the magazine - Monkey Puzzle Training

Transcription

Issue 9 - June 2016
Wellness Special
MALE
DEPRESSION
Spotting the Hidden Signs
in the Office
ALSO IN THIS ISSUE
Presenteeism
When you’re there, but not
really there
Better by Design
DOGS AT WORK
LANDING THE RIGHT FISH
EVERY TIME
EMPLOYMENT SNAPSHOT:
EUROPEANS ON THE MOVE
Making the office a pleasure to
work in
MEASURING SUCCESS WITH
PRE-EMPLOYMENT SCREENING
IAN COGNITO
“There seems to be
no issue that divides
UK public opinion
more profoundly than
membership of the EU”
news, opinion, features, reviews, point-of-view
18
40
4
FEATURES
JUNE 2016
10
DOGS AT WORK
14
LANDING THE RIGHT FISH EVERY TIME
18
THE HIDDEN FACE OF MALE DEPRESSION
22
MAKING BUSINESS BETTER BY DESIGN
With more businesses at least considering the possibility of letting staff
bring in their four-legged friends, let’s weigh up the benefits and the ruff
side of the argument. Paula Good investigates.
John Fuggles from IQNavigator looks at what we can learn from
the art of ‘tickling trout’ when it comes to talent sourcing.
John McLachlan and Karen Meager report on how to spot male depression
within the office.
Regardless of how you earn a crust, going into work can sometimes be a
bit of a chore. You miss the family, your own space and at times it can be
downright inconvenient!
www.adionamagazine.co.uk
CONTENTS
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28
EMPLOYMENT SNAPSHOT:
EUROPEANS ON THE MOVE
The principle of free movement, long-enshrined
as one of the central pillars of the European Union,
has never been so topical. Mariano Mamertino,
Economic Research Analyst at the World’s largest job
site, Indeed, investigates.
32
DON’T JUST GO WITH YOUR GUT...
Rachel Bedgood, CEO of Complete Background
Screening (CBS) investigates how some
organisations are measuring success with preemployment screening.
36
44
3 STEPS TO ENSURE EFFECTIVE HR
While 81 per cent of CEOs see HR playing a critical role
in developing business strategy, only 32 per cent of them
intend to recruit their next HRD internally. Written by Tim
Edwards, consultant at Korn Ferry Hay Group
40
48
GLOBAL CONFERENCE CALLS
A great opportunity or a necessary evil? Written by
Alyssa Bantle, Global Curriculum Manager, Intercultural &
Language Training, at Crown World Mobility.
PRESENTEEISM
Presenteeism is the latest buzzword in employee health
and wellbeing, and it is becoming an increasingly
important issue for many businesses. By Declan Byrne,
Managing Director at One4all Rewards.
THE EU: MIGRATION TRENDS AND
THE POSSIBLE IMPLICATIONS OF
BREXIT
Paula Good reports on the key domestic and
international factors prompting EU migrants to choose
the UK as the destination of choice in recent years.
REGULARS
10
7
EDITOR’S WELCOME
27
THE GOOD OPINION
51
ON THIS DAY
52
WORLD DESTINATIONS
54
INTERVIEW
Welcome to June’s edition of Adiona Magazine.
Employee wellness is on a lot of employer’s minds
currently. And deservedly so! With such issues as
absenteeism, presenteesim...
17
CULTURAL TIPS
Continuation of the regular piece within the magazine,
offering advice on a different culture each month. This
month, top tips for working with the Vietnamese.
Will the PM call for an end to tax haven secrecy?
5, 10 and 20 years ago this month.
This month, we look at the incredible city of New York,
USA and what an expatriot can expect to find there.
This month, we are delighted to be able to talk to Will
Davies, Director of HR at Ordnance Survey.
58
POSTSCRIPT
Regular article from our ‘Man on the inside’ Ian Cognito
JUNE 2016
5
Adiona Magazine
Belvedere House, Basing
View, Basingstoke,
Hampshire
RG21 4HG
EDITOR-IN-CHIEF
Michael Azzopardi
[email protected]
MANAGING EDITOR
Paula Good
paula.good@adionamagazine.
co.uk
CONSULTANT EDITOR
Andy Harris
GROUP PUBLISHER
Adrian Leach
CONTRIBUTORS
Paula Good, John Fuggles,
John McLachlan, Karen
Meager, Mariano Mamertino,
Rachel Bedgood, Tim
Edwards, Alyssa Bantle,
Declan Byrne, Will Davies
ADVERTISING
Tel - 01256 313781
[email protected]
WELCOME TO
Adiona
Magazine
Your essential guide to employee relocation,
business travel, accommodation and employee
benefits!
W
elcome to June’s edition of Adiona
Magazine.
Employee wellness is on a lot of
employer’s minds currently. And deservedly so! With
such issues as absenteeism, presenteesim and workbased stress affecting so many people, organisations
have a responsibility to ensure their staff’s health &
wellness.
This month, we take a good look at these issues,
amongst others, and how we, as responsible employers can take effective
steps to ensure their staff are happy, healthy and enjoying what they do
for a living.
The nominations for the inaugural Adiona Magazine Awards have been
selected and voting is now open! Please do feel free to pop on over to the
main website at www.adionamagazine.co.uk to see who has made the
shortlist and vote for your favourites.
As always, we are more than happy to hear from our readers. This can be
done via email at [email protected]
We hope that you enjoy the issue.
Michael
Michael Azzopardi, Editor-in-Chief
[email protected]
All submissions to Adiona Magazine are
made on the basis of a licence to publish
the submission in Adiona Magazine and its
licences editions worldwide.
All photo credits Fotolia, unless otherwise
stated.
Any material submitted are sent at the
owner’s risk and although every care is
taken, neither Adiona Magazine nor its
agents shall be liable for loss of damage.
We are not responsible for and do not
necessarily hold the opinions expressed by
our content contributors. E&OE.
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JUNE 2016
7
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JUNE 2016
9
PETS AT WORK COVER FEATURE
DOGS AT WORK
M a n ’ s
b e s t
f r i e n d
o r
p e t
h a t e ?
We all know of a forward thinking, funky office complete with a pet
dog who has his own profile on the team web page and his own
cute canine job title. But with more businesses at least considering
the possibility of letting staff bring in their four-legged friends, let’s
weigh up the benefits and the ruff side of the argument. PAULA GOOD
investigates
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JUNE 2016
W
ITH BRING YOUR Dog to Work day
(24 July 2016) rapidly approaching,
the concept of installing a fluffy
workfellow into your place of
employment is gaining column inches. And on
paper at least it seems like a good idea.
The concept of having an office dog is by no
means new. And the health benefits of having
a canine companion around (at work, in
care homes, in hospitals, in schools) are well
documented. They can help to reduce stress
through stroking, force you to take a break and
stop for lunch (after walkies, that is!) and breathe
some fun and comradeship into the stuffiest of
workspace. Dogs can instil a sense of calm or
diffuse difficult situations in a wag of a tail. And
they will give even the most polar opposite people
a mutual talking point, the perfect ice breaker in
the disjointed corporate world.
POOCH PERK
A newer trend is welcoming employees’ dogs
into workplaces as a company benefit. Businesses
around the world are letting staff car-share with
spoilt pooches who then spend the day snoring
contentedly under their desks. At least they can
get on with the job rather than wondering what
their canine companion is chewing up at home or
fretting over getting back in time for the next toilet
break.
Companies trialling such a set-up cite many valid
reasons for allowing the infiltration of furry fellows
into the office. Pet-owning staff are more relaxed
knowing Rover is safe, they don’t have to dash
home, they are happier and more contented and
have reason to socialise and collaborate – which
can only be a good thing for any team.
So is having Fido at work even legal? Bringing pets
into work doesn’t breach any specific law and
there are no general laws restricting employees
or employers from doing so but it very much
depends on the individual workplace and its own
in-house rules. However, if the company deals
with food or provides health or medical services it
JUNE 2016
11
Whether it’s a
general fear
or a sense of
repulsion over
their smell,
their food or
their habits, not
everyone is a
dog lover
may well be breaking the law if there are animals
roaming freely around.
On the other hand, employers are not obliged
to allow staff to bring their pets in. Beyond the
potential health and safety hazard of having
a dozy canine lolling around on the floor or
scratching around cables they can also prove a
distraction or even decrease productivity as canine
food and comfort breaks take priority over their
immediate workload. The only exception to this is
guide dogs. In this case, the employer is obliged
to make the necessary adjustments upon their
employment to accommodate the animal. Failure
to do so may put the business in breach of the
Disability Discrimination Act 1995.
ANIMAL MAGIC
So now we understand the technicalities, are
there any further cases for letting the dog have
its day? Dogs are by nature chipper fellows, so
having that waggy tail waving to all and sundry is
a failsafe way to boost the general mood, which
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JUNE 2016
in turn improves morale and productivity. With
better morale comes reduced absenteeism as it
improves general wellbeing while reducing the
aggravation of stress-related ailments like heart
disease, diabetes, high blood pressure, depression
and cholesterol.
Besides providing a common ground for staff,
increased communication enabled by the
presence of a pup can boost an otherwise glum
workspace. Colleagues have a new opportunity
to form friendships and work more efficiently
together as a result. In a similar way, having a
dog at work, like a wayward toddler, can be an
icebreaker, forcing otherwise socially ambivalent
colleagues to exchange pleasantries and interact
for a reward in the form of a bundle of dog settled
at their feet.
