Tag: Employee

Texas Lt. Gov. Dan Patrick named “banning discriminatory ‘DEI’ policies in higher education” a top priority

In a series of memos sent by Chief of Staff Gardner Pate in February, Texas Governor Greg Abbott’s administration announced its intention to ban “diversity, equity and inclusion” initiatives in state agencies and public universities. In response, the University of Houston (UH) announced that it would not use DEI statements or factors in its hiring or promotion practices in order to comply with state and federal laws.

UH Chancellor Renu Khator stated in a March 3 email to HR Dive: “We have no offices, departments or programs promoting discrimination in the guise of diversity, equity and inclusion.” Shawn Lindsey, Associate Vice Chancellor and Associate VP of Media Relations, emphasized that the memo was a reminder of UH policy and that using DEI statements has become a disfavored practice.

Similarly, Texas A&M University (TAMU) announced that it would revoke its diverse hiring practices.

Chancellor John Sharp issued a statement on March 2, saying: “No university or agency in the A&M System will admit any student, nor hire any employee based on any factor other than merit.” Sharp then ordered all A&M System institutions to review their employment and admission practices to ensure compliance with Abbott’s Feb. 6 memo.

University of Texas System Board of Regents Chair Kevin Eltife confirmed at a Feb. 22 board meeting that the system would also be recanting its DEI commitments in compliance with the state. “Certain DEI efforts have strayed from the original intent to now imposing requirements and actions that, rightfully so, raised the concerns of our policymakers,” Eltife said.

Texas Lt. Gov. Dan Patrick named “banning discriminatory ‘DEI’ policies in higher education” one of his top 30 priorities for 2023. This comes alongside his priorities of banning children’s exposure to drag shows and critical race theory in higher education.

The double layer of compliance regarding DEI bans is worth noting. Patrick’s other priority is removing judges and district attorneys who refuse to follow Texas law.

It is clear that Texas public institutions are coming down hard on DEI initiatives, in compliance with state and federal laws. Employers in Texas should take note of these changes and ensure compliance with these new mandates.

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Discrimination worsens after hiring

In a survey conducted late last year, Remote surveyed 1,250 hiring managers and business owners across the UK, US, Canada, Germany, and France to learn more about diversity and inclusion in the hiring process in 2022.

According to the research, 49% of job hunters have experienced discrimination during the hiring process for a new job. A further 52% said they had witnessed this sort of discrimination.

The survey looked at the percentage of employees that have experienced discrimination in the hiring process across the US, France, the UK, Germany, and Canada:

  • United States – 56%
  • France – 54%
  • United Kingdom – 50%
  • Germany – 48%
  • Canada – 36%

Across all countries surveyed, the research revealed that discrimination occurs more against male applicants (52%) than female applicants (44%).

Young people (18-24) are the most vulnerable to, or observant of, workplace discrimination. Two-thirds (69.23%) of applicants in this age group have experienced discrimination in the hiring process.

The investigation also found that discrimination becomes more prevalent after the hiring process. Fifty-five percent of employees said they had experienced workplace discrimination, and 59% said they had witnessed it.

The survey looked at the percentage of employees that have experienced discrimination across the US, France, the UK, Germany, and Canada:

  • United Kingdom – 59%
  • Germany – 59%
  • France – 55%
  • United States – 54%
  • Canada – 46%

When looking at the practices that organisations use to promote diversity and inclusion in their hiring processes, the survey found that the most popular offerings are:

  • Offering workplace flexibility – 23%
  • Acknowledging holidays of all cultures – 21%
  • Providing awareness training and implementing diversity and inclusion policies for HR or People teams and hiring managers – 20%
  • Implementing scorecards to support managing bias during the hiring process – 20%
  • Advertising roles through new channels that target diverse candidates – 19%

Inclusive hiring practices are essential to the success of any organisation and influence their ability to attract and retain top talent, build a positive work environment, foster a rich company culture, improve productivity, and increase creativity and innovation.

