World of Work roundtable series

The panel was struck by a survey we commissioned with YouGov of 1,000 employees at UK-based businesses which found less than half (48%) were optimistic about their careers.

So, why have they lost hope and how do we fix it?

Tom Dunlop, CEO and founder of legal tech innovator Summize, said that COVID-19 has exacerbated feelings of disconnectedness and spoke about the increased importance of a business having a galvanising vision that employees can relate to, especially when working apart.

He said: “Anyone we recruit always tells us they want their role to have real purpose.

“That refers to the mission of the business but also to its social purpose.

“If they can relate to these ideas and feel they are contributing to positive outcomes then they are more engaged and less likely to feel isolated.”

The panel also agreed about the need to provide constant feedback and publicly recognise colleagues’ achievements to help enhance their sense of worth.

All this places extra demands on HR departments, but there’s an opportunity to automate or outsource some of the transactional admin they traditionally undertake, like booking leave, so HR specialists can focus on developing employees.

Tom, whose firm has developed ways to automate the review process of legal contracts, said that, while the prospect of automation could be another fear for employees who are worried they will be replaced by a machine, Artificial Intelligence (AI) should augment the human workforce, not replace it.

He said: “The reality is that Artificial Intelligence can take on those process driven, repetitive tasks that people don’t want to do, freeing them up to be more productive.”

And Rachel Credidio, Group people and transformation director at Aster Group, said organisations have a responsibility to be clear about the skills employees will need in the future and give them a pathway to get there.

The panel also speculated that more flexible working practices will likely mean the end of the concept of a ‘job for life’.

Instead, people are more likely to have multiple employers and pursue two or more career paths at the same time, though this could present a recruitment challenge for businesses which must compete for the best talent on a project-to-project basis.

Rachel said: “We’re retiring later in life and people won’t want to work in a very traditional, nine-to-five way into their old age.

“Instead, they want that flexibility to do different things and take time off when they need it.

“Having a portfolio career working for different employers on different projects might very well be the future.

“But if employers are going to get people with the best skills then we’ll need to think holistically about how we create teams to deliver things and support them effectively.”

So, what will managers need to add to their approach if they are to attract and retain the people they need in this more flexible working world?

Supporting mental health and wellbeing, including financial wellbeing, is going to be more important than ever.

The panel spoke about the danger of work creeping into home life, and business coach Priya Mohal said she had seen more people needing help managing their work life balance during lockdown.

She said: “People are spending lot more time working at home and it can start pervading their life.

“They’re becoming more tired and getting burned out. It’s even prompting some to look for a change of career.

“So there needs to be clear boundaries and colleagues must factor in some ‘me time’ so they still have the energy to continue to work at their best.

“Everyone’s circumstances are different and it will be up to managers to understand their employees’ individual priorities and how they can be supported to maximise their efficiency.

“Find out what’s important to them and build that into their Personal Development Plan.”

Another priority must be to enable the kind of social interaction that can help overcome feelings of isolation and loneliness, while also fostering collaboration and creativity.

According to Andrew Cooke of Bruntwood Works, the workplace will still have an important role to play in this area.

He told the panel how inspiring workplaces can be a catalyst for connection and collaboration in a way that videoconferencing can’t and that, in the future, a hybrid of home and office working will be the best way forward.

He said: “Collaboration can be done remotely, but we’re all social animals and platforms like Zoom can’t replicate the buzz that comes with face-to-face interaction.

“People want to be socially and culturally stimulated by spaces and the workplace is a very sharp tool for encouraging this.”

And workplaces can be optimised for the health and wellbeing of the people who work there in a way that most people can’t replicate at home.

Andrew said Bruntwood Works is exploring how technology can further enhance the office space – sensors to measure CO2 levels and enhance air quality in its offices, and circadian lighting that is proven to have a positive impact on health, wellbeing mood and productivity. The lighting helps to support a natural environment by regulating a 24-hour cycle of sleep, wake, hunger, alertness, hormone release in the same way real sunlight does.

This new, more flexible future, where people are no longer tied to a particular place or employer, will ultimately mean businesses have to be on their A-game to attract and retain the best talent.

Darren Mitchell, UK country manager at Employment Hero, the employee management IT platform, says this will make a strong employer brand all the more important and Darren warns that an employer’s reputation will be crucial to recruitment.

He said: “There are so many forums where employees can post feedback on their employers now.

“Companies that are being exposed as not great places to work will probably have to pay an extra 20-25% to attract good people.”

So, it seems that, in response to the increasing expectations of employees, businesses will need to work hard to become better employers.

If they aren’t already, they will need to introduce policies and practices to better support colleagues, enhance wellbeing and boost job satisfaction.

Their reward will be a happier, more connected, creative and productive workforce.