While improving the ambience in the office,
having a corporate canine companion forces
owners to get up from their desks during the day
and take a walk. Regular exercise can reduce stress
and having a pair of soppy brown eyes pleading
for walkies might be another incentive to adopt
a more active workday. Taking ten minutes away
from a stressful problem or to
consider a dilemma could be
just the answer.
NOT EVERYONE’S BEST FRIEND
But while there are many
reasons why bringing Fluffy to
the workplace is a great idea,
there are just as many for why
there aren’t more companies
rolling over to offer this perk.
For starters, and before we need
to get any more technical, some
people just don’t like dogs.
Whether it’s a general fear or
a sense of repulsion over their
smell, their food or their habits,
not everyone is a dog lover.
So before a company allows a
(dog) blanket ruling permitting
pooches in the office it’s only
considerate to check everyone is
OK with it.
There are also boundaries. Will
dogs be permitted across the
board or will it be limited to
certain – perhaps more docile or
compact – breeds. And where
do you draw the line? Some of
the smallest flavours are also
the most skittish or yappy. And
that’s before we take the animal’s
personality on board. While
one mutt may be happy with
his bowl of dog meat another
may see lunch time as the ideal
opportunity to mingle, elated at
the prospect of an impromptu
buffet.
Then there’s the serious business
about pet allergies. Even if none
of the immediate team have an
issue with pet hair, what about
future employees? Or clients?
PETTY ARGUMENTS
The responsibility of having
your pet in the office could be
as much of a distraction as a
benefit. Can you bring enough
food, treats, things to do, to
last the whole day and will the
responsibility affect your ability
to focus? Is the workspace petproof? You have to consider
your animal’s safety too. How
is the general atmosphere in
the workplace? If it’s loud will
your dog get distressed? If it’s
distressed will it disrupt the
team? And let’s not forget once
you invite in one animal they
could have lots of less than
welcome stowaways on board
and nobody in their right might
would fancy fumigating the
office on a Friday after work.
Clearly there is a lot to consider.
Perhaps Bring Your Dog to Work
day would a good opportunity
to test the water? See how they
fit in and what it actually takes
to keep a pooch employed. And
where will it end? While a dog is
a portable and adaptable fellow,
much the same might be said
about some cats, or parrots or
fish, or stick insects. The most
important thing is to get a
dialogue going, where everyone
gets the chance to express their
wishes and offer their opinion.
And if you find negotiations are
going nowhere, why not stick
a dog in the meeting – rumour
has it they’re a good icebreaker!
JUNE 2016
13
TALENT SOURCING COVER FEATURE
LANDING THE
RIGHT FISH
EVERY TIME
JOHN FUGGLES from IQNavigator looks at what we can learn from the
art of ‘tickling trout’ when it comes to talent sourcing
I
N THE FISHING world, casting a wide net can prove a costly and time
consuming way to land the right fish. Trawling may result in more fish
but offers you little choice in the size or type, with the added burden
of having to sort through the catch to find what you are looking for.
But as all good fishermen know, dangling a hook in the water may catch a
fish, but not necessarily the one you want.
However, there is another way and some skilled trout fishermen take a
more targeted approach. They stand in the stream, select the one they
want and engage in the art of ‘tickling’ the trout. It requires patience to
caress the fish until it becomes so relaxed it can simply be picked up
and tossed on the bank. It can take many hours of practice, but when
mastered this approach delivers great results and great fish.
THE CONTINGENT LABOUR FISHING CHALLENGE
So, what can we learn from trout ticklers in the search for human talent
and in particular, maintaining a healthy stock of good candidates for your
contingent workforce – including contractors, freelancers, temps and
agency workers.
Contingent workers already make up around 25-35% of the overall
workforce and this figure is expected to rise to 45% by 2017. The
contingent workforce can prove to be a real benefit to businesses,
enabling seasonal working and project work. Businesses can then flex the
workforce to meet their workload and demand. A contingent workforce
also allows businesses to utilise the ‘try before you buy’ method, which
helps ensure that employees fit with the company ethos before being
offered a full-time contract.
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JUNE 2016
JUNE 2016
15
TALENT SOURCING COVER FEATURE
However, most companies probably don’t know
how many contingent workers they have working
for them on any one day. It is estimated that
some 60% of the contingent labour workforce
goes unaccounted for in procurement, financial
planning, forecasting and budgeting. Issues such
as cross-border compliance and legislation,
security, onboarding and offboarding, as well
as recruitment and procurement add to the
complexity of managing talent pools.
So, when it comes to recruitment, for volume
requirements you may trawl the waters to fill your
needs, maybe picking the best places to increase
the odds of finding the right catch. But what about
that highly, skilled difficult-to-fill position? Do you
take your chances and dangle the hook or wade in
to tickle the ‘trout’ and get exactly what you want?
submitted their résumé for general consideration
for future openings.
• Interested candidates submitted through other
channels, such as referrals, job fairs, social media,
etc.
The goal is access to high-quality, non-employee
workers fast and at a low cost. A well-managed,
automated talent pool can fulfil that need –
delivering cost savings, shorter time-to-fill
and improved worker quality. Pools also allow
customers to directly engage potential contractors
and provide a way to augment the traditional
supplier/recruiter model. This is a self‐sourcing
model where the pool is, effectively, the supplier.
This enables procurement and HR professionals to
‘select and change’ talent sources as the business
changes. There is no longer a need to select and
settle.
MANAGING YOUR POOL
The old adage, rubbish in, rubbish out, is true
of talent pools and you need to invest time and
effort to create, maintain and manage the right
environment, candidate mix and availability, while
sustaining abundant stock levels. Keeping your
pool fresh also matters if you want to choose from
the very best. Historically, nets were cast wide
to fill positions, leading to pressure on recruiters
to sort and select suitable candidates. Finding
a method to cast wide yet focus in on the right
talent would be far more efficient and also give
better insight into potential workers to match
future needs.
The solution lies in fully-integrated talent pools
that attract and sustain prospective candidates
until they are required. Manage your talent
pool correctly and when the time is right, jump
in to find the perfect candidate. This can offer
significant advantages to organisations that want
to develop an effective way to manage their
growing levels of contingent labour.
Companies can pull potential candidates from
talent pools which include, but are not limited to:
• Previous employees such as retirees who may be
interested in a contract position.
• Previously interviewed candidates – commonly
called ‘silver medallists’ – for a full-time role who
would be a good fit in certain roles within the
organisation, but might not have been the best
candidate when the prior job was available.
• Interested potential candidates who have
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JUNE 2016
Although most business leaders would agree that
talent management is vital to delivering business
results, two thirds of organisations have no talent
strategies in place or any way to identify, develop,
engage and retain their future management pool.
This is often as a result of insufficient time, money
or expertise to manage this emerging priority.
Talent management is also vital to ensure that
employees feel fully engaged in their work and
are given the opportunity to pursue their career
development. Therefore, it is critically important
to make certain that they are placed in the correct
job from the offset. For procurement and HR
professionals, managing the total workforce can’t
just be disparate and reactive anymore—it must
be strategic, integrated and knowledge based. The
key to the success of this is the ability to capture,
harness and analyse large amounts of data to
provide real insight and value. With competition to
win and retain talent increasingly fierce, workforce
management – both employee and contingent
– is now critical to business success and is very
much on the agenda for C-level executives.
A Vendor Management System (VMS) can be used
to automate the end-to-end lifecycle of managing
the employee and contingent workforce,
from sourcing and onboarding to compliance,
tracking and eventual offboarding. It also helps
to reduce costs, mitigate risk and improve overall
productivity and performance.
For more information, visit www.IQN.com.
VIETNAM CULTURAL TIPS
CULTURAL
TIPS
VIETNAM
V
ietnam lies on the Eastern edge of the Asian landmass and is a long, thin country
of some 330,000 sq km. Its northern boundary with China is mountainous as is that
with Laos to the West. In the South it shares a border with Cambodia.
The Capital, Hanoi, is in the North and is the administrative and cultural centre while Ho
Chi Minh City (still referred to as Saigon) in the South is the commercial centre. Vietnam’s
population is just under 90 million.
When doing business in Vietnam it is important to bear in mind the following ‘tips’:
1. “Yes” does not always mean “Yes, I agree
with you” but can mean “Yes, I hear you”. In
conversation, check back to ensure that what
has been agreed, really has been agreed.
2. “Face” is extremely important. Always
stay calm and don’t lose your temper – to do
so would result in a total loss of face which,
frequently, can never be recovered.
3. Numbers are frequently misunderstood
as we tend to talk in “thousands” while the
Vietnamese talk in “hundreds”. Apply due
diligence - if something appears an absolute
bargain, check the figures.
4. At all costs avoid touching someone’s
head. Do not pass anything over someone’s
head either.
6. For successful business partnerships,
it is extremely important to build good
relationships first.
7. Meet individuals of a corresponding status
as it can be difficult to subsequently seek to
meet a more senior individual in the future.
8. Business cards are most important and
one should always have a good supply in
both English and Vietnamese. They should
be presented with two hands, towards the
recipient. engagement.
9. Always treat other’s business cards with
the greatest respect. They should be received
with both hands, studied carefully and then
put away safely (not put in a trouser pocket
or left on the table)
5. In business, patience, perseverance and
sensitivity are key.
Farnham Castle are a global business consultancy offering cultural
solutions to help international organisations work more effectively
with anyone, anywhere in the world.
