It’s a popular line with this government. And it should be true – but sadly, it isn’t.
The majority of people in poverty (57 per cent, or 8.3 million people) live in a working household. That rises to 75 per cent of children in poverty.
The government’s record on this is atrocious. The number of people in in-work poverty has increased by 2 million since they came to power in 2010. It’s now at a record high, as is the number of children in poverty living in a house where at least one adult is in work.
If work is to be the best route out of poverty, the government must do more to get pay rising. In the meantime, it can’t use “work is the best route out of poverty” as a cop out for not properly addressing the cost of living crisis. We need proper action. Structural solutions – such as improved trade union rights, nationalisation of energy companies, and improvements to the benefits system – are needed alongside a windfall tax to fund urgent support to pay energy bills.
17-year pay squeeze
A key reason for the rise of in-work poverty is that work simply doesn’t pay enough. The government’s minimum wage, even the one it calls a living wage, isn’t a real living wage.
And we’re in the midst of a 17-year pay squeeze. Real pay is currently lower than it was in 2008, and the Office for Budget Responsibility forecasts that it won’t return to above 2008 levels until 2025. This 17-year pay squeeze is, by far, the longest in living memory.
The impact of this on workers’ pay packets has been massive. If real weekly wages had continued growing at the pre-2008 rate, they’d now be £111 per week higher than they are. By 2026, if forecasts are correct, this’ll be £164.
Impact of energy costs
It’s against this background that real pay is falling again. Inflation, at 9 per cent, is hitting wages hard. In March 2022, average weekly earnings fell by £16 per week (-2.7 per cent) compared to the same month a year ago. Public sector pay growth is the worst on record – falling by £30 per week (4.9 per cent) over the same period.
The news that the energy cap will rise by around £800 in October is incredibly worrying. If this does happen, it means that between December 2021 and December 2022, energy bills will have risen by a massive 119 per cent. In contrast, nominal wages will have risen by just 5.2 per cent. The standard benefits payment will have risen by just 3.1 per cent. This means that energy bills are set to grow 23 times faster than wages and 38 times faster than benefits this year.
Pushing work as the route out of poverty is also often the government’s way of refusing to improve the welfare system. decent work and social security must go hand in hand, not be seen as alternatives.
Since it came to power, the government has repeatedly cut benefits payments in real terms. The real value of the standard benefits payment has fallen by £51 per month since 2010.
As set out above, in the face of massive rises in energy bills, the government has made real term cuts to benefits payments. When the price cap rises again in October, energy bills will be £1,523 per year higher than they were a year before. The standard benefits payment will only be £121 per year higher.
A common proposal around benefits is to bring forward the increase in benefits and pensions that would be expected in April 2023/24 to autumn of this year. For example, if inflation hit 10 per cent in September of this year (September is the reference month for benefit uprating), rather than waiting to increase benefits in April, they could be increased in October, and then maintained at that level from April onwards.
But this would increase benefits by around £7.70 a week, meaning it wouldn’t even go close to making up for cutting the £20 uplift.
Like the standard benefits payments, pensions also went up by just 3.1 per cent in April this year. Government made an active decision not to maintain the triple-lock – which would have seen pensions rise by around 8 per cent in line with the wage figures last autumn. This will cost pensioners almost £500 across the year.
Good, well-paid work is a route out of poverty
The current government has a proclivity towards badly funded temporary schemes and half-baked novelty ideas, which has again become clear during the current crisis. If it’s serious about tackling the cost of living crisis, we needed proper solutions to support people right now, alongside structural changes to fix these problems in the long term.
It’s not enough to just say that work is a route out of poverty. The reality is that too much work is low-paid and insecure. If government wants work to be a route out of poverty, it needs to ensure all work is well-paid and secure.
When it comes to pay, government should stop attacking trade unions, and instead improve trade union rights. Trade unions need stronger powers and better access to workplaces to drive up wages and conditions.
Fair pay deals need to be implemented in whole industries, negotiated with unions, and designed to get pay and productivity rising in every sector. We also need an emergency boost to the national minimum wage, as well as the long-awaited introduction of that employment bill they’ve been promising for ages to tackle insecure work.
