Oven-Ready HR

We’ve reached the end of Season 6 and we’ve almost reached the end of the year! Rob Moss, the Editor of Personnel Today returns to give his HR review of the year.  Among other topics, we talk about quiet quitting, industrial action, working from home and the 4 day working week.What have been the big HR stories this year? [02:07]Political upheaval in the UK during 2022 has in Rob's opinion made for a quiet year for the HR sector with a very few developments in the world of work.Is Quiet Quitting the HR term of the year? [04:22]Rob isn't keen on the term and explains that people not working hard has always been an issue and is essentially a by-product of poor employee engagement.How important is the cost of living crisis for HR? [07:40]Rob considers the cost of living crisis of huge importance to HR and is intertwined with the current amount of industrial action in the UK where pay has become the major issue.Are we approaching a 'General Strike' in the UK? [10:42]Rob considers recent UK Government to restrict certain sectors of having the ability to withdraw their labour could indeed encourage Trade Unions to more closely co-ordinate their individual actions resulting in a general strike in the UK public sector.Is there anything left to be said about hybrid / working from home? [15:36]Rob agrees that the hybrid / working from home debate is largely focused on organisations in London and the South East of the country. Rob also considers the lack of available talent in the UK as a driver for employees to demand more flexible working practices. Rob though cautions that there may well be long-term consequences for workers being based remotely particularly around learning and career development for new employees.Cancelled Christmas parties a relief for HR? [24:46]Despite the fact that that industrial action by UK train drivers has led to the cancellation of some company Christmas parties, we joke that this might come as welcome relief to the HR community given what historically work's Christmas parties famous for!What does Rob hope for the world of HR in 2023? [25:24]Rob hopes that the lack of available talent in the UK will see fewer redundancies being made than is normal during a recession and that HR professionals will be looking at re-skilling or up-skilling workers instead of letting people go.Resources:https://www.personneltoday.com/

My guest this week puts forward the key principle that employers have a moral obligation to ensure that employees look forward to coming to work. This principle amongst others, is a key tenet of unleashing the power of the human spirit to enable organisations to really prosper in the 21st century. Josh Bersin is one of the world’s leading authorities on human resources, talent, leadership and HR technology. During the last 25 years Josh has worked with hundreds of organisations and this experience has led him to publish his new inspirational book Irresistible a book that neatly distills 7 practical yet profound management principles to enable business leaders to create  enduring companies that thrive with improved customer satisfaction, employee retention, and business agility.Josh peppers this interview with numerous real-life examples of organisations who have the secret sauce or irresistability and of course those who’ve rather lost their way. Why are we all so miserable? [2:49]Despite all of the billions spent on employee wellbeing, I ask Josh why workers are so miserable. He responds citing that many management and HR practices are still rooted in the industrial age and the world of working is constantly changing citing the pandemic in particular as a major change event.What are the characteristics of a successful organisation? [5:21]Joish cites Ikea as an example of organisation who have developed a democratic process whereby individual stores get to have their say on decisions that are made at a corporate level.  He admits this can slow decision making but the decision reached has buy-in from across the business.How easy is it to change a company culture? [11:38]Josh cites the example of an established company who had rather lost its way and the steps they took to establish a new cultural manifesto that both honoured the past but identified and removed issues that were getting in the way of progress.How can organisations become irresistible to potential employees? [19:11]Josh reveals that the labour market is changing so fast that job descriptions are usually irrelevant within a month of a new employee joining. He recommends that organisations constantly review the actual work that needs to be done and re-engineer if required to accommodate changes such as automation.Irresistible HR? [26:26]Josh ask HR professionals to consider their own organisations in terms of the 7 management principles he outlines and 150+ real-life examples. He cautions against trying to copy other organisations but instead use the 7 principles he's identified as a guidebook and framework for change.Resources:https://www.amazon.co.uk/Irresistible-Secrets-Enduring-Employee-Focused-Organizations/dp/1646871103/ref=asc_df_1646871103/?tag=googshopuk-21&linkCode=df0&hvadid=570351888204&hvpos=&hvnetw=g&hvrand=12895323841890157178&hvpone=&hvptwo=&hvqmt=&hvdev=c&hvdvcmdl=&hvlocint=&hvlocphy=1006801&hvtargid=pla-1667581033821&psc=1&th=1&psc=1

Is 'Quiet Quitting' just a tik tok phenomenon or is it genuinely a coping mechanism for employees to protect themselves from the pressure of work?This week’s guest argues that Quiet Quitting is a way for workers to moderate how much cognitively and emotionally they are giving to their working lives in order to remain healthy at work. Dr Maria Kordowicz FRSA is a Chartered Psychologist, Associate Professor in Organisational Behaviour and Director of the Centre for Interprofessional Education and Learning at the University of Nottingham. Dr Maria argues that the pandemic triggered a highly anxious state for many of us by putting us face to face with our own mortality and inevitably leading to us question what in life is most important to us.This is a fascinating and thought provoking interview that really unpacks our relationship with work.Is Quiet Quitting just a Tik Tok phenomenon? [01:27]Partly argues Dr Maria but since the pandemic many of us have been questioning our relationship with work therefore it's not surprising some individuals have decided to devote more time to other areas of their life.Are elements of Quiet Quitting good for the worker? [03:56]Yes says Dr Maria.  Quiet Quitting or reevaluating our relationship with work can be a copping mechanism that protects individuals from work becoming too invasive and all consuming.The link to a 4 day week? [08:13]Despite having her views described as 'snow flakey' in a national newspaper, Dr Maria is in support of initiatives such as the 4 day week as it allows individuals to think differently about  productivity and their contribution to society and not just about income and tax revenues generated.Are command and control cultures for the scrapheap? [12:33]Yes answers Dr Maria, she evidences this by referring to some research she carried out for the Prison and Probation service where a culture that was much more collaborative and egalitarian and focused on human thriving was much more positive than a command and control structure.The relationship between the line manager and the employee explored [16:00]Dr Maria points to her work in management and supervision and what sort of style and behaviours employees want their managers to display. Dr Maria reminds us that managers too  can suffer from burnout and therefore can also quietly quit.How can HR professionals overcome quiet quitting?Dr Maria recommends tending too the building blocks of the relationship and providing employees with the psychological safety to have an open dialogue in order to re-connect.Resources:https://ovenreadyhr.com/https://mariakordowicz.com/  

