Burnout is no longer just a wellbeing issue. It has become a talent retention and recruitment challenge, and organisations that fail to address it risk losing high-performing employees at an increasing rate.

According to Tiger Recruitment’s UK Salary and Benefits Guide 2026, burnout is now almost as influential as salary when employees decide to leave their jobs. In our survey of almost 1000 UK professionals, 15% reported resigning due to exhaustion, only one percentage point behind those who left for a pay increase (16%).

For HR leaders, this signals a shift in the employment landscape: pay alone is no longer enough to retain talent. The ability of managers to protect their teams from unsustainable workloads is becoming a critical differentiator.

One of the most effective ways organisations can respond is by training and upskilling managers to recognise and prevent burnout before it becomes a resignation risk.

Burnout is becoming a structural issue in many workplaces

Several workplace trends are accelerating burnout across professional roles.

Our research shows that 84% of desk-based professionals now work overtime, while 68% regularly work weekends.

At the same time, economic uncertainty has led many businesses to operate with leaner teams. Fewer permanent hires and an increased reliance on temporary staff mean that remaining employees are often absorbing additional responsibilities.

The result is a workforce that is productive but increasingly stretched.

Even when companies respond with salary increases, the effect can be limited. The guide found that 39% of professionals who received a 5–10% pay rise still plan to leave their roles within the next 12 months, demonstrating that financial incentives alone cannot resolve deeper workplace pressures.

For HR teams, this reinforces an important reality: burnout is often driven by management practices, not compensation packages.

The role of managers in preventing burnout

Managers sit at the intersection between company expectations and employee wellbeing. When they are equipped with the right skills, they can identify early warning signs and rebalance workloads before employees reach breaking point.

However, many managers are promoted based on technical expertise rather than leadership capability. Without proper training, they may unintentionally contribute to burnout by:

• Allowing workloads to grow without reassessment
• Failing to prioritise tasks effectively
• Normalising excessive overtime
• Missing early signs of disengagement or exhaustion
• Struggling to communicate expectations clearly

Our research also highlights that culture and management quality continue to influence resignations, particularly among younger professionals and women.

Developing leadership capability is therefore not just a wellbeing initiative, it is a retention strategy.

What burnout prevention training should include

For HR leaders looking to strengthen their management teams, training programmes should focus on practical leadership skills rather than abstract theory.

Key areas include:

1. Workload Management and Prioritisation

Managers need to evaluate team capacity realistically and adjust workloads, particularly during hiring freezes or restructuring. This can be achieved by mapping tasks and holding regular check-ins to spot overload early. Reallocating or reprioritising work using frameworks like the Eisenhower Matrix helps ensure teams focus on the most important and urgent tasks without becoming overstretched.

2. Early Identification of Burnout Signals

Recognising early signs of stress, such as disengagement, mistakes, or presenteeism, allows managers to intervene before issues escalate. Monitoring behavioural changes through short pulse surveys and having structured, low-pressure conversations gives employees the opportunity to raise concerns and receive support promptly.

3. Psychological Safety and Communication

Employees are far more likely to raise workload or wellbeing concerns when they feel heard and safe. Managers can foster psychological safety by leading through example, acknowledging mistakes and demonstrating openness. Establishing regular feedback loops ensures every team member has a chance to be heard and reinforces a culture of trust and collaboration.

4. Managing Hybrid and Flexible Work Effectively

With satisfaction around workplace flexibility falling to 54%, managers must ensure cohesion and productivity while supporting hybrid or flexible arrangements. Setting clear expectations and measurable goals for both remote and in-office work, along with maintaining consistent touchpoints, keeps teams aligned and connected regardless of location.

5. Supporting Mental Health and Absence Management

Empathetic leadership is increasingly important as employees expect better handling of mental health-related absence. Managers can support their teams by holding compassionate, non-judgmental conversations and planning phased returns or workload adjustments to ensure a sustainable recovery. These approaches help build resilient teams that remain engaged and productive even during challenging periods.

Why burnout prevention is also a recruitment strategy

From a hiring perspective, organisations that fail to address burnout risk damaging their employer brand.

Employees are increasingly prioritising work–life balance when evaluating new roles, with 73% ranking it as one of the most important factors when considering job opportunities.

In a competitive hiring environment, candidates are paying closer attention to leadership quality, team culture and workload expectations.

Companies known for strong leadership and sustainable workloads will naturally have an advantage when attracting top talent.

Building a more sustainable workforce

Burnout cannot be eliminated entirely, particularly during periods of economic uncertainty or organisational change. However, businesses that invest in leadership development can significantly reduce the risk.

For HR teams, the goal should be to ensure managers are equipped not just to deliver results, but to build resilient teams that can perform sustainably over time.

As our latest research shows, employees are willing to leave roles even when salaries increase if the underlying pressures remain unresolved.

Organisations that recognise this shift and act on it by strengthening their management capability will be better positioned to retain their people and attract the next generation of talent.

The post Why training managers to prevent burnout should be a HR priority in 2026 appeared first on Tiger Recruitment.

The financial services industry is one of the most important to the UK, and in turn, jobs within financial services have increased significantly over the past few years. There are 1.1 million financial services employees employed in the UK. It is an industry that offers a wide variety of roles and career opportunities and, as a result, attracts large numbers of prospects. Take a look at some of the positions that are available at the moment.

As with all industries, there are pros and cons to working within this exciting space. If you’re toying with the idea of a career move , here are some of the things you may want to consider:

Benefits:

Financially rewarding

There is potential to achieve a higher-than-average income at all levels within the industry, as well as a promising career path, great benefits and bonuses. City-based firms often reward hard-working employees with wellness benefits like free gym membership, access to healthy meals and medical consultations.

