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Employers must step in to help the 20% of lonely employees around the globe
Employers must step in to help the 20% of lonely employees around the globe
Employers must take moves to help reduce the reported 20% of lonely employees around the world by providing suitable health and wellbeing support, says Towergate Health & Protection. The call to action comes as Gallup’s recently released State of the Global Workplace report reveals that one in five of the world’s employees experience daily loneliness.
Sarah Dennis, head of international at Towergate Health & Protection, says: “We find that loneliness is a big issue for overseas employees. It is important that employers tackle this matter as it can lead to further problems of poorer mental health, lower productivity and increased absence. All of which becomes a vicious circle if the appropriate health and wellbeing support is not in place.”
Stress and loneliness can be exacerbated for those working overseas, away from home. This can be for a number of reasons, including difficulties with making friends in unfamiliar countries, which may come down to language or cultural barriers. It may be because an employee works on a global basis and does not stay anywhere long enough to put down roots. Or it may be due to the stress of being away from family, and the pressures of making the assignment a success.
The issue of loneliness differs according to the area in which the employee is based. According to Gallup’s research, those in South Asia are most likely to suffer from loneliness (29%), followed by those in sub-Saharan Africa (26%) and the Middle East and North Africa (23%). Employees in Australia and New Zealand are least likely to experience loneliness (13%).
Employment itself actually decreases loneliness. In fact the figures show that working people are less lonely (20%) than those who are unemployed (32%). And working onsite is associated with lower reported loneliness (16%) than working remotely (25%). Loneliness is more common in younger employees, with 22% of employees aged under 35 feeling lonely compared to 19% of employees aged over 35 years.
Sarah Dennis comments: “It is a long-held belief that good work is good for you. While those working overseas face additional challenges, being able to work, visit the office, and even being involved in phone and video conferencing, can all support their mental health. The key is in providing the right balance so that the positives of social interaction are not overtaken by the negatives of stress.”
Employers need to be aware of global differences and the cultural distinctions that may impact employees working overseas. The figures show that employees who are engaged with their work are far less likely to suffer from loneliness, with 17% of engaged employees feeling lonely, compared to 31% of actively disengaged employees. Showing that the employer cares and connects with the employee is an important part of improving employee engagement but his can be particularly difficult when the employer and employee work and reside in different countries. In-country experts will be able to advise employers on the particularities, and sometimes peculiarities, of an area and help them to understand the needs and circumstances of the employees based abroad. This will assist with putting the most appropriate wellbeing support in place.
Health and wellbeing support for employees abroad should include help for the employee to understand the new culture, to settle in and to get involved with the local community. For employees who are struggling, access can be provided to specialists who have experienced working abroad and can give specific, tailored advice. Global employee assistance programmes (EAPs) can help with counselling and provide access to mental health specialists.
It should also be remembered that loneliness can impact all levels of staff. It is therefore important to ensure that support is in place for all. When managers are supported, they are better able to support others.
PUBLIC APPOINTMENT OPPORTUNITIES: Seeking Public Appointment Advisers [up to 4] and a Diversity Consultant [1]
PUBLIC APPOINTMENT OPPORTUNITIES: Seeking Public Appointment Advisers [up to 4] and a Diversity Consultant [1]
The Ethical Standards Commissioner is seeking to expand the cohort and add to the wealth of skills, knowledge, experience and other attributes brought by their Public Appointment Advisers (PAA’s) to the public appointments process in Scotland. Also being sought is a Diversity Consultant to Develop a draft revised diversity strategy, based on the findings of the ‘state of the nation’ report, informed and shaped by the views of a wide range of stakeholders and including recommendations to improve the diversity of Scotland’s public body boards.
The full requirements for both roles, including key dates for the tender submission process, are outlined in the Invitation to Tender documents: https://www.ethicalstandards.org.uk/vacancies-tenders
OR
https://www.ethicalstandards.org.uk/tender/invitation-tender-public-appointments-advisers (Public Appointment Adviser)
https://www.ethicalstandards.org.uk/tender/invitation-tender-refreshing-diversity-strategy-scotlands-public-appointments-process (Diversity Consultant)
The closing date for expressions of interest for these opportunities is Friday 9 August 2024 and the tender submission date is 12 noon on Friday 30 August 2024.
Regulated public bodies in Scotland are responsible for an annual expenditure exceeding £22 billion. They touch on every aspect of our lives – from health to housing, the environment to education, the economy to enterprise, creativity to culture, policing to public transport and the reduction of poverty to social security. The boards of these bodies provide the governance oversight of these services, and the appointments to these boards are typically made by Scottish Ministers.
