– Housebuilder supports 1,652 jobs, completes 732 new homes and 13.1ha of green space –
Barratt Developments Scotland, which includes Barratt Homes and David Wilson Homes, has made a substantial contribution of £256.3m to the Scottish economy, with the housebuilder’s East Scotland division supplying £106.9m in GVA itself.
In the year ending 30 June 2021, Barratt East Scotland has also completed 732 new homes of which 144 were affordable and supported 1,652 direct, indirect and induced jobs across the region.
2021 also saw the largest UK housebuilder reinforce its commitment to creating homes for nature as well as people. The business created 13.1ha of public green spaces and private gardens around the region, the equivalent of 19 football pitches, to help support wildlife on and around its sites.
Barratt is working towards reducing its direct carbon emissions by 29% by 2025 and indirect emissions by 24% per square metre by 2030. In the past year, CO2e emissions per 100m.sq. of completed build area fell to 2.25t. across the East Scotland business.
98% of construction waste was also saved from landfill and 26% of new homes were built on previously developed land, up 54% on the previous year.
Alison Condie, managing director for Barratt East Scotland, said:“As the UK’s largest housebuilder, and one of the most sustainable, we place considerable emphasis on supporting people, the environment and generating strong economic growth for the region.
“To have contributed over £106m to the economy and supported over 1,652 jobs is a fantastic achievement and we’re determined to do even better this year.”
As part of its housebuilding activity, Barratt East Scotland has made £5.4m in local contributions to help build new facilities and community infrastructure. This contribution includes the provision of 320 new school places.
More than £19.3m has also been spent on physical works within communities, such as highways, environmental improvements and community facilities.
Other key findings from the Barratt East Scotland 2021 socio-economic report include:
· Increased support for public services with £23.9m in generated tax revenues
· Over £36,400 donated to local charitable and community causes
· 284 supplier and 335 sub-contractor companies supported
· Increased support for the UK supply chain with 90% of all components centrally procured, assembled or manufactured in-country
· More than £10.7m in retail spending by new residents, helping support 114 retail and service-related jobs
The development of new and future talent remains a key priority for Barratt Developments Scotland and 53 graduates, apprentices and trainees launched their careers with the company in 2021, 15 from the East Scotland Division.
The assessment of Barratt Developments’ performance was carried out by independent consultants Lichfields, who analysed socio-economic impacts through the delivery chain for new housing based on Barratt datasets, published research and national statistics.
A new partnership approach will be embedded across the education and skills system to ensure employers and government are working together to deliver training opportunities for the new green jobs of the future.
Scotland’s National Strategy for Economic Transformation recognises the critical importance of providing the current and future workforce with lifetime access to learning new skills, upskilling and retraining as part of plans to unlock Scotland’s economic potential.
The strategy sets out how public, private and third sector partnerships can work together to help make Scotland’s workforce more agile and support employers to invest in emerging economic opportunities.
This work is designed to help build a fairer and more equal society by ensuring economic transformation tackles inequality and drives up working standards and improves pay.
Actions include:
working collaboratively with employers and unions to increase investment in upskilling and retraining to better meet the needs of employers and employees in Scotland’s transition to net zero
supporting and incentivising employees, and their employers, to invest in skills and training throughout their working lives
expanding Scotland’s available talent pool, at all skills levels, to give employers the skills pipeline they need to take advantage of opportunities
implementing the Climate Emergency Skills Action Plan to align Scotland’s skills system with business needs to reach net zero
implementing the next phase of the Green Jobs Workforce Academy and launching a new skills guarantee for workers in carbon intensive industries
developing proposals for a national digital academy to open up access to a range of subjects for all learners
Economy Secretary Kate Forbes said: “The next decade will be decisive for Scotland’s economy and a key part of achieving our enormous economic potential will be investing in one of our greatest economic assets – our people.
“We want to build on the success of our Young Person’s Guarantee, Future Skills Action Plan and our investment in the Green Jobs Workforce Academy to create a skills system that offers lifetime access to new skills and retraining.