Variety

No day will ever be exactly the same. The fast pace and unpredictable nature of the industry means you’ll always be busy and learning new things. There’s likely to be an exciting buzz around the office and definitely no time for clock watching.

Exposure

On a daily basis you’ll be faced with high-profile individuals and businesses. It gives you an excellent opportunity to network with new people every day, and this in turn can open lots of doors. In this space, it’s usually not about what you know; it’s who you know.

Social Scene

The financial services industry is known for its ‘work hard, play hard’ mantra. It wouldn’t surprise us if you met life-long friends in the City. And if you’re a bubbly person who loves to socialise, you’ll fit right in.

Potential risks:

Long hours

Working in financial services is not a typical 9-5 affair. Approximately one in three of all employees work in excess of 40 hours per week and a large number work considerably more than that. The work itself can be fairly high pressured and stress-inducing due to the fast pace and the demanding nature of clients and colleagues. To minimise burn-out, we strongly recommend focussing on personal wellness and encourage you to take all of your annual leave. This will help counter-balance any stress caused.

Difficult characters

In a support role you may be expected to deal with employees that will not give you an easy ride!

Competition for jobs is high

As financial services offers good promotion prospects and numerous career opportunities, this means it is a competitive industry. And you’re competing with the best of the best.

Few permanent opportunities

Due to the unpredictable nature of the economy, many of the financial services firms prefer to hire into long-term contracts rather than permanent roles. If you want to work in the City you’d need to be comfortable with this. Rest assured, those in long-term contracts enjoy all the same benefits and bonuses as permanent staff!

We believe the benefits of working in the City far outweigh the risks, but at the end of the day it needs to feel right for you and your lifestyle choices. Submit your CV and update your job requirements, to take your first steps towards a job in the city.

The post The pros and cons of a career in financial services appeared first on Tiger Recruitment.

As we settle into Q3, there has been a clear shift in employer and jobseeker priorities. Permanent hiring has slowed and demand for temporary and fixed-term contract staff has remained consistent. Hybrid or flexible working arrangements are still a non-negotiable for many candidates, with working parents seeking greater flexibility around start and finish times.

Economic Overview

The Office for National Statistics (ONS) reports that the number of payrolled employees decreased by 0.4% between May 2024 and May 2025. A dip of 0.1% in just one month between April and May this year has likely been influenced by a seasonal slowdown in industries such as hospitality, education and retail, where temporary roles end after financial year-end decisions.

Despite these short-term contractions, the employment rate for those aged 16-64 rose to 75.2% between March and May, a positive sign of growing labour market participation.

Our recruitment experts predict stability in Q3, although the Autumn Budget is contributing to uncertainty within the permanent market.

Demand Grows for True Flexibility

Jobseekers have shown hesitancy around career moves. For many, true flexibility, not just hybrid working, has become a non-negotiable. They want autonomy over what time they start and finish, and the ability to work from home or abroad.

Temporary and Contract Hiring Trends

Tiger Recruitment Consultants have noted that temporary interviews are now being treated with the same rigour as permanent hires.

• Increased workloads are being managed by contract staff to cover departures
• Maternity leave coverage is a key driver of contract hiring
• Smaller businesses are leaning towards fixed-term contract hires, while larger organisations continue to rely on temporary staff to meet immediate needs

Jobseeker Priorities

• Hybrid working remains a top priority
• Access to more flexible working hours (e.g. later starts/earlier finishes)
• A positive and inclusive company culture

ONS data paints a mixed picture, with some notable signs of resilience. Despite the dip in payrolled employees, the employment rate and wage growth point to resilience in a complex and shifting economic climate.

To download a copy of this recruitment market update, click here.

The post Tiger Recruitment’s Quarterly Market Update appeared first on Tiger Recruitment.

As an office manager, moving offices can be one of the most time-consuming and stressful experiences in your career, as balancing day-to-day operations with searches and viewings can take their toll. We’ve compiled a checklist to help make relocating into a serviced office as simple and stress-free as possible, so you can enjoy the positives of moving office[1].

Do your homework

Although you may want to find a new office in a hurry, taking the time to work out exactly what you want to gain from your new office is vital! Weigh up your business needs such as location, budget, size and quality. Many organisations looking for a new space change their requirements within weeks of their first search. This is usually because they weren’t clear on their parameters to begin with.

FreeOfficeFinder, an online office broker, has developed a new pricing tool for serviced offices[2]. The tool is updated regularly, and allows users to filter individual office requirements like team size and budget. This allows office managers in London to plan their office search and calculate rental prices easily. The tool is regularly updated and allows users to filter individual office requirements like team size and budget, so office managers can plan their office search and calculate rental prices easily.

Location, location, location

Knowing the right location for your business[3] remains one of the most important factors when searching for a new office. Can employees and clients commute to the new office easily? Make sure you consult your colleagues during your search process, through a feedback survey or meetings. This way, you can ensure your new office will be a good move for everyone. The FreeOfficeFinder tool also features an interactive map, allowing users to discover and compare nearby locations available for your office move.

Room to grow

For any company to succeed in today’s world, the ability to adapt and grow is crucial. Whilst you may only look for a space to accommodate your current team, it’s equally important to look to the future plans of the business. Having the flexibility to downscale or expand your office during your contract is a valuable advantage. The last thing you want is to be unable to expand your business because your office space will not allow it. Serviced offices allow businesses to rent work space on a rolling licence agreement, giving you room to grow. You can’t predict the future, but considering any changes your business may face is key to thriving in your new office.