One of the roles of the Ethical Standards Commissioner is to regulate appointments to the majority of these public body boards (100 in total), to ensure that appointments are made using processes that are fair and transparent and that they are made on merit. The Commissioner’s role includes trying to increase the diversity of these boards. We currently have two opportunities to tender with the organisation as:
- Public Appointment Advisers: to provide advice and support to recruitment panels who are making appointments to the boards of public bodies, and….
- Diversity Consultant: to refresh the diversity strategy for Scotland’s Public Appointments Process.
Public Appointment Advisers
Part of the ESC’s regulatory function includes producing a Code of Practice to guide Scottish Ministers in making fair and open appointment decisions based on the merit of those who apply. The Commissioner also issues guidance to assist all parties to comply with the Code’s provisions. The Code is intended to help selection panels design appointment rounds that are welcoming and accessible to people from all backgrounds, and that appointment rounds identify the right people for the right roles. The Code encourages selection panels to innovate and improve on appointment practices over time, based on evidence of what works well.
In order to provide effective regulation and oversight of public appointment processes, the ESC contracts with a number of Public Appointment Advisers (PAAs). While the appointments process is run by Scottish Government officials on behalf of the Scottish Ministers, PAAs carry out functions on behalf of the Commissioner by:
- providing advice and guidance to selection panels on the application of the Code
- providing independent scrutiny of the methods and practices used during appointments processes
- highlighting any breaches of the Code where these occur and
- advising selection panels on good practice in open, transparent and accessible recruitment and selection techniques
At the beginning of any appointment round, the Commissioner assigns an oversight level which determines the stages during which the PAA will oversee the process – this may be for early or full planning phases only, during assessment stages, for a full round or a combination of these stages. For any part(s) of the process that the PAA is involved, they are considered a full panel member and contribute to panel discussion and deliberation alongside the other selection panel members chosen by the appointing minister.
It is therefore essential that PAAs have the following attributes:
- well developed influencing and communication skills
- able to apply a Code or system of regulation in practical situations
- a significant track record in promoting diversity and ensuring equality through providing advice on and taking an active role in recruitment and selection processes.
Each appointment round for each body should be designed to find a choice of suitable candidates for the appointing minister. It is our aspiration that each round will be bespoke to the position being filled, with considerable tailoring involved to deliver that outcome. Our advisers are skilled at and comfortable with providing advice to selection panels in all types of situation, with a view to securing the right outcome for the body, the minister and ultimately the people that the body serves.
Refreshing the Diversity Strategy for Scotland’s Public Appointment’s Process
In addition to its regulatory functions the ESC is committed, as with the Scottish Ministers, to the making of appointments that reflect Scotland’s diverse population. In 2008 the Public Appointments Commissioner (as they were known at the time) published Scotland’s first public appointments diversity strategy, along with a series of recommendations with a view to encouraging diversity in public appointments. We monitor progress against the recommendations and targets in the strategy annually in our annual report and in our more extensive Public Appointments Annual Report. We are encouraged by the evident progress that has been made, whilst acknowledging that it has been incremental. All parties are dedicated to increasing diversity in public appointments. We now need to find new recommendations to accelerate and build on the progress made thus far.
Now, 16 years after its launch, there is a need to understand both the relevance and effectiveness of the existing strategy, and how the public perception of and landscape for public appointments has changed since the last strategy was written. It is important that the revised strategy is not limited to protected characteristics. We are committed to the wider definition of diversity and understand the value of disparate viewpoints to effective governance and decision-making.
The strategy has to be based on an understanding of the barriers to application for all those who are under reflected. This is particularly for those who are disadvantaged on an intersectional basis. It must also be based on an understanding of and build in the measures for succession planning. These measures will be intended to embed diversity as a continual and progressive consideration when considering future appointments to our boards. The strategy must also take account of human rights as well as diversity.
We are therefore seeking a consultant who will:
- provide a ‘state of the nation’ assessment report, analysing the current strategy, how the landscape has changed since it was published, what the effects of implementation have been – both positive and negative – and how the general public (particularly interest groups and those sharing protected characteristics that are under-reflected) view public appointments and the process of applying for them.
- Develop a draft revised diversity strategy, based on the findings of the ‘state of the nation’ report, informed and shaped by the views of a wide range of stakeholders and including recommendations to improve the diversity of Scotland’s public body boards.