Workplace wellbeing continues to be a key theme for Oven-Ready.  Increasingly HR practitioners are devoting more of their time tackling a range of complex issues such as mental health provision for employee burnout and additional financial support for workers in financial stress.Recent research findings from financial services giant Legal and General’s Group Protection business has revealed some stark results. The majority of UK workers surveyed believe that workplace mental health support should be mandatory, a worrying and distinct disparity between what employers and workers think are the key wellbeing priorities and unsurprisingly perhaps how financial stress is the top issue for workers right now. Joining me to discuss the Wellbeing at Work Barometer research is Jo Elphick the Marketing Director for Legal & General Group Protection and Mike Tyler, the Chairman and co-founder of Fruitful Insights who are experts in helping organisations design, execute and measure wellbeing programmes.Employee benefit programmes are complex and often misunderstood [04:44]Jo agrees and acknowledges that many organisations rate the effectiveness of their benefit and wellbeing provision, and the communication that surrounds it more highly than their workers do.  Jo gives the example around financial wellbeing whereby 86% of employers feel they are doing a good job, whereas only 48% of employees agree.Visibility of mental health programmes are key for younger workers  [06:50]Jo revealed that workers in the 18 - 25 category were far more concerned about visibility of mental health provision than older workers who were much more concerned about their 'relevance' in  an ever changing work landscape.How critical is it that the leadership commit to mental health provision [09:14]Mike argues that it's essential that leadership commit to mental health provision beyond that of just an app. He points to the fact where organisations have a culture of long hours or having a boss who sends emails late in the evening that require a response as situations than an app will not solve. Jo agrees with Mike's analysis and at [10:53] comments on the role of the line manager in overall wellbeing provision.Are Chief Wellness Officers joining the c-suite? [11:51]Mike agrees there is a trend in such a role being created but he says it takes more than a badge or title and references instead the Dame Carol Black report back in 2008 that recommended that organisations report on the health and wellbeing of employers in their annual reports.Wellbeing and hybrid working [17:43]Jo reveals that the research did look at hybrid and remote working and that the majority of workers who are able to have flexibility in their schedule were positive. Jo also reminds us thought that flexible working for most employees is not possible given the type of work they do.How do you measure the success of wellbeing programmes? [23:06]Mike argues that many organisations use the narrow spectrum of reduced absenteeism as a measure of success.  This he argues isn't always a reliable measure as it's difficult to establish absenteeism when many employees are working from home and if you reduce absenteeism you might just be filling up the office with non-productive workers.Resources:https://www.legalandgeneral.com/adviser/workplace-benefits/group-protection/https://www.fruitfulinsights.co.ukhttps://www.linkedin.com/in/joelphick/https://www.linkedin.com/in/lockton/

Every Season on Oven-Ready I like to devote an episode that critiques HR.  Think of it as kicking the tyres, looking under the bonnet and occasionally applying the hand break when we look to be driving in the wrong direction.Neil Morrison is the Director of HR for FTSE100 water company, Severn Trent plc, where he is responsible for the HR function as well as the internal and external communications and marketing teams.Considered one of the UK’s most influential HR leaders, Neil often delivers withering and scathing assessments of the professions obsession with self-serving and inward-looking debates such as working from home whilst seemingly ignoring the big issues such as maintaining employment, treating employees well and contributing to building successful organisations.Is HR fiddling whilst Rome burns? [08:20]I ask Neil if HR continues to focus on unimportant tasks whilst ignoring the big ticket items and he gives an unequivocal yes!  He said HR is obsessed with how many days people are working from home and gives a withering assessment of many HR practitioners current focus.Is HR right to bemoan a lack of c-suite influence? [11:16]Neil has no sympathy for HR practitioners who moan about not being at the top table.  It is HR's continued focus on process and not strategy that is often the root cause of this.Lancing the working from home boil [14:28]Working from home is largely irrelevant for vast swathes of the workforce as they are unable to perform their roles remotely. Neil believes the debate is largely centred on London and the South East of the UK and should not in his opinion be taken as the definitive answer on the future of work.Is HR too process driven? [19:26]Neil argues the starting point is to decide why the policy is needed in the first place. If it's there to help the employee understand how the business runs and how they the employee can be successful then its useful, otherwise you just end up creating constraints on people's common sense.How can HR be more loved by the organisation [21:44]Neil argues it's all about the mindset of HR and despite what the process might say, does this feel fair to the employee?  HR professionals have to have empathy otherwise we fall in to the 'computer says no' mentality.Resourceshttps://change-effect.com/about/https://ovenreadyhr.com/podcast-episodes/