“A collaborative approach across all sectors will support our commitment to lifelong learning to ensure people across Scotland can access the tools they need for the jobs of the future and to participate in the labour market. This will also support employers to access incentives to invest in emerging economic opportunities which has the potential to lead to new jobs, new skills, and new ideas.”
The City of Edinburgh Council-led regeneration of Meadowbank has reached another major milestone this week as Councillors agreed to appoint a development partner for the next stage of the project.
Approved at the Finance and Resources Committee on Thursday following a competitive procurement process, the £1.045million contract will be awarded to the Edinburgh Meadowbank Group, to be referred to as EDMB, a consortium comprising of John Graham Holdings, Panacea Property Development and Miller Homes.
They will progress design and pre-construction works by early 2023 ahead of the start of construction work on site.
The ambition for the development of Meadowbank is to create one of the Capital’s greenest neighbourhoods by incorporating low-car, low-carbon infrastructure with energy efficient homes.
The regeneration will deliver around 600 new mixed tenure homes for sale and rent, at least 35% of which will be affordable with a number being fully wheelchair adapted.
Positioned on the site adjacent to the new Meadowbank Sports Centre off London Road, it will also include space for a range of commercial and community uses on the ground floor including the proposed location for a GP Surgery.
High quality public realm and landscaping, focusing on the industrial and sporting heritage will provide new active travel routes through to Restalrig, while protecting and enhancing the existing trees and environment.
During the pre-development period, work will be carried out to prepare for construction, including developing detailed designs and agreeing a net zero carbon energy solution for the site, contributing to the Council’s ambitious target to reach net-zero emissions by 2030.
The Meadowbank masterplan for the site was approved in October 2020 following an extensive programme of community consultation.
Regular engagement on proposals for the site has continued with the Meadowbank Sounding Board – a group consisting of local representatives, councillors, and council officers – which continues to review progress and ensure the site continues to best meet the community’s and council’s priorities.
A wide range of community benefits and fair work proposals will also be delivered. These will include seven new apprenticeship positions and fourteen new job opportunities; site visits for local schools over the course of the development; employability support events; community enhancement projects, including donations of up to £100,000 to community groups; and all employees and sub-contractors will be paid the Real Living Wage.
Councillor Rob Munn, Finance and Resource Convener, said: “Strong and extensive scrutiny has gone into this procurement process to get us to this point. We’ve discussed this at committee today and agree that we have a pre-development partner in place that shares our vision while also offering us best value.
“We now want to deliver more affordable housing and space for retail businesses, while we hope to provide a much-needed GP surgery provision to benefit everyone within the local community.
“It’s great that these homes are located a short distance from the city centre and will be both cost effective to heat alongside some that will be wheelchair accessible. With the Meadowbank masterplan also having been awarded a ‘Building with Nature’ accreditation we know that development will be setting standards for sustainable design, implementation and maintenance of high-quality green features so I look forward to seeing the results of this stage of the development and what EDMB can bring to that.”
Councillor Joan Griffiths, Vice Convener, said: “Seeing another stage of our masterplan getting closer to becoming a reality is very exciting, especially as it will provide so many homes for the city, contributing to our ambition to deliver 20,000 affordable homes by 2027.
“This development and wider neighbourhood, shaped by the local community, will bring a great regenerative feel to this area of the city.
“Through the community benefits programme we have agreed as part of this contract, we also hope to bring new jobs and training opportunities for local people, offering opportunities for local school leavers and children to be part of the vision for Meadowbank.”
Port of Leith Housing Association has been named the 10th best housing association to work for and the 33rd best company to work for in the UK.
It is recognised as the 11th best company to work for in Scotland. Based in Leith and providing over 3,000 homes across north Edinburgh, it employs over one hundred staff who work closely with local communities.
The Best Companies rankings are based on staff feedback on workplace factors such as leadership, wellbeing and personal growth.
Heather Kiteley, Group Chief Executive said: “It is incredibly important to Port of Leith Housing Association that staff enjoy great working conditions and feel supported and motivated in their roles.
“This is captured in our strategic plan and we believe that employee engagement is key to being a brilliant company. It has been a great success to rank among the top companies to work for in the UK. I am immensely proud of all our members of staff who contribute to making our organisation a brilliant place to work.”