If you have office move experience, Tiger Recruitment may be able to assist you with finding a fantastic permanent or temporary office manager job! Apply for jobs here or submit your details online today!

[1] http://aspectinteriors.com.au/benefits-of-office-relocation/

[2] https://www.freeofficefinder.com/pricing-tool

[3] https://www.entrepreneur.com/article/81406

The post Office managers in London, here are three tips for moving into a serviced office appeared first on Tiger Recruitment.

If you’re reading this, you’ve most likely handed in your resignation, or you’re planning to soon. If that’s the case, you’ll be expecting a meeting with HR for your exit interview.

Volunteering your general feedback about your employer can sometimes be an uncomfortable experience, so we’ve provided eight do’s and don’ts for exit interviews to help you prepare.

What to do in your exit interview

Do: Prepare like you would for any interview

Treat this interview as you would any other and prepare accordingly beforehand. Google some exit interview questions that are typically asked and practise answering them. Regardless of why you’ve chosen to leave, it’s important to provide thoughtful answers that will help the company improve in the future.

Do: Act professionally

You should remain professional right through to the very end. It will keep the door open for potential opportunities in the future and won’t diminish your chances of receiving a positive employer reference.

Do: Discuss the positives

Try to highlight the positive aspects of the role you’re leaving, even if it’s been the worst job you’ve ever had. It can be anything from the benefits package to the office facilities. This will help to balance out any negative points that may become apparent during the course of the conversation. It also displays a high level of professionalism and awareness on your part.

Do: Exit on good terms

When all is said and done, the aim is to leave the interview room on good terms. Make it clear that you are thankful for every opportunity the company has provided. Even if there is some resentment on your part, it’s better to leave on a positive note and have a clean slate for your new job.

What not to do in your exit interview

Don’t: Vent with no constructive feedback

Your exit interview is not the time to discuss petty grievances with your colleagues. Avoid discussing colleagues unless you’re specifically asked to do so. If it does come up, stay clear of slander and only provide reasonable examples that support a valid argument. You can discuss your ‘suggested areas of improvement’ for the company, but it’s important to remain tactful in your approach.

Don’t: Brag about your new role

Your interviewer will probably ask about your reasons for leaving. While you may be jubilant about leaving, it’s important to avoid boasting as it’ll come across as discourteous. Just keep it short and to the point. For example, if you’re excited that this move is a step up in your career (with a considerable salary increase), you could mention that the new position gives you more responsibility than your existing one.

Don’t: Raise issues that the company cannot address

Any good employer will be looking to improve the workplace using your feedback. As such, you’ll want to refrain from expressing sweeping statements with no rational explanation. They’re not actionable and don’t give off the best impression of you. While preparing for your interview, try to come up with suggestions for how certain situations could be improved in the future.

Don’t: Be unresponsive

You’re probably familiar with the term, “if you have nothing good to say, don’t say it at all”? While this may be great advice in general, don’t apply it to your exit interview. Being unreasonably tight-lipped could be viewed as patronising and won’t help the process. The interviewer will respect your honesty as long as you keep it relevant to the exit interview questions being asked. If you’re looking for a job, we continue to update our live job listings daily. Make sure to also check out our insights page for helpful resources to help navigate the COVID-19 pandemic.

Author bio: This article was written by Check-a-Salary^[1] . Check-a-Salary provides insight on earnings collated across multiple sources for every position in the UK.

^[1] www.checkasalary.co.uk

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At Tiger, we’re very lucky to have two fantastic women within the senior management team – Managing Director, Rebecca Siciliano, and Director and Head of City Office, Kat Martyn. To commemorate International Women’s Day, we sat down with both Rebecca and Kat to find out how they’ve worked their way up the career ladder and what lessons they’ve learnt along the way.

Rebecca – Managing Director, Head of Temporary Division (West End)

1. Can you give me an overview of your career journey? How have you ended up as MD of Tiger?

I got into recruitment back in Sydney through a recommendation from a friend. She had just started in recruitment and told me that she thought it would be the ideal role for me. To me, recruitment was a job where I got paid to talk to people and the harder I worked, the more successful I was. I moved to the UK knowing that I wanted to stay in recruitment and what type of company I wanted to work for. Joining a small business meant that I grew as the company grew and had the opportunity to implement so many positive changes and initiatives. It’s been a lot of hard but rewarding work.

2. Have you faced any challenges as a woman in the workplace?

I don’t feel that I have. I have worked with successful women who have acted as role models for me but I don’t feel that I have encountered men who have disregarded me because I am a woman. I now work in female-dominated workplace so am surrounded by fantastic females every day!

3. What’s the biggest lesson you’ve learnt in your career so far?

Pick your battles. Knowing where to invest your energy and what to let go can make a huge difference!

4. What part of your career are you most proud of?

The nice thing about my role is that there are constant milestones and achievements. I fondly remember starting out in my career and being proud of my very first placement. Then how daunting it was moving to a new country and starting over. I am so proud that I was able to pick up my career in the UK and create what we have at Tiger. Your proudest moments then start to become the proudest moments of those in your team.

5. What advice would you give to women starting in the recruitment industry?

– Work hard and absorb everything you can from the people around you. You can take your career as far as you choose to.
– When you are in a situation that you are unsure of, always ask for help. You will learn new things daily.
– Never underestimate the importance of relationships both internally with your colleagues and with clients and candidates. Always act with honesty, integrity and respect for others.
– You can’t control what people do, don’t sweat the small things.

6. Who are your #girlcrushes?

Can I say Lady Gaga? She’s always represented a strong female figure who has proven herself to be an incredibly successful businesswoman. She has conquered multiple challenges throughout her career. I love that she is a public voice against bullying and all the work that she does for mental health and equality.

