Categories
Business Flexible Working Future of work

The Great Resignation… will your business feel the impact?

70% of FindYourFlex users polled between the 5th & 12th of July 2021 are CURRENTLY EMPLOYED and are pro-actively seeking MORE FLEXIBLE employment opportunities.

Last month a staggering 4 million people in the US quit their jobs (US Labor Department). This is the highest number since records began in December 2000. 

Interestingly but not surprising, more than 740k worked in the leisure and hospitality industry. This includes jobs in hotels, bars and restaurants, theme parks and other entertainment venues. Noticeably all employers who have been impacted most by changes to lockdowns, mask wearing, furloughs and availability of shifts.  However, that still leaves a whooping 3.3M people resigning from the more ‘covid resilient’ sectors.

So what is causing this great resignation and is the same happening here in the UK?

A study in the UK, has found a lot of people (38% of those currently employed) are seriously thinking about quitting OR are looking to change roles in the next year.

The cause is unknown. Could we assume it is a temporary rebound from people deciding to hold on to their jobs during the pandemic? Or is something more permanent on the horizon?

Perhaps people are finding they’re unhappy with how they’ve been handled during the pandemic? Perhaps having the flexibility people have grown to love is being revoked as they approach the ‘great return’? Or, is it simply burnout?

The Find Your Flex team has always said that an employee’s alignment with their company’s culture, behaviours and values will become increasingly important. For some, it’s the key driver in deciding where they work. 

So which is the right answer, what is happening with this great resignation?

Well, in our opinion, this mass resignation tells us that the balance of power has shifted. 

The Personio study of 2,000 employees found that there’s a worrying disconnect between employers’ perception of what will encourage their staff to leave and employees’ reality. 

Reinforcing this, and according to a recent report from Microsoft 

  • 41% of the global workforce is considering leaving their jobs. 
  • One in five of the global survey respondents say their employer doesn’t care about their work-life balance. 
  • 54% feel overworked. 
  • 39% feel exhausted. 
  • And trillions of productivity signals from Microsoft 365 quantify the precise ‘digital exhaustion’ workers are feeling.

However, the findings of the Personio study found that HR decision makers underestimate the pushing power of a toxic workplace culture. Instead, HR decision makers believed factors such as furlough, being asked to go back to the office full-time or a reduction in benefits would have the biggest influence on an employee’s leaving.

As we are currently seeing on jobs.findyourflex.co.uk this July, 70% of job seekers are employees who are exercising their right to choose for who, where and how they work.  

The next move for employers is a no brainer 

Treat employees fairly and take a long hard look at your company values, culture and behaviours. 

  • If you are one of the businesses saying – what is this great resignation? We love our staff and they have remained with us. Then fabulous – get in touch so we can shout your story from the (virtual) rooftops.
  • If you are nodding your head in agreement and your organisation has seen high rates of attrition then perhaps we need to dig deeper. We need to find solutions that will help you realign your company values and flexible working policies. This will lead to greater staff retention and attracting new talent.

So what of the remaining 30% of jobseekers, not currently in employment?

Research from the CIPD and Office of National Statistics in June, reflects the biggest impact on joblessness has been on our older workforce. This trend has been happening since January 21′ on our platform, with the 45+ age group growing to 30% of our audience share. The research however fails to show the impact that Covid amplified by automation, has also made on the younger generations and specifically for women throughout the last 18 months. 

So with those audience groups in mind, along with the UK’s appetite to build back with a focus on greater diversity and inclusivity, we really must use this time to look at realign our businesses values & flexibility on offer.

If businesses don’t know how to implement flexibility in their workforce, the easiest thing to do is to create each role as an output. Promoting and monetising a workforce in this way allows businesses to finally move their employees from a ‘fixed cost – liability’ to a ‘variable cost – asset’. It will show you for the first time how really flexible you can afford to be.

I’m happy to talk to any business who wants to know more.

My final thoughts…

I think many of us have felt burnt out emotionally and physically over the last 18 months. Now that we can get out more and start to work in more places, it will become vitally important to become more healthy about work.  Wellbeing, balance, culture and value driven behaviours have got to take centre stage in the future of work.  

With support from the Government, pro-activity and trust given by employers and encouragement, open communication and adoption by employees, will the threat of the great resignation be lifted.

Cheney Hamilton

CEO and founder, The Find Your Flex Group

Categories
Flexible Working Future of work Parental

Flexible Working Builds Better Communities

It is minus 20°C and it has been pitch dark since two o’clock in the afternoon. Around 4.30pm a throng of parents wait for their little ones in a floodlit school playground in wintery Helsinki. Much chatter can be heard amongst people stamping their feet and rubbing their hands against the cold. I am often the only women in this congregation and we swap advice and make plans to meet up with or without our children. The atmosphere, in contrast to the unrelenting weather, is warm and friendly. This is the community that flexible working built.

