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One in five employers expects an increased demand for menopause support
One in five employers expects an increased demand for menopause support
One in five employers (20%) expects an increased demand for female gender-specific support, such as for the menopause, according to research from Towergate Employee Benefits. With World Menopause Day on Friday 18 October, Towergate Employee Benefits is encouraging employers to see how they can meet this demand, and provide menopause support for employees.
Extent of the impact
It is estimated that 6 million employed people in the UK are experiencing menopause, with symptoms impacting both physical and mental health, ranging from anxiety to difficulty sleeping.
Debra Clark, head of wellbeing at Towergate Employee Benefits, says: “The people affected by menopause are often at the pinnacle of their career. They have a wealth of experience and knowledge and are just too valuable to the working world to lose because of the lack of workplace support, so it is vital that businesses provide support for this valuable demographic.”
Education
A good starting point for menopause support is education. Making employees aware of the symptoms and issues associated with the menopause can help both those going through it themselves, and their colleagues, to be more understanding of the situation and the potential requirements of the individual. Including younger colleagues and those who won’t directly go through the menopause in the communications can help them to be more supportive of their colleagues.
Being pro-active
There is an increasing amount of support available for menopause, and the options are expanding all the time. There are a growing number of specialists now providing support specifically for the menopause, and this area of employee benefits is becoming more common through mainstream health insurers, as well as directly from advisers.
Debra Clark continues: “As a co-chair of the Ardonagh Advisory Menopause Support Colleague Community within our company, our main purpose is to support people going through the menopause or anyone needing help or questions to better support colleagues, so I see first-hand the importance of raising awareness of this important issue and providing appropriate support. I’d encourage employers to find out more about the latest developments in menopause support, and to take advice on which options are most appropriate for their organisation.”
Business-boosting
Providing menopause support can boost productivity in the workplace, decrease absenteeism and help businesses to retain crucial talent and experience. And with the Equality and Human Rights Commission also encouraging support for menopause in the workplace, the subject is gaining prominence so it’s a good idea for organisations to be on the front foot.
Tangible support
To help employers support their employees Towergate Employee Benefits has today launched Menopause+, which offers training, awareness and coaching. The aim is to create an educated and supportive workplace that will benefit individual employees and the business as a whole.
Menopause+ offers awareness webinars, as well as one-to-one and group coaching sessions with an accredited menopause coach and virtual and in-person training for line managers. Digital support can be provided on wider reproductive health, including menstruation, menopause and fertility, including video consultations with an in-house clinical team, treatment plans and educational employee resources.
Specialist help is also provided for employers, including support with writing and reviewing policy, and how to roll this out across the organisation, offered through Towergate Employee Benefits sister company, Stallard Kane, which specialises in employment law.
Almost a quarter (23%) of respondents admitted that they have turned down a job because they didn’t like the office
Almost a quarter (23%) of respondents admitted that they have turned down a job because they didn’t like the office
Almost a quarter (23%) of respondents admitted that they have turned down a job because they didn’t like the office and the figure this rose to almost a third (32%) for 18 – 24-year-olds indicating the need for a high-quality office environment for the younger generation. Geographically, workers in the capital are most likely to pass on a job based on the office surroundings, with a third (32%) of London based workers admitting to declining a role for this reason.
The research, commissioned by real estate investment firm Castleforge, highlights the importance of a high-quality office for workers, and the investment opportunities for amenity-rich, fully serviced workplaces in convenient locations. The date also focused on the importance of amenities – both near the office and within it. A majority (51%) of respondents say that they value socialising at the restaurants, bars and gyms near to their office, whilst almost half (46%) say offices with their own amenities such as gyms, cafés, and showers improve their experience of coming into work.
These creature comforts don’t impede respondents’ ability to get work done, however. Two in five (41%) believe they are more productive in the office, and one third (33%) say they spend significant amounts of time procrastinating when they work from home.
This is especially true for young people aged 18-24; over half of whom (55%) say they get more done if they commute in.
Remote workers also reported that their social life has been affected by the modern-day hybrid work pattern, with almost one third (30%) claiming that working from home regularly negatively affects them, rising to more than 2 in 5 (44%) of 18–24-year-olds.
Alongside the quality of the office itself, employees are increasingly taking sustainability into account when choosing their place of work. According to the polling, almost one third (31%) of Brits would turn down a job offer if the company had a bad record on the environment.
This figure increased for 18–24-year-olds, of which almost half (49%) said they would decline a job offer if an employer was not sustainable, indicating the importance of green factors for Gen Z.
Castleforge Founding Partner Michael Kovacs said: “In the last few years, the role of the office has constantly evolved, transforming from a five-day-a-week destination, to being empty spaces during the height of the pandemic. Now as most businesses settle into a hybrid workplace offering, our research shows the importance that high quality spaces have taken on for employees – both current and prospective.’
“In an increasingly competitive market for the best talent, companies with best-in-class office environments in desirable locations will stand out from the crowd. Those planning new real estate in the office market must be mindful of this, looking for ways their developments can stand out to potential occupiers and the talent those firms will seek to attract.”
