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How HR leaders can rebuild the confidence of older workers post-pandemic

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Paul Naha-Biswas, CEO and Founder of Sixley

Throughout the pandemic, we’ve heard politicians and public bodies raise the alarm about a potential lost generation of younger workers.

On 19th April, the One Nation group of Tory MPs called on Boris Johnson to give every member of ‘generation COVID’ a one-off payment of £500 to help them deal with the financial losses caused by the pandemic.

And, in September last year, the Government launched its £2bn Kickstart Scheme, specifically designed to help youngsters aged between 16-24 who risked being ‘left behind’ by the ongoing crisis.

How the pandemic has impacted older workers

However, little attention has been paid to the plight of older workers who, according to a report by The Resolution Foundation, have been more adversely impacted by the pandemic than their younger counterparts.

The Thinktank reported that the pandemic has led to the biggest annual fall in employment for older workers since the 1980s, with the decline among over-50s being twice as being as those aged between 25 and 49.

The drop in employment is cause for concern because redundancy and unemployment are age-related issues, with The Resolution Foundation finding that fewer than two in three older workers managed to return to work within six months. This differs from younger workers who often find it easier to find employment following a redundancy, be it through short- or long-term contracts.

How to build up an employees’ confidence

Redundancy and long-term unemployment drain a worker’s confidence, especially among older workers who may feel anxious about rejoining a highly competitive labour market that looks very different to the one they initially started in decades ago.

As a result, employers who opt to recruit older workers post-pandemic will need to put policies in place to build up their confidence. One way of achieving this is through creating opportunities for success and then giving clear feedback highlighting how their skills contributed to the success of the task.

The value of upskilling older workers

Another way to boost older workers’ confidence is training them in new digital skills that will be vital to business success post-pandemic.

The past 13-months has shown how much of our lives can be shifted online, and, as we emerge out of lockdown, many consumers will likely want to continue to solely interact with a business via a screen. However, this could impact older workers who may not have the digital skills now deemed essential by employers.

HR leaders and businesses can tackle this by offering their employees and new recruits digital skills training to futureproof their workforce. For example, training those who use Excel to use SQL or even Python?

Although this may sound like a short-term financial hit, business leaders should envisage it as an investment that will boost revenue in the long term. After all, new skills power new ways of working which, in turn, leads to new commercial opportunities.

Employers and HR leaders should also remember that older workers bring plenty of skills, knowledge, and judiciousness from their experience. When combined with an up-to-date digital skillset, there’s little reason why they could not outperform a young worker.

Why HR leaders should help older workers reboot their networks

Finally, HR leaders need to give older workers the tools to rebuild their confidence by themselves, and a key part of this will involve rebooting their networks.

The pandemic has limited all of our networks, with social distancing cutting our interaction with others, which negatively impacts older workers who might struggle with networking on social media – such as Clubhouse and LinkedIn – compared to their younger counterparts.

Being visible and getting noticed is a benefit of networking that’s essential in career building. Regularly attending events boosts your profile and can help build your reputation as being a knowledgeable, reliable, and supportive member of your profession. And, in this sense, not networking does the opposite, potentially leaving older workers doubting their skills or aptitude. Therefore, HR leaders must organise internal and external events to help older workers rebuild their profile and, in turn, their confidence.

In light of The Resolution Foundation’s report, the onus is on business and HR leaders to avert an unemployment crisis among the older population. However, it’s important to remember that simply hiring an older worker isn’t enough. HR leaders must give these workers – many of whom have invaluable levels of experience and a broad range of skills – the tools to rebuild their confidence and relaunch their career post-pandemic.

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Source: http://hrnews.co.uk/how-hr-leaders-can-rebuild-the-confidence-of-older-workers-post-pandemic/

HRTech

The Himalaya Drug Company appoints Rahul Kapoor as CPO

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The Himalaya Drug Company has appointed Rahul Kapoor as chief people officer. He will lead the pharmaceutical company’s people and culture agenda, from Dubai.

Kapoor has moved to this new role from Dr Reddy’s Laboratories, where he was the VP, human resources for almost a year. There too, he was responsible for the people and culture agenda for the Company across 25 countries.