In this episode I welcome back multi-award winning psychologist and bestselling author Gethin Nadin widely considered as one of the worlds leading employee experience influencers. Gethin has just published his new book titled A Work In Progress written in the long shadow of the pandemic and partly as an andidote to the hundreds of thousands of off-the-self wellbeing apps and services that organisations buy and the majority of which offer no discernible benefit to workers.A Work In Progress meticulously draws upon some 500 research papers and studies neatly bringing us back to the evidence based  fundamentals of wellbeing.  His book. I predict, will become an invaluable resource for organisations withing to understand and improve employee wellbeing.What's the underlying message from a A Work In Progress? [03:31]Wellbeing has become highly commoditised and has moved away from the fundamentals such as how organisations are structured and managers trained. Nadin wanted instead to concentrate on what employers can do in terms of wellbeing as opposed what to what can be purchased off-the shelf.Is there a definition of wellbeing? [05:00]Nadin reveals there isn't a universally agreed definition of wellbeing let alone workplace wellbeing. For him, it's about trying to achieve a balance between say between work pressures, family pressures and money pressures and giving individuals the resource to help manage the inevitable ups and downs life brings.How is job purpose and wellbeing at work linked? [08:20]Linked inextricably to wellbeing at work is the concept of job purpose. Nadin points out that the wellbeing market ignores the importance of purpose and community.Quiet quitting a genuine phenomenon? [13:24]A rejection of the hustle culture and my job is my life is perfectly understandable says Nadin and people should not feel shame for not wanting to work extra hours.I wish I could write a prescription for a better boss [17:00]Nadin says managers get bashed a lot and often unfairly as they tend to be appointed for their technical abilities rather than their coaching or leadership style.  Nadin outlines a different team structure with managers on the same level as other team members which he feels could work better - Managers as a Maitre D.The cost of living crisis and employee wellbeing [25:05]Nadin argues that employers will really need to get their heads around how to support employees with financial wellbeing concerns. At [26:54] Nadin expands further with financial wellbeing often seen as the most 'hidden' of the wellbeing pillars  and how it often affects those most on the margins of society.How should HR professionals use A Work in Progress? [34:14]Nadin hopes that his new book will appeal to HR and non HR people alike.  he has written it in a way that it's accessible to anyone who has an interest in workplace wellbeing and for budgets of all sizes.Resourceshttps://www.linkedin.com/in/gethinnadin/https://www.amazon.co.uk/Work-Progress-Unlocking-Sustainable-Organisations/dp/B0BGN8X8DQ/ref=sr_1_1?crid=8IKEGWQ9ICP&keywords=gethin+nadin&qid=1665410258&qu=eyJxc2MiOiIwLjAwIiwicXNhIjoiMC4wMCIsInFzcCI6IjAuMDAifQ%3D%3D&s=books&sprefix=gethin+nadin%2Cstripbooks%2C43&sr=1-1 

What is the future for global city centres in this post-pandemic world?  Cities from Shanghai and New York to Singapore and London are still coming to terms with the fact that a significant % of the knowledge workers who used to commute 5 days a week are now spending part of the working week at home.  This new way of working has had a significant impact on city centre economies. So with the new rhythm of working, what do city centres and those responsible for their vibrancy need to do to ensure knowledge workers do spend money on the days they are in the office?Jace Tyrrell is the outgoing Chief Executive of New West End Company – the business partnership representimg Europe’s largest and most prestiogious retail & leisure destination. His brief covered 600 businesses in London’s West End with a property portfolio of £3.5 billion and an annual turnover of £10 billion, anchored on the world famous Bond Street, Oxford Street, Regent Street & Mayfair. Jace will be returning to his homeland to head up Australia’s first Business Improvement District  known as (BID) as the inaugural Chief Executive of the New Sydney Waterfront Company. Sydney’s Western Harbour is undergoing a $10bn (AUD) transformation this decade, and working with partners, his mission it to create the world’s best waterfront in the greatest Harbour City. How many workers are back at their desks? [04:15]Jace agrees that the work from home debate has become highly politicised and somewhat split on the age profile of organisational leadership teams and that city centre environments will need to change to reflect this.What do cities have to do to attract workers back? [05:59]Jace says  there is no silver bullet to attracting workers back. Firstly organisations need to think about the office environment and its attractiveness. Secondly the environment in terms of dining, retail and leisure facilities play a big part and thirdly investment in infrastucture such as transport.Will offices have to become almost like an airport lounge or members' club? [10:12]Jace remarks the purpose of the office was being debated before the pandemic and tech companies have been designing offices this way for some time and incporporating gym and lifestyle facilities.Will the cost of living crisis affect city centre environments? [12:13]Relentless crisis management has defined board thinking for the last 3 years. Jace agrees that the energy cost crisis will present a huge problem for businesses and could impact on centres for years.What are business improvement districts? [17:35]Jace explains the purpose of business improvement districts a concept that is used in the US and UK and the role he will undertaking in Sydney's Waterfront transformation project.Which city transformation projects does Jace rate? [19:20]Jace is impressed with Singapore's digitisation and commitment to the environment, San Francisco's work to bring the whole bay area into the city space and London's outstanding cultural offering. He cites New York as having been very innovative in the past but remarks that the city's infrastructure requires investment and finally is impressed with Berlin's collaboration with artists in almost turning buildings inside out.What are the skills gaps in city economies? [22:04]Unsurprisingly Jace cites hospitality and retail as sectors where skills and workers are lacking and of course how Brexit too has impacted. At [22:43], Jace outlines the campaign that Westminster City Council and The Mayor's Office to attract 2000 local workers into the leisure sector.Resources:https://newsydneywaterfront.com.auhttps://www.newwestend.com/https://www.linkedin.com/in/jacetyrrell/