Personal and public

Flex working patterns are seen as individualised, as they are tailored to meet a specific person’s needs whether related to childcare or other aspects of life. This is a desirable and effective approach which promotes a good work/life balance. However, the cumulative effect that agile work formats have on communities is underestimated. If everyone has the chance to work flexibly, this has a knock-on effect on how we organise our lives and how interact with others in our social milieu.

Starting at the Finnish end

In Finland, flexibility starts early. Initially introduced to meet the needs of parents, alternative work patterns have become so widespread and accepted that their use for those without children is now practicable. After all, the systems are already in place. When children do come along, parental leave packages are generous and, yes, fathers get a shot at it too. Already happy bubbles of new parents start meeting up – most importantly encompassing both genders.

In London, my husband was the only father at the school gates for pick up. In Helsinki, he was one among many and developed a good social network. When he took shared parental leave in the UK, he took it alone. In Finland there would have been whole groups of Dads (and Mums) to join.

Gender segregation in child rearing is much less apparent in Helsinki and I was often invited by the fathers to join them for coffee and for outings. When I wanted to arrange a playdate or needed to know something in relation to my son (where is the best dentist?) it was often a father that I rang up. It was interesting and heartening to see so many men take on the family admin which usually falls to the women. “We get to be around more, so we do more,” explained one father.

Flexibility oils the system

The reason for this type of interaction and societal structures is largely down to flexible working. Men and women both have the chance to arrange their lives to best suit their circumstances. Admittedly cost-effective childcare does play a role. For a whole month of afternoon playtime (school finishes at 1.30pm) including a hot snack until a 5pm pick-up, I paid just £140. In some places in the UK, you would be lucky to get 3 afternoons for that amount.

But there is little point in having affordable childcare unless a parent – ideally both – can actually make it out of the office for the pick-up. Jan, a busy lawyer who is a state prosecutor, says, “I have to leave early twice a week because my wife also works. So that is what I do. And I want to.” His wife, Krista, who works in banking, has just been promoted. Flexibility for men not only benefits them but has an impact on how women progress in their careers. Finland’s Prime Minister, Sanna Marin, was elected to the post whilst still just in her early thirties and with a baby in her arms.

Happy flexible days

For four consecutive years Finland was named as the happiest country in the world by the United Nations Sustainable Development Solutions Network which publishes, annually, a report gauging the happiness of people around the world. Moving to live in Helsinki certainly made us smile.

Susha Chandrasekhar

Categories
Flexible Working Future of work

Why employers need to understand and embrace the true meaning of flexible working

Hybrid working shouldn’t be mistaken for fully flexible working, argue HR and diversity and inclusion experts. Companies that can make the distinction are set to be the winners in the impending “great resignation”.

By MaryLou Costa

Hybrid working is dominating the post-pandemic conversation, but most employers are missing the point: that it’s just one form of flexible working, that doesn’t necessarily equate to overall flexibility.

That’s according to HR and diversity and inclusion experts. They fear it will be too easy for company leaders to revert to the comfort zone of the status quo, rather than invest in genuine flexible working consultations and frameworks – and in some cases, change their culture.

“Everything still remains so uncertain, that getting ‘back to normal’ and going back to the office, even for two days a week, creates that certainty company leaders are looking for right now,” explains Nicola Pease, founder of flexible work consultancy Ignite and a former HR leader at Jaguar Land Rover.

“But I define flexible working as being about not just the where, but the when and the how. That’s what’s often being missed from the narrative around hybrid work. If everybody in every company in the world went to hybrid working, it would still not solve the issues around flexible working, as it would still not allow everybody to work in a way that best suits them. Because it’s not all about location.”

Paving the way for ‘asynchronous working’

The ‘when’ and the ‘how’ are what companies like file storage platform Dropbox have aimed to redefine for its 2,500 strong workforce, after announcing late last year its shift to becoming a remote-first employer. 

It has adopted a new structure in which four set hours are carved out daily for team meetings, with individuals able to decide what hours they work the rest of the day. These hours, it has decreed, should be set aside for ‘asynchronous working’, or work that people can concentrate on themselves, using collaborative tech tools to gather any necessary feedback from colleagues.

For all the materials it has released outlining its new work policy, though, Dropbox’s HR leaders have acknowledged a crucial point – that it will be a work in progress that constantly evolves.

Accepting the evolving nature of flexible work policies

That confidence to work in a ‘trial and error’ way – and “be flexible about being flexible” – is what diversity and inclusion specialist at Green Eyes Consulting, Di Keller, believes will set employers apart as true champions of flexible working.

“We’ve created some principles, but are trying to hand it over to teams to define what their own framework is. This is around their own when, where, and how, but also the business needs and the needs of the team, because we have quite diverse teams,” says Keller, who is also the strategic equality, diversity and inclusion lead for Karbon Homes.