She’s also now the first woman in history to win a Grammy, BAFTA, Oscar and Golden Globe in the same year – how could you not admire that?

–

Kat Martyn, Director and Head of City Office

1. Can you give me an overview of your career journey? How have you ended up as a director at Tiger?

I started my ‘sales’ career at 17, selling everything from flights to endoscopy cleaning products (true story!). After taking a year out to travel around Asia, Oz and NZ, I registered with a local agency who said ‘have you ever thought about recruitment?’ I jumped at the chance and I haven’t looked back since.

I worked locally for a couple of years, then decided to tackle the City around 10 years ago. A pivotal point in my career was joining my first ‘secretarial agency’, I really got my head around banking, growing a temp desk and then later down the line becoming a director and growing a team. I joined Tiger in 2015 to set up the City office, by far the most challenging and rewarding part of my career to date.

2. Have you faced any challenges as a woman in the workplace?

My biggest challenge is definitely balancing having a family and work. Having a baby is the most magical experience but I found coming to work on a couple of hours sleep, or leaving my daughter when I knew she wanted me, really hard. I know this is part and parcel of being a working Mum but it certainly can make things challenging.

3. What’s the biggest lesson you’ve learnt in your career so far?

The biggest lesson I’ve learned is that you cannot keep everyone happy all the time and sadly, things are out of your control at times! People are all motivated by different things, whether it’s your employees, candidates or clients, and people are unpredictable. I always listen to and trust my instincts and go about my work with genuine enthusiasm. I hope for the best, but when things do go wrong, I don’t dwell on it, I dust myself off and try again.

4. What part of your career are you most proud of?

I’m lucky to have many proud moments. My proudest has to be winning the business of a huge, global investment bank, one of the world’s top businesses. I prepared for and delivered the pitch on my own and felt so very proud of myself when I won the account.

5. What advice would you give to women starting in the recruitment industry?

The advice I would give anyone starting in recruitment is to be prepared for intense highs and lows. I can’t think of another role that requires so much of you emotionally. To succeed in recruitment, you have to genuinely love people, be disciplined, have skin as thick as a rhino and be 100% committed to your work. The feeling of placing a candidate in their dream job is honestly like no other feeling in the world. So, whilst the role can require a lot from you, the excitement and the highs you experience, are quite something.

6. Who are your #girlcrushes?

I have loads! Whether you love or hate them, I have so much admiration for the Kardashians. They’ve made themselves so famous as a family and built an empire off all of their individual businesses – I think they are pretty impressive!

I absolutely love Karen Brady, she’s a sharp cookie, incredibly sophisticated and I love her direct communication style.

–

We believe in encouraging women at every turn. Should you be looking for the next step in your career, check out our latest roles today!

The post IWD 2019: Meet our leaders appeared first on Tiger Recruitment.

If you’re looking for a PA job in a new industry, there’s a chance that you have a sense about which sector will suit you. Have you ever stopped to wonder where these ideas have come from? Was it a film or TV show, or did a friend have a bad experience and you’ve been turned off ever since?

We have been noticing a number of candidates are hesitant to be put forward for roles at certain companies because of a misconception they have about the industry. It’s important to challenge these perceptions, as they may stand between you and your dream job!

Finance is too corporate and full of big banks

If your impression of the finance industry comes from the Wolf of Wall Street, you’re in for a pleasant surprise! The finance sector is extremely varied. While some financial services firms can still be corporate (global banks still employ a number of finance job in London), the sector also includes smaller fintech companies which are a far cry from mega-corporate offices and old-fashioned cubicles. They include creative start-ups which are using AI, social media and cutting-edge techniques to push their business and disrupt the industry.

IT is anti-social and has a lack of diversity

Many people perceive an IT office or department as a quiet place full of engineers who never look up from their computers. However, this sector includes the likes of Twitter, Deliveroo, Google and Facebook, who have been leading the way in offering fantastic benefits packages. While the sector’s lack of diversity has been well-documented, the Higher Education Statistics Agency has found that number of women graduating from computer science degrees is increasing year-on-year[1], meaning that with the right diversity hiring measures, this sector will hopefully become more balanced in the coming years.

Start-ups offer little career stability

This misconception may be true of some unsuccessful start-ups, but it shouldn’t turn you off all new companies. In fact, if they are hiring for PA or secretarial jobs, it’s likely that the company has consolidated their initial employee numbers and has grown to the point where they require administrative support. We’ve worked with some fantastic start-ups who have grown from strength to strength, only for their PAs to grow with them and become business leaders in their own right. If you’re still worried, do your research. You should be able to find out who their competitors are, how they’ve been received in the press and any investment information, which will give you a better idea of where they sit in the market.

Creative companies are full of millennials, bean bags and little work

The creative sector is made up of industries from marketing agencies to TV studios, museums to interior designers. With such varied companies, it’s not surprising that 83.6% of jobs in the creative industries are held by people aged 25 to 59 years according to the Department for Digital, Culture, Media and Sport[2], meaning that you’re going to be working with the same diverse mix of ages as in any other sector. It’s an exciting time in this industry, with creative sectors across the UK growing twice as fast as other sectors, according to Nesta[3], so you’ll definitely be kept busy as the company flourishes.

Recruitment is ruthless

Tiger is a testament to how wrong this stereotype is! While we know there are some companies who operate in this way, we’ve found that fostering a positive working environment with clear communication, a candidate-sharing policy and amazing team incentives means that successful recruitment companies don’t have to be cut-throat. If you’ve been asked to interview at a recruitment consultancy or executive search firm, it’s highly likely that you’ll have a firm friendship group, great earning potential and fantastic benefits in store.