These reports will require substantial research and consultation with a wide range of stakeholders. Full details of the project and its requirements, including key dates for the tender submission process, can be found in the https://www.ethicalstandards.org.uk/tender/invitation-tender-refreshing-diversity-strategy-scotlands-public-appointments-process. The closing date for expressions of interest for this opportunity is Friday 9 August 2024 and the tender submission date is 12 noon on Friday 30 August 2024.
A key part of this project will be consultation with our stakeholders including the Scottish Government on behalf of Scottish Ministers, groups with a particular interest in public appointments (those who share protected characteristics which are under-reflected and those representing wider diversity) and the general public.
If you do not intend to apply for the diversity consultant role but are interested in being included in our consultation distribution list please do get in touch at: appointments@ethicalstandards.org.uk
All other enquires relating to both opportunities, where one of the team will come back to you can also be sent to: appointments@ethicalstandards.org.uk
Other links:
- A full list of the bodies that we regulate can be: https://www.ethicalstandards.org.uk/regulated-bodies
- Annual Report can be found: https://www.ethicalstandards.org.uk/annual-report-and-accounts
- Public Appointments Annual Report can be found: https://www.ethicalstandards.org.uk/publication/public-appointments-annual-report-202223
The Ethical Standards Commissioner – Regulating Public Appointments in Scotland
BOARD APPOINTMENT: Commsworld appoints HR Director Denise McDonnell to the Board
BOARD APPOINTMENT: Commsworld appoints HR Director Denise McDonnell to the Board
Commsworld is delighted to announce that the company’s Human Resources Director Denise McDonnell has joined the Board. Denise has more than 20 years’ experience in HR, gained in a career that has included senior roles across organisations in the public, private and the third sector.
She joined Edinburgh-headquartered Commsworld two and a half years ago, tasked with leading the company’s HR department through an unprecedented period of growth and change. The result has been to create a robust HR service from which the company has been able to recruit, retain and engage a highly skilled workforce – who in turn are key to securing sizeable new contracts.
These include multi-million pound public sector contracts with Northumberland County Council, North Lanarkshire Council and Renfrewshire Council as well as providing connectivity across a number of high-profile events such as the inaugural 2023 UCI Cycling World Championships, COP26, the Euro 2020 football championships, TRNSMT, and the World Pipe Band Championships.
Denise said: “I am very proud to join the Commsworld Board. I look forward to adding a unique HR perspective and voice to discussions at Board level, using my skills and experience in HR from not only Commsworld, but a wide cross section of businesses and organisations spanning a diverse range of sectors.
“During my time with the business, Commsworld has been through an amazing transition in both size and shape. The company invested in developing its HR function to represent this, improving the overall employee experience – befitting a more mature, growing business.
“Commsworld is now a company with a strong infrastructure of support and delivery functions, and we continue to invest in and develop our people in line with the growth trajectory. I look forward to working with the Board to continue to grow on these excellent foundations that have been laid.”
Steve Langmead, Commsworld Chief Executive, said: “Denise brings with her a wealth of valuable experience and skills to an already very strong Board at Commsworld. She has helped to build an excellent HR function from the bones up at the company, and she will add tremendous value in what is a very important period for Commsworld as we continue to grow our operations across the UK.”
Employees who share the same goals as their manager are more likely to contribute ideas
Employees who share the same goals as their manager are more likely to contribute ideas
Employee’s that share similar motivation for achievement with their managers are much more likely to speak up and share their ideas, concerns or feedback, according to new research by Durham University Business School. The researchers also found that if an employee is well-aligned with their manager, they are more likely to feel a connection to the organisation and its identity.
These findings come from research by Dr Janey Zheng, Professor of Leadership at Durham University Business School, alongside her colleagues, Michele Williams from the University of Iowa, and Christina Wang and Jian Liang, both from Tongji University. The researchers wanted to examine how an employee and their manager being aligned on achievement goals and working standards on how likely employees were to speak up to management when they had ideas, feedback or concerns.
In order to do so, the researchers conducted two separate studies, which was a collective sample of over 800 employee-supervisor pairs in Chinese firms. The participants were asked about their own personal goals in their role, as well as how likely they were to voice their ideas, concerns and feedback to their own supervisor. By matching employee’s answers with their leaders, the researchers were able to identify that if an employee has similar goals and working standards to their supervisor then they are much more likely to speak up.