Before joining Dr Reddy’s, Kapoor successfully served as executive vice president – India Subcontinent, GlaxoSmithKline (GSK). He spent 12 years in the Company, having joined as head – talent acquisition in February 2008. Less than three years later, he was the HR business partner sales, value chain, procurement , Bangladesh & Nepal. After four years in this role, he found himself heading compensation & benefits , ISC & HRBP – marketing , R&D & global support functions. In 2014, he became HR director – consumer healthcare, South East Asia , Hong Kong , Taiwan, and within eight months he became HR director for Japan , Korea and South East Asia, based out of Singapore. It was in May 2018 that he relocated to Gurugram, when he took over as executive VP – HR, India Subcontinent.

An alumnus of Symbiosis Institute of Business Management, Pune, Kapoor started his journey in HR with ITC, way back in 2001, when he joined as regional HR manager (foods division HO). After a four-year successful stint at ITC, he moved to GE Capital as AVP- HR before entering GSK, where he served the longest stint of his career.

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Source: https://www.hrkatha.com/people/movement/the-himalaya-drug-company-appoints-rahul-kapoor-as-cpo/

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Stressed out docs, medical workers across India seek better treatment, pay

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Even amidst the second wave of the pandemic, frontline workers, especially those associated with the medical field and the medical fraternity seem to be disgruntled or ignored. In Surat, around 73 contractual medical officers (MO) from the Surat Municipal Institute of Medical Education and Research (SMIMER) hospital called a flash strike on May 6, asking for a pay hike similar to what the Gujarat government announced for the doctors appointed on contract.

While the MOs have been drawing Rs 60,000 per month, the state government had announced a salary of Rs 1.25 lakh for the contractual doctors. Therefore, the MOs were protesting the fact that their salary was lower than that of the freshers. The Health Department has requested the doctors to refrain from going on strike and that necessary steps would be taken to look into their demands.

Elsewhere, in Bhopal, Madhya Pradesh, junior doctors from six hospitals affiliated with government medical colleges in the State had gone on an indefinite strike demanding better treatment facilities for their colleagues who had been infected during duty. According to the doctors about 25 per cent of the junior doctors were suffering from COVID and hence, they were demanding a guarantee that beds would be allotted to them for treatment.

The Medical Education Minister of the state assured them that their demands would be looked into, following which the doctors called off their strike. The Minister also pointed out to the doctors that a strike amidst a raging pandemic was not fair, and thanked them for being understanding. In Indore, a senior government doctor put in her papers while another threatened to do so accusing misbehaviour on the part of the district administration. The doctor accused the District Collector of Indore of shouting at her in public and calling her incompetent, which she found inacceptable, especially since she has been performing her duties sincerely. The Health Commissioner has yet to accept he resignation.

Meanwhile, in Gurugram, private ambulance operators who had been on strike for two days, returned to work after the Haryana government increased their rates.

As per the Gurugram administration’s directives, ambulances are allowed to charge Rs 500 per km up to 3 km and Rs 25 per km after that. They may charge Rs 750 for a distance of 3 km to 7 km, after which the fare would be Rs 25 per km. For a 7 km distance, the charge would be Rs 1,000 and then Rs 25 per km beyond that.

However, the operators, are demanding further hike. The Private Ambulance Welfare Association, with a fleet of about 250 ambulances in the city, is demanding a rate of Rs 3,500 up to 15 km and Rs 16 per km after that for small ambulances. As for bigger ambulances, they want the rate to be Rs 5,000 for 15 km and Rs 35 per km beyond that. For Advanced Cardiovascular Life Support ( ACLS), they wish to charge Rs 5,500 up to 15 km and Rs 50 per km beyond that.

The operators claim that the strike has only been called off temporarily, and that they would not hesitate to go on strike again if their demands are not met.

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Source: https://www.hrkatha.com/news/compensation-benefits/stressed-out-docs-medical-workers-across-india-seek-better-treatment-pay/

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HRTech

The Challenges Businesses Face Re-hiring Post Covid

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The coronavirus pandemic has hit many businesses hard, affecting retail, hospitality, tourism and events industries particularly badly.  Many businesses have been forced to close or cut back to a few key staff.  A YouGov survey in 2020 found that half of businesses said they would have to lay off staff within three months of the furlough scheme ending.  Just 34 per cent of 503 business leaders polled said they would not get rid of anyone, while 21 per cent said they would have to cut 10 or more jobs.