If you’re looking for a role in a new industry, browse our active job listings to make your exciting next step!

[1] https://www.hesa.ac.uk/data-and-analysis/students/what-study

[2]https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/811903/DCMS_Sectors_Economic_Estimates_2018_Employment_report.pdf

[3] https://www.nesta.org.uk/news/creative-industries-are-driving-economic-growth-across-the-uk-on-track-to-create-one-million-new-creative-industries-jobs-between-2013-and-2030/

The post Five of the biggest candidate misconceptions about different industries appeared first on Tiger Recruitment.

At some point in our careers, we’ve all felt the creeping exhaustion of burnout. It’s that overwhelming mental fatigue or a loss of motivation. But here’s the thing: burnout isn’t just something that happens. It’s crucial to recognise the early signs, and taking proactive steps can help you regain control before it takes over.

With the line between working and leisure hours becoming fuzzier every day, separating the two concepts is becoming harder than ever. With 526,000 UK workers suffering from work-related stress, and 44% of those people attributing it to workload, the risk of burnout only continues to increase.

Below, we break down the key indicators of burnout and practical strategies to prevent it so you can stay energised, motivated, and in charge of your well-being.

Recognising the Early Signs of Burnout

Burnout doesn’t look the same for everyone; what overwhelms one person may not affect another. Physical exhaustion is one of the earliest red flags. Feeling drained no matter how much rest you get. Mood swings and irritability can creep in, making it harder to stay positive or engaged. You might also notice increased anxiety at work, constantly feeling on edge about deadlines, expectations, or routine tasks. Over time, a lack of enthusiasm for your job can set in, making once-exciting projects feel like a burden. Recognising these warning signs early is key to preventing burnout from taking a serious toll on your well-being. If you’re experiencing any early signs, follow the methods outlined below to help prevent burnout before it escalates.

Methods for Managing Burnout

1. Establish boundaries and manage expectations

Once your late-night email habits become the norm, others will expect this of you. Therefore, it’s time to rein it in, letting others know of your designated hours of availability. If you have a work phone, leave it in your bag and out of sight outside of those hours. If your phone also acts as your work phone, hide your email app at the very back of your collection, so it’s not front and center every time you open your screen.

Setting boundaries at work isn’t always easy, especially if you’re driven to succeed and genuinely care about your job. However, without limits, your workload can quickly become unmanageable, leading to stress and burnout.

Establishing boundaries means defining what is sustainable for you, whether that’s setting firm start and finish times, managing workload expectations, or simply knowing when to say no. By prioritising balance, you’ll not only protect your well-being but also improve your productivity and job satisfaction in the long run.

Some examples of how you can do this are:

• Resist the urge to dive into work outside your core hours – Avoid checking emails first thing in the morning or late at night. This helps maintain a clear separation between personal and professional time.
• Protect your focus time – Block dedicated work sessions in your calendar to minimize interruptions and boost productivity. This ensures you’re focused and staying on track with what you need to get done without overworking yourself.
• Communicate boundaries firmly (but politely):
  • With colleagues: “I’d love to help, but I have a full plate. Can we revisit this later?”
  • With your manager: If you’re at capacity, say, “I want to deliver my best work, but I need to focus on my current priorities. Can we discuss what’s most urgent?”
  • For work hours: “I’m available from 9 AM to 6 PM, but after that, I prioritise personal time.”

• Be consistent – Once you set a boundary, stick to it. If you make exceptions too often, colleagues may assume you’re always available.

By reinforcing these boundaries daily, you can create a healthier work-life balance, reduce stress, and stay in control of your workload.

2. Prioritise self-care

We often find ourselves constantly on the go, juggling multiple responsibilities and neglecting our need for rest and self-care. However, taking time for ourselves is crucial for managing stress, improving focus, and preventing burnout.

Burning the candle at both ends is the quickest route to complete mental collapse. Ensure you’re taking care of yourself by scheduling in self-care slots into your week – and not budging on them. Whether it’s going to the gym, running or yoga, practicing mindfulness or even spending a few hours on the couch with a new series will ensure that you are prioritising your needs, reducing your stress levels and giving yourself a much-needed mental refresh.

Incorporating physical activity into your daily routine is one of the most effective ways to combat stress and boost energy. Regular exercise releases endorphins, which not only improve mood but also enhance mental resilience, helping you navigate workplace pressures more effectively. Small movements throughout the day, such as stretching at your desk, taking quick walking breaks, or opting for the stairs instead of the lift, can go a long way in keeping your energy levels up and reducing mental fatigue.

3. Focus on your personal life

While you may not necessarily want to increase your commitments, finding something you love outside work will go a long way in helping reduce the extra hours you’re at work. Engage the creative side of your brain by booking language lessons or learning a new skill – is now the time to brush up on your calligraphy, knitting or wood-making skills? Instead of heading to drinks with friends after work, why not suggest a walk around the park or going to an interesting talk? You’ll be able to kill two birds with one stone by reducing your alcohol intake, increasing your chances of getting a better sleep while also doing something that’s physically or mentally stimulating.

5. Know when to ask for help

If you’re constantly exhausted, feeling alienated at work and feeling like you’re not performing at your best, then it’s time to seek help. There’s nothing wrong with scheduling a meeting with your boss or HR to discuss your workload and see if certain tasks can be delegated to other members of your team. In your personal life, consider outsourcing whatever you don’t have time to do – organise a food delivery box like Mindful Chef or Hello Fresh, find a cleaner or use a service like Airtasker or TaskRabbit to get those things you’ve been putting off done. With all of this off your plate, you’ll have time to focus on other, more important things.