“But policies shouldn’t be hard and fast because we’re in unknown territory. Whatever any organisation puts in needs to remain continually under review. Otherwise, people will just flop back into the office, nine to five without even thinking about it. Because that’s a comfy pair of slippers we don’t have to work too hard on. And the mentality often is, everybody used to work like that – so it must have been all right.”

Empowering managers

Another challenge businesses are facing with genuine flexible working is educating managers to manage flexible teams, adds Pease.

“Some of the concerns I’m hearing from line managers is more pressure, on making decisions on how their team should work, and how they are going to deliver whenever and wherever their teams are working,” she relays.

“Truly flexible organisations will be working on supporting their managers in the practical implementation – as well as trusting employees to come up with the right decisions that are going to work.”

Flexible working as a diversity and inclusion driver

Both Pease and Keller agree it’s not an easy process. So why keep pushing for a holistic flexible working approach, if the corporate appetite to roll it out is often not there?

Because genuine flexible working is one of the biggest organic drivers of diversity, equality and inclusion, argues Cheney Hamilton, founder and managing director of Find Your Flex. The website’s user data reveals a broad spectrum of people looking for flexible working, proving that it’s no longer just the desire of working mothers, as it was previously deemed.

“Looking at our site user data, we reached gender parity last November. Then from January to March, given the decline in high street retail, we saw a massive influx in women over 45,” Hamilton reveals.

“This was mainly white women, then from April, we saw more women from the BAME community. We also have strong representation from the LBTQI+ and disabled community.”

Leveling out gender inequality, though, is one of Keller’s main motivations for advocating flexible working.

“For men who want a more hands-on experience as a father, flexible working opens a huge door for them that was previously iron bolted,” she notes. 

“And for some organisations, it’s shown them innovation beyond anything they could have imagined, that they can really go and build on now. So why would you not pursue flexible working?”

Coming out on top in the ‘great resignation’

Such positive personal experiences of flexible working will now be shaping what people are looking for from an employer, believes Pease. This shouldn’t be taken lightly, she warns, if predictions of an impending ‘great resignation’ become reality. Indeed, Microsoft research shows 40% of people want to change jobs this year.

“I’ve done three different surveys now with three different companies. 80 to 90% of people are saying they want to work more flexibly, and have more choice about where – and when – they work,” Pease shares.

“If a company says they can’t offer flexibility, I don’t think that 80% of people are going to go, ‘okay, we’ll just carry on as we were before’. They’re going to see if they can find that somewhere else. Organisations that don’t get on board with flexible working will find they lose their top talent to ones that are.”

Needing to re-identify flexible working post-pandemic

But one final piece of insight from Keller – don’t mistake flexible working for the way many people have worked during the pandemic.

“There is definitely a need to re-identify flexible working. Because the enforced hideous way we’ve had to work over the last 15 months is what people see as flexible working. And there is flexibility within that, but it’s definitely not flexible working,” she clarifies.

“Flexible working is being able to work how I want, where I want, and to a degree, when I want – providing it meets my business needs, my work needs and my personal needs.”

MaryLou Costa is a freelance writer fascinated by the future of work, especially changes that advance women’s careers. Her work has featured in The Guardian, The Observer, Business Insider, Stylist, Raconteur, Sifted, Digiday, UNLEASH, Marketing Week and others, plus she has appeared on Times Radio, BBC and Sky News. 

Categories
Equality and Diversity Flexible Working

Hello International Women in Engineering Day!

It’s June 23rd! Which means all the best people working in the engineering sector will be celebrating International Women in Engineering Day (INWED).

INWED is the ‘World’s biggest initiative celebrating the achievements of women in engineering and allied roles’ led by the Women’s Engineering Society (which, side note, is my favourite engineering organisation but that’s likely not so important!).

Engineers + women = #EngineeringHeroes

This year’s theme is #EngineeringHeroes which could not be more apt for me… Here’s why.

Design Her In
Design Her In – a collaborative campaign to find solutions for the fundamental barriers to women participating in the engineering profession.

Speak Out Revolution’s #DesignHerIn campaign, launched in response to experiences women were sharing in the Speak Out Dashboard, explored the fundamental barriers to women participating in the engineering profession. 

The campaign identified 11 themes from women working across a broad range of industries including nuclear, construction, defence, energy and transportation, and the collective insights were very clear – the profession has not yet designed women into it’s workforce. 

The Top 5 barriers women in engineering identified to their advancement.

Top 5 Barriers to women participating in the engineering profession
  • No representation at senior leadership level
  • Unchallenged everyday sexism
  • Poor leadership and management of female staff
  • No access to truly flexible or part time working
  • Unfair pay compared to male counterparts

Today I will be celebrating all women working in engineering regardless of their accomplishments. Women who likely work without representation in senior leadership, face everyday sexism, are poorly managed, don’t have the flexibility they really need and are paid less than. 

These women (~12% of the workforce at last count) drive innovation within the sector by continuing to contribute their diverse skills, experiences and backgrounds to design and deliver solutions that serve everyone in our society, in spite of working environments and cultures not designed for them. 

