Future of Work - Q4 2021

Q4 2021 | A promotional supplement distributed on behalf of Mediaplanet, which takes sole responsibility for its content

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Future of Work

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“Though the pandemic may have forced a shot in the arm for SME digitalisation, many challenges remain.”

Marco Bianchini OECD

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“The COVID-19 pandemic has permanently changed the way we work.”

Magdalena Nowicka Mook International Coaching Federation

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IN THIS ISSUE

Mental health at work has never been more important.

Emma Mamo Head of Workplace Wellbeing, Mind

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Further digitalisation of SMEs as booster shot for recovery Information and communication technology (ICT) firms have broken new ground to meet the ever-growing demand for digital solutions and large digital-service providers have grown to dominate global markets.

The great reset and the changing world of work.

Peter Cheese Chief Executive, CIPD

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MEs lag behind larger firms in the uptake of digital technologies, facing barriers such as a lack of access to digital infrastructure, skills, digital security practices and financial resources.2 The gap is smaller for simpler digital technologies (e.g. social media, e-mail and electronic invoicing) and larger for more complex ones (e.g. enterprise resource planning and cloud computing).3 Accelerated digitalisation due to the pandemic The pandemic forced many SMEs to digitalise quickly to weather the storm. Across the OECD, surveys showed an increased uptake of digital technologies from 30%60% of SMEs.4 In many cases this was supported by emergency government support packages, which provided unprecedented support for the digital transition.

Encouraging employers to take stronger action on equality.

Private partners can do more too. Many already offer tailored services, training and learning for SMEs to enhance their digital skill set.

Sandra Kerr Race Equality Director, Business in the Community

Building on the momentum But the transition is not yet secure. Although most SMEs (50%-70%, depending on size) intend to continue using the new digital tools they picked up during the crisis, a large share (20%-35%) regard them as temporary.5 Governments need to ensure that momentum is not lost,6 by leveraging recovery packages to more firmly embed SME digitalisation while dealing with issues such as the

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impact of teleworking on employees’ and entrepreneurs’ mental health and wellbeing.7 Private partners can do more too. Many already offer tailored services, training and learning for SMEs to enhance their digital skill set.8 But stronger public-private partnerships will be key, as highlighted by the OECD “Digital for SMEs” Global Initiative, which aims to enhance publicprivate international policy dialogue and co-operation on SME digitalisation.9 Though the pandemic may have forced a shot in the arm for SME digitalisation, major challenges remain. Recovery packages – underpinned by strong partnerships with the private sector – can provide a booster shot to speed up the digital transition of SMEs. References 2. OECD (2021), The Digital Transformation of SMEs, OECD Studies on SMEs and Entrepreneurship, OECD Publishing, Paris, https://doi.org/10.1787/bdb9256a-en 3.OECD (2021), OECD SME and Entrepreneurship Outlook 2021, OECD Publishing, Paris, https://doi. org/10.1787/97a5bbfe-en and “Future of Business Survey”, OECD, Facebook and World Bank https://www.oecd. org/sdd/business-stats/the-future-of-business-survey.htm 4. Ibid. 3 5. Ibid. 3 6. Bianchini, M. and I. Kwon (2021), “Enhancing SMEs’ resilience through digitalisation: The case of Korea”, OECD SME and Entrepreneurship Papers, No. 27, OECD Publishing, Paris, https://doi.org/10.1787/23bd7a26-en.

7. OECD (Upcoming, December 2021), SME Digitalisation to Build Back Better, SME and Entrepreneurship Policy Paper, OECD Publishing, Paris 8. Ibid. 1 9. “Digital for SMEs” Global Initiative https://www.oecd.org/digital/sme/

WRITTEN BY

Marco Bianchini Economist and Coordinator of the Digital for SMEs Global Initiative, OECD Centre for Entrepreneurship, SMEs, Regions and Cities

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Technology will create a brighter future for smaller companies Technology is helping small businesses develop a competitive edge and weather the current harsh trading environment created by factors such as the COVID-19 pandemic, Brexit and supply chain issues.

D INTERVIEW WITH

Glen Foster Director of Small Business, Xero

INTERVIEW WITH

Donna Torres Director of Sales and Global Partnerships, Planday WRITTEN BY

Mark Nicholls

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espite the turbulent environment, there is a degree of optimism as new technology begins to address key issues to create a brighter future for smaller companies.

Industry expert Donna Torres explains that the last 18 months have been “an extremely challenging time” for small businesses, particularly the hospitality sector, though the situation is improving.

Beyond the pandemic, recruitment and retention remain problematic, alongside supply of materials and products, as well as rising inflation.

Technology solutions Research from global small business platform Xero for October showed that hospitality is one of the weakest performing industries with job growth down 8.3% on the previous year.

Further research from workforce management specialists Planday indicated that one in five Brits do not enjoy their work, 40% say their workplace does not have a positive impact on their mental health and a third felt they could not voice their concerns in the workplace.