6. Reverse Scheduling

Instead of planning your day around tasks and deadlines, try reverse scheduling. This approach starts by prioritising self-care activities such as relaxation, meals, and physical exercise and then fitting your work tasks around these commitments. By focusing on well-being first, you ensure that you don’t overextend yourself and that your mental and physical health remains a priority throughout your day.

7. The Pomodoro ‘Flow State’ Technique

A niche twist on the traditional Pomodoro Technique, the ‘Flow State’ method involves working in intervals that align with your natural energy peaks. By identifying when you’re most focused and productive, you can tailor your work blocks to these periods, maximising efficiency without pushing yourself to burnout. This strategy allows you to maintain a high level of performance while respecting your rhythms, ensuring you don’t overexert yourself and stay on track for long-term success.

Long-Term Strategies to Prevent Burnout

Prevention is about adopting long-term strategies that support resilience and balance over time. Building resilience through mindfulness and stress management techniques can significantly enhance emotional strength and improve how you handle workplace pressures. By taking a moment each day to focus on your mental and emotional well-being, you equip yourself with the tools to navigate stress more effectively.

What is equally as important is creating a balanced lifestyle that goes beyond work. Engaging in hobbies, creative pursuits, or social activities provides a much-needed break from professional demands and cultivates a sense of fulfilment and relaxation. These personal interests offer an opportunity to recharge, fostering a greater sense of joy and creativity that can carry over into your work life.

Finally, regularly assessing your job satisfaction and making necessary adjustments ensures that your career aligns with your values and long-term goals. It’s essential to check in with yourself and your work environment to ensure that it supports your well-being and growth. If you find yourself ready for a change of roles due to burnout, submit your CV then browse our jobs to start your search.

The post The Ultimate Guide to Preventing Burnout appeared first on Tiger Recruitment.

Table of Contents

• The state of play
• The future of work post-Covid-19
• The future of hiring
• Leadership post-pandemic
• Motivating and fostering collaboration within remote teams
• Stay in touch with employees’ mental health

Given the massive transition COVID-19 triggered in businesses around the world, it’s no surprise that almost all existing rules were thrown out the window overnight. Since March 2020, companies have navigated through extreme uncertainty and adapted the best they can. To make sense of this new normal, we’ve put together the following comprehensive guide to help employers navigate the world of work post-pandemic.

The state of play

When the coronavirus outbreak first reached the UK in 2020, no one could have predicted the situation we’ve since experienced. Some of our clients adapted quickly, with a complete transition to remote working within days of the announcement, setting up home offices with monitors, office furniture and Wi-Fi boosters, as well as remote working platforms to facilitate their workers at home. They also prioritised internal communications with daily updates, while social gatherings moved virtually. Employee benefits also adapted, with additional flexible working arrangements offered to those struggling with childcare and subscriptions to apps offered, to help with meditation, fitness and nutrition.

At the time, our MD, Rebecca Siciliano, held a webinar for businesses looking for guidance on remote working in a changing landscape. She revealed how Tiger transitioned to remote working, explained some of the ways organisations could connect to their teams, and the impact COVID-19 had on recruitment activity to that point.

Now that restrictions are beginning to ease in many parts of the world, businesses and their workers are returning to a world of work that has changed irrevocably. Lockdowns and social distancing mandates forced employers and employees to adapt to a very different way of working. With life returning to normal but many workers resistant to the idea of returning to the office full-time, what can employers expect to face when trying to get their business back on track post-pandemic?

The future of work post-COVID-19

In June 2020, we invited three experts on work: Bruce Daisley, host of the Eat Sleep Work Repeat podcast; Dr Heejung Chung from the University of Kent; and CIPD Director David D’Souza, to discuss business’ reactions to the pandemic, as well their predictions for the future of work post-COVID-19. Watch the webinar in full below.

Throughout the session, they covered:

• The post-COVID-19 office
• The future of flexible working practices
• How the HR community has responded to COVID-19
• The importance of employees’ mental and emotional wellbeing
• The impact of working from home on employees, employers and businesses
• The potential impact of COVID-19 on office culture
• The disparity of remote working options offered to male and female employees
• Qualities employees need to adapt to the changing workplace
• Their predictions for the next five years

Hybrid working and flexible hours

While the idea of flexible working has been around for many years with proven benefits to employee engagement, a new era of ‘hybrid working’ is emerging now that employers are encouraging staff to return to the office. There are many perceived benefits of employees working on-site, including increased collaboration and productivity, and there have been recent concerns that those working from home tend to clock more unpaid overtime hours than those on-site.

However, businesses will likely have their work cut out for them as a whopping 74% of professionals expect working from home to become standard practice, and 97% have expressed that they simply do not want to return to the office 5 days a week. Employees have come to attribute flexible hybrid models to a better work/life balance and overall improved well-being, particularly for working parents.

The reality is that the desire for flexible hours and a balance of days working from home is shattering any hopes of returning to the traditional working week. Soon, trend-setting companies will begin to make headlines with their new trail-blazing hybrid working models. For example, in late August 2021, Canva revealed that following some internal research, they are committing to a flexible working model that requires their employees to visit the office a mere 8 times a year.

Flexibility across the board will undoubtedly become a major employee benefit, perhaps even an expectation, and businesses should consider this if they wish to attract, engage and retain their workforce in the coming years.

The future of hiring

While it’s impossible to know how long coronavirus restrictions will affect the way we work, it’s almost a certainty that companies will have to adapt the way they’ve previously hired new staff. Eventually, businesses may be able to return to in-person recruitment, however, it’s likely this will coexist alongside some degree of remote hiring.