Creating a more inclusive profession

Frequently in discussion amongst my own professional network is the lack of flexibility in working patterns, and availability of part time working. This particularly impacts working parents and disproportionately women either blocking them from serious consideration for promotion or forcing them to leave the profession amongst other detrimental outcomes. 

Flexible and part time working patterns benefit many demographics (not just women), inviting diversity of thought into our workplaces, essential to any engineering organisation that values innovation. 

If the engineering sector were handing out wishes this INWED, my wish would be for all companies celebrating to make all their open roles (at the point of advertisement) full time, part time, role share and flexible with a strong remote component. 

I expect this would go a long way to fulfilling my second wish of an embargo on senior leadership explaining that the underrepresentation of women in their organisation is because “We just don’t get CV’s from women”… Sigh

So as you and your organisation celebrate your #EngineeringHeroes I’d like to ask:

What tangible steps are you taking to remove these barriers in your organisation…?

If you’d like to make my wish come true but are struggling with the how, reach out to Find | Your | Flex who can uniquely help your organisation. You could simply post your flexible roles on their job platform or ask about their power hour consultations. They completely understand that initiating and driving change within an organisation can be difficult. So, they are on hand to help you with any HR issues you have.

About Speak Out Revolution

Speak Out Revolution is a not-for-profit, founded in 2020, working to cancel the culture of silence on harassment and bullying in workplaces across the UK. 

They host the Speak Out Dashboard, available on desktop at speakoutrevolution.co.uk/dashboard, sharing global insights into workplace harassment & bullying and the route to resolution for targets of poor behaviours. 

If you’ve worked in a toxic culture or with difficult people, spare 10 minutes to support their work by adding your experience anonymously here.

About the author – Marie Hemingway

Marie is the founder and director of Speak Out Revolution.

Photo of Marie Hemingway
Marie Hemingway, Founder and Director of Speak out Revolution.

She is a strategy consultant helping businesses transform their people, processes and technology to drive positive business outcomes with expertise in strategic investment decision making, digital transformation and organisational change.

She is a board member for the Women’s Infrastructure Network focused on expanding the network outside of London, creating cross sector opportunities for women to network, exchange ideas and help shape the infrastructure agenda.

Connect with Marie on LinkedIn here.

Categories
Careers Flexible Working Future of work Output

Input and Output – The Human Mechanics of Work

In work, how much focus is there on input as opposed to output? Jobs and projects are often defined by the number of hours that must be worked, where and when they must be worked, the personal qualities and experiences that are required to be inputted and so on. By defining such matters at the outset, there is a sense that this will inexorably lead to the desired result.

Time and Motion

A prominent human time-motion study was carried out by Frederick Taylor. An employee’s work in a factory would be timed with a stopwatch and from that the output would be calculated. Human beings were treated as automatons and indeed much of the manufacturing work done in Taylor’s era would be done by machines today. There was an emphasis on control within strictly defined limits with no flexibility for a person to manage their own input in the way that suited them and their lives in order to reach the same output destination.

Start at the destination

Output is crucial as it is how we define and measure attainment and how we tackle the bottom line of making money.

Begin with the end in mind.

Stephen Covey, 7 Habits of Highly Successful People

This method requires having a clear, overriding vision of what the outcome should be and then crystallising that into a useable set of statements. If you have an output mission statement, the question arises as to what extent you need to control input.

Job descriptions

The most immediate way of controlling input is through a job description which refers exclusively to inputs rather than outputs. Many such statements also contain a plethora of attributes that may not actually be required for the job in hand.

For example, “outgoing” may be used as recruiting requirement for new employees. But if a person is working from home on invoicing with little direct human contact, is “outgoing” really an absolutely necessary quality? The output is that a certain number of invoices need to be processed in timely manner. If that is fulfilled, the intended outcome has been reached. The employee concerned may indeed be an introvert or someone who is neurodiverse but who thrives on procedure and steadily gets the job done well.

Monitoring

Getting the most out of employees and hitting targets is an art form, with styles ranging from micro-management to complete laissez-faire. By focusing on the output, however, a worker has more freedom about how to reach the point of success.

Clearly some sectors are, of their nature, regimented. NHS nurses and those operating customer service helplines must be present at certain times and follow defined procedures. But a more nuanced approach can be used to effect where there is scope for autonomy.

For example, if you need a project to be completed in a month, is it necessary to dictate exactly how it is done? A person can work flexibly to suit their needs, doing the work later on in the evening, at home, or whenever is convenient. Obviously, the worker would need to be available to participate in relevant team meetings and would need some supervision along the way. But checking in on whether the work is being doing correctly is not the same as checking up how the employee is doing it in terms of personal time management and working strategy.