To help people with energy costs, the government must recognise that energy is an essential public good that should come under public ownership, and implement an accelerated programme to insulate homes. To help people right now, we need a windfall tax to pay for additional grants to help with the costs of energy. With the energy cap rising by £1,523 in the space of just a year, this support will need to be substantial.
Government must also fix the benefits system. We want much more generous benefits payment (with the standard payment raised to £260 per week), alongside the scrapping of the cruel aspects of the system, such as the five-week wait, the benefits cap, the two-child limit and no recourse to public funds.
Work isn’t currently a route out of poverty, but it can be if government takes steps to ensure that all work is good, well-paid work.
Over 347,000 unemployed people on benefits have found work in just four months through the government’s Way to Work campaign – an ambitious national push to get half a million more people into jobs by the end of June.
new figures show 347,000 people have moved into work since January – thanks to a government-backed drive to fill vacancies
with one month to go until the campaign ends, the government is calling on UK employers to join forces with Jobcentres to help more people find work
alongside vital job support to lift incomes, the new £15 billion package to help with the cost of living will help millions of households
The Prime Minister and Work and Pensions Secretary haveurged employers of all sizes to use the free recruitment support from their local Jobcentre to help fill the record number of vacancies in the jobs market and support the continued economic recovery by getting people into work.
Since January, DWP jobcentres across the UK have been ramping up operations with weekly jobs fairs – bringing employers in for face-to-face appointments and offering jobs on the spot to thousands of people.
Jobseekers walking away with roles have also secured an income, with those getting full time work set to be thousands of pounds better off than if they were on benefits. Helping households improve their finances and manage current cost of living pressures is a key priority for the government, with a £15 billion package announced on Thursday to support almost all of the eight million most vulnerable households across the UK.
On a visit to the North East of England, the Prime Minister and Work and Pensions Secretary Therese Coffey visited CityFibre, a new employer to the Way to Work campaign who have already benefitted from 200 new recruits from around the UK, hired through their local Jobcentres.
During the visit, they also met local employees who have secured skilled jobs as a result of the campaign and the support of their local Jobcentre.
Prime Minister Boris Johnson said: ““I was only ten years old when unemployment was last this low.
“But with a vast number of vacancies in the jobs market, it is more critical than ever to access the huge pool of untapped talent in towns and cities right across the country, which is why I am thrilled with the progress we have made with the Way to Work scheme.”
Secretary of State for Work and Pensions Thérèse Coffey said: “Unemployment is at its lowest since the 1970s with full time workers across the UK £6000 better off than if they were on benefits.
“And there are still vacancies to fill. That’s why our jobcentres are helping employers short circuit the recruitment process so they can get talent in fast.
“So, if you’re hiring, make the most of the help on offer from us.”
Greg Mesch, Chief Executive at CityFibre said: “CityFibre is rolling out the UK’s finest digital infrastructure to millions of homes and businesses nationwide. To build these new Full Fibre networks, we’re creating thousands of new network construction jobs and providing industry training to those that need it.
“We and our construction partners are working closely with DWP nationally, and local Jobcentres, by engaging with schemes like Way to Work. We look forward to increasing our involvement in the future.”
Alongside vital job support to help jobseekers secure an income, the new £15 billion cost of living support package will help almost all of the eight million most vulnerable households across the UK as they are set to receive help of at least £1,200 this year, including a new one-off £650 cost of living payment.
The government has also announced a £500 million increase for the Household Support Fund, delivered by local authorities, extending it to March 2023. This brings the total Household Support Fund to £1.5 billion.
To find out more about how DWP can help fill vacancies with quality candidates, please visit the Way to Work page on GOV.UK
A trickle of Tory MPs have submitted letters of no confidence in Boris Johnson following the publication of the Sue Gray report.
Unless that trickle becomes a flood over the weekend as MPs attend constituency surgeries it appears Johnson has got away with it. Again.
Taking a few practical steps to support Muslim workers during Ramadan will help to create a workplace where everyone is respected and valued, writes TUC’s Riz Hussain.
For the next four weeks, thousands of Muslims across the UK will be fasting during the daytime to mark Ramadan or Ramazan.
Ramadan falls at a different time each year because Islam uses the lunar calendar.
This year, Ramadan will start at the beginning of April and continue for 29 or 30 days from when you begin your fast.
What happens during Ramadan?
It is a time for deep spiritual reflection and collective rituals for Muslims across the UK. It’s a time for Muslims to share food with their families and friends, and celebrate their cultures, heritage and faith.
The fasting day is long. The morning meal will be before dawn and people won’t break their fast until dusk. That’s 13 hours without food or drink (yes that’s right, not even water!). This can be challenging for many Muslims especially whilst at work.
That’s why it’s important to support your Muslim workmates, to stand in solidarity with them and create a team culture where everyone is respected and valued, no matter where they’re from or who they worship.
Practical steps colleagues and employers can take to support their Muslim workmates and friends:
Ask colleagues if they’re observing Ramadan
Don’t be shy about asking Muslim colleagues if they will be observing Ramadan.
Some people may choose not to take part – perhaps for medical reasons – as fasting is a personal choice.
Be considerate
Ramadan should not interfere with everyday tasks at work, but fasting co-workers may be tired or lacking energy during the day.
Usually the first ten days are the hardest. If you have colleagues who will be fasting, ask them if changing some aspects of work can make it easier for them.
Be flexible
Ramadan isn’t only about not eating or drinking during daylight hours.
It usually means rising early and eating late, and may mean taking part in late night prayers at the mosque or their homes. Ramadan is usually a time for deep spiritual reflection, congregational prayers and lots of social dinners with family and friends.
Some workers may ask to change their working day or shift times, to take a shorter lunch break, or to make sure they finish on time so they can break their fast at home.
Being flexible may help people work when they are most productive.
Some workers might have additional religious commitments during Ramadan. It may be especially important to perform prayers on time through the week. Employers can help by ensuring there’s a quiet space in the workplace for prayers and by allowing short breaks.
The last ten days of Ramadan are considered to be especially holy. Some Muslim workers might decide to take time off, or ask to change their working patterns to perform all-night prayers.
The end of the fasting period
Eid ul Fitr marks the end of the fasting period. It’s like Christmas for Muslims – the biggest celebration of the year.
There is often some uncertainty about which day Eid will fall because it depends on moon sightings, so be prepared for your Muslim colleagues not to know the exact date.
This may also impact on when they can work and how much notice they can give you, as Eid can last up to three days.
Supporting colleagues during Ramadan is part of building a culture where everyone is respected and valued.
This Ramadan, the TUC would like to wish all Muslim trade union members and everyone who is fasting in the UK: Ramadan Mubarak.
The City of Edinburgh Council has pledged its support to Edinburgh’s vital gig economy workforce, a significant and growing aspect of the city’s labour market.
It comes as the City looks to promote better access to fair work standards for people following a series of discussions with workers, trade unions, academics, Scottish Enterprise officials, and civil servants from the Scottish Government.
This inquiry, led by Edinburgh’s Gig Economy Task Force and spearheaded by the Council, was the preliminary piece of work to understand the key issues as well as the immediate actions to be taken alongside the long-term legislative changes that need to be considered so gig workers feel empowered, are treated equally and are able to make a fair wage for a fair day’s work.
Next week (on 24 March) a report from the Task Force will feedback its seven recommendations* to the Housing, Homelessness and Fair Work Committee.
If agreed these recommendations will be developed into an action plan to be brought back to committee in Autumn this year (2022). This will focus on short, medium and long-term priorities which the Council and partners across the city will be asked to focus on to improve access to fair work for people working across the gig economy, including zero hours contract workers.
One key area recognised by the inquiry was to understand gig workers’ rights to accessing the data collected on them and what transparency exists on the way company algorithms use this data to determine how jobs are offered, how much workers earn, and other challenges workers face.