The Brit School for performing arts and technology is perhaps the most creative environment on the planet.  Free to attend, inspiration for the school came from  the 1980’s move Fame and the spin-off TV show.Brit School alumni are considered some of the most successful and influential artists of all time. From Adele and Amy Winehouse to Tom Holland and Leona Lewis. But The Brit School is more than just a school for performers.  Of equal importance are students studying film making, TV production, fashion, lighting design, radio and sound engineering – the entire creative industry eco system.Such is its global reputation for developing talent and creativity, organisations from around the world including Tim Cook of Apple have turned up in South London hoping to bottle some of the undoubted magic The Brit School possesses.  The relationship between creativity, talent and commercial success is one that ALL organisations are keen to understand.Stuart Worden has been the Principal of The Brit School for the last 10 years. This is a powerful, purposeful, inspirational and heart warming interview and one that I feel privileged to share with you. The Brit School clearly have created one of the world’s finest organisational cultures allowing their students to achieve incredible success. What was the inspiration for the Brit School [02:21]Remember the 80's movie and TV series spin off The Kids from Fame noted for the students dancing on the tables during lunch? Yes, this was the inspiration for The Brit School.How does The Brit School define talent? [04:38]Stuart argues that talent is encouraged and nurtured and success is down to passion and application. After all, he argues no one is born knowing how to write a hit single.Are creative people inherently difficult? [10;17]Yes argues Worden they are but not in the sense of behavioural issues but creative people need to challenge norms and be rebellious to produce great work / lead social change.What can organisations learn from The Brit School? [11:34]Organisations from multiple sectors talk to The Brit School to ask how they too can develop their talent. Stuart explains why.The Brit School Values [15:29]Stuart explains the 5 key values  / pillars that underpins the school's drive for creative success and how if other organisations adopted them, creative success would also follow for them.Is ambition a dirty word? [18:11]Being considered ambitious in the UK can have negative connotations.  Stuart gives his view.Creativity as a super power [24:21]Creativity isn't mysterious Worden declares and he considers creativity as the super power that every organisation wants.Brit for Business [26:40]Stuart explains The Brit for Business concept whereby organisations can work with the school on developing their own creative and talent platforms.What can Adele and Amy Winehouse teach organisations? [38:04]Artists such as Adele and Amy Winehouse were successful because they could be themselves and were given the freedom to do so - working without fear.

Many of us are working at least part of the week remotely. So how do you work remotely and remain effective?  Well HR guru Gemma Dale has just published a book about remote working and here to share her expertise.Gemma is a lecturer in the Business School at Liverpool John Moores University as well as running her own business 'The Work Consultancy' where she focuses on policy development, flexible and hybrid working and wellbeing.  A charted fellow of the CIPD Gemma was one of the 'Most Influential Thinkers in HR' in 2021 and 2022.  Her recently published book “How to Work Remotely” and remain effective wherever you are is a hugely practical guide for those new to remote working as well as those who’ve been working this way for years. The brilliance of Dale’s book is the way she also weaves pragmatic and thoughtful advice for managers and leaders who perhaps are struggling to adapt to this new way of working.Is the standard 8 hour day dead? [2:02]Dale argues that despite the pandemic offering us the opportunity to change the standard 8 hour day, a throwback to the industrial revolution, employees and employers have largely stuck to this routine.Is the hybrid genie out of the bottle? [4.05]Dale believes that we are unlikely to return to being full-time office based but she also argues that the benefits from hybrid working are not yet totally clear for example will it gives us the work-life balance or autonomy we desire or will we end up in a worst of both worlds scenario.Autonomy Thwarting Behaviour [6:05]Policies such as employees must attend the office 3 days a week are Dale argues 'autonomy thwarting behaviour' as essentially the organisation has to see you working to believe you are working and therefore removing autonomy.Overcoming 'proximity bias' [09:35]We have a bias to those who are physically closest to us. We are much more likely for example to defer to someone physically present in a meeting than a colleague on a screen therefore the risk of favouring say people in the office over those working at home is a clear and present danger.What skills do managers need to manage remote teams? [13:18]Dale argues that managers being "intentional " is key to success. Recognising that those water cooler moments are not going to happen so being intentional and making sure you are deliberately checking in and communicating with your team.Where do we get remote or home working wrong? [22:57]Dale argues that remote working is deeply personal. What suits one person may not suit others. Additionally it also wrapped up in whether we're introvert or extrovert and how we work e.g. short sprints. Environment is also key; not setting up a proper working environment is going to make remote working much harder.Resources:https://www.linkedin.com/in/gemma-dale/https://www.koganpage.com/product/how-to-work-remotely-9781398606111https://www.linkedin.com/in/podcasthost/https://ovenreadyhr.com

If you’re a regular listener to Oven-Ready you’ll know that we out together a couple of compilation episodes called Oven-Ready Reheated listening again to some of the key moments from the season’s episodes.[00:39] William Tincup is the President and Editor at Large for Recruiting Daily, the number 1 site for recruitment news and opinion. I ask William if there is a pressure from employers for a return to the office in the United States.[02:56] In the first of two clips, Professor Sir Cary Cooper CBE , Professor of Psychology at Manchester Business School, The University of Manchester and the Immediate Past President of the CIPD responds to my question about the lack of soft skills training at business schools.[05:17] In this second segment, Professor Cooper reveals how flexibility can be introduced to the benefit of front line workers.[06:22] Staying with the soft skills theme, Dr Alex Young the founder of immersive learning specialist Virti and a former orthopaedic surgeon gives a direct response to the difference between a soft and a power skill. [08:18] Sandi Wassmer is the Chief Executive of the Employer's Network for Equality and Inclusion. In this clip, Sandi reveals what drives her to campaign for a more inclusive world.[10.52] I ask Steven Rothberg the Founder and Chief Visionary officer of College Recruiter how interns should be rewarded for their efforts.[13:01] Emma Burrows, the head of international law firm Trowers & Hamlins' Employment Department came on to the show to discuss the links between HR and a firm’s ESG goals.  Here we talk about how employee wellbeing connects to the “S” or social in an ESG framework.