Some 44% working in hospitality could not see themselves in a longterm career, though 69% would stay if there were changes in benefits and pay and flexibility to rebalance work with home life.

Glen Foster, Director of Small Business, Xero, explains: “Hospitality businesses that were traditional at the core before the pandemic, have discovered that digital processes offer

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far greater scalability and resilience.

By using tools like Planday and Xero together, small businesses can automate and simplify tasks like scheduling staff, tracking their shifts, and then export it to Xero for seamless payroll.”

Competitive advantage Torres, who is Director of Sales and Global Partnerships at Planday, has extensive experience in digitalisation, helping businesses such as restaurants, cafes and bars to work smarter and unlock their competitive advantage by embracing digital tools.

She explains that many companies came to rely on digital tools during the pandemic to survive, and adoption is expected to accelerate.

Businesses can improve the way they operate by using workforce management tools to support staff scheduling, help personnel swap shifts, streamline operations and create a seamless payroll system that ensures people are paid correctly for hours worked and on time.

Business insight As well as alleviating human error, the technology produces reports highlighting busy periods, enabling managers to schedule staff levels accordingly - particularly during the festive period - and offers an overview to help with staffing and forward planning.

One example is Pasta Evangelists, which when acquired by a major pasta producer and having grown rapidly, used the technology to deliver

an updated approach to payroll, scheduling and staff communication.

Another issue for smaller firms is keeping digital tax records for submission to HMRC, which can be supported by accounting systems. This is vital as the next phase of Making Tax Digital gets underway, with businesses who charge VAT with taxable turnover under £85,000 having to comply with the scheme from April 2022.

Clearer focus Technology allows small businesses to focus on what they do best. “People do not set up in business to do payroll and schedule staffing,” adds Torres. “This technology does the ‘heavy lifting’ and allows them to focus on the things that matter about their business; their customers, bringing in the right people; creating a culture where people want to stay; and to deliver great service.”

A better culture attracts and retains better people, while remote working and e-commerce has seen that recruitment landscape change.

Despite the tough environment, Torres believes there is a bright future for small businesses. “The pandemic saw people support small businesses in their community,” she says.

“Once these current challenges pass, there will be a boom period. We are operating in a new environment and by using the right technology, it will enable small businesses to free up time to focus on running their business and do the things they love doing best.”

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Through a thought-provoking and creative process, coaching helps individuals, teams and whole organisations maximise their potential.

Coaching can help support your workforce to adopt a new way of working The COVID-19 pandemic has permanently changed the way we work. For organisations to thrive in the future, they must create an agile culture that invests in employee wellbeing and development.

C WRITTEN BY Magdalena Nowicka Mook CEO, International Coaching Federation

oaching is a powerful tool for you and your organisation to navigate change and adopt for the future.

According to Building a Coaching Culture research conducted by the International Coaching Federation and the Human Capital Institute, coaching, such as one-on-one and team coaching with a trained professional coach practitioner, is rated as the most helpful in achieving goals of organisational change initiatives.

A workforce equipped for change Through a thought-provoking and creative process, coaching helps individuals, teams and whole organisations maximise their potential. It is also a proven method for addressing challenges, such as adapting to dynamically changing circumstances.

Think about the adjustments required for remote and hybrid work. Instead of the traditional office “pop in,” individuals must now find effective, virtual ways to collaborate with colleagues. We’re re-evaluating our work-life balance and creating new boundaries to prevent burnout. Leaders and organisations are figuring out how

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to keep their teams engaged and aligned with organisational goals from a distance. As technology continues to evolve, we will need to continue adapting the ways in which we accomplish our work.

To address these changes, there is not one blanket method that works best for everyone, that is why coaching is key. Coaching is individualised to the person, team and organisation.

The nature of coaching lends itself to help individuals, teams and organisations explore resistance and fear, enhance communication and promote resilience in the face of change.

well-being and/or business management strategies were strengthened as a result of their coaching engagement.

Plus, upskilled employees offer a huge organisational benefit, especially in this era of Great Resignation. Organisations with strong coaching cultures have better retention of high performers, higher employee engagement survey scores and better senior leadership bench strength than those without.

The nature of coaching lends itself to help individuals, teams and organisations explore resistance and fear, enhance communication and promote resilience in the face of change. No matter what the future holds, these are things that could benefit us all long term in our work.

A win-win strategy By investing in coaching, you are also demonstrating that you value your employees and their development. Our research has found that 80% of coaching clients indicated their work performance, communication skills, productivity, READ MORE AT BUSINESSANDINDUSTRY.CO.UK

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One-to-one coaching for better performance

but have taken off because many people are working in hybrid ways,” says Professor Passmore, who has recently joined CoachHub as Senior VP of Coaching.

“It also provides a digital platform with a GDPR-compliant, highly-secure and confidential conversation in a convenient way, without the coach or manager having to travel to have that one-to-one coaching conversation.”

New approaches to workplace training and coaching are helping employees harness individual skills to become more effective.