If agreed, as part of the recommendations the Council will build on the findings, and continue to work with gig workers, businesses and the Scottish Government to understand more about existing rights of access to worker’s’ data while also considering whether data driven innovation tools could be used to help gig workers analyse and better understand their earnings and conditions.
The other recommendations* focus on issues relating to licensing and regulation of the gig economy, public sector procurement, alternative business models and establishing a gig economy worker’s charter for Edinburgh.
The short-life Task Force was established in November 2021 as part of the work plan for the Living Wage City Action Group, and after the Council welcomed the UK Supreme Court’s decision to confirm the status of Uber drivers as workers.
Its objective was to understand the real experiences of workers in the gig economy in Edinburgh, while also looking to explore actions that will tackle the concerns and challenges they face and could improve working conditions, rights and quality of employment.
During its inquiry the Task Force recognised that flexibility and ease of access to employment can be a positive aspect of these roles for some workers, usually those using it as a ‘top-up’ to another income stream or those who have caring responsibilities, or for example students.
However, the growth of the sector has been associated with concerns over low rates of pay, poor income security, risk of in-work poverty, poor opportunities for progression, as well poor working conditions and worker safety.
It is recognised that a growing number of people are becoming reliant on gig economy work as the sole source of income, and they tend to be the people most impacted by poor working conditions and unreliable pay.
Councillor Kate Campbell, Convener of the Housing, Homelessness and Fair Work Committee and chair of the Gig Economy Task Force said: “As part of the action plan for the Living Wage City accreditation, and as part of our fair work agenda, I knew it was vital that we did some work to look at the gig economy in Edinburgh and the impact on pay, rights and working conditions.
“The Gig Economy Task Force was put together with the aim of getting a clear understanding of where the real issues lie, what powers the council has to improve conditions now, and where we need to focus on, and implement changes, in future.
“It’s pretty clear that there is a strong power imbalance. For many gig economy workers their shifts, performance monitoring and pay are controlled by an algorithm. This can be incredibly disempowering. We need to look at who has access to data, and how that data is used, and understand what reforms could empower workers.
“We also came to the conclusion that we need to look at current licensing powers, and procurement. And look at strengthening workers’ rights, raising awareness of those rights and understanding how the categorisation of workers impacts on their working conditions. For example gig economy workers are classed as ‘self employed’ – but the reality of their day to day working lives is very far from what most of us would consider self employment.
“I hope we’ll come together next week at Committee and agree the recommendations, so that we can get on with these actions, starting the journey to dramatically improving the working conditions for the growing number of gig economy workers in our city.”
Councillor Mandy Watt, Vice Convener of the Housing, Homelessness and Fair Work Committee said: “This task force was established in response to a motion that we raised regarding Uber and was widened to include other gig economy and zero hours workers by the convenor.
“Our intention is to highlight the rights that these workers should already have and to find ways of supporting their efforts to achieve safer working practices and fairer terms and conditions.”
The Gig Economy Task Force was chaired by the Convener of the Housing, Homelessness and Fair Work Committee, and comprised workers who have first-hand experience of the gig economy and precarious work in Edinburgh, as well as workers’ representatives, academics, alongside relevant policy leads from the Council, Scottish Government and its agencies.
*Gig Economy Task Force Recommendations:
A costed proposal for a dedicated workers’ hub in Edinburgh, providing access to advice and support.
A costed proposal for ongoing campaign work to provide information on and raise awareness on worker rights in Edinburgh, good working practices, and how to access support.
Licensing: The Council should facilitate and host further work with gig economy and precarious workers, businesses and government on issues relating to licensing and regulation of gig economy and precarious employment.
Procurement: The Council should facilitate and host further work with workers, businesses and government on issues relating public sector procurement fair work and the gig economy.
Data Rights and Access: The Council should facilitate and host further work with gig economy workers, businesses and government on issues raised during this inquiry relating data rights and access for workers in the gig economy.
Alternative Gig Economy Business Models: The Council should facilitate and host further work with gig economy workers, businesses and government to hear more about examples observed in other European cities.