By prioritising diversity and inclusion, organisations ensure they can take advantage of the workforce’s full potential and build a more inclusive environment.

On the other hand, without these practices, organisations risk missing out on sources of innovation and creativity.

Thirty-six percent of UK employers and hiring managers said that managing inequitable inclusion (the concept that diversity means different things to different people) is the biggest challenge.

Following this, 35% said that communication issues relating to language barriers, slang, colloquialisms, and cultural misunderstandings are challenging.

Time to train employees about different ways of thinking and approaching a scenario is the third most common challenge at 34%.

 

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How businesses can respond to Rishi Sunak’s childcare reform u-turn

Prime Minister Rishi Sunak has indefinitely shelved childcare reform plans. The overhaul of the UK’s childcare system was initially proposed by Sunak’s predecessor, Liz Truss.

The overhaul included plans to scrap mandatory staff-child ratios and increase free childcare support by 20 hours a week. Instead, Sunak is preparing his own reform plans on a far smaller scale, which are expected to take months to arrive.

Sunak’s announcement comes at a time when food prices are the highest on record, and parents have unprecedented childcare fees to contend with; the annual fee for full-time care for a two-year-old increased by 171% from 2000 to 2021.

In response, the Confederation of British Industry highlighted the difficulties facing working parents across the country, announcing that £9bn of investment is required to improve the childcare system.

Businesses must focus on improving workplace fluidity by promoting flexibility and granting autonomy to support employees emotionally and financially through rising childcare costs, suggests Nicole Bello, Group Vice President EMEA at UKG.

Nicole Bello, Group Vice President EMA at UKG, said: “Businesses should not underestimate the mental and financial toll the cost-of-living crisis is inflicting on their staff, and they have a moral obligation to support employees in these trying times. This means engaging with the political and economic climate to identify how employees are being impacted and introducing measures to address these challenges.

“The childcare reform U-turn is a prime opportunity for business leaders to proactively support staff who are struggling with rising bills. The easiest way businesses can assist the employees affected is to offer a truly flexible model of working, that gives colleagues the chance to schedule shifts or office days around childcare demands.

“For example, employers may consider lowering the minimum requirement of days spent in the office per week so that staff can stay home and save on nursery fees. Alternatively, businesses could scrap office rotas and instead let employees decide which remote working days best suit them, allowing colleagues to venture into the office when relatives can offer childcare support.

“Leveraging HR technology and automating ‘People Operations’ are also effective ways of introducing much-needed malleability to schedules and granting staff the autonomy to work around childcare needs. Self service HR tools allow employees to swap shifts, change their availability or pick up overtime via their mobile device, making it easy for staff to alter shift patterns and reduce the financial burden of external responsibilities.

“Businesses should also make educational resources accessible through HR portals, as well as sending out targeted alerts that update staff when new material becomes available. Doing so provides colleagues with the knowledge to make informed financial choices and notifies them whenever a new measure is introduced with their financial welfare in mind.

“Times are undeniably tough for both businesses and their staff, but the organisations that prioritise the needs and wellbeing of employees will be rewarded with loyal and engaged personnel for years to come. It’s important to remember that nobody understands the requirements of the current workforce better than employees themselves, so trusting them with an agile and empowering working environment is the most effective way of offering support.”

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A conservative hiring strategy emerges for tech giant  

New research from data and analytics company, GlobalData, has revealed that Apple is adopting a conservative hiring strategy. According to the research, the tech giant cut down job postings by 11% last year.

While so many tech companies have announced layoffs, Apple Inc (Apple) is proving to be the exception, with its conservative hiring strategy.

Looking at global figures, Apple’s job postings in China declined by 30% in 2022. The US registered an 8% decline. On the other hand, markets in Taiwan, Mexico, Switzerland, Turkey, and Sweden witnessed growth in job postings.

