Modernising Employment in a Post-Covid World

Where are we now on the journey of modernising employment to meet the needs of a post-covid world? Where I am is scratching my head after attending the rather grandly titled All Party Parliamentary Group for Modernising Employment, or APPG Mode. 

Where are we now? 

I’m pondering the issues raised. I’m also recognising the relevance to my old world of 30 years in construction and facilities, and to my new business helping management teams in all sectors improve performance, from the established threads of marketing, customers and people to ever-changing technology and the emerging environmental, social and governance risks and opportunities.

Flexible working isn’t new but the pandemic put it front and centre – and the APPG highlighted some of the issues we are now seeing. The biggest question from employers has been about productivity. 

• Is it better or worse as a result of flexible working?
• Can new-found flexibility tempt people back into the labour market? 
• Where do skills and training fit into that?
• What does it mean for premises? Do we need to adapt them so they are still fit for purpose?

Panel for APPG MODE held at C4DI in Hull L-R: Professor Stephen Hardy – University of Hull, Paul Devoy – CEO Investors in People,
Emma Hardy MP for Hull West and Hessle, and Keith Rosser – Chair of the Better Hiring Institute.

Where do we go next? 

The only way is forward. Research presented by the panel showed that:

• Nearly half the people on long-term sick leave were looking for more flexible working options;
• 69% of parents said changes to the way they work had improved their work-life balance; and
• 54% of jobseekers said they wanted the right to request flexible working.

Investors in People reported that the UK labour market is worth £21.4 trillion but that there are more people leaving it than entering it. The view is that we need to make it more productive, which doesn’t necessarily mean flexible working is a barrier to that.

We need to build the workforce and, given that not everybody can work from home, we need to make sure their workspace is suitable. How do you manage energy use if the premises are empty for more of the time? What part do day-to-day staff play in ensuring safety in the workplace? What might be missed if there are fewer people around?

How do we get there? 

We must think differently and develop a strategy around flexible working and location, which puts the person at the centre. That calls for innovative solutions and paradigm shifts in how we onboard people, and how we manage and lead teams. Essential elements are creativity and innovation, combining to avoid mental health issues associated with isolation.

There is no magic bullet and certainly no blanket rule of minimum days in an office. Every organisation’s solution to flexible working will be different and the answers will only come from addressing the needs of everybody in the workforce. 

We have to ask ourselves where, how and when an individual will produce their best work in pursuit of the mission of the organisation and how, as leaders of the business, we can support that.

Originally written for and published by Facilitate