Three key workplace factors that stood out in Association’s Best Companies ranking were work life balance, charitable activities, and that the organisation is run on strong values and principles.
This includes an ‘open-door’ approach to leadership, referring staff members to free counselling and supporting wellbeing during lockdowns, and distributing over £200,000 to local community organisations.
This ranking comes just months after an award for Excellence from the European Foundation of Quality Management last year. The award acknowledged the flexibility and responsiveness with which the Association met the impact of the pandemic.
A MAJOR conference and events business is reporting that 2022 is projected to exceed pre-pandemic levels – and looks to expand its headcount by 70%.
In a positive sign for Edinburgh’s crucial hospitality and business tourism sectors, Surgeons Quarter – the commercial arm of the Royal College of Surgeons of Edinburgh (RCSEd) – has experienced demand for in-person meetings and events well ahead of pre-pandemic levels.
The Living Wage-accredited organisation which manages a vast mix of historic and purpose-built RCSEd venues, as well as Ten Hill Place Hotel, Café 1505 and Surgeons Quarter Travel – has seen events and conferences that postponed due to the pandemic rebook their events for 2022 as well as a high level of new enquiries.
This trend which has included new bookings for major conferences such as the Functional Regulatory Genomic Disease Meeting, a conference which will bring together international leaders in the study of genetics of disease in April 2022, has led to Surgeons Quarter returning to operate at close to maximum levels.
As a result, Surgeons Quarter is set to recruit for 60-70 positions during April, May and June.
Scott Mitchell, Managing Director of Surgeons Quarter, said: “It’s a pleasure to be in a position to expand our hospitality teams again and add vital jobs to help us service the increasing levels of business we’re bringing in.
“It’s important that we get the recovery right – hospitality and the business tourism economy are integral to the city’s overall prosperity. We can see first-hand the direct effect it has on employment.
“In addition to our busy events calendar, Ten Hill Place Hotel is seeing encouraging occupancy levels predicted to exceed the pre pandemic levels.
“To further boost our activities in 2022, we are actively planning for the full return of the Festival Fringe for which we are one of the largest operators – and at the end of the year, we are looking forward to a busy festive period of celebration, which we have all missed in the past 18 months”.
The organisation also launched its first TV advertising campaign on 25th February with the theme highlighting guests will be ‘In Good Hands’ as a reference to its surgical connections and charitable aims which should help further raise its profile.
During the first lockdown Ten Hill Place provided free rooms and meals to key workers tackling the pandemic. Over 2,100 rooms were supplied free of charge at a cost to the company of over £100,000.
Surgeons Quarter promotes, sells and manages all commercial activities held within the RCSEd campus. All profits support the charitable aims of the College which are education, assessment and advancement in surgical standards worldwide.
For anyone interested in joining the dynamic and award-winning Surgeons Quarter team, please email recruiment@surgeonsquarter.com
New TUC analysis reveals Women’s Pay Day – the day when the average woman starts getting paid compared to the average man – was Friday 25 February.In Scotland, the date was 11 February.
In parts of the country where the gender pay gap is wider, women work for free for longer. And in finance and insurance, women wait until 27 April for their Women’s Pay Day
TUC calls on ministers to boost rights to flexible working, and for cash injection for childcare sector
The average woman effectively works for free for nearly two months of the year compared to the average man, according to new analysis published by the TUC.
The gender pay gap for all employees is 15.4 per cent. This pay gap means that women wait 56 days before they start to get paid on Women’s Pay Day today.
Industrial gender pay gaps
Despite the introduction of gender pay gap reporting, the analysis published by the TUC today shows that there are still big gender pay gaps in many industries.
Even in jobs that tend to be dominated by female workers like education and social care the gender pay gap persists.
In these sectors women get paid much less per hour on average than men, both because they are more likely to be in part-time jobs or are in lower-paid roles.
In education the gender pay gap is 25.4 per cent, so the average woman effectively works for free for more than a quarter of the year (93 days) and has to wait until Saturday 2 April 2022 before she starts getting paid compared to the average man.