W: www.farnhamcastletraining.com
E: [email protected]
T: +44 (0)1252 720419
JUNE 2016
17
MALE DEPRESSION COVER FEATURE
THE HIDDEN FACE
OF MALE
DEPRESSION
Spotting male depression within the office
John McLachlan and Karen Meager
18
JUNE 2016
W
HEN SOMEONE IS depressed it’s
obvious surely. When you are
depressed it’s obvious, surely. The
simple answer is no, not always
and when it comes to men then the answer is
no, not very often.
You will have come across the hidden face of
male depression at home, in your relationship,
in your family and at work but you may not
know it. Depression in men is hidden because
depression presents in men differently to
women in most cases. Often men are unaware
they are depressed and may even exhibit
destructive behaviours. There is a reason for
this.
Our focus on male depression doesn’t take
anything away from issues women have.
It’s important to recognise that depression
manifests differently between the sexes and it
1 in 3 of us will
have a mental
health issue in our
lives.
is important for health professionals, families,
HR teams, leaders and work colleagues to
understand the secret suffering someone
you love, are friends with or work with is
experiencing.
1 in 3 of us will have a mental health issue in
our lives. Only 25% of people who seek help
for depression in the UK are men and yet
recent studies conclude that the actual number
of depressed men is nearer 50%. Why the
discrepancy?
The DSM IV diagnostic criteria for a major
depressive disorder is:
Five (or more) of the following symptoms
have been present during the same 2 week
period and represent a change from previous
functioning
JUNE 2016
19
MALE DEPRESSION COVER FEATURE
1. Depressed mood – most of the day, nearly every
day
2. Markedly diminished interest and pleasure in
all or almost all, activities most of the day, nearly
every day
3. Significant weight loss or gain
4. Insomnia
5. Agitation nearly every day
6. Fatigue or loss of energy nearly every day
7. Feelings of worthlessness or excessive or
inappropriate guilt (which may be delusional)
nearly every day
8. Diminished ability to think or concentrate or
indecisiveness, nearly every day
9. Recurrent thoughts of death (not just fear of
dying) with or without a specific plan
If a doctor was assessing someone against this
criteria, he or she would depend mainly on self
disclosure which raises 2 key problems for men
with depression - the first is they are less likely
to go to a doctor and secondly their upbringing
and the shame associated with talking about or
expressing feelings means that they may not talk
about it even if they go.
Many boys are raised to be tough, remember ‘big
boys don’t cry’? It’s OK for boys to be assertive,
strong, rough and tumble. It’s not OK for boys to
be vulnerable, show signs of apparent weakness
or not being able to cope. This, John says, is often
the behaviour he witnessed in his business world.
Men were expected to “suck it up, get on with it
20
JUNE 2016
or deal with it” which is nonsense, unproductive
for a business profitability perspective and from
a health perspective damaging. You only have
to watch a playground reaction to a boy bursting
into tears to see this in evidence even today, or
the reaction to the President of the United states
shedding a tear for gun victims. Be a hollywood
hero is the message, you may be riddled with
bullet holes and have one arm hanging off - but
whatever you do don’t show you are hurting
and do not slow down for a second. We may be
exaggerating and yet in the business world, only a
little.
The drive to be ‘more than human’ is a problem for
both men and women, but it shows up differently.
Generally in women it is seen in an obsession with
being perfect, slim, looking good, being helpful
and nice. Men often experience a strong drive
to be strong, the protector, tough. Both of these
‘more than human’ states are unhealthy, not to
mention, impossible. But sadly society still covets
them to some degree, and this has to change.
Often the shame of expressing emotion is so
deep seated that many men, and we see this
a lot in men aged 40-60 in senior positions in
organisations, repress their feelings so much that
even with the best will in the world, they would
be unable to answer a doctors questions related
to the DSM criteria above. This is the reason why
suicide is the number one cause of death in men
under 50, it’s a sad state of affairs that some men
chose this course of action rather than face the
apparent shame and get help.
Men who are depressed are more likely to behave
in the following ways when depressed:
Addictive behaviour - alcohol problems, affairs,
gambling, eating, not eating and similar and
more obvious things. Less obvious and equally
important are the addictive behaviours that are
all too often viewed as acceptable like excessive
exercise or working very long hours. When these
become obsessions it can be an indication of a
deeper problem.
‘leaking’ of inappropriate behaviour - This could
be sexually inappropriate behaviour, inappropriate
banter, teasing or bullying, outbursts, even stealing
or criminal behaviour. The key difference between
an indication of depressive tendencies and other
issues is that a depressed man will feel bad about
them afterwards, and it will just add to his feelings
of worthlessness. They may go to some lengths to
cover this up so that their behaviour stays hidden.
Both of us have seen these behaviours in the
organisations we have worked in and worked for
and yet all too often it is suppressed or worse still,
tolerated.
relationship perspective? We should add that these
behaviours are not always a sign of depression
and they could also be symptomatic of other
issues but if we add them to the DSM list we get
a better overall picture. If we can help men to
be more open about how they feel, reduce the
shame they feel and stop labelling them weak or
demonising them, the positive impact on business,
relationships and the world could be huge.
Only when they are ready, counsellors can be
found at bacp.co.uk or ukcp.org . If they do go and
see a professional respect their privacy and don’t
expect them to disclose what they have been
talking about in sessions, do make it clear though
that you are ready to listen if they want to speak.
About the Authors:
John and Karen are the authors of the highly
acclaimed book Real Leaders for the Real World,
and founders of Monkey Puzzle Training and
Consultancy, a leading UK training company in
NLP. (wwwmonkeypuzzletraining.co.uk). Karen is
a UKCP registered Psychotherapist and John is a
Clinical Hypnotherapist.
These behaviours not only impact the men
themselves, they impact their family, loved ones
and work colleagues. You can see how this all
links together from a workplace, societal and
JUNE 2016
21
COOL OFFICES COVER FEATURE
MAKING BUSINESS
BETTER BY DESIGN
Written by PAULA GOOD
Regardless of how you earn a crust, going into work can sometimes
be a bit of a chore. You miss the family, your own space and at times
it can be downright inconvenient! You need to get the car fixed,
you’re full of cold, you’re just back from holiday, your family and
friends are all off... There are times we’d rather be anywhere else.
S
ome savvy corporations have seized on
this mindset and rather than gloss over
it, taken inspiration, embracing the fact
it would be better to create a workplace
where people want to be. Whether jampacked with games, toys and treats or taking a
motivational stance to rouse employees, there
are growing numbers of enterprises who have
restyled to rejuvenate their workforce.
Whether you’ll be inspired to join the big hitters
with a larger-than-life layout or you’re after
ideas for following the concept on a more
sensible scale and budget, there are plenty of
things you can do to channel the trend.
Let’s look at some of the more extreme
examples and consider sure-fire ways to get the
team skipping a little faster through the front
door on a Monday morning.
GOOGLE FOUND
Global corporations like Google, Facebook and
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JUNE 2016
YouTube were some of the first to embrace the
idea. Google has bedecked offices worldwide
in its signature bold colours, each is open plan,
inviting, cosy and bright. Some have slides
between levels, others fireman’s poles, there are
aquariums, libraries, whatever it takes to get the
creative juices flowing.
By taking this approach, not only is Google
subliminally reinforcing the brand but also
a positive mental attitude, full of creativity,
passion and energy. They want smart, inspired
workers, switched on and ready… You’ve got
to admit, working somewhere awash with
colour and furnished with bold carpets and
inviting beanbags is bound to invigorate faster
than a concrete box where the colour scheme
matches the exterior.
Do tired carpets and limp fittings bring out
these qualities in those who spend the day
amidst them? And do workers in a poorly
cared-for space feel demoralised and
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23
COOL OFFICES COVER FEATURE
undervalued as a result? Either way, if you feel
your team is a little lacklustre perhaps it’s time for
a change.
seed visual reminders about your business in
important spaces like meeting rooms, the kitchen
or bathroom!
Some workplaces install exercise equipment to
help reduce stress and get people’s bodies (and
brain cells) moving. Others want to offset the
pressures of a deadline with opportunities to
relax – especially if staff are expected to work
overtime. And businesses where people need to
reach a specific mindset often adapt the setting
accordingly. For example a toy manufacturer
might provide a playful environment or a creative
company sources of inspiration. Others offer cosy
nooks for naps or rooftop gardens as somewhere
for a quick escape without temptation to flee too
far from the office.
2. Change of scenery
Are you right in the heart of the city? If you
can’t stretch to a rooftop garden or, in the case
of Spanish architects Selgas Cano a bespoke
woodland bunker, injecting some greenery about
the office can make a difference. Conversely, if
you’re a dynamic brand out in the sticks, a bold
architectural interior or flash fittings could jolt a
weary workforce into action.
Here are some top examples and ways to embrace
them without getting carried away:
3.Unique and ultimately memorable
Remind yourself what makes the business unique
and give your colleagues the means to reach
the same conclusion. If your product is desirable
or aspirational, let them borrow or use it. Take
‘Fruity Towers,’ the home of Innocent drinks. It
prides itself on its no-fuss, great taste approach
and reflects this inside the building, with picnic
benches, artificial grass and an old red telephone
box - the ideal setting for a traditional British picnic
but without the rain.