GlobalData’s Job Analytics Database showed that Apple’s focus areas include artificial intelligence, machine learning, automation, sales, wireless systems, 4G/5G/6G, and iOS/android. In addition, several job postings also revealed that Apple is focusing on improving its supply chain.

Sherla Sriprada, Business Fundamentals Analyst at GlobalData, comments: “Apple has not announced any layoffs recently but is being selective in its hiring process with focus on key areas and geographies, which can be attributed to various factors such as its financial performance and strategic priorities. In contrast, Alphabet Inc (Google), which announced layoffs in January 2023, had its job postings increase by 13% in 2022 over 2021.”

 “Apple has a reputation for prioritizing its employees. As a result, layoffs may not be seen as the preferred solution for the company, even in times of economic uncertainty. The company may have decided to prioritize investment in research and development, or to focus on expanding its product offerings, rather than cutting costs through layoffs.”

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Spain, Italy, and France are top destinations

According to new research, more than half (57%) of workers are planning to extend their holidays this year to work abroad.

The research undertaken by flexible workspace operator, IWG, revealed that 88% of workers plan to work from anywhere – UK or away – this year. Hybrid working has opened up opportunities for employees to work from anywhere, and many companies are responding accordingly. For example, companies such as Airbnb and Spotify have introduced work-from-anywhere policies to provide employees with flexibility when they travel.

The research showed that 67% of workers believe that they can perform their job effectively abroad, and a further 71% agreed that they would only consider a new job if it gave them the flexibility to work from anywhere for at least some of the time.

In terms of the benefits of working from anywhere, the following were cited:

  • Improved work-life balance (76%)
  • Spend more time with friends and family abroad (52%)
  • Saving money by travelling off-peak (47%)
  • Being able to enjoy longer holidays (30%)

Eighty-nine percent of office workers surveyed said they’re now more likely to work from anywhere than pre-pandemic. A further 83% believe that businesses’ adopting hybrid working has made this lifestyle possible.

‘Flexcations’ are also a popular perk. Seventy-six percent of respondents said they would be more inclined to work for a company offering frequent ‘flexcations’ as a perk.

The top locations for hybrid overseas workers:

  • Spain
  • Italy
  • France
  • United States
  • Greece

According to IWG’s office usage data in popular overseas locations for the start of summer:

  • Barcelona, Spain, saw a 168% increase in usage from June to July
  • Italy saw significant rises for its shared offices in Turin (+412%), Milan (+312%), and Rome (+137%).
  • France also recorded growth in its offices in Rennes (+249%), Lille (+155%), and Reims (+147%).

While employees are keen on making the best of the summer months, employers must update policies. Forty-one percent of employees said their employers did not have an official policy in place, and this was preventing them from working from anywhere.

Mark Dixon, IWG Founder and CEO, commented: “For an increasing number of workers, the days of the daily commute are over, now that hybrid working offers the opportunity to work wherever we will be the most productive. And thanks to cloud technology, that can be anywhere in the world, provided there’s a high-quality internet connection available.

“So, it’s no wonder that more and more individuals are embracing the idea of combining work with travel, whether it’s for a few days tacked on to the end of a vacation, or a few months as a digital nomad.

“This trend is set to accelerate further, and we will continue to see more and more companies embracing WFA policies to improve employees’ work-life balance and increase their attractiveness as an employer.”

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“Do you get paid for training?” is top result

In an analysis of Google search data by LMS provider Digits, the most searched for employee training-related questions in the UK over the past 12 months were revealed.

Digits’ study showed that some of the most frequent queries about employee training stem from uncertainty around who is responsible for paying for the training and whether people will be paid while they are in training.

According to the research, the most Googled questions about employee training during the last 12 months in the UK are:

  • Do you get paid for training at work? – 480 average monthly searches
  • What is training and development? – 480
  • What employee training is required by law UK? – 210
  • What is off-the-job training? – 210
  • What is on-the-job training? – 210
  • Do I get paid for mandatory training UK? – 170
  • How often do day staff require fire training? – 140
  • What is staff training? – 140
  • Why is staff training important? – 140
  • How often do night staff require fire training? – 110
  • Should I be paid for mandatory online training UK? – 110

Thirty percent of the top 10 most frequently asked questions about workplace training and development mentioned the word ‘paid’. A further 22% of the top 108 questions contained the words’ pay’, ‘paid’, or ‘charge’.