In health care and social work jobs, where the gender pay gap is 18.3 per cent, the average woman waits 67 days for her Women’s Pay Day on Monday 7 March 2022.
The longest wait for Women’s Pay Day comes in finance and insurance. The gender pay gap (32.3 per cent) is the equivalent of 118 days, meaning it’s nearly a third of the year before Women’s Pay Day finally kicks in on 27 April 2022.
Generational gender pay gaps
The TUC analysis shows that the gender pay gap is widest for older women, so they have to wait longer for their Women’s Pay Day.
Women aged between 40 and 49 have a pay gap of 21.3 per cent and work for free until Friday 18 March 2022.
And women aged 50 and 59 have the highest gender pay gap (21.8 per cent). They work 80 days of the year for free before they are paid on Sunday 20 March 2022.
Regional gender pay gaps
The analysis also shows that in some parts of the country gender pay gaps are even bigger, so their Women’s Pay Day is later in the year.
The gender pay gap is largest in the south east (18.9 per cent). Women in this region work 69 days for free and their pay day isn’t until Wednesday 9 March.
And women in the south west (16.6 per cent) and the east midlands (16.8 per cent pay gap) have to wait until next week (Tuesday 1 March and Wednesday 2 March) for their pay days.
Regional variations in the gender pay gap are likely to be caused by differences in the types of jobs and industries that are most common in that part of the UK, says the TUC.
TUC General Secretary Frances O’Grady said: “It’s shocking that working women still don’t have pay parity. At current rates of progress, it will take nearly 30 more years to close the gender pay gap.
“It’s clear that just publishing gender pay gaps isn’t enough. Companies must be required to explain what steps they’ll take to close their gender pay gaps – and bosses who don’t comply with the law should be fined.
“The last two years have shown us that employers can do more to help women balance caring responsibilities and work. Flexible working is vital to mums keeping their jobs and progressing at work and is our best chance of closing the gender pay gap.
“All jobs must be advertised with the possible flexible options clearly stated, and all workers must have the legal right to work flexibly from their first day in a job.”
Childcare and parental leave
Frances added: “The gender pay gap widens dramatically once women become mums. We need more funding for affordable, good quality childcare to support working parents – along with better wages and recognition for childcare workers.
“And both parents need to be able to share childcare more easily. Without better rights to well-paid leave, mums will continue to take on the lion-share of caring responsibilities – and continue to take a financial hit.
“We need a complete overhaul of the shared parental leave system. It’s not an affordable option for most working families. Dads need leave they can take in their own right. It shouldn’t rely on mums giving up some of their maternity leave.”
Almost half of Scottish pupils go on to higher education
A record 95.5% of pupils were in a ‘positive destination’ including work, training or further study within three months of leaving school last year.
Latest figures published yesterday also show 45.1% of school leavers went on to higher education courses at college or university – the highest since records began in 2009-10.
The gap between those from the most and least deprived communities achieving a positive destination was the lowest since 2009-10.
The statistics show that for National Qualifications:
87.7% of school leavers achieved at least one pass at SCQF Level 5 (eg National 5) or better – up from 85.7% in 2019-20 and 77.1% in 2009-10
66% achieved at least one pass at SCQF Level 6 (eg Higher) or better – up from 63.9% in 2019-20 and 50.4% in 2009-10
the gap narrowed between the proportion of pupils from the most and least deprived areas leaving school with at least one pass at SCQF Levels 4, 5 and 6 or better
the proportion of school leavers achieving vocational awards to support them into the workplace continued to increase
Education Secretary Shirley-Anne Somerville said: “Despite the challenges of the pandemic, 95.5% of pupils were in positive destinations three months after leaving school. This reflects the resilience and hard work of our young people and all who have supported them during the past two turbulent years.
“The narrowing of the poverty-related attainment gap shown by the figures is also very welcome. So, too, is the increase in the proportion of pupils gaining vocational qualifications and in those going on to higher education in college and university.
“It is important, though, to view the statistics against the backdrop of COVID-19. Exams had to be cancelled for two years and National Qualifications were awarded using different methods. The pandemic will also have affected the choices made by some school leavers and the opportunities available to them.