1. Keep your business in mind
Airbnb has themed its San Francisco office to
reflect its destinations. So whether you’re in a
conference call or chilling in the café you are
subliminally jetted off to Mumbai or Shangai
and reminded of the wonderful experiences
you are creating. On a smaller scale you could
4. Pander to their tastes
Literally. Whether that’s ensuring staff are never
more than 100 metres from food (Google again)
to giving them free rein on the redesign (Zappos
shoes) there is no better way to make your
workforce feel at home than letting them move
in. Unlike other US companies who were quick
The key here is ‘customisation’ – tailoring the
space you’ve got to the workforce you want – and
not only will you boost your company’s appeal but
you’ll boost morale too.
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JUNE 2016
to banish the dreaded ‘work cubicle’ Zappos has
encouraged staff to self-style them instead. If
you’re more open space than closed cubicles, why
not invite opinions on colour and hold design
competitions to get buy-in before you begin.
Dutch interior design company Gummo has taken
a muted approach with decor in hues of white and
grey. But its passion for world preservation will
colour the hearts of employees as all furniture has
been upcycled from eBay and charity shops.
5. Sense of belonging
From informal opportunities to mix - to unique
benefits or bonuses - the more at home they feel,
the more comfortable your workforce will be. Take
Red Bull’s offices in Soho. Created by knocking
together five old pubs not only does this give the
brand and its staff credibility and plenty of cosy
nooks but the reception area transforms into a bar
by night. If you’re not in a rush to install a beer tap,
why not offer a comfy breakout room with little
perks like free fruit.
10. Get a mascot!
If your office feels a little unwelcoming, inject
some unconditional love by letting staff bring in
their pooches! More and more businesses are
getting a pet and instilling designated breaks
for walkies. It’s no surprise Google has its own
appointed canine executives but Tito’s Handmade
Vodka takes the (dog) biscuit by welcoming
all types of animal, including rabbits, parrots,
hamsters…
Set a trend
6. Play for cool points
Italian clothing company Comvert transformed
an old cinema into its new premises and turned
the mezzanine floor into a skate bowl – a brilliant
advert for its apparel. Likewise, staff at YouTube
travel around by Segway and relax with indoor
putting or swimming while waiting for inspiration
to strike. If your corridors are too narrow for a
Segway and senior management have sworn off
skateboarding, you could still install features that
tie your workforce closer to your target customer.
7. Create a community
If you need your workforce to think creatively, give
them room to collaborate. Take the HQ of Bangkok
company Dtac, which moved six separate offices
to one 22-floor building with library amphitheatre,
concert spaces, conversation pits and picnic
tables. Or Shoreditch advertising company Mother
London where everybody sits around an oversized
concrete workbench. You could adapt the idea by
offering a common room, starting a games league
or electing a social committee.
8. Get everyone involved
If you’re not sure what sort of environment would
appeal to your team, invite them to shape it.
Facebook, California, did this the way it does best
– via an online poll – and the result is a modern,
comfortable and stylish setting. The staff have a
sense of ownership as well as self-styled nooks to
DJ, skate or relax.
While their approaches may be acres apart, these
companies have reached the same conclusion
– staff satisfaction is a valid measure of success.
You may not fancy installing hammocks and a
climbing wall a la Autodesk or swings like Box
but there are plenty of other ways to make your
workplace more relaxing, sociable and essentially
productive.
First, establish your motive. Is it to promote
relaxation, encourage screen breaks, crossdepartment collaboration, to inspire creativity?
Then get the workforce on board. Anyone with
artistic leanings might fancy knocking up a mural,
another might be a dab-hand at upholstery. Or
cover a whole a wall with blackboard paint and
let inspiration strike! Pool your talent – you might
have enough sportsmen for a football, netball,
darts or bowling team. Enough flair for a drama
club or choir. Unite your workforce in a shared
quest for healthy living. Introduce a company
‘cake-off’ and sell them off to benefit the corporate
charity. Offer first aid courses, yoga classes,
provide endless opportunities for enrichment and
the whole company will benefit.
9. Save the world without spending the earth
Whether to boost your company’s corporate social
responsibility or reflect its environmental values, a
modern workplace doesn’t need futuristic fittings.
JUNE 2016
25
The Good Opinion
Written by Paula Good
Will the PM call for
an end to tax haven
secrecy?
W
HEN DAVID CAMERON
was finally forced to
admit that he benefited
from an offshore trust set up by
his late father, it felt the entire
nation made a collective, very
heavy, sigh.
It took some doing getting
the PM to confess that he
owned shares protected by
a Panama-based tax haven.
After initial delays and much
procrastination, Mr Cameron
took part in an interview for ITV
where he accepted ownership
but said he was careful to rid
himself of the funds in 2010,
for a profit of around £19,000.
Crucially, he did so before taking
up office.
So what’s all the fuss about? He
paid tax on dividends but was
unable to answer questions on
whether an additional sum of
money - to the tune of around
£300,000 - inherited from his
father benefited from any kind of
tax-haven status.
David Cameron is not alone.
Investors across the world take
advantage of off-shore trusts and
funds, sometimes unwittingly, in
a bid to avoid paying tax in their
own countries.
In this particular case, the prime
minister’s aggressive stance on
combating tax avoidance is key.
His insistence that the Blairmore
Investment Trust was not set
up to help its members avoid
tax does little to reassure those
who feel he tried his very best to
cover up the existence of shares
he once held and benefited
from.
And it was this evasive behaviour
that caused the most outrage despite David Cameron’s efforts
in 2010 to rid himself of any
reasons for critics to accuse
him of ‘vested interests’ or ‘other
agendas’.
Selling the shares,
paying tax due
on dividends and
telling the taxman
all about it, was the
right thing to do
David Cameron, by his own
admission, is a very lucky man.
He enjoyed an upbringing
worthy of a child with wealthy
parents - and an education to
match. But that isn’t a crime and neither is benefitting from
off-shore assets, even though
some might consider them
‘morally questionable’.
when we’re not. But we might
take full advantage of a legal
tax-avoidance measure if it were
offered to us on a plate.
The point is, the rest of us aren’t
prime minister. We don’t have
a direct say in tax legislation and we certainly can’t officially
object to EU efforts to tighten up
the rules when it comes to offshore investments and profits.
Mr Cameron is a vocal
campaigner for transparency
in dealing with corruption. But
by opposing EU efforts to end
off-shore tax haven secrecy, is
he doing so in his role as head
of the UK Government? Or are
there other considerations in
play?
Selling the shares, paying tax
due on dividends and telling the
taxman all about it, was the right
thing to do. Being defensive,
not telling the whole story right
away and shying away from calls
to end tax haven secrecy - in my
view - is not.
Tax is a contentious issue. None
of us likes to think that someone
else is ‘getting away with it’ -
JUNE 2016
27
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JUNE 2016
EMPLOYMENT SNAPSHOT COVER FEATURE
EMPLOYMENT
SNAPSHOT: EUROPEANS
ON THE MOVE
Written by MARIANO MAMERTINO, Economic Research Analyst at the
World’s largest job site, Indeed
T
HE PRINCIPLE OF free movement, longenshrined as one of the central pillars
of the European Union, has never been
so topical. Public debate continues on
how best to cope with the continent’s highest
migration crisis since World War II. At present,
within the borders of the EU’s 28 member
countries, people face virtually no legal barriers to
moving from one country to another. Freedom of
movement is essentially a given.
And today, many Europeans take advantage of
this right: a significant amount of cross-border job
search on Indeed is performed within the borders
of the EU. With over 180 million unique visitors per
month, Indeed has a front row seat for observing
major trends in the global labour market. EU crossborder job search flows are highly revealing for
people interested in understanding how job search
activities translate into actual moves.
Our latest report, Europe on the Move, takes
a close look at who is crossing which borders
in Europe and what this could mean for the
economy. We unveil which countries are winning
and losing the battle in the war for talent. Here,
we focus on some of the key patterns we have
identified in European job search.
UK IS A ‘TALENT MAGNET’ FOR EU JOB SEEKERS
The report analysed tens of millions of searches
by job seekers in EU15 countries, including the UK,
revealing that among those looking for work in a
foreign country, Britain was consistently the first
choice destination.
As the most popular location for European
talent, almost four out of every 10 job searches
of European jobseekers looking for opportunity
in one of the EU15 countries ends up on Indeed.
Britain is consistently the first or second choice
for EU job seekers - in fact, the UK receives nearly
three times more interest from EU job seekers than
either of the next two most popular destinations –
Germany and France.
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29
PEOPLE MOVE TO THE UK TO WORK
The data also shows that people move to the UK
to work. EU migrants have higher employment
rate than natives or other migrants (70% versus
60%). In addition, EU15 immigrants are 30% more
likely to be employed in a high-skill occupation
than the average UK-born worker. We also know
that international job seekers are significantly
more likely to click on high skill jobs on Indeed for example, hard to fill technology roles.
SEARCHES THAT START IN EUROPE, STAY IN
EUROPE
Indeed’s data spotlights patterns of international
job search, which deepen our understanding of
not just the extent and direction of jobseeker
interest, but also how intentions evolve over time
and translate into actual cross-border movement.
This led us to discover that if a search happens in
Europe, the jobseeker usually stays in Europe. In
fact, 95% of job searches originating in the EU15
are for opportunities within that same group of
countries.