If you’re a regular listener to Oven-Ready you’ll know that we out together a couple of compilation episodes called Oven-Ready Reheated listening again to some of the key moments from the season’s episodes. [00:38] Gethin Nadin is one of the world’s top Employee Experience and Wellbeing Influencers. In the first of two clips, Gethin describes how the events of the past few years have had a profound influence on younger workers.[02:22] In this second segment, Gethin reveals how the cost of living crisis is changing the relationship between employer and employee.[03:19] I was discussing hybrid working with HR boardroom veteran, mentor and author Andrew Bartlow and how important it was for HR practitioners to help build a sense of community among disprsed employees.[05:19] I ask Chris Roebuck the honorary Visiting Professor of Transformational leadership at London’s Cass Business School if as we’re often told, HR should be the guardians of an organisation’s culture?[08:43] The big experiment in the 4 day week is under way in the UK and I asked Charlotte Lockhart, co-founder of 4 Day Week global if as well as some employers resisting the concept, some employees find it difficult to accept to?[11:59] Stephen Bevan the head of HR Research Development at the Institute for Employment Studies responds to my question about how poor leadership and toxic work cultures undo wellbeing initiatives[13:58] For lovers of politics, the political scene in the UK continues to offer plenty of entertainment, but if we do change Government in the not too distant future, what will this mean for the world of work? In this clip, Justin Madders MP Labour's Shadow Minister for Employment Rights and Protections gives us his party’s view on flexible working. Resources:https://ovenreadyhr.com 

In this episode, I examine the relationship between ESG – environmental, social and governance considerations and HR. Taking note of an organisations ESG factors is now commonplace for the investment community.  Today, it’s not enough just to consider financial returns, investors increasingly are concerned a company’s impact on the environment, the structure and make up of the leadership team and really since the pandemic, how businesses interact with their workers. Simply are organisations doing the right thing and being good ‘corporate’ citizens?Emma Burrows is a partner and head of the Trowers & Hamlins' Employment department and has specialised in employment law for over 30 years. Headquartered in London, Trowers is an international law firm with 160 partners and more than 950 employees.What is ESG? [1:46]ESG is a simple matrix of criteria under 3 broad headings; 1. Environmental, 2. Social and 3. Governance goals, that go beyond the usual financial metrics that investors use when deciding to invest in an organisation.  Doesn't ESG interfere with making money? [3:17]Emma admits there can be at times a conflict between an organisations duty to maximise returns for shareholders and their ESG credentials, ESG after all takes investment in terms of time and resources. But she argues, having a happy workforce in itself helps organisations to make better financial returns.Isn't ESG just fairy dust and 'greenwashing? [4:17]Emma reveals there is evidence of some organisations 'greenwashing' - e.g spending more resources on marketing themselves as environmentally friendly than they really are, but she argues investors are wising up to this.So where does HR come in? [5:36]Employee voice really drives ESG because most employees want to work for organisations who look after their workers, act responsibly and pay taxes whilst minimising their impact on the environment. Therefore, Emma argues that HR has a key role to play from the very start of the ESG journey.ESG and the link to Talent [9:32]Emma explains that ESG is a valuable tool in an organisations armoury when it comes to attracting talent. In particular, GenZ and millennial workers will often evaluate an organisation's ethics and values when job hunting. Leadership should live ESG values [16.16]It's essential that leaders live their ESG values says Emma.  As she say's there is no point in having statements about diversity if for example the board is entirely male and pale!ESG and Employment Law [24:26]Emma believes that legislation to clarify modern employment relationships such as workers in the gig economy is long overdue.  She refers to Lord Hendy's Status of Workers bill (listen to Lord Hendy's Oven Ready episode: https://www.buzzsprout.com/1545991/9940334)Resources:https://www.trowers.comhttps://www.linkedin.com/in/podcasthost/https://ovenreadyhr.com

Summer internship programmes are common place and done right they provide valuable work experience to students or recent graduates keen to explore their chosen field.  For organisations, such programmes are an ideal source of potential or future talent and help burnish their employer of choice brand in the marketplace. However, such programmes need to be carefully designed and managed. Organisations must ensure their programmes are diverse and accessible to ensure individuals from less economically privileged backgrounds are given equal opportunities. Interns are also not to be seen as free labour and instead paid appropriately for the contribution they make and given genuine work experience.Steven Rothberg is the Founder and Chief Visionary officer of College Recruiter. College Recruiter is a global job search site connecting students and recent graduates with internships, part-time jobs, seasonal work and entry-level career opportunities.The 3Rs of Internships [01.54]Steven explains what goes into a great internship programme. He explains that employer must see interns as potential hires and failing to hire means the internship has, in his opinion, failed its purpose.The economically privileged Intern [03:56]I put it to Steven that internships in certain sectors such as the 3rd sector are really only open to economically-privileged individuals.  Steven argues that if the work has economic-value then the work should be financially rewarded.How about older grads and interns? [07:26]Steven explains that there is some evidence that older workers are now being more favourably considered for such programmes but there is still plenty of age-discrimination.How can new employees be more visible in the age of hybrid working? [15:16]Steven agreed that concerns around the lack of visibility for new joiners in a hybrid or remote working environment is valid.  However, although difficult it certainly isn't impossible and the measurement of success is outcomes based.Do graduates have developed soft skills? [23:00]Steven is very much of the school of thought that technical skills can be taught but soft or power skills such as critical thinking require intention to improve. He particularly sees this with the large global recruiters he works with who recruit a large % of graduates.The importance of mentors [28:26]Steven explains the importance of mentors to recent graduates and younger employees joining an organisation and gives his own experience of being mentored.Resources:https://www.collegerecruiter.comhttps://www.linkedin.com/in/podcasthost/https://ovenreadyhr.com

