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Work impacted for over a quarter of overseas employees with wellbeing issues
Work impacted for over a quarter of overseas employees with wellbeing issues
Wellbeing issues severely or significantly compromise the ability to function at work for over a quarter (26.4%) of overseas employees with wellbeing concerns, according to data released recently by Towergate Health & Protection. The figures are from one of Towergate Health & Protection’s leading global employee assistance programme (EAP) providers that looks after over 6.5 million employees worldwide.
- 54.5% of employees in Africa who contacted the service said their ability to function at work was severely or significantly compromised by wellbeing issues
- 28.3% of employees in Europe said their ability to function at work was severely or significantly compromised
- 25.8% of employees in the Asia Pacific region said work was severely or significantly affected by their wellbeing
Sarah Dennis, head of international at Towergate Health & Protection, says: “Employers of staff overseas mustn’t underestimate how work can be impacted by employees’ health and wellbeing. These figures show that putting support in place is not just a nice-to-have, it’s fundamental for the business.”
Work impact is assessed at the time of intake and is based on a bespoke workplace assessment functioning scale. The assessment measures a range of outcomes including absenteeism, presenteeism, compromised performance and reduced concentration, with the impact on being able to function properly at work categorised from minimal/negligible to severe. Over a quarter (26.4%) of those contacting the global EAP service were categorised as having their ability to function at work significantly or severely compromised.
The data shows that some of the most common issues that impede optimal productivity for overseas employees are relationships, stress, and anxiety, but also money management, housing, and legal concerns. Access to support needs to encompass all of these areas, such as via global employee assistance programmes that are holistic and can provide access to support for a range of interventions, from psychosocial to legal and work life services. Specific support can also be extended to managers and family members too – widening the benefit to the business.
Sarah Dennis concludes: “While the data shows how detrimental poor wellbeing can be to a business, employers should take comfort from the fact that solutions are available to mitigate the impact, and we would encourage them to investigate such support which meets the specific needs that employees overseas face.”
Importance of inclusive language in neurodiverse workforces highlighted in study
Importance of inclusive language in neurodiverse workforces highlighted in study
75% of respondents disliked the use of the term ‘disabled people’, instead noting a preference for ‘person-first’ language, such as ‘people living with a disability’ or ‘people with a disability’, according to the survey.
87% of respondents with dyslexia oppose the term ‘dyslexics’, in comparison to 71% of respondents preferring to be referred to as ‘people with dyslexia’. Additionally, respondents indicated a significant preference for ‘dyspraxia’ over ‘developmental coordination disorder’ (DCD), with 92% voting in favour of ‘dyspraxia’.
Exceptional Individuals the UK’s first employment agency for the neurodiverse community, conducted The Exceptional Individuals Language Consultation Report to highlight the need for inclusive language when referring to neurodiverse individuals within the workplace.
Respondents with ADHD, dyspraxia and dyslexia favoured ‘person-first’ language by 88.9%, 65.5% and 71% respectively.
The survey found that respondents preferred the term ‘neurodivergence’ (40%) over ‘condition’ (34%), ‘difference’ (20%), or ‘disorder’ (6%). ‘Disorder’ saw the lowest number of votes, with one person noting that they “very much dislike the words ‘disorder’ and ‘ condition’”, and another stating “I use ADHD because people understand what that is. However, I really hate the word disorder.”
Matt Boyd, Founder of Exceptional Individuals, said: “The meaning of a word can evolve over time. Some good words turn bad. Some bad words turn good. So it’s important that we stay vigilant of what is and isn’t considered acceptable language within our communities. But change doesn’t happen overnight. In the long, messy phase between words shifting from appropriate to inappropriate, or vice versa, there is often confusion, mistakes, and maybe even unintended hurt caused. In these moments, there needs to be patience and compassion, alongside consideration for those affected by these words.”
“Our findings make clear that there is no specific, ‘correct’, language we should all be using, but rather that we need to respect individual preferences to be truly inclusive.”
A recent study reported that 65% of neurodivergent employees fear discrimination from management within the workplace, whilst 55% fear discrimination from colleagues. 40% of respondents also claimed that there aren’t enough knowledgeable staff to help. In addition, the report also found that all neurodivergent employees reported low levels of well-being – highlighting the importance of ensuring that all members of staff use inclusive language.