Meanwhile, when it comes to searches outside
of Europe, only the United States receives sizable
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JUNE 2016
numbers, and even then the overall percentage
is not high. On average, 4% of all EU15 searches
are directed at the US, with Denmark (13.2%),
Luxembourg (10.7%), Greece (9.8%) and Ireland
(9.7%) leading the pack. As for search in Europe,
interest is focused primarily on three countries: the
UK, Germany and France.
UK FIRMS IN A STRONGER POSITION TO
ATTRACT INTERNATIONAL TALENT THAN EU
COUNTERPARTS
The number of Europeans seeking work in Britain
significantly outstrips the number of Britons
looking for jobs in mainland Europe. The UK has
historically relied on a steady flow of international
talent to fill open positions, particularly in sectors
facing critical skills shortages, such as health,
construction and technology.
WHAT DOES THIS MEAN FOR EMPLOYERS?
While UK firms may be in a stronger position
than their European counterparts when it comes
to attracting international talent, this situation
may not last forever. Any policy that restricts the
mobility of the EU workforce could negatively
The number of Europeans
seeking work in Britain
significantly outstrips the
number of Britons looking for
jobs in mainland Europe
affect many UK employers who have historically
relied on a steady flow of international talent to fill
open positions.
For employers in particular, a deeper
understanding of search patterns can provide
valuable insights into the challenges they will face
when it comes to finding the talent they need.
In some countries, international interest is high,
and European firms can leverage their location to
tap into the mobile EU talent pool. Knowledge of
geographical variation in EU jobseekers’ interest,
can also help employers make decisions about
where to locate branch offices, and how to target
groups of talent with specific location preferences.
from the Indeed Hiring Lab, a global research
institute committed to advancing the knowledge
of job seekers and talent acquisition professionals
worldwide. He studies Indeed data on how people
are searching for jobs to better understand the
state of the global labour market. Data from Indeed
provides a real-time view of how employers and
job seekers are responding to one another.
Employers located in countries that struggle to
attract EU jobseekers may have to consider other
incentives when it comes to filling the talent gap
with international candidates. Relocation bonuses
and competitive packages can help mitigate the
risk involved in a move.
Mariano Mamertino is an economic research
analyst at job site Indeed. Mariano’s analysis
contributes to reports, blogs and research bulletins
JUNE 2016
31
PRE-EMPLOYMENT SCREENING COVER FEATURE
DON’T JUST GO
WITH YOUR GUT...
Measure success with pre-employment screening
Many companies may not have performed pre-employment screening
in the past and still choose to rely on traditional ‘judge of character’ or
gut feelings because that’s how their hiring process has always worked.
For this reason, it may be hard to imagine the recruitment process being
performed any other way. However, hiring just from gut instinct alone
can lead to a 50% hiring failure rate as you don’t always take plain facts
into account but usually go off a first impression which is not always
as reliable as you may think. Written by RACHEL BEDGOOD, CEO of
Complete Background Screening (CBS)
I
N AN AGE where we have so
much information available at our
fingertips there really is no need
to take the risk of a bad hire and
all the issues that come with one
misinformed decision.
IS IT WORTH THE INVESTMENT?
Investing in pre-employment screening
can be a big decision for some as it
not only costs money but it can also
be a time consuming process for your
HR team, making it very difficult for
decision-makers to sometimes see the
value in it. Understandably, employers
don’t want to spend unnecessary
money on HR and recruitment if the
current system seems to be working,
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so for a lot of companies, preemployment screening is sometimes
ignored. However, employment
screening checks are becoming more
important to employers, especially
due to the fact that candidates are not
completely truthful on their CVs, which
results in them being unsuitable for the
company or job role they are recruited
into. So what is the value of preemployment screening and vitally how
can companies measure the success of
their investment in it?
It can be hard to justify spend on
screening processes to the board or
senior decision-makers who haven’t
used this type of service in the
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33
It is definitely worth taking the
time to invest in this process to
see results in the long term and
it’s particularly important in a
large team.
past and are not aware of the full benefits of it.
Especially for a team of a significant size or for a
small business, the first screening check can be
deemed costly and performing a pre-employment
check can seem like just another layer added to
an already complicated hiring process. However,
it is definitely worth taking the time to invest in
this process to see results in the long term and it’s
particularly important in a large team.
clearly displaying that this information can be
critical, especially in keeping the reputation of a
business intact. Hiring someone with a criminal
background can leave you in a very uncomfortable
situation as you could be putting your employees,
clients and your overall business at risk without
even knowing it.
80% OF CVS ARE INACCURATE
When looking at value and measuring success
in terms of employment screening, money is a
good place to start. Key factors to analyse are
employee turnover and the costs associated
with this, hiring and training budgets and any
fraudulent activity that may have taken place (or
could if you don’t make smart hiring decisions). A
reliable pre-employment screening check can help
minimise costs in these areas significantly and
will result in less time being spent going through
the recruitment process. It is pretty hard to put
a price on the reputational damage that can be
done by a maverick hire. You only have to look
in the press to see what kind of impact this can
This investment in pre-employment screening is
important as it has now been proven that 80% of
CVs are inaccurate, with candidates commonly
telling lies on their CV to get themselves ahead
in the very competitive recruitment process.
Sometimes this can be seemingly harmless small
untruths but it can also venture into dangerous
territory, making this a very concerning figure for
many HR departments. Without a background
check, it is unlikely that any false information will
be uncovered and it has been found that 11% of
background checks highlight a criminal history,
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JUNE 2016
SAVE YOURSELF TIME AND MONEY
PRE-EMPLOYMENT SCREENING
STRESS COVER FEATURE
have on a business. Last year, Gerod Roth posted
an image on his personal Facebook page with
racist comments about a colleague’s son and this
story was quickly picked up by the press. Although
Roth was sacked, this kind of press can leave a
sour taste in terms of overall reputation. A pre
employment process would help out anyone who
may have done something such as this previously.
can actually be and you will be able to measure
results such as these in your own business. Once
a candidate has filled a role in your company, you
will be able to enter them into an updating service.
This will allow you to have an up-to-date DBS
check on your employees at all times, making the
process much simpler in the long term and will
leave you with a consistently up to date record.
KNOW WHO YOU’RE HIRING
The more you know about your hire, the less
likely it is that you will want to make a different
decision further down the line. Pre-employment
screening allows you to know what kind of
employee they were at previous companies.
Poor recruitment is the top reason for employee
turnover in businesses and it can be a very costly
business, both in terms of monetary cost and
time. A recent 2011 report stated that companies
who implemented a background screening
process before hiring a candidate had 45%
improved quality of hire. These numbers indicate
how valuable a background screening process
Ultimately, a robust employment screening
process can help save you time and money
whilst increasing the safety of your company and
overall brand reputation. At CBS, we can talk you
through a background checking process which
will help benefit your company and help you to
feel more secure when making this decision. Preemployment screening has become more popular
in business in recent years, and it’s not hard to see
why. Performing a simple social media check is
no longer enough, and the more you know about
your candidate, the better.
JUNE 2016
35
EFFECTIVE HR COVER FEATURE
3
Steps to Ensure
Effective Human
Resources
Written by TIM EDWARDS, consultant at Korn Ferry Hay Group
A
CCORDING TO OUR research*, while 81 per cent of
CEOs see HR playing a critical role in developing business
strategy, only 32 per cent of them intend to recruit their
next HRD internally. Why is it that 50 per cent of the CEOs
surveyed feel it’s necessary to look outside their company to find the
talent to align their people strategy and business challenges? And
what is it they are looking for?
Much has been written about HR and its current capability.
Common criticisms include that HR is too theoretical, lacks the drive
to implement strategy, and is not strong enough in collaborating
with senior leadership.
Our insight shows that 58 per cent of CEOs want to see HR acting
more as a strategic business partner, 48 per cent want to improve
the linkages between people and business issues, and the same
number are seeking greater focus on outcomes rather than process.
It is our view that these findings not only define how CEOs want
HR to have greater impact within their business but also define the
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37
attributes they seek from their next HRD.
Let’s explore these attributes in more detail.
THE STRATEGIST
HR leaders must understand the people ‘levers’
that will deliver the outcomes needed within the
organisation. They must be able to suck in the
data from the environment around them, identify
trends, and act on them.
A recent BBC documentary ‘The age of big
data’ highlighted how police departments in
California have successfully used data modelling
to predict where and when crime is likely
to occur, thus allowing a strategic and more
effective deployment of police resources. The
same principle needs to be applied by HR in the
development of its focus areas. Key questions to
be asked include: where are the hotspots for this
organisation? What are the people and customer
trends the CEO and leadership team need to be
aware of? How can we best predict people risks
and develop actions to mitigate their impact?
THE INNOVATOR
HR needs to link business strategy to innovative
practices that will differentiate their organisation
in the market place. It must build platforms that
enable the company to win the war for talent,
and build/retain a workforce that will best serve it
during both prosperous and hard times.
A good illustration of this attribute in action is
Telenor’s recent decision to align its maternity
leave provisions for all its international employees
to those offered within its home market of
Norway. The impact of this decision will be of
particular benefit to employees in Telenor’s
emerging Asian markets where entitlements are
often half that offered in Scandinavia. Sigve Brekke,
Telenor’s President and CEO, said “this is about
strengthening Telenor’s competitiveness in the
markets in which we operate. In order to do that,
we rely on attracting the best talent from diverse
backgrounds. We know that a diverse workforce
drives innovation and better performance.”