“Our focus remains on ensuring that all children and young people, regardless of their background, have the opportunities they need to fulfil their potential in school and beyond.”
Commenting on the Scottish Government’s statistics for initial destinations for school leavers (2020/21), a spokesperson for the Scottish Children’s Services Coalition – an alliance of leading children’s care providers – said: “We greatly welcome the increase in school leavers with additional support needs (ASN), such as autism, dyslexia and mental health problems, entering a positive destination three months after leaving mainstream school.
“This includes the likes of further education, higher education, employment and training.
“The gap between those school leavers with ASN and those with no ASN in a positive destination has decreased from 5.8 per cent for 2019/20 to 4.2 per cent in 2020/21.
“It is deeply encouraging to see an increase in the percentage of school leavers with ASN in a positive destination and to note that this gap is narrowing when compared with those with no ASN.
“The key here is to ensure that we maintain this position when the statistics are published for those in a positive destination nine months after leaving school. The figures for 2019/20 showed a disappointing decrease on the previous year, and it is important that increased resourcing is targeted at those individuals with ASN to give them the best possible opportunities, both in the classroom and as they transition beyond it.2
“This is clearly challenging in an environment of austerity, however, the cost to society in the long term if adequate resourcing is not provided will far outweigh any potential savings made today.”
Whe did the propertied class begin to clear the land of the people?
Howlong did ot take and is it now completed?
What was the timescale between clearances and the industrial expansion?
We know that following the industrial expansion the working class became wage labourers, their working time and hours under the tight control of the propertied class. It still remains that this is the source of the power of the propertied class.
The length of the working day/week/the shift work/all variations of day work/night work are still owned and controlled by the propertied class.
Finally, everything that is made becomes the outright property of this class solely.
But we have seen a degree of organisation of the working class in the formation of the Trade Unions, for example. They fight to reduce the amount of people’s time stolen by the propertied class.
Thousands more jobseekers can now access tailored face-to-face job support and meet local employers as 150 new jobcentres are opened, ‘levelling up’ opportunities across the country.
These will be at the heart of the UK Government’s Way to Work Campaign to encourage more people across Great Britain into jobs.
Towns and cities from Falkirk to Torquay are now home to over 150 new temporary jobcentres and over 150 Youth Hubs, with more to follow, as the government pledges to get 500,000 people a job by the end of June.
Two of the new temporary Jobcentres are in Edinburgh city centre.
Work Coaches at jobcentres are at the forefront of the government’s drive to help people access the support they need to get into work, and many of the team recently joined the Department for Work and Pensions as part of the rapid recruitment drive to hire 13,500 new Work Coaches to boost job seeker support as we recover from the coronavirus (COVID-19) pandemic.
A further 50 jobcentres are expected to open to the public in the coming months as efforts ramp up to get jobseekers into work faster, through the Way to Work campaign, by bringing them face to face with employers and encouraging them to look for work in a sector they may not have previously considered.
Work and Pensions Secretary of State, Thérèse Coffey, said: “We know how much people benefit from getting into work – both financially and for their wellbeing. And from getting any job first, they can get a better job next and then progress to a career.
“Jobcentres and Youth Hubs are crucial to get people into work, and will help level up opportunity across the country as through our Way to Work campaign we invite employers wherever they are to work with us and help find 500,000 people a job by the end of June.”
Driving the new Way to Work campaign, Work Coaches will help those who are capable of work search more widely for jobs from the fourth week of their claim, rather than from three months as is currently the case.
This clearer focus will ensure that, if people are not able to find work in their previous occupation or sector, they are expected to look for work in another sector and this will be part of their requirements for receiving their benefit payment.
Work Coach at Wigan Mesnes House Jobcentre Plus, Mike Cook said: “Being able to provide support and guidance to people in the local community on their journey to gain sustainable long-term employment, and therefore improving their lives, is the most rewarding and important aspect of my job as a Work Coach for the Department for Work and Pensions.“
There are also over 150 Youth Hubs now up and running across the country helping young jobseekers access local training and job opportunities, as well as a range of services to address wellbeing needs.