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xperts suggest that conventional training seminars and workshops are no longer enough to help employee development. A more personalised service is needed to properly train and track people’s learning.

INTERVIEW WITH Professor Jonathan Passmore Senior VP of Coaching, CoachHub WRITTEN BY Mark Nicholls

Personalised approach Professor Jonathan Passmore has conducted research into how employees deal with new relationships with work and how coaching can empower talent to find their best potential. According to him, traditional training techniques assume that all employees are “starting at the same place and need to end up at the same place.”

“But the world of work is more complicated,” he adds. “Individuals start at different places and they have to apply the knowledge they

are given in different ways because they are working in different contexts. Secondly, the nature of training is changing because people are preferring more personalised approaches.”

Individual tastes He says people increasingly want to be treated as individuals in their personal lives and expect that choice to be translated into the work environment.

That, he continues, involves individual coaching that “helps people identify their values, personal strengths, and goals” and apply them in the context in which they are operating.

The transition to a digital world is supporting this, particularly with more people working remotely as a result of the COVID-19 pandemic.

“Digital platforms existed pre-COVID

Digital coaching platform As a digital coaching platform, CoachHub offers employees on all levels – from top executives to interns - a personalised coaching journey, using algorithms to match workers with coaches. It also refers participants to a digital library to build on the “knowledge they acquire in those reflective coaching conversations.”

While one-to-one coaching can consume time, he believes it is ultimately a better use of time as it delivers coaching that is relevant to the person’s needs, work environment and role.

“You start with the knowledge the person has and build from there and personalise it to what they need to know to achieve what they want,” he says.

“If you can leverage all of the organisation in a cost-effective, convenient, scalable solution, then you are able to get much better organisational outcomes, protecting the wellbeing of the workforce and improving performance.”

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Our working day has become blurred, with many working harder than ever.

The office is a solution to this. ~Richard Kauntze, CEO, British Council for Offices

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Mental health at work has never been more important As we look forward to a post-pandemic world, workplaces need to make sure they invest and prioritise employee mental health.

WRITTEN BY Emma Mamo Head of Workplace Wellbeing, Mind

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he pandemic has taken a toll on our mental health. For many of us living with mental health problems already, our symptoms have worsened and some of us have experienced mental health problems for the first time.

Regardless of the size of your workplace, many - if not all - of your workforce will have been affected in some way, so it’s never been more important to promote staff wellbeing.

Given the toll the pandemic has taken on the nation’s mental health, it is important employers invest in workplace wellbeing initiatives for staff.

Hybrid working Many staff have found themselves working from home full time, for the first time, as a result of the pandemic. At Mind, some staff have told us they have appreciated the added flexibility and unexpected benefits of homeworking, including more time to spend with family and less time, money and stress spent commuting.

Others have found working remotely isolating, particularly those who live alone, or have difficult relationships with those they live with so a return to the office has been welcome. There is no one-size-fits-all approach to returning to the workplace many employers will be moving to hybrid working, with staff dividing their working week between the workspace and their homes.

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Many of us have begun returning to our former workplaces, but for some, it’s a big adjustment. Employees are looking to their employers to provide guidance on how to manage returning to work, working from home or hybrid working, with many employers trialling different options. It is important staff adjust in a way that doesn’t make anyone feel unsafe or distressed. For employers, that means regularly surveying staff and putting in place measures based on their feedback.

Investing in mental health Employers need to prepare for different outcomes, including worst-case scenarios such as a return to lockdown, which still can’t be ruled out as winter approaches. This should involve making plans and sharing these with staff, while also reassuring staff that your organisation is planning as best you can in these uncertain times.

Given the toll the pandemic has taken on the nation’s mental health, it is important employers invest in workplace wellbeing initiatives for staff. Measures such as flexible working, generous annual leave, access to an Employee Assistance Programme (EAP) and subsidised exercise classes can help staff feel valued and supported.

Mind’s website has information on staying mentally healthy at this time, as well as tips for staff and employers: mind.org.uk/work Free resources are also available via the Mental Health at Work website: mentalhealthatwork.org.uk

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Wellbeing at work: time for employers to act

wellbeing. In the midst of The Great Resignation, businesses must take heed of this. A failure to demonstrate care not only risks the wellbeing of staff but increases the chances of losing talented people to better prepared competitors.

The pandemic should be a catalyst for change amongst businesses when it comes to wellbeing. Research has shown our workplaces are a cause of stress and anxiety, it’s up to employers to change that.

S WRITTEN BY Gautam Sahgal CEO, Perkbox

tress and anxiety have been a common theme for many during the pandemic, exacerbated by fears over our physical health, financial (in)security and a profound juggling of our professional and personal lives.

On the latter point, our recent research reveals an astounding 92% of UK GPs have seen an increase in the number of people seeking help for work-related stress or anxiety since the start of the pandemic.

This gives rise to serious questions over our country’s working culture and the role we, as employers, have to play in the UK’s mental health crisis.