DEVELOPING THE THREE ATTRIBUTES
THE NAVIGATOR
Regulatory frameworks governing businesses
and employment are complex and the penalties
for non-compliance are increasing – the living
wage and gender pay gap being just two recent
examples. HR leaders will need to point out the
benefits of compliance rather than hiding behind
the letter of the law.
One HRD in the banking sector recently told us
how she was planning to effectively implement
the new Senior Managers and Certification regime
at her organisation. She spoke of the Executive
Team’s concern that it would generate excessive
paperwork that may hinder the bank’s operational
effectiveness. Her challenge is to ensure the bank
creates a culture of accountability rather than one
of process compliance that, in all likelihood, would
serve only to defeat the purpose of the legislation.
She has since reached out across her HR contacts
in the banking industry and is planning a series of
cross-sector workshops with senior management
to discuss their concerns and develop protocols.
Gaining these insights from other banks about
how they are planning to respond, as well as
dealing upfront with the nervousness of senior
figures about the regulation, demonstrates
the Navigator’s ability to synthesise the legal
landscape into a story that clarifies the real value
within the new legislation.
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HR leaders need to have the three attributes
identified above in order to align people strategy
to the global and diverse nature of challenges
that businesses face. The CEOs we spoke with
agree these attributes provide an overview of the
contribution they need from HR, but still doubt
whether they exist in their entirety within their HR
team. For HR leaders we suggest three actions that
will provide confidence within their organisation
of HR’s ability to deliver what’s required:
• Ensure people risk gets the air time it deserves.
While many Executive Committees dedicate
time to discuss people matters, 32 per cent of
senior HR professionals we spoke to believe more
time needs to be allocated to this task in order
to have a robust debate on people matters. HR
needs to work with the Executive Committee in
progressing the case for more time on the agenda
to discuss people matters and risks by outlining
the commercial implications of not doing so.
• Create alignment between senior stakeholders.
64 per cent of senior HR professionals agree
that there needs to be more alignment and
commitment amongst the Executive Committee
to drive and implement the people change
agenda. This requires HR practitioners to
demonstrate the full complement of stakeholder
management skills to clarify the needs and wants
EFFECTIVE HR COVER FEATURE
HR leaders need to have the three
attributes identified above in order
to align people strategy to the global
and diverse nature of challenges that
businesses face.
of all members of the Executive Committee and to
influence debate towards the best outcome for the
business.
• Make the case for appropriate investment
in people strategy. 65 per cent of senior
HR professionals indicate that they lack the
technology platforms and budget to implement
and enable the effective delivery of their
organisations people strategy.
This final outcome from our research emphasises
the real impact and value gained from the
attributes outlined above. HR leaders who possess
these qualities will better connect the dots that
are needed to build the best outcomes for the
business.
understanding of practice areas. They will have
a complete understanding and awareness of the
increasing availability of technology platforms
and solutions to demonstrate the business impact
of proposed strategies and also to move HR far
away from its transactional service roots. They will
possess the organisational awareness and political
savvy to gain support from all key stakeholders
and to ensure leaders manage people risks as
robustly as they do financial and operational risks.
This is HR practice that is fit for purpose in 2015
and beyond.
*The research involved a survey of 320 senior HR decision makers
and 40 CEOs from UK companies with 250 employees.
They will understand and prioritise the
development of an HR team that values
business understanding on par with technical
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39
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GLOBAL CONFERENCE CALLS COVER FEATURE
GLOBAL
CONFERENCE
CALLS
A Great Opportunity or a Necessary Evil?
Top tips on how to make the most of a multi-cultural conference call
By ALYSSA BANTLE, Global Curriculum
Manager, Intercultural & Language Training,
at Crown World Mobility.
W
E’VE ALL AS employees - at one time or another - had to take part
in conference call, which has subsequently been hampered by bad
connections, background noise, cultural clashes and colleagues
with different accents or varying levels of English. Not to mention the
people who talk too much, too little, or never say a word!
Following a global call you may well end up thinking “Well that went as well
as can be expected.” However is that really good enough for something so
time intensive, especially when you take into consideration not just time
spent on the call but also preparing for it?
As someone who professionally coaches employees on coping with
cultural differences and helps businesses succeed in global relations, I’m
often asked how to make global conference calls more productive.
So we’ve developed some tips to not only enable businesses to see
conference calls as an opportunity to build global leadership skills, but also
to deliver them successfully.
JUNE 2016
41
GLOBAL CONFERENCE CALLS COVER FEATURE
The main thing to remember is there are two main
aspects of global conference calls, which often
overlap, but which are both critical to the time
being spent productively.
On the surface level there are all the obvious
complications of people talking all at once and
misunderstanding each other.
if you have heard correctly; urge people to repeat
complicated ideas and phrases.
But on a deeper level are the underlying reasons
for misunderstandings – the cultural differences
in the way we listen, interact and communicate.
Failing to understand or accommodate those
differences can make a call very difficult indeed.
2. Deeper Level: Culture
· Use of Humour – Find out how to use humour to
bring people together. But be careful. British irony,
word play and poking fun can be endearing – but
can also be hard to understand and may even
cause offence.
Just imagine a call between David and his team in
the UK, Masako and her team in Japan and Gianni
in Italy.
Masako is finding it tough to keep up with the
fast-paced English, who all feel under pressure to
contribute to the call (even, perhaps, when they
don’t have something important to add).
Meanwhile Masako’s colleagues are waiting for
their turn to speak – cultural conditioning prevents
them butting in – but it never arrives. Back in the
UK they are wondering why Masako’s team don’t
say anything. Do they even have an opinion?
Gianni, meanwhile, is talking lots – but isn’t
being understood. And, bogged down by British
politeness and Japanese cultural reservation,
nobody on the call is going to say so.
· Understood? Did you understand everything
that was said? If not, do something about it.
Acknowledge others so they know they have been
understood and don’t repeat themselves.
· Building Relationships – Use the call to find
out more about your colleagues and build
relationships. Reveal something about yourself,
perhaps. Ask people to introduce themselves.
· Building Credibility Across Cultures – Share joint
achievements, discuss how the previous call led to
even small successes and improvements.
· Increasing your own Cultural Awareness – Learn
how different cultures work and take it into the
next call.
To deliver these improvements successfully I
would offer these final tips:
•
•
It’s a mess, right? And research shows, too, that
just having global exposure is not enough to
increase your global skills.
•
So, here is a radical solution: see a global
conference call as an opportunity. An opportunity
to build your global leadership skills.
•
•
Keep action steps small and specific.
Tell someone on the call ahead of time what
you plan to do.
Debrief with someone or write down a few key
thoughts afterwards.
Celebrate your successes – even if you just
make it happen once on the call.
Succeeding is all about building momentum so
make sure you plan your next step!
Next time you have a call, choose just one specific
skill from one of the two main aspects and plan an
action step around it that you will carry out.
Here are some suggestions:
1. Surface Level: Mechanics and Language
· Turn Taking and Interrupting For example, if you
are leading the call then perhaps set rules for turn
taking. Make a rule for yourself not to interrupt.
· Clarifying and Confirming: Make a point of asking
42
JUNE 2016
care advice
property & funding
financial advice
legal advice
It is common for employees
to support relatives in resolving
their care related issues. This can
present a distraction from work
responsibilities resulting in lower
productivity, absenteeism, poor
morale and higher staff turnover.
time4care specialises in providing
families with expert advice on the
care they choose, the way they
fund it, property related issues
and any legal considerations.
a benefit which shows you care
Professional and Practical Eldercare Advice
Call us today on 01256 313888 for a
no-obligation chat or visit time4care.co.uk
PRESENTEEISM COVER FEATURE
PRESENTEESIM
By Declan Byrne, Managing Director at One4all Rewards
Presenteeism is the latest buzzword in employee health and
wellbeing, and it is becoming an increasingly important issue for
many businesses. DECLAN BYRNE, Managing Director at One4all
Rewards, examines how prevalent it is in the UK workforce, why it is
such a hot topic, and why employers should seek to avoid it creeping
into their company cultures.
A
CCORDING TO THE Robert Walters Career Lifestyles Survey,
white collar workers are clocking up as many as 40 working
hours, per week. Adding to that the data from the One4all
Rewards Health in the Workplace Report, which polled 2004
UK workers and found almost 1 in 2 (48%) have gone into work while
they were ill in the past year - it is clear that presenteeism is more
prevalent in the UK workforce than many would like to admit.
But unfortunately, identifying the true scale of it involves more than
just scanning employee sickness records. A culture of presenteeism
manifests itself in many ways - for instance, 1 in 4 UK employees will
regularly work through their lunch break, denying themselves their
designated daily breaks.
44
JUNE 2016
JUNE 2016
45
1 in 5 will even struggle to shake off work
pressures while they are on holiday - working
during their annual leave.
Unfortunately, for some businesses it is actually
the case that managerial staff are actually
encouraging presenteeism, as 28% of workers
admit they feel under pressure from their workers
to turn up to work even when ill.
Comparing this data with the figures indicating
the scale of absenteeism in the UK, with just 14%
of UK workers confessing to having thrown sickies
in the last year, presenteeism is an issue which
employers should be concerning themselves with
much more than absenteeism.
In order to truly challenge and put their weight
behind combatting presenteeism in the workplace,
it is important for employers and businesses to
understand what the risks of this are, and how this
culture impacts on the business’ productivity.
The various definitions of presenteeism focus
on workers being at work for more hours than is
required, or going into work while ill or injured,
which on the surface, sounds like symptoms of
extreme dedication.