Hiring and onboarding remotely

For employers, hiring and onboarding remotely may have seemed like a foreign concept before the pandemic. However, like so many new ways of working, it has become commonplace. For some, this process may now be their default, whereas others are learning to hire remotely alongside their existing practices.

Remote recruitment is a completely different experience from in-person hiring. For example, interviews are conducted over the phone and/or video call, which means body language and other subtle cues are taken away from the experience. Getting a ‘feel’ for someone from a handshake or the way they hold themselves in person may be non-existent.

Some companies may have already experienced onboarding remotely for the first time, and will understand it can be an involved process. For example, whoever is leading the onboarding process will have to be prepared to facilitate regular video calls, organise software to be set up and send physical equipment to the new starter’s house.

Alongside these logistics, there is likely to be a level of uncertainty for the new starter due to the pandemic. They may also feel disconnected from their team and unsure of who they should direct questions to. Companies should anticipate their concerns and put in place many opportunities for the employees to form connections, as well as provide clear communication on who they can turn to for help.

To ensure longevity in an onboarded hire, support from the business is integral. This, as well as experiencing the company’s values and culture, will ensure they settle in and will be ready to take on their exciting new role.

Will we all be working a four-day week?

Similarly, the concept of a four-day week is nothing new, with companies in Japan, New Zealand, Iceland and Denmark having all trialled various versions of a shorter working week in recent years.

Positive feedback led us to believe that the trend would likely continue until the pandemic hit and forced most people into remote working. With things back on track, the lure of a shorter week has returned. It could be that employers are more open to change now that the pandemic has proved that businesses and staff can adapt well to new working structures, or that employees are gaining confidence to seek working patterns that will promote a better work/life balance post-pandemic.

The idea of a four-day week is unsurprisingly a hit with employees, and businesses will certainly enjoy the benefits of engaged and loyal staff as well as more practical things like reduced power bills. However, there are still some important aspects for employers to take into consideration. Would there be extra costs involved to employ extra staff to offset reduced hours? Would they keep the standard 37.5 hour week or increase it to four 10-hour days? Would they need to invest in technology/software to accommodate this new working model?  Would productivity and profit take a hit?

To offset some of these considerations, there have been mostly promising statistics around productivity, reduced stress levels and generally improved employee wellbeing that are driving this new idea forward. In 2019, Microsoft tested a 4-day working week in Japan with great success, leading to a 40% increase in productivity and an employee approval rate of over 90%. In March 2021, Spain announced plans to pilot a 32 hour work week and Scotland unveiled plans in August to trial a four-day week without loss of compensation.

Leadership post-pandemic

Everything about leadership has changed over the past six months. While the transition first shifted to crisis mode, then to a new version of normal, leaders have found their ability to adapt a crucial skill for guiding their teams. What may have been a formal relationship between managers and their employees in the past, has now developed into a more vulnerable, human connection. As we video call into each other’s homes and see members of each other’s families, a leader’s ‘work’ and ‘home’ faces have become one.

To help leaders navigate the coming months, we asked experts Elke Edwards from Ivy House and Nora Grasselli from ESMT Berlin to reveal their insights into how leadership will change. They cover tips on keeping staff engaged, bringing humanity into leadership, teaching employees resilience and offering practical solutions to effective management. Watch the webinar in full below:

Motivating and fostering collaboration within remote teams

For business leaders, one of the steeper learning curves throughout this period would have been the switch to managing teams remotely. One of the top employer concerns relates to their teams not being as productive when working from home. Therefore, motivating remote teams is something many businesses have learned to do by trial and error. Below are some best-practice tips if you’re looking to increase productivity in your remote team:

• Setting expectations
• Increase communications
• Care about your employees’ personal lives
• Instil trust
• Facilitate team learning
• Focus on what’s certain
• Incorporate opportunities to socialise

As the pandemic continues, it’s important to remember you’re also going through the same personal stresses as those you’re leading. In order to manage a virtual team that can collaborate and work together effectively, be open with your own personal anxieties and let your team know your boundaries.

Stay in touch with employees’ mental health

If we continue to work remotely in some capacity, monitoring mental health will be an essential part of the future of work. While an employee’s mental health should always be a top priority, the signals a team member isn’t coping can be hard to read via phone or video call.

While the pandemic has been extremely stressful for everyone, some employees may need extra support. If you’re looking to not only monitor, but improve your employee’s mental health remotely, ensure you act proactively. Firstly, check in with yourself – it’s impossible for you to help others if you’re unable to help yourself. Keep up well-being and social check-ins with employees and facilitate social catch-ups. The signs something might be wrong could include:

• Becoming quieter or more reserved during calls
• A lack of productivity
• Existing triggers of mental ill-health
• Changes to how somebody usually is
• Appetite changes
• Sleeping disruptions
• Planning to do something out of character

Keep in mind, that it is difficult to know what’s going on with someone at the best of times, so continuous check-ins are vital to ensuring every member of your team feels supported.

The post The future of work after COVID-19 appeared first on Tiger Recruitment.

The world of Human Resources (HR) is rapidly evolving, and at the forefront of this transformation are two game-changing technologies: Artificial Intelligence (AI) and automation. As we venture deeper into the digital age, HR professionals and hiring managers find themselves on the cusp of a revolution that promises to improve processes, elevate candidate experiences, and unlock the full potential of their workforce.