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Falling short of the mark Our work environments have become more of a focal point in our lives, placing a new responsibility on employers to show their teams that they genuinely care.

However, our research shows that businesses are currently falling short of the mark. Almost three quarters (73%) of GPs say that patients are referencing ineffective employer wellbeing strategies when reporting workplace stress. Indeed, 40% of employees felt their employer talked a lot about workplace wellbeing and culture, without actually taking action.

Over half are looking to their company to demonstrate greater care for their

What needs to be done The last year has given many people a chance to reflect on their careers, re-evaluate what they want from work and reconfigure how this work fits within their lifestyles.

Employers need to respond to this, creating a holistic wellbeing strategy, which includes a flexible rewards and benefits proposition that can effectively meet each employee’s individual needs.

Technology holds huge potential for businesses here. User-friendly platforms such as Perkbox can provide employees in any location with the convenience to pick and choose the benefits which best support their wellbeing.

This not only lets businesses personalise support to suit their team’s unique wellbeing needs, but it can also create a consistent experience for all teams, no matter where they are in the world. It is the means through which you can create, communicate and reinforce a single organisational culture regardless of location; one that inspires, supports and brings your people together.

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The great reset and the changing world of work The pandemic is a huge catalyst for change in how and where we work. Flexible working benefits inclusion, wellbeing and productivity, but there is no one size fits all.

D WRITTEN BY Peter Cheese Chief Executive, CIPD

espite advances in technology, too often we’re working harder but not smarter. Stress has become the most significant cause of longterm absence from work. Inclusion, fairness and access to good work have also become headline issues.

Less than 15% of the workforce worked flexibly before the pandemic – including those working ‘nonstandard’ hours or working from home. Working cultures are often biased towards being present, visible, and together, with long work hours seen as a sign of commitment. This impacted many people with personal commitments or constraints that prevent them working full time or attending a place of work.

Expectations and the great reset The last two years have provoked a lot of rethinking, driven by the

challenges of the pandemic, greater social awareness of inequalities, wellbeing and the urgency of the climate crisis. These challenges demand more responsible businesses that recognises all stakeholders, including employees. We’ve also learned we can work differently, balancing work and home life, trusting people to deliver remotely, innovating and learning when we’re not physically together.

We’ve also learned we can work differently, balancing work and home life, trusting people to deliver remotely, innovating and learning when we’re not physically together.

Expectations across our workforces have changed. There is talk of ‘the great resignation’, but it’s perhaps more of ‘a great reset’. A reset to better meet the expectations and needs of people at work, to enable more

choice in how and where people work.

This is now a central retention and recruitment issue, reinforced by the significant job vacancies and skills gaps that are giving employees more power and voice. There’s also growing demand to embed greater flexible working opportunities through legislative change, including the right to request flexible working as a day one right.

Benefits and challenges of flexible working The benefits of flexible working are clear. But there are many challenges in how organisations can balance individual wants and needs with organisational needs. There’s no one size fits all and much still to learn. Fairness and inclusion will be key issues. People managers will need more training and support to understand how to work with more diverse teams working in more diverse ways. Work cultures need to shift to put people at the heart of the business agenda and to recognise that improved wellbeing and diversity drive both positive business and societal outcomes.

Make work feel better with the NKD Wellbeing Toolkit Our Wellbeing Toolkit is designed for integration throughout your organisation, giving Leaders, Teams, and Wellbeing Champions the practical tools and knowledge they need to make work healthy, enjoyable and productive.

Get in touch with the team for a demo of our Wellbeing Toolkit, and to explore our range of employee engagement solutions

nkd.co.uk | hello@nkd.co.uk

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Wellbeing and mental health openness at work are key to a fulfilled workforce wellbeing, one size doesn’t fit all,” says Mai-Po. “There’s greater diversity than ever in the workforce, resulting in a complex set of motivations and needs for employers to support. By tuning into those needs at an individual level, employers can create more personalised experiences to improve wellbeing and engagement.”

Employers can gain clarity on what employees value by listening, understanding and responding to their needs. With regular surveys and feedback, they can generate actionable insights to improve processes, communicate with tailored messaging, and offer additional support.

Mai-Po adds: “Regular communication is key to creating experiences that are as tailored and personalised as possible.”

It has never been more important to engage with employees on mental health and wellbeing. Discover why supporting your workforce can ensure everyone is motivated and the business thrives.

INTERVIEW WITH Mai-Po Wan Director of Product Marketing, HR & Payroll, Sage Group PLC

WRITTEN BY Mark Nicholls

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mployees should have access to a safe, flexible and modern working environment, whether they’re in the workplace or working remotely.

And their wellbeing is a vital part of that. By monitoring and improving employee wellbeing, employers can provide a stable and productive workforce – which is important for retention and hiring.

Employers are starting to prioritise mental health and wellbeing Since the start of the pandemic, mental health has been on the radar of employers – they knew employees would require additional support to juggle working from home while supporting family members, dealing with home schooling and more.