While an ‘always on’ workforce does on the face
of it sound like the optimum goal for business
46
JUNE 2016
productivity, this can in fact have a detrimental
effect in the long run.
The negative effects of having a workforce
plagued with presenteeism are manifold.
Prolonged exposure to work-related stress
and sickness can actually result in declining
productivity. The Health in the Workplace Report
identified 1 in 4 (23%) UK workers believed they
were underperforming in their work due to work
related stress and illness.
This can also lead to a lack of sleep - which in
the short term can cause declining concentration
and fatigue and in the longer term, diabetes, high
blood pressure, poor mental health and obesity.
This is something 1 in 5 (17%) of workers were
suffering as a result of, regularly losing sleep due to
work related pressures.
Presenteeism can even actually cause absenteeism
- more than 1 in 10 (11%) workers believe their
work has been the cause of illness in the past year.
And in fact twice that number (22%) report their
work regularly causes them to feel high degrees of
stress.
In fact, just 6% of workers believe their work
actually has a positive impact on their health and
wellbeing.
Employers must identify the problem exists,
and ensure the entire company - from
administration through to senior executives
- understands the difference between being
present and being correct.
While staff from all walks of life are at risk of the
negative effects presenteeism can cause, it is true
that certain demographics of employees are more
in danger of these than others.
The negative effects of presenteeism - poor
health and stress - can have a particular impact
on certain groups - the impact it can have on
workers’ health and stress levels can actually lead
to loss of productivity in a significant number
of workers in their mid-twenties to mid-thirties
(with 31% admitting this to be true). This is also
particularly true of workers in London (33%).
Battling presenteeism in the workplace is no
simple task, and actively discouraging it with
senior level employees can prove to be hard, as
often department heads, managers and even the
workers themselves may not be aware that it is
occurring in the first place. However, there are
a wide range of benefits to tackling the issue of
presenteeism .
Businesses that prove their consideration for
health and wellbeing by ensuring workers take
sick leave when necessary, take regular breaks
and switch off when on annual leave, will not only
reduce presenteeism - but they can also have
tangible effects on staff retention.
64% of workers surveyed admitted that knowing
their employer cared about their health and
wellbeing would mean that they were more likely
to stay with the company for longer. In the long
run, this not only ensures a more loyal workforce,
but will also actually save on time and money
spent on recruitment.
Being able to honestly say that the business
promotes a good work/life balance will go one
step further - a positive work/life balance was the
top priority for 1 in 3 (32%) of employees surveyed,
when they were asked about the key things they
looked for when they were searching for a new
role - suggesting that many employers will also
see their business attracting new staff as a result.
Tackling a culture of presenteeism in the
workforce requires a step-change in the entire
workforce’s approach to work/life balance, and
while it cannot be achieved overnight, it is
possible. Employers must identify the problem
exists, and ensure the entire company - from
administration through to senior executives understands the difference between being present
and being correct.
Declan Byrne is the Managing Director of
One4allRewards.co.uk, which works with
over 6,000 businesses of all sizes to transform
employee and customer relationships.
JUNE 2016
47
EU MIGRATION COVER FEATURE
THE EU:
MIGRATION TRENDS AND THE
POSSIBLE IMPLICATIONS OF
BREXIT
Writen by PAULA GOOD
E
CONOMIC FACTORS, LIKE high unemployment
and lower wages, are likely to be key drivers of
recent migration. And citizens from three crisishit Eurozone countries now rank alongside
those from eastern European accession countries as the
largest growing UK-based populations - according to
the Migration Observatory at the University of Oxford.
The latest analysis looks at key domestic and
international factors prompting EU migrants to choose
the UK as the destination of choice in recent years.
Poland, Romania, Spain, Italy, Hungary and Portugal
are responsible for 80 percent of the growth in the UK’s
EU-born population since 2011. Many are attracted to
the English language - or the fact there may already
be well-established migrant communities here. But
the relatively low wages on offer in some European
48
JUNE 2016
JUNE 2016
49
EU MIGRATION COVER FEATURE
countries - including Romania - is almost certainly
a contributing influence, says Madeleine Sumption,
director of the Migration Observatory:
Equally, this could push UK employers into relying
less on low-wage workers - including those from
within the EU.
“There is certainly no single factor driving high
levels of EU migration,” she commented. “Some
drivers are likely to remain in place for some years
- such as the relatively low wages in new member
states. Others could potentially dissipate more
quickly, like high unemployment in Spain.”
Despite recent debates about the role of UK
policies, like welfare benefits or the minimum
wage in driving migration, other factors that
governments are not in direct control of - including demographics and economic growth
within other EU nations - may also come into play.
Wages are considerably higher than in many EU
countries - another important factor in driving
migration. Median disposable income, adjusted
for purchasing power, is 1.8 times higher in the
UK than in Poland - and 4.2 times higher than in
Romania.
Migration from southern and eastern Europe
has seen a particular spike in numbers, despite
a decline in those who are most likely to move
- younger people. The population of 20-34 year
olds in Hungary, Italy, Poland, Portugal, Romania
and Spain has reduced by 6.3 million - or about 15
percent - since 2006.
The introduction of a National Minimum Wage
may prove to be an even bigger draw for those
crossing the continent to live and work in the UK.
By 2020, the minimum wage that employers must
pay workers age 25 and above is expected to rise
from £6.70 in 2015/16 to around £9. Because a
higher share of people born in EEA countries are
in low-wage jobs, more are likely to be affected by
the policy change.
50
JUNE 2016
And, contrary to popular belief, EU migrants are
less likely to claim out-of-work benefits - like
Jobseekers’ Allowance and incapacity benefit
- than their UK counterparts, according to the
Migration Observatory. But they are more likely
to supplement their pay with tax credits that are
designed to top-up the incomes of low-wage
families, particularly those with children.
ON THIS DAY
FEATURE
5 10 20
years ago
years ago
years ago
JUNE 2011
JUNE 2006
JUNE 1996
UK Headlines
UK Headlines
UK Headlines
The cheque guarantee card
scheme – which ensures
some cheques are honoured
even if the account holder
does not have sufficient
funds in their account – was
withdrawn after operating for
over 40 years.
The British Grand Prix is held
at the Silverstone Circuit and
is won by reigning world
champion Fernando Alonso
ahead of Michael Schumacher
and Kimi Räikkönen, while
local hero Jenson Button
retired earlier in the race with
an engine oil leak.
The European Football
Championships begin in
England, with the host nation
drawing 1–1 with Switzerland
in the opening game.
World News
Montenegro declares
independence after a May 21
referendum. The state union
of Serbia and Montenegro is
dissolved on June 5, leaving
Serbia as the successor state.
The Czech Republic’s first
general election ends
inconclusively. Prime
Minister Václav Klaus and his
incumbent Civic Democratic
Party emerge as the winners,
but are unable to form
a majority government.
President Václav Havel refuses
to invite Klaus to form a
coalition.
Top of the Charts
Top of the Charts
Top of the Charts
‘Changed The Way You Kissed
Me’ - Example
‘Maneater’ - Nelly Furtado
‘Killing Me Softly’ - Fugees
World News
World News
Chile’s Puyehue volcano
erupts, causing air traffic
cancellations across South
America, New Zealand,
Australia and forcing over
3,000 people to evacuate.
JUNE 2016
51
NEW YORK, USA WORLD DESTINATIONS
NEW YORK, USA
With an estimated population of 8.55 million in
2015, New York City is the most populous city in
the United States and the premier gateway for
legal immigration to the United States.
N
EW YORK IS a state
in the Northeastern
United States and
is the 27th-most
extensive, fourthmost populous, and seventhmost densely populated U.S.
state. New York is bordered by
New Jersey and Pennsylvania
to the south and Connecticut,
Massachusetts, and Vermont
to the east. The state has a
maritime border in the Atlantic
Ocean with Rhode Island, east
LOCAL HERO
Yehudi Menuhin OM KBE
Violinist, Conductor
(1916–1999)
Yehudi Menuhin, Baron Menuhin
OM KBE (22 April 1916 – 12 March
1999) was an American-born violinist
and conductor, who spent most
of his performing career in Britain.
He is widely considered one of
the greatest violinists of the 20th
century.
In 1965, while he was still an
American citizen, Menuhin
was made an honorary Knight
Commander of the Order of the
British Empire, which entitled him to
use the postnominal letters KBE, but
not to style himself Sir Yehudi. After
Menuhin gained British citizenship in
1985, his knighthood was upgraded
to a substantive one, and he became
Sir Yehudi Menuhin KBE.
52
JUNE 2016
of Long Island, as well as an
international border with the
Canadian provinces of Quebec
to the north and Ontario to the
west and north. The state of
New York, with an estimated 19.8
million residents in 2015,is often
referred to as New York State
to distinguish it from New York
City, the state’s most populous
city and its economic hub.
IMMIGRATION
Since the early 19th century,
New York City has been the
largest port of entry for legal
immigration into the United
States. Immigration has built the
city and nation.
In the United States, the
federal government did not
assume direct jurisdiction for
immigration until 1890. Prior
to this time, the matter was
delegated to the individual
states, then via contract between
the states and the federal
government. Most immigrants
to New York would disembark
at the bustling docks along the
Hudson and East Rivers, in the
eventual Lower Manhattan. On
May 4, 1847 the New York State
Legislature created the Board of
Commissioners of Immigration
to regulate immigration.