While it isn’t possible to identify who is asking the questions, the wording can sometimes reveal whether the searchers are employers or employees. For example, people using the words’ employee(s)’ or ‘staff’ (which appeared in 34%of the top 108 training-related queries) are more likely to pose ‘how’ or ‘what’ questions. These are likely on behalf of their company or as part of their job to enhance their broader knowledge of planning and improving workplace training.

On the other hand, people using the words ‘I’, ‘my’, or ‘you’ (appearing in 24% of the top 108 training-related queries) are likely to be employees looking for answers to questions that affect them personally. These people ask ‘do’, ‘can’, or ‘should’ questions to find more ‘definitive’ answers.

Bradley Burgoyne, head of talent at Digits, commented: “Digits’ latest research sheds light on the types of questions that UK workers and their leaders want answers to and the information that they are lacking about staff training. What it highlights to me is that people do want to understand more about what training and development involves and how to make it work for them, which is great because training should benefit employees and organisations equally.

“It also shows that HR and L&D teams have a real opportunity to spearhead knowledge sharing within their organisation. Thanks to this new research, we know the most popular training questions that employees are asking. So, it’s up to employers to be more proactive in communicating the answers to these questions to their workforce.”

“If you were employed after 6 April 2020 your written terms must set out the training that you have to complete, including training your employer does not pay for. If you started before that date, you need to request clarification from your employer. It is, however, standard and best practice that employers pay for your time to complete this (eg your training is completed during your usual paid working hours, or you receive additional pay for the hours in which you complete this outside of your usual work pattern).

“If you’ve been asked by your employer to undertake some training that’s going to develop your skills and help you do your job better and more efficiently – then, again, it is best practice to be paid for the time that you spend on that training (in addition to your employer funding the cost for the training) as it’s also going to benefit the organisation that you work for. To ensure that you are paid for that time, the training should, ideally, happen within your usual working hours.

“It can be slightly more nuanced for employees that are enrolled on long programmes of training, such as degrees or MBAs. These types of training usually require a bit of give and take from both parties, and employees would typically be expected to use a certain amount of their personal time (unpaid) alongside any paid study time.

“It is common and healthy for employees to approach their employers with requests to undertake training, attend a course, or get a qualification in something that may or may not be relevant to their role. It’s then for both parties to work together to agree who will fund the training and what aspects of the training time will be paid or unpaid. Separately, it’s worth noting, that you do have a legal right to request time off from work to undertake study or training under Section 40 of the Apprenticeships, Skills, Children and Learning Act 2009, which employers have a duty to consider.

“In most instances, it’s important that both you and your employer get all the details and conditions set out in a learning agreement. This agreement should detail who is funding the training and what time off will be paid or unpaid, plus things like if travel expenses to attend the training and associated learning materials are covered. It should also include a clause about when an employee may have to repay the costs of their training if they leave the organisation within a certain timeframe before or after completing their course, which can also act as an effective retention method for employers.”

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UK government gives thumbs up to screening and identity services firm

Background screening and identity services firm, Sterling, has become the first such organisation to become a certified digital identity service provider (IDSP), under the UK Digital Identity & Attributes Trust Framework, for UK Right to Work and DBS Criminal Record checks.

The company, which meets the requirements of the trust framework, can employ in-session biometric and document verification to confirm a job candidate’s identity. This fulfils the standards to digitally process DBS Criminal Record and UK Right to Work (RTW) checks. In addition, the company can provide employers with a statutory excuse for UK Right to Work.

The digital nature of these checks is set to reduce turnaround times, improve accuracy, and reduce the chance of identity fraud.