But mental health struggles are rising. According to specialist NHS team The Strategy Unit, forecasts suggest the number of referrals for mental health support will increase by 33% in the next three years.

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As businesses continue to adapt to the likes of remote and hybrid working, employee mental health and wellbeing remain on the agenda.

Mai-Po Wan is the Director of Product Marketing, HR & Payroll at Sage. She points out that in a recent report by HR advisory organisation Future Workplace, 68% of HR leaders cite employee wellbeing and mental health as their top priority.

She adds: “Many employers are starting to accept and embrace that mental health and wellbeing in the workplace must come front and centre of employee engagement strategies, and are proactively exploring ways to support their people more.”

Understand what employees value So how do employers improve workplace wellbeing? By understanding what matters to their employees. Workplace initiatives must address a need to make an impact. But it’s important to consider employee needs at an individual level.

“When it comes to health and

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How to improve employee wellbeing With the help of cloud HR and payroll software, there are numerous ways to improve employee wellbeing. Providing flexibility will help employees manage their work and home priorities.

Employers should consider offering flexible start and finish times, reduced hours and remote or hybrid working to maintain engagement.

Meanwhile, offering recognition can result in employees having a strong emotional connection to the business – and a productivity boost. This doesn’t have to cost money; a simple ‘thank you’ in a team meeting or via a message in an HR mobile app can work wonders.

It is important to look at offering extra support, too. Resources that employees can self-serve with – such as wellbeing support numbers, employee benefits and financial support schemes – can help them put their wellbeing first.

Mai-Po says: “Continually improving employee experiences will increase engagement, wellbeing and productivity levels quicker and more frequently.”

Time to start embracing employee wellbeing Embracing employee wellbeing is a win-win. A reduction in stress and absences related to mental health will result in higher employee engagement and productivity. With the right technology and processes, both the business and its employees will thrive.

“It’s time for business leaders to act,” concludes Mai-Po. “With mental health challenges on the rise, employers have a crucial role to play in removing any negative stigma associated with mental health, and supporting their employees. If health and wellbeing isn’t at the top of your agenda, it needs to be.”

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Encouraging employers to take stronger action on equality When talking about the future of work, we must address the inequalities faced by many in the workplace.

T WRITTEN BY Sandra Kerr Race Equality Director, Business in the Community (BITC)

he McGregor Smith Review in 2017 gave us a starting point of how race in the workplace should be addressed and highlighted what action needed to be taken quickly.

Three years on, Business in the Community (BITC) surveyed over 24,600 employees in the UK about the issues that they feel need to be tackled when it comes to race in the workplace. Shockingly, the survey found that Black, Asian, Mixed Race and ethnically diverse employees are twice as likely than White employees to have experienced or witnessed racist harassment from managers, customers, clients and colleagues.

For someone to receive racial harassment when doing their job is completely unacceptable and has no place in today’s society.

Protecting all employees With the Government’s upcoming Employment Bill, we have been calling for provisions to be put in place to protect employees from racial harassment. For someone to receive racial harassment when doing their job is completely unacceptable and has no place in today’s society.

We are also calling for the introduction of mandatory ethnicity pay gap reporting. Encouragingly, we’ve seen an increase of 8% of employers capturing this data, increasing from 11% in 2018 to 19% in 2021. Ethnicity pay gap reporting is just one of the vital steps needed to ensure that employees, regardless of their ethnicity are treated fairly.

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Making the UK the most inclusive workforce BITC has launched the Race at Work Charter; a public commitment to ensure that ethnic minority employees are represented at all levels their organisations. So far, we have 800 signatories, representing six million employees across the UK. The Charter has seven calls for employers, from capturing ethnicity data to supporting ethnic minority career progression. All 800 businesses who signed up are taking steps to ensure that the UK has one of the most inclusive workforces in the world. If we do not take action now to tackle the equality issues that have been raised, we will not have a workforce that is fit for purpose now, or in the future.

Employers must take action For change to come about, employers have to take action, set bold targets and be honest with themselves and their employees about how they are progressing. It can be daunting for some businesses to fully understand what they need to do to become a more inclusive employer, but we are starting to see encouraging changes that will no doubt lead to a more inclusive and diverse workforce across all parts of the UK.

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Companies urged to take stronger cybersecurity measures Changes in working practices implemented as a result of the COVID-19 pandemic could be leaving companies at increased risk of cyberattack.

A INTERVIEW WITH Anurag Lal President and CEO, NetSfere WRITTEN BY Mark Nicholls

s the COVID-19 pandemic took hold, businesses moved swiftly to support remote working with many employees operating from home but as restrictions eased, new ways of working have become commonplace.

Some staff are returning to the office, while others are adopting a hybrid form of working and dividing their time between the office and external locations.

But this could still pose cybersecurity challenges for companies.

Cyberattack risk The extensive and unsecured use of mobile technologies - such as smartphones, laptops and tablets - is what is causing most concern among IT experts, who fear this is where the biggest security threat lies.

Cybersecurity expert Anurag Lal suggests that many workers picked up bad tech security habits during lockdown periods and these have continued as they return to their offices.

Digitisation of business was well under way before the pandemic, but its increased use in the last two years have brought new risks in terms of cybersecurity, administration, control and compliance.

Mr Lal explains: “The pandemic forced enterprises to realise that they had to equip their employees with the best devices and applications, along with making sure they were providing security for them.”

Technology tipping point While the advent of the iPhone in 2007 was a tipping point in mobile technology, followed by 3G, 4G and now 5G, the pandemic has proved another major technology tipping point.

A study by NetSfere in conjunction with 451 Research found that 80% of employee respondents use their smartphones for business purposes on a daily basis and three out of four respondents said they use SMS daily.

It is important to understand that mobile first, messaging first productivity gains can only be realised with the right technology. Enterprises are learning that if the right business apps for mobile messaging aren’t accessible or effective, employees will turn to a fragmented landscape of productivity killing consumer apps that are not secure.

Weakest link Many business organisations understood the value of applications and devices, but the online behaviour and lax security of employees was not always factored in.

“A lot of the time, the weakest link in a cybersecurity incident is the user who clicks on the phishing email that comes through and opens up a window to the enterprise,” says Mr Lal, who is

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President and CEO of NetSfere, a global provider of next-generation end-to-end encrypted and compliant messaging and mobility solutions.

“Now, the enterprise has to make sure that devices and applications have strong security solutions in place as well as managing the habits and mentality of the end-users to ensure this end-to-end security.”

The implications of not having security in place can be costly financially and also risk loss of intellectual property.

“The pandemic saw a 30,000-fold increase in cybersecurity incidents, with an increase in phishing and ransomware attacks,” he says.

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Enterprises understand if they do not address this issue and do not continue to reinforce a mentality and behaviour with end users, these cybersecurity threats will continue to escalate.

Secure mobile messaging Criminals and hackers saw the vulnerability of remote end-users, with mobile messaging being the most popular means to end users to communicate.

“Enterprises understand if they do not address this issue and do not continue to reinforce a mentality and behaviour with end users, these cybersecurity threats will continue to escalate.”

Mr Lal explains that NetSfere provides security and message delivery capabilities, including global cloud-based service availability, device-to-device encryption, location-based features, administrative controls and full regulatory compliance.

“We are focused on delivering secure mobile messaging technology to mobile operators as well as the enterprise,” he says. “In the context of enterprise, we enable a very secure communication platform that is encrypted, controlled and orchestrated entirely by the enterprise so that the end users or employees get the benefit of this technology that allows them to be more productive, but they can do that in an entirely secure manner.”

Anurag has over 25 years of leadership and operating experience in technology, mobile, SaaS, cloud and telecom services. Previously, he served as SVP at Meru Networks and Chief Business Development and Sales Officer at iPass Inc., and was Director of the U.S. National Broadband Task Force under the Obama administration. Find out more at netsfere.com

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Workplace wellbeing is not a luxury, it’s essential Workplaces that put wellbeing first hold the key to redrawing the boundaries between work and life as we return to the office.

T WRITTEN BY Richard Kauntze CEO, British Council for Offices (BCO)

he last 18 months has seen a seismic shift in our home spaces. Office desks, monitors and sprawling notes sprung up across what was previously a private space. With time, we’ve adjusted to this change and many relish the benefits it has brought. But now we are seeing the drawbacks. Our working day has become blurred, with many working harder than ever. The office is a solution to this. Not only to set necessary parameters, but to create an environment for social exchange and promote employee wellbeing.

Physical wellbeing Active commuting, particularly cycling to work, is on the rise. Many of us have also reconnected with, or discovered new natural landscapes, often closer to home. As more people switch to hybrid working patterns, offices need to mirror these trends. Whether that’s providing shower facilities, bike storage and lockers or access to green spaces. There will probably be a rise in satellite offices, as employees seek the benefits of the office, while cutting down on long, emission-heavy commutes.

Mental wellbeing Meeting physically is crucial for fostering emotional wellbeing and the office is a vital part of this. The BCO has examined this in-depth, exploring how design stimulates our senses and the benefits that art can bring to productivity. Don’t underestimate plant power either, Harvard University has found that greenery can lower blood

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pressure and improve short-term memory.1 Safeguarding these internal environmental qualities needs to be expanded to areas such as monitoring air quality, ventilation, temperature and humidity. Building this into office design will create welcoming spaces.

Social wellbeing The one-size-fits-all approach doesn’t work for every faction of our lives. If we are to encourage the workforce back to the workplace, offices need to suit us all. The Shard’s ‘mind restoration pods’ are a great example of providing private spaces for those seeking quiet contemplation alongside the hum of a busy office.

Building an inclusive workspace is vital for attracting a diverse range of thinkers and skills and to facilitate interpersonal connections. As many businesses move to a hybrid model, these moments of physical social interaction are essential for ensuring the next generation can learn by osmosis during meetings and impromptu interactions. Only the office can deliver on all these fronts.

