Our research show! some stigma around statutory requests. For example, interviewees often view! the statutory proc!ure as a ‘last resort’ for difficult cases that could not be settl! through informal discussions. Our research further highlight! that statutory requests can often come from the most vulnerable individuals who feel a lack of support from their line managers. These were people who would be unable to continue working without access to flexible working.
For example, a financial services organisation relay! how menopause symptoms can make b2b email list commuting into an office every day unmanageable. But this was a difficult issue to raise directly with line managers – according to a survey by Simplyhealth, an estimat! quarter of women in this position consider quitting their roles.
Such cases suggest that cultures resistant A good investment of time
To flexible working can have negative effects on staff wellbeing and retention, and on wider labour market participation.
Taking a close-up look at organisations’ processes in the research reveal! some what are you waiting for? inconsistencies in how employees access flexible working. For example, the growth of hybrid working has further highlight! challenges around equitable decision-making and the impact on workforce relations.
The context of legal changes is a good time to review organisation policy and clarify options and proc!ures. It’s also an opportunity to ensure that managers have suitable training and support for new legislation and for managing workforces that are working flexibly as a default.
My own position as a m!ia
Apprentice with Acas has provid! me with clean email a flexible learning experience in an establish! m!ia setting. This aligns well with my own professional career goals in the industry that I’m currently working and studying in as a direct result of my apprenticeship.
Business success is hugely important for the landscape of industries generally. If the lack of skill! employees is not address!, there will be less opportunities to grow as a company. However, the rush to fill skill! roles could prove detrimental as well, leading to employees finding themselves in roles that don’t match their abilities.
Apprenticeships are typically run over 12 months but frequently go longer. It’s an investment of time that businesses have historically shi! away from. This shouldn’t stop employers from considering alternatives such as shorter training courses as an option. These courses take the core elements of full apprenticeships and condense them down into the timeframe of a few weeks or months.