While working from home life has been an everyday occurrence since the pandemic, it appears the novelty may be wearing off, with one third (31%) of respondents claiming they work from the office even on days where it is not mandated by their employers. 80% also stated that office attendance is important for learning about the job, indicating that workers see the office as a vital environment for career development.
Poor employment rates amongst those with neurodivergent conditions, research by Heston Blumenthal OBE reveals
Poor employment rates amongst those with neurodivergent conditions, research by Heston Blumenthal OBE reveals
Research commissioned by restaurateur and chef Heston Blumenthal OBE, who has been diagnosed with ADHD and bipolar, finds more than one in ten (11%) people in the UK have been officially diagnosed as neurodivergent, of which 21% are neither in full- nor part-time paid employment.
The survey of over 1,000 people finds that of those who are neurodiverse, more than half (56%) are in full-time employment and 23% work part-time. The remaining 21% have no paid work. When asked if those who are neurodivergent work part-time because they have struggled to find full-time positions due to their diagnoses, 24% agree this was the case, 67% say no, while 9% prefer not to say.
This figure rises considerably for male respondents. Two-fifths (40%) of men say they are working part-time because they could not find full-time employment as a neurodivergent person. Eighteen per cent of neurodiverse women say the same. The research reveals that the majority of respondents who are neurodivergent did not receive a diagnosis until they reached their late teens.
Almost (23%) were aged between five and 15 years old when they received a diagnosis. Meanwhile 17% were aged between 15 and 20 years old; 31% were between 20 and 40; 8% were 40 to 50 years old and 7% were over 50.
The survey also finds more than one in ten (13%) of respondents think they are neurodivergent but are yet to be diagnosed. Two-thirds (67%) say they do not think they have a condition while 21% are unsure. The percentage of undiagnosed individuals was much higher for women (16%) than men (8%). Of those who are yet to be diagnosed but think they are neurodivergent, almost three-quarters (74%) work for an organisation, 9% work for themselves, while 18% are unemployed.
Heston (pictured), whose restaurants include the world-famous three-Michelin-star Fat Duck, the two-Michelin-starred Dinner by Heston Blumenthal and Dinner by Heston Blumenthal Dubai, the Michelin-starred Hinds Head and the Perfectionists’ Café, said: “It is extremely disappointing that so many people in the UK who are neurodivergent are struggling to find paid employment. These are individuals who are likely to have specialist skills that will enhance a workforce and improve productivity. UK business is really missing out by not doing more to make it easier for people with neurodiverse conditions to contribute.”
Heston added: “The research also reveals a worrying number of people who believe they are neurodivergent but have not been diagnosed – and a high number who receive late diagnoses – which suggests they are missing out on vital support. If I had been diagnosed with ADHD and bipolar sooner, I would have really benefited from the help I have since received in understanding my conditions, managing them and channelling all the positive attributes they can bring.”
Lyndsey Denning appointed Chief People Officer at Reconomy
Lyndsey Denning appointed Chief People Officer at Reconomy
Reconomy, the leading international circular economy specialist, has appointed Lyndsey Denning as Chief People Officer (“CPO”), with her new role effective immediately.
Lyndsey joined Reconomy 11 years ago, starting her career as a HR & Training Manager based in its Telford office. Since then, she has played an instrumental role in developing Reconomy’s ‘People First’ strategy and contributing to the success of the People Team. Under her leadership, the Company has seen its scores relating to employee engagement, collaboration and communication increase significantly in its annual colleague survey known as MyVoice. Lyndsey has also worked hard to enable colleagues to pursue satisfying career paths and encourage internal progression, with more than 25% of vacancies filled through internal promotions and 21,570 hours of training delivered in 2023.
The promotion of Lyndsey to this role comes as Reconomy has experienced rapid growth in recent years and now employs more than 4,000 colleagues operating in over 80 countries. To continue to underpin this growth, Reconomy recently announced the launch of a new Change and Transformation function to bring together the expertise and capabilities across its brands. This function will report into Lyndsey.
Lyndsey and the People Team will focus on enhancing Reconomy’s HR offering, developing the Colleague Value Proposition and providing a consistent employee experience across the entire organisation. Lyndsey will oversee the Centre of Excellence, encompassing Colleague Experience, HR Systems & Data, Reward & Recognition, Learning & Development and Internal Communications. Lyndsey will also continue to champion diversity and inclusion initiatives, which are central to Reconomy’s values.
Guy Wakeley, Chief Executive at Reconomy, commented: “I am delighted Lyndsey has been promoted to this role. She has been a major driving force behind our success, championing our values and working tirelessly to make sure Reconomy is a positive and inclusive place to work. Every member of our team is integral to our success and as we continue to build out our international tech-enabled, people-powered platform, Lyndsey will play an invaluable role in continuing to drive our employee experience and proposition forwards.”