References 1. YIN, J., ZHU, S., MACNAUGHTON, P., ALLEN, J. G. AND SPENGLER, J. D.; Physiological and cognitive performance of exposure to biophilic indoor environment

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Collaboration, productivity and wellbeing – the future of workspace defined

W

e are witnessing the evolution of the workspace.

Now, it is all about creating blended spaces for work and lifestyle. Our customers are telling us they want vibrant and collaborative places that allow them to build connections and develop synergies to strengthen relationships.

We were responding to this fundamental shift in ways of working long before the pandemic hit, but what we have really learned over the last year is how much value people place on social interaction and sharing new experiences with others. A strong culture underpins everything and drives productivity.

Facilitating effective collaboration and connections has never been more important and we want to create spaces and places where businesses can truly work together to build effective co-created communities, which ultimately enable us to create thriving cities.

offering day passes for our coworking spaces across the North West and the Midlands.

Across all buildings, people can book areas in shared lounges, a dedicated desk space or meeting rooms via the Bruntwood Works website, or they can simply arrive in the building and book at reception.

The importance of wellbeing Human-centric environments with wellbeing at their heart are vital, and we are seeing huge demand from businesses for these ‘third space’ features.

As part of our Pioneer programme – a £100 million project to create forward-thinking, communityfocused workspaces – you’ll find bespoke designs based on six key themes: amenity, wellbeing, biophilia, technology, sustainability and art.

These premises feature leafy rooftop terraces and restaurants, ground floor coffee shops, wellbeing spaces such as gyms and yoga studios and immersive events spaces.

Our latest Pioneer building, Bloc, is designed to improve workplace wellbeing and boost productivity, with features including a yoga studio

by FORM, sleep pods to recharge your batteries, and a café from local independent Trove.

Image provided by Bruntwood Works

The ways people want to work are changing and the demand for flexibility, wellbeing and community is shaping the workspace of tomorrow. So, what will the future of work look like?

We are committed to empowering people to choose the space that suits their needs, which is why we provide on demand, all-inclusive space to support flexible working.

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Flexible and hybrid working In recent years, we have seen customers consume space differently and work in increasingly more flexible and ‘on demand’ ways.

This means they can not only work from anywhere to suit the needs of the task, but they can also collaborate and connect with a wider community, which encourages innovation. We are committed to empowering people to choose the space that suits their needs, which is why we provide on demand, all-inclusive space to support flexible working.

In summer 2021, we introduced our new ‘Pay as You Go’ (PAYG) service,

Sustainability and technology Sustainability is integral to the future of work. At Bruntwood Works, we know we have a responsibility to support our cities and towns with the climate crisis. We have made significant commitments to improving the environmental impact of our buildings in order to sustain the long term future.

We are leading the charge for creating spaces that are sustainable for the businesses in them and are committed as a business to operating at net zero carbon by 2030.

Innovation is also key and workspaces will constantly evolve to become more intuitive. Smart tech offers the possibility of using space in more efficient and proficient ways.

For example, at Bloc we have deployed biophilic design and technology throughout the building which consistently optimises air quality by improving oxygen levels.

Bloc’s HYVERT living wall, which wraps around the external facade, is made from 18,000 plants and was created by I Want Plants, in partnership with Manchester Metropolitan University. It uses sensors to monitor its biodiversity and record how the wall is absorbing gases like CO2 and NO2.

In this way, we are committed to facilitating the best possible collaboration by staying one step ahead of everything our customers require.

WRITTEN BY Ciara Keeling CEO, Bruntwood Works

Paid for by Bruntwood Works

Find out more at bruntwood.co.uk/ works

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Governments can do more to increase diversity in entrepreneurship The COVID-19 pandemic has been devastating for entrepreneurs and this is especially true for women, immigrant, youth and senior entrepreneurs. Inclusive entrepreneurship policies can help governments “build back better” by untapping the potential in these groups.

WRITTEN BY David Halabisky Economist, Organisation for Economic Co-operation and Development (OECD)

N

ot everyone has an equal opportunity to transform their ideas into a business. If everyone was as active in business creation as 30-49 year old men, there would be 40% more entrepreneurs in OECD countries. Three-quarters of these “missing” entrepreneurs are women, half are over 50 years old and one-ineight are under 30 years old.

All entrepreneurs face obstacles but people from some population groups (e.g. women, immigrants, youth, seniors and the unemployed) often face more and greater barriers.

These include access to finance, discouraging social attitudes and skills gaps. For example, women in OECD countries are 75% as likely as men to report having the skills needed to start a business.

COVID-19 has exacerbated gaps Women, youth and immigrant entrepreneurs were the most likely to face interruptions to business activities and business closure during the COVID-19 pandemic. For example, results from the OECD/Facebook/ World Bank survey suggested that women entrepreneurs in Europe were 20% more likely than men to report in August 2020 that they had closed their business.