Investing in the skills and opportunities of young people and helping people into work at every stage of their lives is an integral part of the government’s ambitious plans for levelling up, which will transform the economic geography of the UK.
Youth Hub Work Coaches are working with jobcentre-based Youth Employability Coaches and tailored employment programmes, including Kickstart, to ensure quality, joined up support is accessible to those who need it.
Youth Work Coach at Barrow Youth Hub, Lisa Wicks said: “I have found working as a Youth Hub Work Coach both challenging and rewarding. To be able to offer support to some of our most vulnerable young people and to watch them grow in confidence and capability is a real privilege.
“This has been supported by partnership, working both within the DWP and with external partners, and is making a real difference to the lives of the young people accessing the support available.”
The government’s Plan for Jobs agenda is supporting jobseekers into work and those on low-pay to progress and earn more. The new Way to Work campaign will ‘turbocharge’ this national effort by getting half a million people into work over the next five months.
EDINBURGH’s new temporary Jobcentres can be found at:
Edinburgh
11-15 North Bridge, Edinburgh, EH1 1SB
Edinburgh Waverley Bridge
Unit L23, Waverley Mall, Waverley Bridge, Edinburgh, EH1 1BQ
“The Big Resignation caused a global shift – employees are less likely now than they ever have been before to stay in their job if they are not content in their role. Both businesses and employees are looking for solutions that suit them respectively.
“Businesses don’t just need to consider their existing employees; they also need to think about the talent of the future.” – Dr John Barrow Dean for Entrepreneurship & Employability, Senior Lecturer (Scholarship) in Biochemistry & Molecular Biology at the Institute of Education in Healthcare and Medical Sciences, School of Medicine, Medical Sciences and Nutrition at the University of Aberdeen.
British tech innovators PixelMax have warned that the U.K’s biggest employers face an exodus of talent this year if they do not empower their employees and adapt to a rapidly changing workplace landscape.
They believe that the virtual workplace is the solution to stemming the “Big Resignation” flow as a recent survey indicated that only 4% of employees want to return to the office full time and 82% of employees want a hybrid model with 59% ranking a work from home flexibility as the No.1 choice in employee benefits.
The Big Resignation was the hot topic of last year, with record numbers of staff either leaving, walking out of their jobs voluntarily, or opting to work part time as they re-evaluate their work-life balance.
It follows a tumultuous two years of the pandemic, lockdown restrictions and many people’s lives being curtailed, which has forced employees to re-evaluate their work-life priorities, well-being and aspirations.
The implementation of plan B restrictions including WFH policies for employees, yet again reinforces the notion that we need to learn to live with Covid and employers need to re-think how they future proof their businesses and retain their talent.
The tech industry has always been ahead of the curve in terms of workplace culture, but with a massive skills shortage in the tech sector, the workplace landscape has dramatically changed.
A recent report commissioned by London- and Manchester-based leading tech recruitment firm Burns Sheehan found that only 4%of employees polled wanted to return to the office full time and only 14% wanted to work three to four days in the office.
When polled on the Burns Sheehan employee benefits survey, 59% of employees wanted work from home (WFH) flexibility as their No.1 employee benefit over annual bonuses and share options.
This was followed by 25% of those polled wanting a learning and development budget, 22% a clearly defined career path, 19% favouring an annual bonus, 17% wanting childcare flexibility and least important, 12% wanting share options.
During the pandemic, employees were just expected to adapt to a new regime of working fully remotely, with employers not aware of the consequences and underlying issues that would affect their employees.
Many were suffering from Zoom and Teams fatigue, isolation, burnout, disengagement with their office workplace and a lack of social interaction with colleagues.
This in itself brought to the surface many issues of wider mental health aspects and well-being, with many employers not understanding how this was impacting on their workforce.
Many employees complained of not being able to detach themselves from their work and home life and feeling that they were not able to switch off, while others missed the office culture.
The culmination of these issues resulted in the Big Resignation.
Rob Hilton CEO and Co-Founder of PixelMax,said: “Remote working enabled many companies to resume a degree of normality during the lockdown periods, equally, there was a price to pay with regards to employees’ well-being and mental health.