Mechanisms

When it comes to machines, we have chemistry and physics equations to help us determine precisely what goes in, when, in what proportions and what should come out. Humans are rather more complicated, approaching matters according to their personal characteristics, commitments and lifestyles. When it comes to people, different inputs can create the same output. With that in mind, it’s now time to take the “output challenge” and review how we recruit and manage people

Categories
Business Flexible Working Future of work

Hybrid Working Is Not The Same As Flexible Working

As a lesser educated character on The Big Bang Theory once hypothesised… “All jacuzzi’s are hot tubs, but not all hot tubs are jacuzzi’s”. I’d like to apply this insight here with Hybrid Working and Flexible Working. Let’s not risk falling into that “4 Day Week” again. When it comes to flexible working there is no one size fits all solution.

Communicating Flexible Working

Flexible working and the policies which govern it, should be about how businesses are willing to communicate. Good communication should be embedded in an organisations values, culture and subsequent behaviours. We should view employees as individuals rather than an asset/fixed cost or number on the bottom line. It’s about allowing them to use their voice and us as business leaders, listening. To be ‘engaged’ our employees need to be heard. Therefore collaboration is key to ascertaining what can make our people productive members of a team. There needs to be the understanding that what works one week, can just as easily change in the next – for both parties. 

TRUE flexible working paves the way for a more diverse and inclusive workplace. The Output model is a tool we can use to make this happen.

Flexible Working and Output Based Models

Society and ethical businesses must move away from 1950’s work modalities. It is vital that we begin to look at all of our roles and functions as an output. This means to engage with candidates based on what they can deliver – not what they look like, what school they’ve come from, their gender or socio-economic background. If you can’t do that, you are in danger of not being accessible as an employer, as we march into the future of work today.

People are seeking flexible working opportunities in their thousands, and only 40% of them are parents. If the last 12 months have taught us nothing else, its how quickly life can change for the masses. For the individual it can be even quicker and occur more often.

The Future Of Work

We have got to learn lessons from the last 12 months. Businesses have got to move forward, with their eyes open and with a new way of thinking. Let’s embody the scientists who will lead us out of this mess that is Covid 19. This is our moment to be ingenious, intuitive, exciting and ground breaking. 

My team and I can see a future of work, that doesn’t leave anyone behind. One that we know is going to require some shifts in mindset and strong leadership. Furthermore we need to be looking a re-skilling those at risk of automation driven job loss. Additionally businesses need to engage with schools and represent their talent as role models for our children.

The narrative around flexible working has to change. There is only a single ‘one size fits all solution’. That is to embed in the values and culture of an organisation that flexible working is about open conversations regarding productivity and staff wellbeing.

Don’t Use Flexible Working And Hybrid Working Interchangeably

So we are asking employers not to replace their flexible working agenda’s with hybrid working. Hybrid working is one of many solutions. It is not the only solution.

#ChangeInOurLifetime

Categories
Equality and Diversity Flexible Working Future of work

Flex Working – An Age Old Question

At what age do you no longer need flex working? It is often assumed that people in the later stages of life make little use of this option as their responsibilities have diminished and their stress curves have flattened. Perhaps they are even comfortably retired and are in their rocking chairs watching Gardeners World? The reality is that people are toiling longer than their forebears, thus precipitating a generational change that impacts on how we view and facilitate employment.

Adding up the numbers                               

With the state pension spiralling upwards, the brutal truth is that many people have no choice but to soldier on. As was demonstrated with the furore that arose when the pension age for women was dramatically raised from 60 to 65, we cannot be sure what the future holds. Flex keeps the older generation in employment and particularly so when health issues rear their head. Agile work formats mean people can avoid the detrimental effects of pension poverty whilst also continuing to contributeto the state and more widely to society.

A Wealth of Experience

The older generation brings much to the workplace in terms of expertise and mentoring that should not be overlooked. By not offering flex working, all these advantages are lost as people step out of the economy taking so much of note and merit with them. Age is as much a protected characteristic under the Equality Act as gender, race or sexuality and should not be viewed as a justification for negatively predetermining talent or capability.

Offering flexibility to retain the talent of older employees is crucial. Workplaces can then become more diverse andinformed environments. We can all benefit from harnessing decades of valuable experience.”

Stephen Burke, Director of United for All Ages

Artificial age-based constructs help no-one. To paraphrase Martin Luther King, one day we will be judged not on our birth certificates but on the content of our character.

Childcare and Kinship Care

Government statistics indicate that 1 in 4 working families rely on grandparents for childcare and 63% of grandparents with grandchildren under 16 help out with childcare. This is not just about a spot of evening babysitting but rather such assistance plays a critical role in enabling parents to work. The childcare they provide is worth £7.3 billion a year as estimated by the charities Age UK and Grandparents Plus.

When older people can work flexibly, they support the younger generation to achieve their goals and potential. Since the major part of childcare is done by women, this has an impact on how women progress professionally and on issues such as narrowing the gender pay gap.

In complex cases, older family members may come forward in to look after children when the parents cannot, as an alternative to foster care. Flex helps to keep children at home, and it has been shown time and time again that staying with the birth family produces more successful outcomes.