What does feeling safe at work really mean? Being accepted for our ‘whole selves’ is a central theme of ED&I. It’s a given that when, as employees, we are provided the psychological safety to being our whole selves to work we are more productive, more creative and happier.  We can also reveal our vulnerabilities and fears making us more rounded, understood and accessible to our colleagues. Sandi Wassmer is the Chief Executive of the Employer's Network for Equality and Inclusion or enei for short.Enei supports employers of all shapes and sizes from the Bank of England and Balfour Beatty to Primark and Pfizer, as they embark on their DE&I journey. In this interview, Sandi Wassmer  also describes her own experience of surviving discrimination. She lost her sight in 2008 and suddenly the world saw her and treated her less favourably. However, she credits this devastating blow as giving her renewed energy and enthusiasm to campaign with even greater zeal for a fairer more inclusive and equal workplace. What is enei? [01:47]Sandi Wassmer introduces enei explaining that it’s a membership organisation that supports members on their DE&I journey by offering services such as training and consultancy grounded in the Equality Act 2010 and beyond. Isn’t DE&I just a box ticking exercise? [02:44]As Sandi says, organisations have to start somewhere and she’s comfortable with that. Organisations are at different stages in their evolution and if enei can support organisations move from just compliance with the Equality Act to using it creatively to boost their business that’s great.Is there a link between DE&I and employee wellbeing [07:02]Sandi states the link is absolute. Being able to bring your ‘whole self’ to work because you are working in a psychologically safe space is critical to emotional wellbeing.What is psychological safety? [08:19]An environment without fear or discrimination is how Sandi describes it. Being able to be who you are and being open with your colleagues. What can organisations do to foster a sense of psychological safety [09:20]It’s a leadership thing! Leaders as the top of the business set the culture.  It’s not about having policies and procedures. If DE&I is important to the leadership then it will be part of that organisations’ culture. What is culture fit? [17:04]We discuss ‘culture fit’ during the recruitment process and in particular the rejection of a candidate based upon ‘culture’. Sandi prefers to use the term ‘cultural contribution’ which is grounded in diversity of thought and approach.  She considers the term ‘fit’ as an almost historical term.What drives Sandi's zeal for equality? [20:40]In 2008, Sandi Wassmer lost her sight and suddenly the world was a very different place. With such a major change, came a period of grief and anger that slowly moved to acceptance.  This acceptance has led Sandi to discover as she describes the ‘person I always was inside’.  She describes this as her ‘integrated self’ – the same person inside and out.Resources:https://www.enei.org.ukhttps://www.linkedin.com/in/podcasthost/https://ovenreadyhr.comhttps://buddyboost.co.uk

 A high-level of emotional intelligence (EQ) is increasingly being considered as a 'super power' by organisations. Technical or 'hard skills' are of course important, but if you're  managing others, having the ability to relate, empathise, communicate and understand the impact of your own behaviour on others is what will set you apart.Like technical skills, EQ or 'soft skills' can be developed and improved through learning.  But the problem has always been how do you get that learning to stick?  Meet Dr Alex Young. Dr. Alex Young is a former trauma and orthopaedic surgeon and the founder of Virti. Virti is a cutting edge technology learning business that uses tech like augmented reality to greatly improve employee engagement and EQ by focusing on human skills, such as empathy.What was the problem you were trying to fix? [01:52]Dr Alex reveals that during his time as an NHS surgeon he observed many colleagues who were technically very gifted but lacked what he describes as soft skills including leadership, decision making and communication abilities.  It was this lack of embedded soft skills training that often led to conflict or complaints affecting both the wellbeing of the individual and those around them.The explosion in wellbeing apps [06:10]Dr Alex argues that organisations that select off-the-shelf wellbeing apps for employees are probably wasting their money. He encourages leaders and HR managers to get to know their colleagues better and help design wellbeing interventions best tailored to that individual.Does the corporate wellbeing market need regulation? [08:03]Some national healthcare systems such as the NHS in the UK do have their own recommended ‘app store’ whereby some wellbeing apps have been reviewed by medial professionals.  However, the situation is patchy and therefore the corporate wellbeing market does probably need regulation. The line manager / worker relationship [09.34]The thread that runs through much of how we feel about work is the relationship we have with our line manager. Dr Alex agrees and suggests that the pandemic has really had a negative effect on this relationship given many of the interactions have been remote. The advantages of using augmented reality in learning [14:15]Dr Alex explains why technology such as augmented reality is so effective in delivering soft skills training when compared to more traditional methods of learning.  Why do we have such an issue with soft skills in the UK? [15:57]According to Dr Alex, the UK is not alone with having a workforce lacking soft sills such as empathy, communication and leadership.  He suggests that part of this lack of skill can be attributed to the education system that is generally focused on exam results and the social class in which you are born. Are soft skills power skills or something else? [19:36]Dr Alex gives an amusing response to this question and laughs at some of the PR fluff attached to the descriptions. Should leaders reveal vulnerability? [21:50]Yes is the simple answer. Dr Alex argues that the paternalistic and militaristic view of leadership whereby leaders and managers didn’t share their vulnerabilities is drawing to a close and there is a strength in sharing problems with your team.Resources:https://www.virti.comhttps://www.linkedin.com/in/alexander-f-young/https://www.linkedin.com/in/podcasthost/https://ovenreadyhr.comhttps://buddyboost.co.uk