Fintan O’Toole, HR expert and Owner of The HR Dept. shared his insights into the importance of valuing neurodiversity in the workplace: “Employers need to embrace the different skills and competences that they have in their workforce and to explore individual development plans for all staff regardless of their apparent abilities. What may at the outset present itself as an obstacle may well be a strength that can be built on for both the employer and the employee.”
“All staff should be made to feel welcome in the workplace. Diversity including Neurodiversity can be celebrated and recognition given to the real achievements of the whole team and the individuals in it. Employers have a duty of care and a legal obligation to provide a safe place of work and should consult with all employees and respond to the feedback they receive from that process”
SSE launch third jobs programme to help STEM professionals return to renewables sector
SSE launch third jobs programme to help STEM professionals return to renewables sector
SSE has stepped up its collaboration with return-to-work experts STEM Returners to help more engineers in Scotland re-enter the renewables sector after a career break. The partnership has launched a third returners programme across SSE’s Transmission and Renewables Teams in Scotland and the rest of the UK. Recruiting to roles such as Project Engineering, Asset Management and Project Management, the programme acts as a ‘returnship’ allowing returners to be reintegrated into an inclusive work environment.
STEM Returners, a leading organisation in the UK in returner programmes, will source candidates and provide them with additional support including advice, career coaching, and mentoring; ensuring applicants are ready and confident to return to work.
This is the third programme between SSE and STEM Returners, after two previous programmes enabled 20 professionals back to work. One of those professionals was Sue, who took had to take a career break to move to Scotland to care for a loved one with Alzheimer’s Disease. When it was time for her to return to the workplace, she found it an uphill task. But through the STEM Returners programme, she secured a Development Project Manager role with SSE Transmission.
Sue said: “It was daunting, mainly because many years had passed it was a challenge to get my head back into ‘work speak’. I was quite close to starting my own business as it had been a thankless task being rejected out of hand because of the gap. I thought it might not happen. But then I came across the STEM Returners website and literally couldn’t believe my luck that SSE had a programme, up the road in Perth.
“I had fond memories of working for big utility companies and so it felt like returning home. The flexibility of the role was really important to me and the support I’ve received from my Manager has been a major factor in my successful return. Not only have I been supported in finding my feet but also encouraged to find ways to promote and utilise the experiences I have had across my career. In effect we are redefining my original role and that demonstrates the benefit of the returner programme.”
Annual research from STEM Returners shows the challenges people who have had career break face, when trying to return – recruitment bias being the main barrier to entry. Sixty-six percent of STEM professionals on a career break say they are finding the process of attempting to return to work either difficult or very difficult and that nearly half (46%) of participants said they felt bias because of a lack of recent experience.
Additionally, it is hoped that the new programme will help fill an emerging green energy skills gap. It is estimated that around 200,000 new workers are needed it the UK is to deliver on long term energy security and meet its energy transition targets. *
Natalie Desty, Director of STEM Returners said: “The number of green energy roles is growing across the sector and there is a hidden workforce that can help fill those roles but are often overlooked.
“People who have a had a career break face an uphill battle to return to the industry – there is a misconception that a gap on you CV leads to a deterioration of skills but that couldn’t be further from the truth. Many returners keep themselves updated with the developments from their industry and have developed transferable skills that can benefit their employers.
“We are very proud to be continuing our strong partnership with SSE to return highly skilled people back into the industry they love. Only by partnering with industry leaders like SSE will we make vital changes in STEM recruitment practices, to help those who are finding it challenging to return to the sector and improve diversity and inclusion.”
Gordon Macfarlane, Head of Resourcing at SSE said: “We are delighted to extend our partnership with STEM Returners for another year. Our collaboration has already delivered remarkable outcomes, and we take great pride in providing support and opportunities to individuals seeking to re-enter the workforce after a career break.
At SSE, we are deeply committed to promoting diversity and inclusion across all areas, and have been supporting STEM activities for several years. This includes engaging with primary and secondary schools to offering returnships. As we embark on our third year of collaboration with STEM Returners, we look forward to doing more to remove the barriers that put people off returning to or transitioning into the industry.”