It is not merely about having a better social upbringing. There is a domino effect for all of us. When, for example, grandparents step in to care instead of the state, they save the taxpayer money and resources. Flex working is a vital part of that process.”

Lucy Peake, CEO of the charity, Kinship

An Unstoppable Demographic

We are living longer and the proportion of the older generation relative to the population as a whole is increasing. Age is not something we can control and (barring a tragic early demise) it will happen to us regardless. We all have a strong vested interest it. Do we really want a system that sabotages our future selves? For harnessing experience, for better family and social relationships, for fairness – that is why flex working is required for the later ages and stages of our lives.

Categories
Equality and Diversity Flexible Working Future of work Interviews And CV's

Job Description: The Future is Output-Based

The first step in recruitment is creating a job description. Yet while evolution has effected other aspects of recruitment, it has past right by job descriptions. We have had the same outdated format and content for decades, and it is massively understated the negative effect this has on candidates and employers alike. From ridiculous experience requirements to asking for redundant skills, businesses have gone unchallenged on this topic for long enough. The future is now and the future is output-based.

The “Ideal” Candidate does not Exist

Businesses need to manage their expectations when it comes to recruitment. All too often job descriptions contain a phrase that is counter productive to say the least. Many job descriptions contain the phrase “the ideal candidate will have:”. If you are a recruiter writing a job description, let me stop you right there, because this phrase tends to be followed by a long list of unrealistic expectations and you are setting up everyone involved (yourselves included) to fail. The majority of candidates will not apply based off of the fact they do not meet every single one of these needs. A small minority will lie and apply anyway just to take their chances.

The chances of you finding someone who ticks everyone of those 30 boxes are slim to none. The literal definition of the word “ideal” is satisfying one’s conception of what is perfect, existing only in their imagination and unlikely to become a reality. No human has achieved perfection since the beginning of our existence so how can it be expected from your applicants? The bottom line is your not going to get what your asking for and realistically a job description should not be about the candidate in the first place.

The Practice of Inclusivity Creates Exclusivity

Since society is making a genuine effort to be more diverse and inclusive across the board, business are trying to do the same with their workforce. When recruiting, employers now factor in; gender, BAME, LGBTQ+ and Neurodiversity as a plus. Within job descriptions, employers will even say they are committed to creating a diverse and inclusive working environment. However by actively including certain groups you are excluding others, there is something of a paradox there; you cannot be inclusive without being exclusive. This is called positive discrimination, which is a contradiction in terms in and of itself. It can be argued that by definition; discrimination in any form cannot be positive.

The whole point of diversity and inclusion is to create equality. If you are favouring someone because on their gender, sexuality or race then that is just a different brand of exclusivity. So a white, heterosexual male is automatically at a disadvantage regardless if they are just as capable of doing the job as other applicants who fall under the above categories? Is this not just more of the same issue in a different form? If every organisation does this then inclusivity is just an illusion that we are kidding ourselves with. The only way to be truly inclusive is to take inclusivity completely out of the equation and out of the job description.

Generic Job Descriptions don’t lead to Quality Candidates

Many business don’t put enough time and effort into the job descriptions. The format is so out-dated that businesses to tend to throw generic essential requirements in without thinking, or they overload it with paragraph after paragraph of information about the company. Yet they include very little about the roll itself. This is not appropriate, a full summary of the company comes later in the recruitment process not the beginning. And if the candidate really wants the job they will do their research on the company beforehand. A job description is a job description, not a company description and not a candidate description.

Another issue is the throwaway skills recruiters have in their job descriptions. What is a generic skill to an employer can be a deal breaker for an applicant. This issue particularly affects neurodiverse people. Neurodiverse people are some of the most talented people on the planet and yet so few are in employment today. They perceive things differently, so if they see a skill in a job description they do not have, they will take it no further. Though this does not just include neurodiverse people, many applicants move on when they see an essential skill that they do not have. Yet the role itself does not require the skills the job description asks for. A job where the person predominantly works alone does not require great interpersonal skills. But the at the end of the day, none of these should be included in a job description.

The Output-Based Job Description

So what is an output-based job description? Simple; you take the candidate: their skills, qualifications and experiences out of it. You also take the company out of it; no mission statements, passions, goals etc. A short two to three line introduction on what the company does is the most that should be in a job description. The rest of it is solely about the role itself and the output of the person within said role and what their day to day duties will be. It should be based off of what an existing or past employee within that role does. Or with a new role, the purpose of it and why it was created should be made abundantly clear. There should be no abbreviations of what skills these duties will require, if the description of said duties is clear and precise the candidate will know if they are cable or not.