The world of work has never been so volatile, uncertain and complex.  Seismic changes and trends that would normally take decades to emerge have followed one after the other!To make sense of where we find ourselves I'm joined by  world’s preeminent authority on organisational culture and employee wellbeing. Professor Sir Cary Cooper CBE is the 50th Anniversary Professor of Psychology at Manchester Business School, The University of Manchester.  He is a founding President of the British Academy of Management and Immediate Past President of the CIPD. Among his many achievements, Professor Cooper is currently the Chair of the National Forum for Health & Wellbeing at Work.  In 2014 he was awarded a Knighthood by the Queen for his contribution to the social sciences.  I don’t like my boss [04:17]Professor Cooper remarks that a significant driver of the so called ‘great resignation’ was in part employee’s dissatisfaction with their boss.  He think this has led some in HR about whether they have right managers or managers with the right skills in place. Sadly he feels too many organisations recruit solely on technical skills and not soft skills or EQ.What do we do about Millennials and GenZ workers? [06:03]Professor Cooper believes this generation of workers have a very different value set to their parents. Mis-characterised as ‘Snow Flakes’ Professor Cooper argues that this ‘generation’ don’t feel entitled.  They’re just not prepared to tolerate what their parents did. Is Jacob Rees-Mogg right about flexible working? [07:53]Not according to Professor Cooper. He goes onto give a withering assessment of the UK’s perennial issue with productivity despite working some of the longest hours.  Hybrid working another way [9:20]What is HR’s obsession with numbers of days at home or spent in the office? Professor Cooper takes us back to the psychological contract and tells us to look at this in a different way.  He says this isn’t a big conversation, so why have we made it one?A new deal for blue-collar workers? [11:18]Many of those in the ‘professional classes’ have enjoyed the ability to work flexibly but what about those jobs that cannot be done from home? Professor Cooper recommends that a new deal such as a 4 day week or a variation of created to allow these workers some time off. Employee wellbeing is not about bean bags [15:33]Bean bags, sushi and ping pong is not employee wellbeing. Employee wellbeing is a major strategic shift. Professor Cooper highlights the NHS where every trust now has an non-executive director responsible for health and wellbeing. At [14:25], Professor Cooper argues for an NED responsible for health and wellbeing appointed to the board of every UK company whatever their size. Why don’t business schools teach soft skills? [26:26]Business schools contrate far too much on teaching technical skills such as the key theories in HR, marketing and accountancy but in the main ignore more experiential leaning that gets individuals to understand their personality and the effect they have on others. Recruiting on the wrong skills [29:04]Attending a top business school or university isn’t a guarantee an individual is going to be any good at managing others. Organisations need to look beyond the technical skills and assess instead an individual’s interpersonal or soft skills. Professor Cooper believes the majority of managers/leaders can develop these skills and the ones that can’t should not be allowed to manage anyone.Resources:https://www.linkedin.com/in/professor-sir-cary-cooper-4213909/https://www.linkedin.com/in/podcasthost/https://ovenreadyhr.comhttps://buddyboost.co.uk

We’ve had a white-hot recruitment market for some time now and I thought it was right to take the temperature again and see if it’s still as hot as we’re led to believe  - given the multiple issues we’re facing not least the cost of living crisis. William Tincup is the President & Editor at large of Recruiting Daily the world’s number 1 online site for recruitment content.  William is at the intersection of work and technology. He's a writer, speaker, advisor, consultant, investor, podcaster & storyteller. William serves on the board of 20+ HR technology startups and he's been writing about HR and Recruiting related issues for longer than he cares to disclose!Do technological innovations in recruitment benefit the candidate? [01:41]On the whole, no they don't says William.  He cites the number of 'chefs' in the recruitment 'kitchen' such as sourcers, hiring managers, employee branding, recruitment marketing etc. all of whom have influence in the hiring process and of course pay the cost of the tech so by and large the candidates are the 'ignored' constituency.The great resignation - lipstick on a pig? [04:10]Is the great resignation all that is seems to be?  William argues that as a society we haven't really understood the reasons why someone chooses now not to work - it needs as he says greater archeology and anthropology to get to real reasons.Are organisations using the cost of living crisis to exploit consumers? [08:56]William isn't convinced that cost of living crisis has been inflated by organisations seeking to recoup losses incurred during the pandemic.  He cites the oil industry who he believes are cynically using the conflict in Ukraine to drive prices up.Will the recruitment market stay white hot? [11:39]Depends entirely on the sector according to William. There are some inherent structural shortages such as there are not enough software developers to handle the software needs of today let alone tomorrow.Should employers help workers with the cost of living crisis? [16.35]Yes is the simple answer.  This is an opportunity for HR to engage on a deeper level with employees and provide solutions to help employees thrive in and out of work.  He reveals the movement towards 'daily pay' and innovative solutions that allows employees to trade holiday days for other benefits such as paying down student debt.Work-life balance is a con! [20:30]Tincup argues that work-life balance does not exist and never has.  He says it's work-life integration.  We discuss at length organisational culture and how some 'cultures' fit or don't fit but there are no bad cultures except those that are illegal.Gen zZ & millennials ask the right questions [24:11]We discuss why Gen Z and millennials are better as asking questions about work-life integration and what has given them the confidence to challenge the norms.The end of working from home? [26:39]The tech giants of Silicon Valley still operate a command and control culture where you have to be seen to be believed to be working. Tincup believes these firms are on the wrong side of history.Get comfortable with being uncomfortable [28:42]Radical Flexibility is going to be the default position and to attract talent and organisations are going to need to raise their game.Resourceshttps://recruitingdaily.comhttps://www.linkedin.com/in/tincup/https://www.linkedin.com/in/podcasthost/https://ovenreadyhr.com

There are so many big employment and workplace stories at the moment.  From chaos at UK airports due to staff shortages and the raging work from home debate to planned strikes on the rail network and of course the fallout from 'partygate' at 10 Downing St! Added to that this week's narrowly  won vote of no confidence in the UK Prime Minister Boris Johnson all adds to a sense of upheaval and uncertainty - hardly a welcome backdrop for any organisation.The political uncertainty is a timely prompt to start looking at what the world of work would be like under a Labour administration.  Justin Madders MP is Labour's Shadow Minister for Employment Rights and Protections. Justin is a former solicitor who specialised in employment law before being elected as the member of parliament for Ellesmere Port and Neston in 2015.  I start by asking the Shadow Minister his view on the impending National Rail strike.Who's to blame for the chaos at UK airports? [02:30]Justin Madders believes it's very convenient for the UK government to blame airlines and other travel providers for the chaos at UK airports. He believes government support was lifted far too quickly before the sector was back on its feet.Is Boris Johnson's unpopularity a gift to Labour? [04:10]Justin Madders accepts that whilst Boris Johnson's unpopularity is a gift for any opposition party, the national interest will be affected by paralysis and in-fighting amongst Conservative members of parliament, therefore the sooner the Prime Minister is removed the better.What will the Downing St culture be like under Sir Keir Starmer? [05:39]'Partygate' has highlighted the dysfunctional culture at the heart of government.  I ask Justin Madders what sort of workplace culture Sir Keir Starmer would instigate if he were the Prime Minister?What are the key elements of Labour's Future of Work plan? [06:39]Justin Madders explains the key pillars than underpin Labour's future of work plan.  The plan is designed end the precarious nature of employment that many workers face and provide well-paid jobs and a level-playing field for all employers.What's happened to Lord Hendy's Status of Workers bill? [08:35]Justin Madders explains why he isn't confident that the Government will support Lord Hendy's bill.Do we need more collective bargaining in the UK? [11.57]Yes is the simple answer and in Labour's plan there is a desire to move towards more sectorial collective bargaining / fair pay agreements.What's happening with the P&O dismissals? [15:40]Justin Madders is keen that the Government maintains pressure on P&O in light of their sacking of hundreds of workers without consultation and notice.The working from home debate [20:13]I ask Justin Madders for his view on the working from home debate.  Is WFH just a blip?Resourceshttps://www.linkedin.com/in/podcasthost/https://ovenreadyhr.comhttps://labour.org.uk/people/shadow-cabinet/https://www.justinmadders.com