“The Big Resignation is all about employees voting with their feet and making the shift change, choosing who they want to work for, how they want to work and when they want to work.
“In order for business and industry to retain the best talent, they need to rethink the workplace environment. It needs to reflect a modern hybrid of the office and remote working from any location but interconnected within a platform that is engaging to all employees and makes them feel connected to their work colleagues, whether that be in the physical sense in the office or from their remote location.”
This in turn has also had a major impact on UK businesses and how they have to adapt and rethink a new workplace culture; one that will allow them to retain their best talent and also act as a recruiting beacon for new and emerging talent.
Employers need to radically rethink how to manage staff both in an office environment and remotely. Throughout the pandemic, employers were slow to adapt the workplace environment and to understand the wider issues their employees were facing in remote working environments.
If employers don’t act quickly, they will get left behind because hybrid working is expected by employees. If remote or hybrid work isn’t available within your company or organisation, potential recruits are turned off.
Businesses that don’t invest in making hybrid working an enjoyable experience will struggle to attract and retain the best talent as the Burns Sheehan report clearly indicates.
Dr John Barrow is the Dean for Entrepreneurship & Employability, Senior Lecturer (Scholarship) in Biochemistry & Molecular Biology at the Institute of Education in Healthcare and Medical Sciences, School of Medicine, Medical Sciences and Nutrition at the University of Aberdeen.
He said: “The Big Resignation caused a global shift – employees are less likely now than they ever have been before to stay in their job if they are not content in their role.
“Both businesses and employees are looking for solutions that suit them respectively. Forcing employees into an office five days a week is causing issues and keeping staff fully remote is also causing problems.
“Employees are experiencing ‘Zoom fatigue’ and some feel at a disadvantage when working remotely, missing out on spontaneous conversations and potentially career progression. Hybrid is the best solution for many businesses and staff. For hybrid to work well, companies must invest in platforms that staff find enjoyable to use.
“People love to spend hours on games such as Fortnite, so why can’t this similar culture be adopted in the working world?
“Businesses don’t just need to consider their existing employees; they also need to think about the talent of the future. From a career perspective, graduates entering the job market can have a difficult time as it is, but one of the major challenges is how you onboard new recruits and how new staff members can truly feel part of a team when everyone is working remotely – it’s fine for the people who already have those established relationships, but for someone new this can be really difficult to forge relationships and professional networks.
“As we continue to move forward with a hybrid working model, we need to focus on those in the early stages of their career and how best to engage and train this generation.”
Businesses are no longer restricted by geography when it comes to recruitment. Employees no longer need to live at a commutable distance from work or be based in the city centres.
For some businesses, access to a wider talent pool changes everything in their business model. It now means companies no longer need to be based in city centres either, which historically has always been the norm.
Now companies can have the option of being based in bustling suburbs as connectivity is improved with faster broadband and cellular connectivity with 4G and 5G. Companies now have the ability to attract a much wider talent pool.
Burns Sheehan Co-Founder, Jon Sheehan,said: “The tech hiring market has been the busiest Burns Sheehan have ever seen. I’ve never seen anything like this in the market before; most candidates will have four to five job opportunities and firm job offers on the go within 24 hours.
“This isn’t even about bigger salaries; that’s just a side perk. Employees are much more focussed on their work-life balance and wider aspirations in the working environment.
“This is very much an employees’ market, driven by employees calling the shots. Many are opting for a virtual workplace model, where they have the option to work from home and the office of their choosing, but also still to remain connected to the office environment even whilst working remotely.
“If employers don’t embrace this new model of working, then the ones who have adapted quickly to change will have the commercial advantage of hiring and retaining the best talent.”
Although this can be a daunting thought for some employers, they need to think of it positively. Employers need to understand that employees at their company are there because they’re happy – it’s not just about paying the best salaries; they’re aligned with company values and purpose.
However, in the current climate, employers must focus on company values and work on how this can be reflected in the way staff are treated and what makes them happy, productive and fulfilled in the workplace. Homeworkers should benefit from well-being initiatives too; this isn’t something that can only exist in the office.