Since STEM Returners first launched in 2017, more than 400 STEM Returners candidates have joined programmes across the UK.
Taxi shortage threatens staff safety
Taxi shortage threatens staff safety
The Professional Services sector employs 21.4% of workers in the UK, the highest percentage within any single occupation. This includes legal services, of which the UK has one of the largest industries in the world. With a reputation for long days and late working hours, personal safety is an increasing concern and a Peoplesafe survey revealed that 44% of organisations reported incidents related to personal safety in the last year alone. This issue is being further compounded by a national shortage of taxis – limiting safe travel options and hindering the ability for employees to get home safely – especially late at night.
Post Covid, the Licensed Private Car Hire Association (LPHCA) estimates that the UK’s taxi and private hire industry is suffering a shortfall of 160,000 drivers – down from the 300,000-strong workforce pre-pandemic. With demand for taxis plummeting through lockdown, thousands of drivers were forced to quit the industry to work for the likes of Amazon, and recruiting efforts have since been hampered by licensing delays.
A quarter of Professional Services employees report feeling unsafe travelling home after working late, rising to 1 in 3 for women and, with 24-hour tube lines restricted to peak days – and only available to London workers at that – these concerns are being further fuelled by a shortage of alternative travel options. For many employees, personal safety is an everyday worry, with 25% reporting experiencing threatening incidents – be it late at night, on the daily commute, travelling for business, or interacting with the public.
Peoplesafe CEO and BSIA Chair of the Lone Worker Group, Naz Dossa, says: “The shortage of taxis post-Covid has been a talking point for a while, and for professionals like those in the legal industry, who need to travel home at unsociable hours, it raises the question of whether employers require extra resource in place to protect the staff who often have no other choice but to leave their desks late.
“According to our survey, 78% of the Professional Services sector work late at least occasionally and 30% work late at least once a week. With increasing safety concerns, coupled with the nationwide taxi shortage, it’s not surprising that 46% of employees have felt discouraged from working out of hours. Such is the anxiety within the workforce, that 1 in 10 respondents reported changing their role to reduce their level of business travel, while 24% of people admitted they would leave a role due to personal safety concerns. This is unquestionably bad news for retention within the UK legal system, which is forecast for growth.”
More often than not, there is no adequate system in place that checks in to make sure employees get home safe either. This lack of safety systems can leave employees feeling vulnerable and unprotected by their employer. With 25% of Professional Services employees reporting that safety concerns affected not just their work performance but their overall wellbeing, this begs the question, what will it take for employers to adequately protect their workforce?
Research finds that many employees already recognise the benefits of personal safety solutions and would take one up if offered by their employer – and it’s not just safety during work hours that should be the focus. A 24/7 personal safety service provides round the clock protection, with employers able to deliver an extended duty of care without having to always be available.
Naz Dossa says: “With 44% of Professional Services organisations reporting incidents relating to personal safety, and yet, shockingly, 29% of businesses taking no action at all, it’s clear that employee safety needs to be made a much bigger priority across the board.”
Employers urged to introduce support for carers ahead of new law
Employers urged to introduce support for carers ahead of new law
With the Carer’s Leave Bill receiving Royal Assent and due to become law in 2024, the Government has recognised the number of working carers who need support. Towergate Health & Protection is urging employers to act now to ensure they can deliver the changes and provide the necessary support for their employees who are carers. The Carer’s Leave Act 2023 will create regulations that will entitle employees to at least one week of leave a year to provide or arrange care for a dependant with a long-term care need. This right will exist from day one of employment. However, Towergate Health & Protection is saying this is just one possible step in supporting carers.
Debra Clark, head of wellbeing at Towergate Health & Protection says: “Employers can use the forthcoming Carer’s Leave Act as an instigator to look at the support they currently provide for carers and where this could be improved or enhanced. Giving the right support at work can mitigate the need for carers to take additional time off.”
Scale of the problem
More than one in seven people in the workforce is a carer. This means that millions of employees across the UK are having to juggle their work with an unpaid caring role. It is reported that, on average, 600 employees per day resign from their paid employment to be able to care for a loved one, and 75% of carers in employment worry about continuing to juggle work and care. This dual responsibility impacts every area of an employee’s wellbeing, from mental and physical to social and financial health.
Specialist support needed
Caring covers a wide spectrum of physical and mental care for the elderly and those of all ages with special needs or neurodiversity. Navigating the care system can be especially difficult for those who are new to the situation. There is help and funding available, but knowing what there is and where to find it can be challenging and time-consuming.
Employers can provide access to specialists in carer support who can help, for instance with searching for the right care homes, home help, or respite care. Experts in navigating the assessment and care system can provide guidance on what is available and how to access facilities. This can include help with securing funding or specialist education. Helplines and information on eldercare may come as an added-value element of cash plans and group risk policies, as well as through employee assistance programmes (EAPs) and specialist care advisers. Providing access to this sort of support through the workplace helps to remove pressure from the employee, allows them to focus on their work, and makes them feel that they are not alone.
Support all four pillars of wellbeing
Supporting all four pillars of health and wellbeing is vital for working carers. Providing opportunities for socialising and physical exercise are very important, as are financial education and mental health support. Being able to continue to work will help with the financial circumstances of the carer and is good for their mental health too.
The emotional impact on unpaid carers is huge. Employers are in a position to be able to help with the anxiety, stress and isolation of being a working carer. Access to mental health support can be made available through a number of avenues, including employee assistance programmes (EAPs), which can provide guidance and counselling. Mental health first aiders are an asset to any company, and they may be able to spot when a carer is particularly struggling. Apps for health, fitness, and mindfulness can help carers to balance their lives and keep on top of the pressures. Enabling flexible working where possible is a simple option that can be of huge benefit to carers. Line managers being aware will reduce the stress of trying to manage this and work in isolation
Debra Clark continued: “The physical and mental strain on employees who are also carers is immense. However, with the support of their employer, it does not need to be so detrimental to their work. A supportive employer will be better able to attract and retain staff who are also carers, enabling employees to still be able to work whilst they have caring responsibilities and bringing financial benefits to the business both short and long term.”
Business Stream announces new People Director
Business Stream announces new People Director
ONE of the UK’s biggest water retailers has appointed a highly experienced People Director as part of a triple appointment to further strengthen its executive leadership team. Gail Cockburn has joined Business Stream having spent close to 20 years with the country’s leading whisky distributor, Edrington UK – where she held the post of Human Resources Director.
A Fellow of the Chartered Institute of People Development, Gail has been appointed to develop and deliver the company’s new People strategy as well as oversee the company’s dedicated people and development function.
Commenting on the appointment Gail said: “I’m passionate about the company’s vision to make a positive difference and hope to bring a lot of experience from my previous positions to help guide and shape Business Stream’s already progressive approach to providing an inclusive and supportive environment for its people”.
Gail’s appointment follows two other appointments to the senior leadership team. Amanda Scovell has been promoted to Director of Operations after three years as Transformation Business Lead and with over 20 years of working within the water industry.
While Tom Abel has been promoted to Director of Sales after six successful years in his previous role as Head of Commercial Development. Prior to Business Stream, Tom held several senior positions within both the tech and professional services industry.
Jo Dow, Chief Executive of Business Stream said: “Gail, Amanda and Tom will all bring immense value to our senior leadership team. We have an ambitious growth strategy and these three new appointments will help ensure we’re even better placed to achieve our goals.”
Business Stream has its headquarters in Edinburgh, as well as a presence in Worthing, West Sussex and in Bradford, West Yorkshire. It’s guided by its ambitious vision to make a positive difference (MAPD) to its customers, its people, the environment and local communities.
Since launching that vision in 2019, the retailer has introduced more than 30 initiatives, several of which have contributed to its latest reduction of 50% in carbon emissions over the past year. While the company achieved a 25% reduction in 2021-22, the 2022-23 figure, which has been externally verified, is a significant step toward Business Stream becoming net zero by 2030 – well ahead of the Scottish Government’s 2045 target.
In recognition of its efforts to operate as a responsible business, the retailer was awarded a Gold rating by global sustainability assessors, EcoVadis, in November 2022, placing it within the top 5% of companies measured across four key sustainability areas – the environment, sustainable procurement, labour and working conditions and ethics.