Flexible working makes healthier staff
February 17, 2010
Research has indicated that employees that are able to influence their own working hours are more likely to have good mental and physical health.
The study, carried out by researchers from the Cochrane Library looked at a number of studies carried out on 16,000 people, and found that people who had flexibility around their working hours may have better blood pressure and a healthier heart. Importantly, it was when the workers themselves controlled the flexibility that the positive health benefits could be seen – if the employer gave flexible working but controlled the hours, this was found to have no positive effect, or could even have a detrimental effect.
Although there has always been a belief in the general benefits of flexible working options, this study has now provided evidence that this is the case.
Last year the right to request flexible working was extended to parents of children up to the age of 16, following a review of the legislation. Whether this will ever be extended to all workers has been debated widely, however this is unlikely in the short term. What is clear, however, is the more flexible employers can be in relation to their employees’ working hours, the better the effect on the general wellbeing of their employees will be.
How do you deal with corporate gifts to employees?
February 10, 2010
Employees often ask me what they should do if a client or supplier sends them a gift or offers them tickets to an event. Whilst corporate gifts are often a positive way for companies to show their appreciation for each other, it can sometimes cause difficulty for employers when trying to ascertain where to draw the line on allowing employees to accept gifts.
A good way to deal with this is a policy of open communication, and taking each case individually. There should be a section in the employee handbook that explains what employees should do or who they should tell in the event of being sent a gift or offered an event by a client or supplier. This does not mean that they will not be allowed to accept the gift, but management can decide if this is fair under the circumstances, and whether the company is willing to accept the gift. This is particularly important in relation to bribes; as there may be clients that attempt to gain additional favour through an unwitting employee, or an employee may end up feeling indebted to a client following a particularly generous gift. This could expose the organisation to risk.
Another good idea in relation to gifts is to pool them and raffle them off or use them as some sort of reward for high performing employees. In my organisation we have often held a raffle at Christmas with all the bottles of wine, whisky and sherry that have been sent in.
As long as there is a policy of openness and honesty in relation to corporate gifts, then there should be no problem in receiving them and the practice of companies acknowledging each other and the people that work for them can continue to be a positive tool.
Engagement is key as we come out of recession
February 5, 2010
ACAS is publishing a discussion paper this month which is based on the MacLeod report carried out last year, which highlights four key areas or ‘enablers’ that are important in achieving high levels of employee engagement.
ACAS are highlighting employee engagement as something that should be a high priority for businesses as we prepare for a potential upturn in the economic climate, as engaged employees are more likely to remain with the business when more positive times arrive, and will be more motivated and committed to the aims of the business.
The four key enablers are:
- Leadership – Whether the organisation has a clear vision and where their role contributes to the overall purpose and aim of the company.
- Engaging managers – respectful attitudes, fairness, clear goals and expectations, encouragement of development and helpful feedback.
- Employee voice – how much employees feel that their opinions are listened to and taken on board by the company.
- Integrity – whether the organisation has a clear idea of its values and whether this is demonstrated throughout the company from top to bottom. This can create a stronger sense of trust in the business.
Ed Sweeney, ACAS Chairman said:
“There is plenty of evidence that suggests strong employee engagement can help boost the bottom line. Our advice to businesses is that by engaging properly with staff, organisations will put themselves in a better position to emerge from the recession in a healthy position.”
This is one of the most important objectives for HR and management teams this year, as organisations will need engaged and motivated staff once the economy starts to turn around. A good place to start with this is to measure the current levels of engagement in the business by carrying out a staff consultation or survey around the above themes.