Manchester-headquartered tech disruptors PixelMax immediately saw this disconnect between employers and employees and their workplace environment at the start of the pandemic and tackled the issue head-on.
They were one of the first British tech companies to pivot their 3D immersive technology in the early days of the pandemic to create unique virtual workplace platforms and environments for companies.
Shay O’Carroll Co-Founder of PixelMaxsaid: “The software PixelMax have developed aims to separate the work from home environment but maintain the engagement and immersive nature of being in the physical office with colleagues.
“It means we create an experience – regardless of your location – where you walk into the virtual office each morning, have spontaneous conversations with colleagues rather than logging straight onto Teams or Zoom.
“Employees can wander through the virtual office with their own uniquely created avatars, see messages and engage in meetings with their work colleagues. The virtual office creates presence and also an atmosphere / buzz that doesn’t exist in 2D video conferencing platforms. They can even walk over to the Costa point and order a coffee to be delivered to their physical location.
“The virtual workplace encourages a positive culture. Employees can take part in wellness challenges, do workouts, meditate and relax with minigames. Previously, businesses might have offered gym memberships. Now, they could offer an online fitness subscription or a smartwatch.
“Company cultures are evolving, and they will continue to evolve until the end of time. What’s important right now is for business leaders to understand that it is the turn of the employee to dictate how and when they want to work.
“This business evolution is a collaborative process now and listening to your employees’ wants and needs has never been more important. Investing in employees is how cultures should evolve into something positive and beneficial for the business and employees.”
Recently, PixelMax co-founders Rob Hilton, Shay O’Carroll and Andrew Sands (above) outlined their vision for how they see the hybrid work revolution in a ground-breaking thought leadership document.
In this document they outlined the future of the virtual workplace, how that hybrid would take shape in the form of the virtual workplace and how it could emerge alongside a new employee work culture. Entitled “The Virtual Workplace – Enter The Metaverse”,
the thought leadership document outlines its vision for the virtual workplace, including how the office and work culture of the future will adapt to change.
Crucially, the way most businesses approached employee well-being became outdated overnight during the pandemic. Businesses are now looking for new ways to add value to employees when they work remotely.
Tech companies in particular put money into ball pools, slides, table tennis, free food and social spaces. But now a great number of these workers are at home. The well-being initiatives that worked well in the office need to be rethought to add value for the employees. Improving technology and making their workday as seamless and immersive as possible will make the day more enjoyable for employees.
The reality is that if a company isn’t doing it, then its competitors will be.
Crucial to PixelMax’s thinking is creating a workplace culture that is inclusive and diverse, but one which empowers employees, creating an environment that fits in with their work-life balance and aspirations.
It’s about creating a workplace environment that is engaging and fun – whether that is remotely, or in person at the office – and it’s about maintaining connectivity, social interaction and feeling valued. Ultimately this creates a desirable workplace culture for employees, allowing companies to retain their best talent.
Shay O’Carrolladded: “A great source of optimism I have had since co-founding PixelMax is the potential for technology to transform the way we are working and to make it better for everyone.
“Technology should make our lives better; it should bring people together, not push them apart. In addition, the transition to working from home for most of us has allowed us to establish more of a work-life balance. Investing in technology for your workforce that gives your employees the tools to enjoy work is also important.
“The technology PixelMax uses encourages spontaneous interaction and employee well-being using the latest gaming technology.
“This makes work immersive and enjoyable for employees and puts everyone on a level playing field, no matter where they are based. It’s time the world of work learnt from the world of gaming in terms of the immersive team experiences that can now be delivered with the technology we have at our fingertips.
“With remote work, the limits of geography are now off the table, opening yourself up to a wider talent pool. Not only does this make for happier employees, but those who work for you are likely to be more engaged in the work and share your vision.”
The benefits of a virtual workplace are immense, with increased productivity from employees, reduced absenteeism and happier and more productive employees. With increased employee well-being comes higher staff retention and improved performance, as well as an attractive brand culture to work for.
“The Virtual Workplace – Enter The Metaverse”
The PixelMax-authored thought leadership piece is available to the public to view and download here:
