productivity of their business. To safeguard against any long-term risk employers must seek to understand the prevalent types and patterns of absence afecting their workforce and the wider scope of ways in which they can support their resilience. Putting employee health and happiness at the centre of workplace culture is not only an important factor in building a resilient and productive workforce it also makes sound business sense. For SMEs in particular the direct cost of both short-term and long-term absenteeism is even more apparent because it can greatly afect day-to-day operations. Replacing skilled staf at short notice is not an enticing prospect for some smaller businesses as the available talent pool may be limited and may involve a high relative cost of replacement. We wanted to know whether UK small businesses are actively seeking support on absenteeism and if so how many Our annual data reveals a few interesting trends. “Replacing skilled staf at short notice is not an enticing prospect.” 49

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51 52 WORKING NATION 2017 60000 30000 90000 120000 This national review is an important milestone in the progression of Britain’s employment landscape however such widespread publicity around the negative aspects of casual working also makes it easy to demonise the concept outright. Seasonal insights It’s a common suspicion that high levels of sickness absence tend to be more apparent during particular times of the year. By segmenting our data on absence management for the past three years into individual months we are able to dig into any specifc seasonal trends that emerge. Te line graph below shows a regular upturn in advice requests for sickness absence as businesses reach June and July followed by a fall in advice requests as we head into August. Tis trend in summer is far more consistent than any sharp uplift during the winter months. However there is generally a high volume of advice requests from September through to November followed by a considerable drop-of in the build-up to Christmas. Many SMEs we speak to are intent on mitigating the damaging efect that absence can cause at these peak times as well as seeking support on implementing an absence policy that is tailored to their business. 2016 SICKNESS ABSENCE 2015 2014 SICKNESS ABSENCE J F M A M J J A S O N D MONTH 2016 10000 7500 12500 5000 ADVICE REQUESTS ADVICE REQUESTS 2015 2014 Stress and psychological health issues are among the main causes of both short and long- term absence and we work with an increasing number of SMEs that are taking steps to prevent stress-related illnesses before they begin to have a negative impact on productivity. An essential In 2016 we received approximately 42000 more advice requests relating to sickness absence than in 2014 which confrms that the rate at which small business owners are seeking support on this issue is growing rapidly every year. part of this is encouraging a better balance between the pressures of work and home life among staf. Tis would also explain why we’ve seen a notable uplift in employer queries regarding fexible working options +120 and health risk assessments +93 within the same timeframe. 52 increase in advice requests between 2014 and 2016

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WORKING NATION 2017 54 53 Getting absence policy right Without a clear policy that informs employees when they have to report an absence and who to report it to it is far more difcult to deter unauthorised leave. Once a business has a clear policy in place it is important to maintain an ongoing dialogue with staf as well as monitoring and recording all periods of employee absence in order to spot recurring internal trends. A holistic approach to wellbeing culture can have a positive impact on levels of absenteeism but it must be endorsed by senior members of the business and communicated to staf at all organisational levels. When people understand that their company is prioritising their health and happiness they are far more likely to align their own interests with those of the business. The frst step for any business is to ensure they have a solid absence management policy in place that all employees understand and adhere to. 54 WORKING NATION 2017 53

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56 WORKING NATION 2017 55 An eye to the future Working Nation 2017 uncovers the main employment challenges facing small businesses in the UK but it also illustrates the entrepreneurial spirit that spurs the progression of people management HR best practice and working cultures across the country. We are privileged to be able to work with thousands of ambitious businesses every single day enabling them to thrive in their respective industries and lending expert advice when they need it most. By analysing the employment challenges that these businesses are facing and sharing signifcant trends we are better able to support their long-term growth. Our work environment is evolving at a faster rate than ever before. It’s inspiring to see that so many of today’s employers are intent on adapting to meet the demands of modern society in the digital age. Not only does their commitment to fostering a healthy and happy workforce beneft staf and improve work/life balance it also fows directly into and high performance and proft. Our passion is to support the ambition of forward-thinking businesses with concrete employment advice because we know how integral this is to the success of both local communities and the UK economy as a whole. T ogether we will continue to strive towards a fairer and more rewarding concept of work for all.

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58 WORKING NATION 2017 57 Peninsula 0808 145 3578 www.peninsulagrouplimited.com

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