Steve Smith, President International at Sterling, commented: “We are delighted to announce that Sterling is the first identity and background screening service provider to become a certified digital identity service provider (IDSP). IDSP’s can carry out digital identity verification to a range of standards or levels of confidence, and this development will improve the experience for both the job candidate and the employer.”

“In addition, Sterling’s certification as an IDSP is well timed, particularly as the competition for talent intensifies and with growing concerns around identity fraud. While some businesses may not immediately recognise the advantage of using an IDSP, the introduction of digital identity should be viewed by employers as a positive change: Working with a registered IDSP will allow firms to benefit from technology that can significantly improve the candidate experience, as well as the speed and accuracy of their background checks.”

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95% of UK employees say their company doesn’t offer wellbeing support

The Employee Mental Health and Remote Working report conducted by virtual events and in-person team building company Wildgoose has revealed that one in six UK employees feel worried that raising mental health concerns with their company could put them at risk of losing their job. The report on mental health and remote working surveyed employees from 129 different companies on whether their mental health at work had improved or become worse during the last year. It also asked if those surveyed felt comfortable raising any mental health concerns with their employers and what they believed would happen if they did.

Results showed that 86% believed that their workplace is not a safe space for employees to be open about mental health.

According to the report, over the last 12 months, two in three employees have experienced worse mental health at work, compared to the previous year. As remote and hybrid working environments continue to be adopted by more UK businesses, evidence suggested that companies have struggled to adapt their mental health support processes, with the report revealing that one in three employees feel less able to raise mental health concerns during remote meetings, which has caused issues to go unnoticed.

The results also showed that just over one in eight companies in the UK don’t have a process in place for remote workers to report mental health concerns with the highest prevalence in SMEs, where this figure nearly doubled to one in five not having a process in place.

What employees want from their employers

Worsening employee mental health continues to be a growing concern and the researched showed that the change most desired by employees is for companies to offer more regular in-person meetings (36%) and for managers to receive better training on identifying signs of poor mental health (36%).

Just under a third of respondents (32%) stated they would like to see a process policy of reporting mental health concerns, which is not currently broadly offered, followed by assurances of job security after reporting.

Wildgoose Managing Director Jonny Edser commented: “As remote and hybrid working practices become more widespread, companies need to start doing more to ensure that employees are still receiving the same levels of mental health support. It’s essential that employers communicate with their staff, finding out how they would like to be supported. Perhaps they’d appreciate more regular workload reviews, weekly face-to-face meetings, or even the creation of better mental health policies. The most important aspect is that employees feel comfortable and safe to discuss any concerns.

Kristen Keen, founder and owner of Cluer HR, also commented on the report: “Unfortunately, there is still a stigma that surrounds mental health issues and a lack of education on the subject. To help improve employee wellbeing at work, both managers and the entire workforce should receive training, so that everyone can recognise and understand mental health issues. Plus, having 1:1 meetings with employees is a great way to encourage people to safely discuss any problems they are having.”

Full report available here: https://www.wearewildgoose.com/uk/news/employee-mental-health-and-remote-working-report/

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68% admitted that they are concerned it will have a negative impact on their career 

According to new research from people analytics company Visier, more than three quarters (76%) of Brits have admitted they’ve been ghosted by an employer or prospective employer in the past 18 months, despite over half (59%) having ghosted themselves.

The study asked 1,000 UK employees who have looked for work during in the past 18 months about their experiences with ghosting, using Psychology Today’s definition of the term as ‘abruptly ending communication with someone without explanation’ in association with the workplace from recruitment through to starting a new role.

The survey’s findings indicated that ghosting has become an accepted phenomenon in the workplace, with 37% of Brits admitting to ghosting an employer in the last 18 months, 30% ghosting a potential employer and 10% to both. This is despite more than a third of Brits stating that they’d be angrier if an employer or prospective employer ghosted them, than they would be if they were stood up by a date.