A workers’ charter for Edinburgh: Building on all of the above, the Council should facilitate further engagement with gig economy workers and businesses.
The development of this Task Force has been informed by the Council’s Fair Work Action Plan and Edinburgh Economy Strategy, both of which emphasise the importance of fair work that provide citizens with dignity and security of income.
Scottish housebuilder Barratt Developments has pledged to recruit 23 new apprentices in Scotland this year as it doubles down on investing in new talent in response to a growing need for skilled tradespeople.
The 23 new trade apprentice roles, which include eight in the east of Scotland, are being launched as part of the homebuilder’s biggest ever apprentice recruitment campaign, and will see opportunities in bricklaying, joinery, electrical maintenance and plumbing in Barratt Developments sites across the country, which includes both Barratt Homes and David Wilson Homes.
The announcement coincides with the annual Scottish Apprenticeship Week, running from 7-11 March, which celebrates the benefits of apprenticeships for individuals, businesses and the wider economy. At a time when young people have been disproportionately affected by the COVID-19 pandemic, providing high-quality employment opportunities is central to economic recovery plans.
Alison Condie, managing director for Barratt Developments East Scotland, said:“This is an exciting time for anyone with an interest in housebuilding to join Barratt. The construction industry is flourishing and we are committed to help young people progress through the business.
“Many of the apprentices we’ve hired over the years are now in leadership positions responsible for managing and delivering multi-million pound housing developments.
“As one of the country’s top housing developers we are absolutely committed to investing in raw talent, and there’s never been a more important time to provide these kinds of apprenticeship opportunities.”
A shortage of skilled tradespeople has been repeatedly cited as a major risk to the growth and success of the construction sector, both in Scotland and the rest of the UK.
The latest monthly construction market survey (Q4 2021) from the Royal Institution of Chartered Surveyors (RICS) shows the second most significant hindrance to construction activity is a skills shortage, with over two thirds (67%) of respondents reporting that skilled trades and project managers are in particularly short supply.
The new apprentices, who will start in August, will be based on a designated development site and will learn skills in bricklaying, carpentry, joinery, electrical maintenance or plumbing from experienced tradespeople, as well as attend college each week to gain formal qualifications.
Gage is laying the building blocks for a rewarding career in construction
With qualifications varying from computing to mechanics and panel beating, it’s fair to say that Gage Wells (23) is passionate about learning practical skills that will serve him well in everyday life. However, after finishing his studies he hadn’t pinpointed exactly what he wanted to do as his career.
Although Gage had little hands-on construction experience of his own, he was surrounded by people working within the industry; “My dad’s a joiner and initially I wanted to follow in his footsteps, but after testing it out I realised it wasn’t the trade for me. I also dabbled a bit in plastering and as a sparkie, but it was my brother-in-law, who works for Barratt Homes as a labourer, who told me about an apprenticeship in bricklaying, and I decided to give it a go.”
After successfully being offered a place on Barratt’s bricklaying apprenticeship scheme, Gage is currently in his first of four years. He’s based on-site at Barratt Homes in Winchburgh, Midlothian for two weeks of each month, with the other two weeks spent at Edinburgh College’s Granton campus.
Although he’s only in his first year of the apprenticeship, he’s been involved with the bricklaying process since day one – laying his first brick the very first day he started. Since then he’s also received training on how to safely use blades and ladders and works alongside more experienced members of the team to learn the trade first-hand.
Perhaps no surprise given his qualifications but it’s the practical side of the apprenticeship that Gage enjoys best, something many apprentices would agree on. This is reflected in his hobbies outside of work, where he takes his three younger brothers fishing and camping to learn different survival skills. Prior to starting his apprenticeship, Gage also helped with caring for his younger brother, and he’s passionate about helping to upskill the next generation in the future.
Gage’s also developing his analytical and technical skills and feels he can put his mathematical brain to good use, as it’s incredibly important to be precise when building a house. For some, physically building a home might seem like a daunting task, but when asked how it felt laying his first brick, Gage said: “I felt very accomplished when laying my first brick, it was like I was just meant to be there – almost as if the building blocks had fallen into place.”