In this episode of Oven-Ready HR I talk to Stephen Bevan who is head of HR Research Development at the Institute for Employment Studies about why many employee wellbeing initiatives on their own fail to have the required impact. Stephen has almost 40 years of experience in the field of HR research with highly sought-after expertise in workforce wellbeing, performance, and productivity. Stephen has numerous publications on health at work to his name. And he was an expert witness to a review of NICE guidance on workplace mental health, which was published in March of this year. He has recently published a book with Professor Sir Cary Cooper, entitled The Healthy Workforce, Enhancing Wellbeing and Productivity In The Workers Of The Future.We’re measuring the wrong wellbeing outputs [03.20]Although lots of organisations have created a suite of wellbeing benefits such as healthy meals and subsidised gym memberships, most employers measure the wrong output.  Instead of measuring how many workers take-up the benefits, organisations instead to measure the impact these wellbeing interventions have on issues such as sickness and recovery time from illness. Interventions in isolation don’t work [07:08]Stephen argues that interventions such as mental health first aid whilst useful are often used in isolation and therefore have limited overall impact. Instead, employers need to look at more complex issues such as job design, the quality of line management and employee workload.  Without looking at these issues, you’ll end up back at square one!Isn’t a bit of stress good for performance? [09:11]Well up to a point. Stephen argues that those employees who have a certain amount of control and autonomy over their work will tend to cope better with stressful situations than those who have little or no control and essentially at the mercy of their line manager.How to create high-performance work practices [10:36]Research has shown that managers who trust employees and assist them by securing more people or other resources and provide clarity for the employee together with plenty of autonomy are more likely to create a happy and fulfilled workforce who will perform better. Stephen argues that stress is a very poor motivator of performance despite what some managers believe. So where should you start if you want to create a wellbeing culture? [15:23]Stephen starts by saying don’t rely on eye-catching interventions and instead look at systemic changes such overall culture, the quality of line management, job design and the demands placed upon people.  Stephen argues there is a golden triangle of wellbeing, performance and employee retention. Should HR be in charge of employee wellbeing? [20:42]To a point. The biggest influence is the line manager and therefore HR need to be supporting the line manager which in a hybrid working world is a challenge. Additionally Stephen cites Occupational Health professionals. However, Occupational Health is more than simply patching people up and sending them back to work, but instead looking at the ‘preventative’ measures such as alleviating workload pressures so that employees aren’t overwhelmed in the first instance.Resourceshttps://www.linkedin.com/in/podcasthost/https://ovenreadyhr.comhttps://www.employment-studies.co.ukhttps://www.employment-studies.co.uk/staff/stephen-bevan

In this episode of Oven-Ready HR I take a closer look at an innovative employment model that’s growing in popularity around the world.  The 4 Day Week is a reduced-hour working model, which seeks to prioritise working smarter to produce better business productivity and positive employee outcomes such as employee retention, engagement and reduced absence levels.Joining me to discuss this growing work-trend is Charlotte Lockhart, co-founder of 4 Day Week Global – a not-for-profit community for those individuals and organisations keen to explore new ways of working. Charlotte herself is a business advocate, investor and philanthropist. She’s on the board of the  Wellbeing Research Centre at Oxford University and the advisory boards of the US and Irish campaigns for the 4 Day Week. How does the 4 Day Week Work? [01:15]Charlotte explains the principle behind the 4 Day Week. Workers are paid 100% of their wages for only working 80% of the time whilst providing 100% productivity. The idea is to reduce the amount of work time by focusing on productivity. After all if productivity is maintained why should pay be reduced? How do businesses boost productivity? [02:11]Boosting productivity is notoriously difficult. Charlotte explains that within a business environment, the answers are found in the micro-environment; for example how many widgets are produced, how many meetings are called but most importantly work with your employees as they will help you identify time-saving efficiencies. Are some employees resistant to change? [07:11]Charlotte explains that there are always employees who confuse productivity with being ‘busy’ but as she says “busy is not productive” and working 80 hours a week is not a badge of honour. She goes on to explain that millennials and the generations that follow view work in a different way and don’t want to work the hours their parents did. Can the 4 Day Week work across all sectors? [20:00]Yes is the simple answer.  Charlotte gives an example of a bus company in New Zealand where one of the routes operated attracts very few passengers but is convenient for the company to use.  Her argument is that if you talk to your workers and your customers efficiencies can be found that won’t affect the level of service. At [23:01], Charlotte further explains that it’s dangerous to assume that no sector couldn’t benefit from revieing the way work is structured or organised. Meetings are the enemy of productivity [24:21]‘No Agenda No Attender’ is the mantra Charlotte quotes when it comes to meetings.  She explains the changes she made at her own firm to reduce time spent on these fruitless interactions. She further illustrates how people eating lunch at their desk and the use of open plan offices has a detrimental effect on individual productivity.Resourceshttps://www.4dayweek.comhttps://www.linkedin.com/in/podcasthost/https://www.linkedin.com/in/charlottelockhartnz/https://ovenreadyhr.com