Women, youth and immigrant entrepreneurs are more likely to operate in the hardest hit sectors such as hospitality and personal service sectors. However, many struggled to access government support measures due to eligibility criteria such as revenue thresholds.

Increasing diversity in entrepreneurship Inclusive entrepreneurship policies

getab.li/futureofwork

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aim to open up opportunities in entrepreneurship for those with an idea for a sustainable business, regardless of their background and characteristics. Harnessing this untapped potential can uncover new ideas, create jobs and contribute to economic growth.

While many governments deliver tailored entrepreneurship support for women, immigrants, youth, seniors and the unemployed, current offers are insufficient. They do not always adequately address biases in institutional conditions, nor do they sufficiently address the needs of diverse groups of entrepreneurs.

Three priorities for governments are to address finance gaps, boost entrepreneurship skills and increase the use of tailored support measures.

Governments can improve access to finance by injecting capital into microfinance markets to address unmet demand.

Second, entrepreneurs need better skills programmes to support their aspirations, notably in the areas of financial literacy, digital skills and business management.

Finally, a greater use of tailored support is needed to address the needs of different groups of entrepreneurs. This can be achieved by engaging more diverse groups in policy design to help ensure that is it sensitive to varied needs.

For further details, please see the Missing Entrepreneurs 2021 report.

This report was prepared by the OECD and European Commission as part of a long-standing collaboration on inclusive entrepreneurship policy, which also includes policy briefs, country-specific reports and the Better Entrepreneurship Policy Tool.

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Image provided by Herman Miller

Organisations that have the most successful strategies are those that are valuing employees as an important part of the community and the fabric of their organisation.

Adapting needs to the changing workplace environment Businesses need to adopt a modern and inclusive approach to post-pandemic working practices if they are to compete in the ever-changing world of work.

E INTERVIEW WITH Ryan Anderson

VP of Global Research and Insights, Herman Miller

WRITTEN BY Mark Nicholls

mployees are now wanting more flexible ways of working, often driven by experiences and changes in practice during the COVID-19 pandemic.

People have re-evaluated their priorities, learned and adopted new patterns of working and are looking to achieve greater work-life balance, says workplace expert Ryan Anderson.

“We are seeing employees asking for more flexibility with where they work, just as much as when they work, in a re-evaluation of the traditional working week,” he adds.

Hybrid strategy He acknowledges that work patterns were changing before the pandemic, but the events of the last two years had forced the conversation towards a hybrid strategy of more flexible working which can promote inclusivity and equity of experience.

“The basic principle is that greater choice enables greater opportunity to be successful,” says Anderson, who is Vice President of Global Research and Insights at workplace design specialists Herman Miller.

That choice has shifted from the expectation of working either in an office, or at home, to a blend of locations. “We should also remember that people were doing work on planes, trains and in coffee shops long before the pandemic.”

Greater choice Organisations are beginning to work through these ideas, but he says they

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will realise that you “cannot predict where somebody will do their best work, based on their job title.”

This is influenced by factors – often beyond an organisation’s control – such as the nature of the work, team dynamics, technology, as well as personal, cognitive and sensory abilities, relationships and the state of their home life.

“By giving people greater choice, the equity comes in,” he explains.

“People are empowered to figure out where and when they will do their work to be most successful.”

He says a workforce often values flexibility as much as money and wants to be a meaningful part of the community within the organisation, underlining the importance of empowering staff to contribute to change. However, he also warns that this brings increased responsibilities for employees in meeting deadlines and goals.

“Presenteeism is not going to be a primary measure of productivity, so employees have to step up if they expect to thrive in this new world of working,” says Anderson. “But they will have greater opportunity to be successful.”

Keeping pace Organisations must keep pace with the changes and he believes many are actively looking at supporting more flexible working, though there are consequences of not doing so.

“If an organisation is not being proactive and listening, it diminishes

trust and feeling of pride an employee might have in their employer, which ultimately risks losing that employee,” says Anderson.

People with a strong internal network in a company will leave and be replaced by those with no great connection to a firm, leaving the organisation with a weakened communal infrastructure.

Organisations that have the most successful strategies are those that are valuing employees as an important part of the community and the fabric of their organisation. “Companies will have employees that have a renewed sense of energy and desire to be part of something,” he adds.

Future landscape Longer term benefits for a company include better retention and employee engagement, which will lead to a more content, innovative and productive workforce.

He believes that organisations that spend the next few years focusing on cultivating a sense of belonging, strengthening relationships and helping people to feel empowered and optimistic will gain a significant advantage over those with a more regressive mindset.

He says: “They will maintain a healthy community of high performers and have a competitive advantage because they are going to be able to recruit outstanding talent that can operate faster and in more agile ways.”

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Find out more at hermanmiller.com

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Streamline your HR processes!

People Workflow Automation from Personio connects up your teams and applications for greater productivity across the entire company.

Visit www.personio.com and optimise your HR operations today

“Personio offered a great level of automation and personalisation which meant that we could design workflows that suited our unique processes” Sarah Thomas People Lead Mindful Chef

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