But as we come out of all this and the economy opens up again, companies will have to resume business as usual.  Many will have little or no staff to fill key roles and will have to recruit quickly.  Alan Jenkins, MD of exhibition stand designer Quadrant2Design sums up the worry that many business owners currently have ‘We know we will need to hire in all departments over the coming months, but we don’t exactly know when and how well our industry will return, so every decision requires careful planning’.

So, when is the best time to recruit?  Doing it too soon will risk having staff with little to do, but taking too long could jeopardise the running of the business.  It will take time to train new teams of staff.  If existing staff are over-stretched then customer service and ability to fulfil requirements will be impacted.  This could damage the reputation of your business, just when you need to make the most of new opportunities.

The steps you take now will be crucial to coming out on top post pandemic.  Things to consider when setting a recruitment strategy:

  1. Recognise the skills gap in your business

Now is the time to look at the skills gaps you have across the business. Assessing these will allow you to streamline the recruitment process and identify specific gaps.  This will ensure that you’re making the correct hire technically as well as culturally. It can be easy to fall into the trap of wanting to grow quickly, without any real regard as to how you’ll do that sustainably.

  • Can you upskill internally?

Do you need to recruit someone completely new or can you find a candidate from within the business? Defining that can take some time, ask yourself the following questions before hiring someone new:

  • Are the requirements going to take longer than 3 months for my team to learn? 
  • Are the requirements too niche/technical?
  • Are the requirements permanent or temporary?
  • Will I/my team be over-stretched if we take on this responsibility together?

If you find that you’re answering “yes” to more than two of these questions, then it’s probably time to start writing a job description.

  • Re-assess your interview process

Behavioural interviews are defined as “a technique used in which the candidate has the opportunity to demonstrate their potential for succeeding in the new role, by providing specific examples of how they handled similar situations based on their past experience” 

A lot of interviews are based on technical skill and cultural fit, but these are only surface level assessments. Using behavioural interview techniques will not only allow you to understand your candidate pool better, but also give you an insight into how the individual deals with challenges. 

Another step that can improve your recruitment process is psychometric testing, also known as aptitude tests. The benefit these have is that there’s no right or wrong answer; it allows you to gain a deeper understanding of the individual being interviewed, as certain tests can reveal how they like to be managed, as well as behavioural style and mental capabilities.

  • Onboarding and post-placement care

Your recruitment process shouldn’t cease when a candidate becomes an employee. Post-placement care is vital to ensuring that your new employee feels included and can settle in with ease. What does your candidate experience currently look like? This is especially important if your staff are working remotely.

How can you improve and adapt it?  Knowing where to start can be difficult.

  • Ask your current employees what they think the candidate experience would be if they were to join the business now.
  • Ask candidates during an interview process what their expectations are so you can get an insight into how they think.

Post-Covid, recruitment and training are going to be major issues for many companies.  Businesses may have survived the past year with just a few key staff.  Training teams of new employees will take time and money.  You may be lucky enough to rehire experienced staff or bring them back from furlough.  But if you’re starting from scratch you will need a strategy in place.

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Source: http://hrnews.co.uk/the-challenges-businesses-face-re-hiring-post-covid/

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The best places to retire to in the UK

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At Fenetic Wellbeing, we understand how important it is to pick the right place to retire to. With this in mind, we got thinking about what makes a location good to retire to. To figure this out, we asked 1,000 survey participants what makes an area good to retire to and to pick three options, and we found that crime rate was the biggest factor when deciphering what makes somewhere good to retire to. 59.3% of participants said if a location had lower crime rate than where the currently reside, they would consider moving. 

We also asked the 1,000 participants if they would consider moving to a different part of the UK if life expectancy in that area was higher than where they currently reside. 79.84% of participants said yes, and 20.16% said no, suggesting many people do not have strong ties to their hometown.

Keeping these factors in mind, we looked at every county in the UK to see which 10 were the best to retire to, and which 10 would be the worst to retire to.

Which counties are the best to retire to?

Top 10 best counties Crime Rate
Rutland 49%
Gloucestershire 69%
Surrey 72%
Cornwall 73%
Wiltshire 78%
Cambridgeshire 79%
Oxfordshire 79%
Devon 81%
Somerset 81%
Hertfordshire 82%
   

Rutland comes out on top with a mere 49% crime rate. Rutland has named itself the ‘County of Good Taste’ and boasts that is a great rural escape, and the perfect place to spend time enjoying the great outdoors. The only two towns in Rutland are Oakham and Uppingham, and both towns have their own hidden treasures, cycling routes, boutiques and even a castle! Life expectancy in Rutland averages at 82.2 years which is slightly above the national average of 81.52 years.

Gloucestershire is a county in South West England and is famous for many Cotswold towns and villages such as Bourton-on-the-Water and Cheltenham. The county has many attractions, including the Berkley Castle, and the ruins of Witcombe Roman Villa. Life expectancy is Gloucestershire is 81.2 years, which is nearly on par with the national average of 81.52 years.

Surrey is also a county in South East England and is renowned for being a relatively affluent county. Surrey is very close to the UK capital, London, but despite this, Surrey contains a great deal of mature woodland. The average life expectancy in Surrey 83.15 years, which is way above the national average.

Cornwall is a county in South East England and is on the UK’s most westerly points. The county built its reputation on fishing mining and farming and is known for being one of the most beautiful locations in the UK. The average life expectancy in Cornwall is 81.55 years, slightly above national average. 

Wiltshire is a county in South West England, and is very famous for its iconic prehistoric monuments, including Stonehenge. Other famous spots in Wiltshire include the villages of Lacock and Castle Combe, both referred to as the “prettiest villages in England”. Life expectancy in Wiltshire Is 80.8 years, slightly under the national average.

Cambridgeshire is a county in the East of England, and is full of cathedral towns, medieval markets and one of the worlds greatest centres of learning, the University of Cambridge. Life expectancy is 81.2 years, slightly below the national average.

Oxfordshire is a landlocked county in South East England. The county is famous for its centrally located town of Oxford, that homes one of the most famous Universities in the World, Oxford University. The town also boasts a wealth of historical heritage sites, including Oxford Castle and Prison, and the Bodleian Library. Average life expectancy in Oxfordshire is slightly above the national average, coming in at 82.35 years.

Devon is a county in South West England, and is an assortment of spectacular coastline, beautiful beaches and it makes a popular holiday destination. Devon is home to two cities, Exeter and Plymouth, and it has a selection of market towns including Barnstaple, Tiverton and Bideford. The average life expectancy in Devon is 78.5 years, slightly lower than the national average.

Somerset is a rural county in South West England, and is home to two cities, Bath and Wells. Notable towns of Somerset include Yeovil, Bridgwater, Weston-Super-Mare and Chard. Life expectancy in Somerset is 82.2 years, on par with the national average.

Hertfordshire is a county in the East of England, and is full to the brim with stately homes, famous monuments, and traditional English villages. Average life expectancy in Hertfordshire is 82.5 years, which is just above the national average.

Which county comes out on top?

Out of all the counties will the lowest crime rate, Surrey has the highest life expectancy, which in our eyes, makes it the best county to retire to in the UK. Surrey is home to some of the country’s most picturesque towns and villages, including the ones listed here.

All the towns in Surrey have great history, from the medieval to Victorian, and the old sits part of the new modern and vibrant way of life. From the second largest church spire in England, St Martins in Dorking, to Guildford having one of the youngest Cathedrals in England; Farnham with a castle, and Kingston with the Thames. Woking’s town centre square has recently been re-developed, Guildford has the beautiful River Wey and Navigations, while the area near Egham in Runnymede was the site for the Magna Carta.

Surrey has many idyllic villages, with thatched cottages, village halls, village greens with cricket pitches, local pubs, and country walks. Sounds like the perfect place to retire to, right?

Which counties are the worst to retire to?

Top 10 Worst Counties Crime Rate
West Yorkshire 157%
Kent 155%
Essex 137%
Greater Manchester 131%
Merseyside 126%
County Durham 121%
West Midlands 120%
South Yorkshire 119%
Lancashire 115%
Northamptonshire 114%

West Yorkshire takes the top spot for having the highest crime rate amongst every county in the UK. Although this might seem concerning, West Yorkshire Police record that crime is continuing to fall across the county, and police staff are being commended for their efforts to tackle crime and safeguard vulnerable people.

West Yorkshire is full to the brim of vibrant cities, industrial heritage towns, idyllic villages and stunning walkways and cycle ways. So, regardless of the crime rate, you are sure to find beauty and entertainment across the county, and it could still make a good place to retire to if you find the right town or village for you.

So, taking into consideration the top 10 places to retire to above, would you move away from your home town to enjoy a better life expecatny and low crime rate?

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Source: http://hrnews.co.uk/the-best-places-to-retire-to-in-the-uk/

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