CLIMATE
In general, New York has a
humid continental climate,
though under the Köppen
climate classification, New York
City has a humid subtropical
climate. Weather in New York
is heavily influenced by two
continental air masses: a warm,
humid one from the southwest
and a cold, dry one from the
northwest.
ECONOMY
New York’s gross state product
in 2015 was $1.44 trillion. If New
York State were an independent
nation, it would rank as the
12th or 13th largest economy
in the world, depending
upon international currency
fluctuations. However, in 2013,
the multi-state, New York
City-centered Metropolitan
Statistical Area produced a gross
metropolitan product (GMP)
of nearly US$1.39 trillion, while
in 2012, the corresponding
Combined Statistical Area.
York City gained more residents
between April 2010 and July
2014 (316,000) than any other
U.S. city.
urban crowding have had to be
overcome perennially.
Conversely, outside of the
Rochester and Ithaca areas,
population growth in much
of Western New York is nearly
stagnant.
DEMOGRAPHICS
TRANSPORT
The University of the State of
New York oversees all public
primary, middle-level, and
secondary education in the
state, while the New York City
Department of Education
manages the New York City
Public Schools system.
The distribution of change in
population growth is uneven
in New York State; the New
York City metropolitan area is
growing considerably, along
with Saratoga County and the
Capital District, collectively
known as Tech Valley. New
New York has one of the most
extensive and one of the oldest
transportation infrastructures
in the country. Engineering
challenges posed by the
complex terrain of the state and
the unique infrastructural issues
of New York City brought on by
EDUCATION
During the fiscal 2013 year,
New York spent more on public
education per pupil than any
other state, according to U.S.
Census Bureau statistics.
JUNE 2016
53
THE ADIONA INTERVIEW REGULAR FEATURE
THE ADIONA INTERVIEW
WILL DAVIES
WILL TALKS TO US ABOUT HIS ROLE WITHIN ORDNANCE SURVEY AND
HOW HE WENT FROM PSYCH STUDENT TO THE DIRECTOR OF HR FOR
ONE OF THE MOST FAMOUS HOUSEHOLD NAMES
Will, what made you decide to
pursue HR as a career in the first
place?
Going way back my degree
was in psychology and politics,
which was actually more
interesting than it sounds,
and it really gave me an early
insight into what makes people
tick. After university my
intension was to carry on and
do a masters in occupational
psychology, but was advised
to go and get some real-world
experience and go back to the
masters later. That irritated me at
the time, but it gave me plenty
to think about, the closest career
I could see was one in HR, I
haven’t looked back since (and I
never did get round to doing the
masters!).
Tell us about your move to
Ordnance Survey, how did this
transpire?
Prior to joining OS I was
the HRD at Teach First, the
54
JUNE 2016
independent charity looking to
close the gap in the standard
of education available to all
demographics. I was passionate
about the business, and it would
need to be something special
to lure me but sure enough
ABOUT ORDNANCE
SURVEY
Ordnance Survey’s aim is
to provide mapping that
informs, guides and inspires.
Their vision is to reveal our
ever-changing landscape in
extraordinary detail, giving
the most comprehensive
view of Britain.
Ordnance Survey are
passionate about the four
core values that make up
their organisation: they’re
adventurous, incisive, restless
and true.
something very special did. Two
things really stood out for me;
first it is a household name built
on over 200 years of history
and tradecraft and globally
recognised for its expertise and
second I’ve been brought in to
help realise a great opportunity
and potential built on its long
and illustrious history. OS is
poised for significant change,
and I had been given the
responsibility of playing a lead
role in that process.
How is HR positioned within the
organisation?
In every respect, this is indeed
a business in transition and
evolution as it has been
since its inception in the 18th
century, moving with the
times, an essential source of
geographical information. We
are looking to build on the
heritage and accelerate the
iteration by fundamentally
changing the business and HR
has an absolutely central role
Photo credit: Author
JUNE 2016
55
THE ADIONA INTERVIEW REGULAR FEATURE
to play in this transformation.
The HR function is trusted and
respected but with that comes
a responsibility to deliver,
ultimately I see our role as
ensuring that OS harnesses
potential to meet its ambitious
strategy. I work with my peers
on the executive team to deliver
against our plans but am clear
that the people element requires
strong leadership from the HR
function.
How are you utilising technology
within Ordnance Survey’s HR
department?
Not well enough! We have
a variety of different systems
and spreadsheets that have
accumulated over time, to
support our transformation
programme management and
business information metrics
need to be sharper. Our
approach to technology is about
to be consciously disrupted.
What are your key HR objectives
at the moment?
The OS employee base is
composed of motivated,
high-achieving individuals
56
JUNE 2016
as evidenced through the
strong rating in the recent
Best Companies survey;
however this survey also
indicated development needs
in Leadership, Personal Growth
and Fair Deal. We therefore have
worked to design and implement
a detailed People Plan to address
these challenges and support
the ongoing development of OS
employees. To ensure we are
able to support the significant
business transformation
programme the HR function
needs to be at the heart of the
change. The plan covers five
areas; Building and Delivering
Operational Excellence, Building
Organisational Capacity and
Capability, Change Leadership,
Wellbeing and Engagement and
building a comprehensive Total
Reward Strategy.
With a number of incredibly
exciting projects in the pipeline
for Ordnance Survey, what are
you most looking forward to
over the next 18 months?
We are in the process of building
the business we need to be, the
organisational structure, the
purpose, value and mission and
bringing it all together. People
are proud of the organisation
but are also excited about the
future. We are determining what
this organisation requires and
needs to succeed. It’s every HR
practitioner’s dream to have
an opportunity like this, and I
feel exceptionally privileged.
This really feels like a career
defining opportunity which is
both exciting and scary. I’m
reassured by the strong HR
function around me, and no
there’s no doubt I will need
their knowledge and expertise,
and what really excites me is
that I’m part of an extraordinary
organisation with an unrivalled
heritage and a fascinating
history, that is totally open to
change, and hugely ambitious.
And finally, what’s next for Will
Davies?
Quite frankly I think I’ve got
enough on my plate right now
– so I think the next thing and
the one after that will be what
I’m doing right now, where I’m
doing it! Fingers crossed I’m
allowed to keep doing it!
POSTSCRIPT
Written by Ian Cognito, ANON.
B
Y THE TIME THIS article
is published, the United
Kingdom will be just a
few weeks away from
voting on whether to stay in the
EU. My prediction, for what it is
worth, is that the vote to stay in
will win but probably not by a
wide enough margin to squash
the issue as a political football
for another generation. “Plus
ça change, plus c’est la même
chose” as us Europhiles tend
to say over our tagliatelli and
chorizo washed down with a
glass of Liebfraumilch.
In truth as a correspondent
of advanced years, I have to
confess that my first experience
of voting was actually at the last
referendum on EU membership
in the mid-seventies.
I do remember which way
I voted but cannot recall
whether I voted after a rational
consideration of the issues or
on instinct. My rather scary
economics teacher told me
categorically “UK membership
cannot be justified on economic
grounds” which was probably
enough to steer me in the
direction of staying in.
There seems to be no issue that
divides UK public opinion more
profoundly than membership
of the EU. It also leads to some
perplexing re-alignment of
political parties with right
wingers siding with left wingers
to push either the leave or
remain arguments. As a writer
for a business magazine I think
it is not my role to comment on
the bear pit that is our mother
of parliaments but I have been
intrigued by how the business
community has positioned itself.
In the Scottish referendum
58
JUNE 2016
companies were rather muted
about voicing support for the
No camp raising suspicions that
their neutrality was actually
rather self-centred and designed
to ensure that if Salmon and
co had actually won they
would not then be prevented
from tendering for Scottish
There seems to be
no issue that divides
UK public opinion
more profoundly than
membership of the EU
Government contracts after the
vote. It was only in the last few
weeks of the Scottish referendum
campaign that business came off
the pot and issued dark warnings
about falling investment and jobs
in the event of a Yes vote.
It appears to me that in the EU
debate UK business has learnt
from the old rugby adage that it
is better to get your retaliation
in first. Right from the starting
gun there have been blood
curdling threats of dire economic
consequences if the UK opts for
Brexit, especially from the larger
businesses and multi-nationals
and even the City. What is slightly
perplexing is that largely these
same companies have regularly
complained in the last decade
about the growth in red tape,
particularly on employment
and environmental issues that
they blame on the European
Commission. Similarly, just a few
years ago the City was leaping
up and down complaining that
Brussels Eurocrats were going to
ruin the whole financial sector by
imposing restrictions on bonuses.
Now if the UK were to leave the
EU , Armageddon would ensue
according to the bankers.
Well, of course as Global Mobility
and Relocation practitioners we
are not in the habit of turning
into Turkeys at Xmas. We are in
our current roles because we
believe that the free movement
of labour is vital in a global
competitive economy and we
embrace the values that the EU
espouses on worker mobility.
Whilst no one genuinely expects
that free movement of the
nationals of EU states would end
on Day 1 after a Brexit, there can
be no certainties in the long run.
Of course one of the possibilities
is that EU nationals coming
to the UK in future would
require work permissions and
residence permits after a certain
time in a way that they do not
need to now. That should lead
to employers requiring our
immigration help for a larger
number of people.
Hmmm.. this Brexit stuff is not as
simple as I thought.

the magazine - Monkey Puzzle Training

Transcription

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