Interestingly, the researchers did find that the motivation for achievement and to be excel did not have to be high for workers to speak up. In fact, employees would share their thoughts even if they did not want to be the best at work, as long as their supervisor was on the same page. However, if an employee had high motivation for achievement, and a leader did not – or vice versa – then employees were less likely to speak up.
“Employee’s feeling as though they have a voice is highly important to an organisation.”, says Dr Zheng. “Not only does it mean new perspectives, ideas and insight for the wider team, which can improve the organisation, but also employees who feel they can share feedback safely are more likely to be happy in their roles. Therefore, aligning the motivations of managers and workers should be a key goal for any organisation.”
The researchers say that an employee can only be aligned to their manager’s goals if they are made aware of what these are of course, therefore organisations should look to pair supervisors with employee’s who share similar goals to ensure the whole team has a collective voice.
Another approach, the researchers say, could be ensuring that from the outset managers share their own vision with employee’s so they are on board. Whilst if this is not possible, organisations should look to host team-building programs, motivational speakers, and other activities in an attempt to align the team’s goals.
Employee’s feeling as though they have a voice is highly important to top managers because it generates innovative solutions to complex issues and enhances organizational effectiveness. Therefore, organisations should stress the importance of managers aligning their goals, for the good of the wider organisation.
OUT TODAY – July 2024 Issue of Hr NETWORK Magazine
OUT TODAY – July 2024 Issue of Hr NETWORK Magazine
Hr NETWORK is ‘The Hub’ of Scottish HR and people development with an ‘Access All Areas’ pass to Scotland’s most influential human resource and business professionals across all sectors in Scotland. As well as readers from the world of HR, the magazine is also extremely popular within SME (Small and Medium Enterprise) organisations and is very useful for line managers, heads of department, senior management, managing directors and other professionals throughout the country who play a vital role in the development of people within all industry sectors in Scotland. Published bi-monthly, Hr NETWORK Magazine is informative and a ‘must have’ for its readers, and brings with it in every issue, great opportunities and benefits for advertisers and sponsors too.
Hr NETWORK Magazine July 2024
Professional Development: Great(er) Expectations
How often do you ask your colleagues about their professional development expectations? Andy Moore discovers why it’s so important for HR practitioners to listen and then tailor team and career enhancement initiatives that deliver the ‘WOW factor’ in professional development.
Also in the latest issue:
- The regular sections of the magazine include: Stats, EXTRA and The Bookshop
- The ‘Insights’ section features first class comment from those in the know on a range of subjects including: Hybrid Working Model, Neurodiversity, Authenticity, Benefits of Volunteering
Click the front cover below to read the latest issue:
Women’s representation in international diplomacy is alarmingly low
Women’s representation in international diplomacy is alarmingly low
Women’s representation in international diplomacy is alarmingly low, finds a report from LSE IDEAS, the LSE’s foreign policy think tank. Despite a few women holding senior leadership positions in the World Trade Organization, European Commission, International Monetary Fund, and European Central Bank, only 20 per cent of ambassadors worldwide are women, according to the report.
Women ambassadors tend to be posted to countries that are more gender equal and are less likely to serve in countries with more economic clout or that are affected by conflict. Of the 18 peace agreements signed in 2022, only one was signed or witnessed by a representative of a women’s group or organisation.
Authors Marta Kozielska and Professor Karen E. Smith, both co-founders of LSE IDEAS’ Women in Diplomacy Project, note that prior research shows diversity enhances decision-making capabilities, better addresses the needs of the diverse global population, and reaffirms commitments to democratic principles of inclusion and tolerance.
The report’s findings are based on a series of interviews with women who have held high-ranking diplomatic positions in international trade, international security, climate change, cultural diplomacy, and other sectors. A team of experts conducted the interviews, which are all available as podcasts.
These interviews reveal that women face many challenges when it comes to progressing and rising to the top within international diplomacy. To address obstacles to women’s career advancement, the authors recommend international organizations:
- Implement tailored gender equality plans that address issues regarding equal pay, parental leave provision, and sexual harassment.
- Ensure fair and inclusive recruitment processes, especially for senior and leadership positions, while fostering mentorship;
- Implement formal and informal career development support, including for ‘trailing partners’.
“Representation matters. A growing number of studies highlight the benefits of diversity in decision-making in private enterprises, states, and international organizations. Diverse participants bring diverse perspectives to the table, which helps to produce policy outcomes that address the needs of a wider population. For example, involving women in peace processes leads to more robust democracies and longer-lasting peace,” says Marta Kozielska.