Lyndsey Denning, Chief People Officer at Reconomy, commented: “I’m thrilled to have been promoted to this role and I am excited to continue working with incredible people as we work together to foster a vibrant and welcoming culture where our values and behaviours are actively lived and breathed at every level of the Company.”
Asda trials new initiative for primary, secondary and college students
Asda trials new initiative for primary, secondary and college students
Asda is trialling a new three-tiered school engagement programme, designed to help pupils develop career skills and encourage community engagement across primary, secondary, and college student year groups. Running for the duration of the academic year, each programme will align with the United Nations Sustainable Development Goals and specific ESG related content such as food waste, a circular economy, and inclusivity.
The programmes targeting secondary and college students will also help to build employability skills, encouraging students to hone their public speaking and problem-solving skills – all while showcasing the breadth of careers Asda has to offer:
- Asda Heroes: Primary school children will learn about sustainability issues such as food waste and hunger, working with their local Asda Community Champions to understand how this impacts their local community and plan a project that could improve their local community.
- Asda Futures: Secondary school students will be tasked with a “concept to shelf” project throughout the year, that will see them discover hidden careers a retailer like Asda has to offer with a particular focus on developing a sustainable vegan product. Participating students will develop key employability skills including confidence, teamwork, critical thinking, and public speaking. Students will have the opportunity to come into Asda’s head office and learn about areas such as product development, merchandising, technology and distribution.
- Asda Leaders: College students will be asked to solve a real-life business problem relating to an industry-wide EDI and sustainability issue as part of a “Dragons Den” style presentation. During the year, students will be mentored by Asda colleagues and attend Asda-led events to gain insight into different business functions, participate in mock assessments and enjoy employability experiences. Successful students will be given the opportunity to win a golden ticket to an Asda employability experience.
Hayley Tatum MBE, Chief People and Corporate Affairs Officer at Asda, said: “Through this programme, we hope to encourage students to take a keen issue in the important issues facing our planet, while demonstrating the breadth of careers on offer at both Asda and within the wider food and drink industry.”
Each programme will be trialled within ten schools and colleges in West Yorkshire, with Asda encouraging students from disadvantaged backgrounds to participate. All three programmes will encourage the discovery of hidden careers, showcasing to students of all ages jobs in the food and drink industry that they may not be aware of but could have the skills needed to thrive.
The programme is the latest initiative from the food and drink sector to attract new talent, following the recent launch of the #MMMakeYourMark campaign from IGD, which showcases the food and drink sector as a dynamic and vibrant place to work.
Asda also continues to provide support for schools, having raised more than £2.5m for UK primary schools after three weeks through its Cashpot for Schools initiative. The campaign was launched at the start of this month, and sees the supermarket donate 0.5% of the value of any shop to a customer’s primary school of choice when they shop using Asda Rewards.
Career development is the number one reason why employees quit their jobs
Career development is the number one reason why employees quit their jobs
Lack of career development is the number one reason that employees quit their jobs, according to a new report by Great Place To Work Belgium and Vlerick Business School. The report also found that employees commonly consider leaving an organisation due to a lack of trust in management and a poor workplace culture. The study, Great Ways to Explore Career Expectations, was conducted by Felien Lison and Astrid Vandenbroucke – both from Great Place To Work Belgium – and Dirk Buyens, Professor of HR Management at Vlerick Business School.
The report focuses on how potential employees search for job roles, what employees expect from their employers, what drives talent retention and attraction and the effectiveness of employer branding. To do so, the researchers surveyed over 300 employees based in Belgium, in late 2023 and early 2024. Participants were asked to answer questions related to their career expectations, as well as what they expect from an ideal employer.
Not only did the research identify the most likely reasons as to why people leave organisations, but it also identified the reason as to why most people join a specific organisation, such as financial motivations. Future career development, meaningful work and a good workplace culture are also aspects found to drive people to apply to a certain organisation.
Interestingly, women placed more importance on finding a job role which gives them flexibility in terms of where and when they are able to work, whilst men were more likely to place importance on the financial compensation of a job role.
“The competition to secure and retain top talent is fiercer than ever. With remote working, an ever-increasing globalised world and new technologies, the pool for talent is bigger, but so are the options for talent.”, says Koen Dewettinck, CEO of Great Place to Work Belgium, and Vlerick Professor. “Companies must continually reinvent themselves and commit to good HR practices to retain their people and attract new ones.”
When applying for a new job role, the researchers also found that the most popular method was through LinkedIn and other social networking sites. Whilst other popular methods were word of mouth, company websites, and specific jobs platforms.
The researchers also asked questions on the psychological contract – a mutual common understanding between employees and employers about what to expect from the organisation. The study found that employees believed a social atmosphere, communication between colleagues, cooperation, job variety, a good pay and benefits package, and matching company culture were the most important factors in this contract.
The research also concluded that companies with a strong brand, that were known for treating their employees well, were more likely to attract and retain good staff. Indeed, Potential applicants were much more likely to apply for a company which has received awards, certificates and recognition for being a great place to work.