Hypocritical Britain 

Study results insinuate that employees are perpetuating the poor behaviours they hate from their prospective employer counterparts because when it comes to these behaviours, job seekers’ willingness to ghost increased steadily with job level seniority, which, the study suggests means that the more senior the worker, the more comfortable they are with ghosting their current or prospective employer.

According to results, the highest levels reported that they had ghosted a current or prospective employer within the last 18 months: C-Suite (95%), mid-level management (84%), first-level management (67%), entry-level (48%).

Professional ‘Ghosters’ 

The research also served as a stark reminder that ghosting is no new fad. It’s been around for some time and it’s a trend that is likely to pertain, especially as an increasingly buoyant labour market and skills shortages across almost every industry place more power into the hands of employees. In fact, some 61% of job seekers say they feel perfectly comfortable with ghosting an employer or prospective employer.

And, with more job opportunities available because of the hybrid working model (46%), a less personal recruitment process (45%) and the fact that ghosting is so common (37%), job seekers admitted in the survey that the pandemic has made them more likely to partake in ghosting.

The challenge for employers in the current candidate-driven market is that the right position, right salary and good company culture are not enough. The interview itself must be a top-notch experience to attract prospective candidates to a company. A negative first impression (25%) was cited as the number one reason job seekers have ghosted their employer or prospective employer, followed closely by the job role being inaccurate (24%) and a lower salary than expected (24%).

In spite of Brits’ willingness to engage in ghosting, the survey revealed that an overwhelming 68% admitted that they are concerned about the negative impact it may have on them and their career. It’s clear that a level of cognitive dissonance is at play. Despite understanding the potential negative impacts of doing this, job seekers at all levels are willing to do it anyway.

Daniel Mason, VP EMEA of Visier commented: “As recruitment teams continue to rethink their hiring strategies in line with the ‘Great Resignation’ now is the time to also implement measures that can reduce the fallout of job seeker ghosting. Embedding people data into every stage of the recruitment and employee engagement process is one way that recruitment teams can interest potential candidates and retain them. For example, by using data to highlight at which stage a job seeker is most likely to leave the recruitment process, more emphasis can be placed on improving the overall experience based on what the data is telling us prospective employers expect”.

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Emails are most monitored form of communication
A recent study by Instant Offices revealed that there are a number of different employee monitoring trends happening in the new hybrid workplace.

According to the study, new hybrid working models have led to an increased need for employee surveillance software, with demand for the software skyrocketing in 2020 by almost 60%.

Similarly, according to Google Trends, worldwide searches for ‘employee monitoring software’ increased by 35% in 2020 compared with the year before. Key findings from the survey revealed that 78% of companies have reported using employee monitoring software to track worker performance and online activity; 73% say they have stored the recording of calls, emails and messages and these have affected team members’ performance reviews. Frightening findings have revealed that over 50% of employers have implemented non-traditional monitoring techniques and 94% of employers track emails.

The business areas using surveillance tools include financial, legal, retail, technology, healthcare, manufacturing, energy and government sectors.

Common surveillance methods and practices include:

Keylogger software on company equipment (alerts supervisors when workers use devices for personal activities); webcams to track biometric data; screen monitoring and screenshots to gauge productivity and stress levels and employer-provided smartphones equipped with geolocation software to track employees’ whereabouts.

The only way to successfully implement these tools is through complete transparency. More than half of workers feel anxious about their companies surveillant communications. Still, when the employer explains the reasons for the monitoring, over 50% of employees say they are more at ease with it.

 Mark Turner, Chief Technology Officer at the Instant Group commented: “The rise in remote working and an influx of new technology means monitoring has ramped up. When used strategically, this tracking benefits all– businesses can identify resourcing issues, streamline processes and identify gaps, while employees can use the data to prioritize, manage workloads and track productivity. The key to using monitoring tools successfully is transparency and communication. If you can show your teams that using a piece of tracking technology not only benefits the business, but them too, then you’re on the right track.

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