Take all labels out of the equation no; ‘diversity & inclusion’ or ‘flexible working’. These labels, regardless of intent, are creating an unconscious bias that contradicts their meaning. The most inclusive way to form a job description is to not include any labels whatsoever, this is the mark of true inclusion. This will ensure that the right candidates apply for the role as opposed to candidates trying to be perfect for the role. This is the future of the job description. If we as a society hope to abolish all forms of discrimination and promote true equality within the workplace. It will give everyone the same chance, no one individual will have an advantage over another. This will of course have a domino effect on the entire recruitment process, but a positive one none the less. But one step at a time and its time to take that first step.

#OUTPUTChallenge

We at Find Your Flex challenge you and your business to take part in our #OUTPUTChallenge type form: https://findyourflex.typeform.com/to/I523nXuA. Be the pioneer businesses in creating a better Future of Work for candidates and businesses alike! Businesses will create their 3 best Output Job Descriptions and the winner will receive 100 business credits with us for a whole year and will also be the core focus of our press release on the ‘Future of Work’. The future is now, cement your part in it by taking the challenge!

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Career Change Careers Flexible Working

Finding Your Passion: Working part-time in Health & Social Care

In the past fourteen months since we first heard of the words ‘Covid 19’, we’ve all been searching for more meaning in our lives.

Some have found it in sourdough & Joe Wicks whilst others are frantically looking for new careers.

Like so many of you reading this, Find your Flex hope that through collective action, we can all play a role in helping the world undergo the much needed ‘Great Reset’:

(https://www.weforum.org/agenda/2020/06/covid19-great-reset-gita-gopinath-jennifer-morgan-sharan-burrow-climate/).

The world of work is on the brink of huge change and finding your passion is now within touching distance.

One (if not the sole) positive of the pandemic is that it’s brought flexibility within the workplace, to the fore (thanks Covid!).

It’s also forced us to reanalyse what our real career values are, what our purpose in life is or should be and to also question –

Are we living authentically?

Do we ‘love’ the job we currently do? Is the love enoughto be dedicating most of our working lives to it?

Does your job bring you enough happiness or make you feel content? 

Luckily for anyone still trying to understand what their true passion or calling is– the rise of the portfolio career is becoming the new norm: https://www.bbc.co.uk/bitesize/articles/zktbn9q.

The days of working in the same career or company all of your life before being rewarded with a carriage clock, are fading for most of us.

If you’ve been considering your next move but aren’t quite sure how to execute it – we might be able to help.

If you’ve always felt a pull towards working within an industry where caring for others and building meaningful relationships – is on the important list, then there’s never been a better time to get experience within health & social care. You can get flexible work experience that pays and you can fit around your life, exactly as you need too.

The Health & Social Care industry is one we feel passionate about at Find your Flex.

It’s an industry you’ll always have a job in, you won’t be replaced by a robot and you always have the opportunity to work as flexibly as you need.

While it’s been a sector cast in a negative light for decades, we want to do ‘our bit’ to shine a light on all the positive & immensely rewarding work that happens day in and day out.

If you’re searching for flexible work and a job with more meaning, becoming a Support Worker could be the experience you need to begin transforming your life for the better.

Considering a career in Health and Social Care but not sure if you have the right skills?

Here’s are the scenarios it could help you with:

Maybe you’ve been curious about working with elderly people ever since you watched your Grandparent (s) experience the Care System?

Or perhaps you’ve had a hunch you’d find helping young and older adults living with mental or physical disabilitieshugely rewarding?

Have a listen to these podcasts:

Hear are some really inspiring stories about what motivates so many to work in the Health and Social Care industry (and try to not be moved or cry):

Working as a Support Worker on either a part-time or ‘Bank Staff’ basis, will give you the chance to see and feel, what a career in health and social care is like in reality. Not just through our preconceived lens.

And if the role of Support Worker doesn’t feel quite right but you develop a love for the sector, there are many ways your employers can help and support you in establishing which area of the sector you are most suited too: https://careers.cygnethealth.co.uk/learning-at-cygnet/

Considering retraining into Counselling, Therapy, Psychology, Nursing or Psychotherapy?

Perhaps you need to do some academic training over the next two to four years in order to start this new role?

If you’re about to enrol onto a part-time Btech, Diploma, Degree or MA; this could be the part-time income you need to facilitate a period of retraining.

Working part-time or as bank staff is a brilliant way to see if you have the skills you need to work with a diverse range of people with diverse conditions.

While you study to gain the academic foundation required, you could also develop your people skills, listening skills and empathy. And make some money.

Working part-time as a Support Worker usually requires a minimum of two 12 hour shifts per week.

That equates to £223.20 per week so £892.80 per month. Bank Staff are expected to do just one twelve-hour shift per week, £111 per week and £446 per month.

Rather than take a part-time job in retail or hospitality to make ends meet while you study, this could provide you with something truly rewarding.

You want to live a more nomadic lifestyle? A career in Health and Social Care could be the solution

We know remote working will become ‘normalised’ over the coming years.

Flexible office space and collaboration venues are popping up all over the country (YEY!).

If you think you’ve got a book within you, or a desire to run your own business; working as a Support Worker can provide you with a regular and steady income to balance your passion projects.