Since starting his apprenticeship in August 2021, Gage reckons he has helped to build at least 15 homes in Winchburgh. He loves how rewarding his job is, how friendly the people are and the fact that he always has someone to work alongside him.
The UK is currently facing a bricklayer shortage. Bricklayers have been repeatedly cited as one of the hardest trades to recruit, with more than two-thirds (68%) of construction sites struggling to hire bricklayers (State of Trade, 2020). Skills like Gage’s will be increasingly in demand, and it’s a great time to consider learning a trade. In fact, Gage’s goal when he is fully qualified is to start his own business and support more young people like himself into bricklaying and helping to reduce the shortage within the trade industry while providing a lifelong and rewarding career.
And Gage’s advice for anyone thinking about an apprenticeship? “Just go for it, I have no regrets! I learn a lot of transferrable skills, get to work with great people and it’s set me up with a trade that will always be needed.”
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.
“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:
36% of UK workers are unhappy in their job, according to the world’s most comprehensive study on work happiness
Over two thirds (70%) of the Scottish workforce admit their workplace unhappiness has negatively impacted their physical and/or mental well-being
Education is the country’s happiest industry while workers in real estate are the unhappiest
Slough – the famed destination of The Office – houses the happiest workers in the UK, with Stevenage home to the unhappiest
The research marks the launch of Indeed’s Work Happiness Score – the world’s largest study of workplace happiness – developed by the global job site, Indeed, with guidance from experts from the University of Oxford and University of California
More than a third (36%) of the UK workforce is unhappy in their job, according to the world’s largest study of work happiness.
Education stands out as the happiest industry, out as the happiest industry, followed closely by aerospace and defense, and government and public administration. While at the other end of the scale, real estate is the unhappiest, followed by management and consulting, and automotive.
This data has been released from Indeed’s Work Happiness Score which currently displays data for over 1,800 organisations in the UK across 25 different sectors. The score reveals how people feel at work and why, measuring happiness by allowing current and former employees to rate companies on a scale of one to five based on a simple statement: “I feel happy at work most of the time.”
The score, which has so far had more than 170,000 UK responses and 6M globally, considers factors of Belonging; Appreciation; Inclusion; Support; Purpose; Energy; Learning; Achievement; Trust; Flexibility; Compensation; Stress Level; Satisfaction and Manager Support.
The Work Happiness Score was developed with guidance from Dr Jan-Emmanuel De Neve, Professor of Economics at Saïd Business School and Director of the Wellbeing Research Centre at Oxford University,and Dr Sonja Lyubomirsky, Professor of Psychology at University of California.
Supporting research of 2,000 British employees found the average worker spends a fifth of every year feeling unhappy in their role and more worryingly, one in 10 (11%) even start feeling unhappy less than six months into a new job.
But it seems unhappiness in the workplace isn’t restricted to 9-5 – it has a knock on effect on Britons’ personal lives too. In the survey, a fifth (19%) of the Scottish workforce admitted they struggle to find enjoyment in other aspects of their lives due to feeling unhappy at work, while one in five (23%) have taken work frustrations out on their partners.
Over two thirds (70%) agreed that their workplace unhappiness has negatively impacted their physical and/or mental well-being, with 37% losing sleep and 41% lacking energy. A third (33%) of unhappy workers have consequently experienced physical symptoms, with headaches and migraines (55%) the most common ailment and 53% experiencing insomnia.
But while the pandemic threw the jobs market into disarray, for some it was a time of great realisation. It gave a quarter (24%) a chance to reflect on their current career, find a new perspective post-pandemic (20%) and re-evaluate how happy they feel at work.
Prompted by the pandemic, over two fifths of workers (44%) now feel more motivated to make changes to their career and find more happiness at work, stating that a higher salary (28%), better work-life balance (28%), and more praise and recognition (15%) will be sought out during their job search. In fact, 89% who are planning to leave their current job believe happiness in their next role is important.