Care work also teaches you an awful lot about life and the psychology of people. An untapped source of inspiration if you ask me.

I’ve also heard that if you work your hours right in part-time vacancies (which entitle you to holiday pay), many staff take a full month or two off every year to do extended holidays.

Imagine sitting on a Greek island and writing that novel or self-help book with your face in the sun?

Want to break out of the Corporate shackles?

If you’re about to return to work after a career break or perhaps have fallen out of love with the corporate world. Working with the more vulnerable in society could be just what you need.

You’ll understand what it means to feel truly valued. Knowing your contribution helps the wellbeing of others, every single day.

The organisations that have struggled to meet the well-reported increased demand in this sector are at the point where they recognise fundamental changes are needed ASAP.

https://www2.deloitte.com/global/en/pages/life-sciences-and-healthcare/articles/global-health-care-sector-outlook.html

Digital innovation and a desire to change are happening. The next phase is acceleration.

If you want to be part of meaningful change, this could be the opportunity you’ve been waiting for.

We work with a number of health and social care organisations at Find your Flex.

We’re currently in partnership with Cygnet Healthcare who are doing a lot of brilliant and innovative work in this space.

Cygnet offer constant paths for career progression to any of their staff who want it. They offer a list of staff benefits longer than my COVID roots (very long).

Have a look at all their current vacancies– https://jobs.findyourflex.co.uk/clients/cygnet-healthcare

If any of this has sparked your interest and you’d like to talk to one of our Careers Coaches – you can meet our Team here: https://findyourflex.co.uk/coaching/

They’re happy to offer an initial 20minute FOC consultation to establish whether you’d benefit from their coaching framework.

If you decide to work together, hourly rates apply. But they offer a 10% discount for anyone considering a career in H&SC. Find Your Passion and purpose in life– it’s honestly there for the taking!

Categories
Flexible Working

Flexible Working Appeal – How to Make a Convincing Flex Request

Flexible working is undergoing a paradigm shift. Cued by the Covid pandemic, several businesses are leaning towards a more agile format. Tech giants are trailblazing and high-street brands are following suit. But many employers remain hesitant about flex. Perhaps because it was presented during lockdown in its most dystopian manner – stressful, isolated and juggled in with home-schooling. How do you convince a doubtful boss about the long-term benefits of flex?

What procedure?

You may make a statutory flexible working request if you meet the requirements. Alternatively, you may submit an informal request. For more information on your legal rights, check out www.acas.org.uk and www.gov.uk. Whichever route you choose, you will still have to sell your idea.

Slice it up

Too often people think that the default is to go part-time. There are myriad options out there and you may find that full-time but with core or staggered hours is actually more feasible. Slice up your working life and see what kind of flex will suit each part of it. For example, you could do compressed hours in conjunction with home-working. Be as creative as you can, so that you can present your employer with as many realistic alternatives as possible.

Gather evidence of Flexible Working

A case is only as good as its evidence. Check whether your employer has a flexible working policy in its handbook and use that as a starting point. To boost your request, you could gather case-studies which relate directly to your job position which demonstrate successful examples of flex working. The strongest argument against “it can’t be done” is to show, exactly and concretely, how it is being done. You may also gather statistics about flex and the corresponding impact on productivity in your industry.

Sell your business model

Our reasons for flex-working are deeply rooted because they impact on such important areas of life such as health, family or identity. But this is not the time to present a purely personal case or one that deals solely with generalities. By all means, emphasise the positive outcomes for you but that it only half the story. We all acknowledge that there are many advantages associated with homeworking. There is less stress, less time lost commuting, less pressure on public transport and a positive impact on the environment. However, your employer still has a business to run, as well as a profit and loss account to balance.

Get specific. Anticipate every push-back your employer can make and come up with a persuasive solution. If you work from home on Thursdays and there is a scheduled team meeting that day, offer to link in via Zoom.
Talk up the benefits to the employer of offering flexibility. If you work remotely full-time, your boss could save money on renting commercial office space. If business is brisk at the start of the week but sluggish later on, you could offer to do more hours on Monday in return for an early departure on Friday.


Flex back

Flexibility is two-way street. If your employer is willing to let you flex, be prepared to do the same in return. When there is an away day that usually falls on your at-home time, still turn up. If there is a sudden temporary upsurge in work, pitch in by logging on in the evening for example (although be vigilant that this does not settle into a permanent pattern). This approach not only builds strong businesses, it also promotes goodwill and fruitful professional relationships. Check out why staying connected while remote working important and how you can best state your case to your employer how it will work for them.

Schedule a Flexible Working trial period

Employers may well be sceptical about whether flex working will actually deliver and this uneasiness can lead them to turn down requests. To combat this hesitancy, offer a trial period to see how it pans out. If there are difficulties, use this experience as an opportunity to iron them out in a proactive manner.
Flex Appeal. Have you got it?