Proving why it’s so important, being happy at work can lead to a myriad of benefits including less stress and pressure (33%), improved mental health (30%) and experiencing more enjoyment out of life (29%).
LaFawn Davis, Senior Vice President, Environmental, Social & Governance at Indeed said: “Happiness should not be a privilege but when it comes to work, it’s a fundamental right. Measuring happiness is key to understanding employee experience and creating happier organisations, which is why Indeed worked with experts to develop the Work Happiness Score.
“It offers further transparency to help job seekers and employers make better choices and build a better world of work. For employers, this means taking a holistic approach to employee wellbeing, and our Work Happiness Score will make it easier for them to measure drivers of happiness to see where improvements can be made. For jobseekers, the feature provides key insights into work environments where they will be happiest.”
Dr Jan-Emmanuel De Neve, Professor of Economics and Director of the Wellbeing Research Centre at Oxford University said: “Happiness at work is critical to people’s wellbeing but it is also a driver of their productivity and success.So employers are well advised to get the emotional pulse of their organisation and have a frequent measure of workplace happiness.
“That’s why I’m thrilled to have been involved in developing Indeed’s Work Happiness Score to offer employers and employees robust measures of work happiness, and its drivers, that can be readily compared across thousands of organisations.
“As someone who has spent years of my career studying well being, I am excited to see how these publicly available survey results will change how people choose jobs and how employers build workplace cultures.
“This is only the beginning and I’m so excited to witness the positive impact this score has on fostering happy and thriving workforces across the UK and globally”
From three hundred applicants to three appointments – apprentices join world’s top communications firm here in Scotland
Three Modern Apprentices have joined the 50-strong team at Weber Shandwick in Scotland as the consultancy signs up to the Young Person’s Guarantee and commits to supporting more young people into a career in communications.
Erin Butler, Olivia Yeneka and Ewan Bruce were selected from over 300 applicants to the programme, which is being delivered in partnership with Kelvin College.
Over the next year they will enjoy a mix of classroom and on-the-job training, which will see them develop skills in media relations, social media, creative, public affairs and insights.
Natalie Buxton, Managing Director of Weber Shandwick in Scotland is also a member of the Scottish Apprenticeship Advisory Board and a Chair of its Gender Commission.
She said:“Our industry is growing and we need more people from more diverse backgrounds to consider a career in communications. In addition to offering excellent career opportunities for our apprentices I believe they will make us better at delivering for our clients.
“Erin, Olivia and Ewan have joined a fast-paced and exciting working environment and are already learning from some of the communications industry’s best talent, not just here in Scotland, but with colleagues across the UK and globally. I am really excited to see how they develop over the next year and beyond.”
Minister for Youth Employment and Training Jamie Hepburn said: “The Young Person’s Guarantee is a joint commitment to provide opportunities for all 16-24 year olds in Scotland through jobs, apprenticeships, further and higher education, training programmes and volunteering.
“I’m delighted that Weber Shandwick have signed up to the Guarantee and are creating such valuable work-based learning opportunities. I would encourage all employers to think about how they can help our young people at this time.”
The apprentices are full-time, paid employees who are earning a Living Wage while they learn. They can expect to gain an SVQ Level 7 Qualification at the end of their 12-month contract. Weber Shandwick has committed to delivering a combination of formal and on-the-job training including strategic planning, creative, media relations and digital strategy across a range of sectors, including consumer, tech and energy.
Weber Shandwick has won some of the most prestigious awards in the industry; in 2020 it was named to Ad Age’s Agency A-List and honoured as PRovoke’s Global Agency of the Decade. The agency was also nominated as one of the Best Places to Work in 2019.
Senior Associate Rebecca Halligan, who joined Weber Shandwick through the apprentice scheme in 2017, said: “Becoming an apprentice at Weber Shandwick was an excellent way to join the world of PR.
“I was allowed the opportunity to develop my skills in the areas I enjoyed and have been able to maximise my potential since joining the team.
“From working on big brands since day one, training in offices across Europe, and being welcomed with open arms into the team, Weber Shandwick’s apprenticeship programme is an unbeatable start to a career in communications.”