In this article, we’ll explore the insights of two HR experts, Lorenzo Chiozzi, HR Director at Hikvision UK & Ireland, and Tess Hilson-Greener, CEO of AI Capability Ltd, as they share their experiences and visions for the integration of AI and automation in HR. Alongside this, the article looks at the wider HR function and how areas like talent management, administration and onboarding can be developed and improved by HR teams that are willing to embrace AI and automation.

Enhancing HR Processes through AI

OpenAI, the creators of Chat GPT, published a research paper estimating that “80 percent of jobs can incorporate generative AI technology”. In HR, there is great potential for companies to incorporate AI into performance reviews, talent acquisition, evaluating large pools of candidates, administrative tasks, and other repetitive and data-driven functions. This view is shared by a leading thinker of AI in HR, Josh Bersin, who remarks that much of the data taken by HR is “numerically focused, involving surveys, feedback forms, data” which is then correlated with “business results against various people metrics”. This data-driven approach to HR is one that AI and automation can support, from developing best-practice employee engagement surveys to evaluating large numbers of CVs against the job requirements and a profile of a desired candidate.

In simple terms, AI frees up HR teams to complete business-critical projects by automating administrative tasks. Lorenzo Chiozzi explains, “In recruitment, you can use predictive analysis, interview scheduling, chatbots and candidate sourcing to boost productivity. Reporting has changed with predictive reporting and automated report generation.” These AI-powered applications allow HR teams to work more efficiently, saving valuable time and resources.

Tess Hilson-Greener agrees, emphasising the diverse applications of AI and automation in HR. “These include talent acquisition and recruitment, employee engagement and performance management, workforce planning and analytics, learning and development, and HR operations and administration”. This showcases the wide range of opportunities that AI presents to HR teams, enabling them to strengthen various aspects of talent management.

Delving deeper, Workable mentions that AI can also help businesses “anticipate and plan for outcomes using predictive analytics and machine learning.” This can be especially useful for small businesses without the resources or expertise to map out detailed HR strategies. Utilising AI can help HR teams understand best practices and case studies so that AI can digest and provide actionable ideas tailored to individual organisations.

Enhancing HR Operations and Administration

AI and automation have instigated a fundamental shift in HR operations and administration, significantly reducing administrative burdens and freeing up valuable time. Lorenzo shares, “I use AI daily in some HR processes, recruitment, and in a variety of different contexts.” Tools like automated applicant tracking systems, chatbots, and virtual assistants streamline candidate interactions and deliver seamless experiences throughout the hiring process.

For those new to AI, Tess recommends starting with “policy management and reporting” and to “use Chat GPT and other AI video/voice solutions.” AI-powered chatbots can answer employees’ frequently asked questions and provide prompt assistance, enhancing employee self-service options and fostering a more efficient HR service delivery.

The efficiency of operational tasks can be improved by using AI, which can help with speeding up the onboarding and acclimatisation process for new employees. An article by Oracle, referencing data compiled from 34,000 exit interviews, notes that “40% of new employees quit within the first year of being hired”. Whilst employees choose to leave their jobs for a multitude of reasons, delays and inefficiencies in the onboarding process can lead to employees feeling overwhelmed at work, unsuited to the role, or struggling to adapt to the company’s culture or way of working.

Utilising AI allows the onboarding process to support employees 24/7.

It can also ease the time-consuming administrative tasks involved. Furthermore, Oracle state that AI can “equip an employee with intelligent suggestions for courses or reading that will aid in day-to-day job duties”, which highlights the value that AI and automation can provide in career development too.

Mitigating Risks and Embracing Opportunities

Microsoft’s 2023 Work Trend Index Annual Report sheds light on employee attitudes towards AI. Whilst 49% of respondents noted that they have concerns about AI replacing their jobs, 70% would be in favour of delegating as much work as possible to AI. HR teams can leverage this curiosity and act as the champions of AI and automation, to upskill employees in its wide-ranging uses.

This view is echoed by Gosia Adamczyk speaking to HR Magazine, who suggests that HR teams should build confidence, “starting with the acceptance that these tools are here to stay”. Companies and HR teams can jump on the AI revolution and develop programmes and initiatives aimed at allowing employees to harness the potential of AI in their work, rather than allowing them to see it as a threat.

These initiatives still need to be developed with a degree of caution, and it’s important to remember that with any technological advancement, AI comes with risks and challenges. “It can be very dangerous if the model is totally trusted, as it can generate manipulation or systematic biases,” cautions Lorenzo. HR teams must ensure transparency, fairness and oversight when using AI algorithms to avoid unintended consequences. Tess adds, “To mitigate risks, organisations should ensure transparency and fairness in AI algorithms, regularly monitor and validate AI outputs, and have appropriate safeguards for data privacy and security.” Embracing opportunities with AI, while being aware of its limitations and risks, is essential to maximising its use within HR.

Ethical Concerns and DEI

As AI and automation continue to play a more significant role in HR, addressing ethical concerns becomes crucial. Tess reminds HR professionals that, “Human oversight and review are important to catch and correct any potential biases or errors.” Ensuring AI algorithms are transparent, fair, and free from bias is paramount in upholding fairness and equality in HR practices.

Incorporating AI into DEI plans ensures that AI-driven decisions align with organisational values and promote a diverse and inclusive workplace.

By investing in AI-qualified consultants and experts, HR teams can mitigate risks and maximise the value of AI and automation in driving positive outcomes for both employees and the company.

Supporting this, Sameer Maskey remarks in a Forbes article that “AI-powered internal survey assessment tools can help HR teams conduct sentiment analysis and deploy data-driven organisation initiatives that focus on employee morale and things today’s workforce considers a priority, such as diversity and sustainability.”

There’s no doubt that AI offers an important, unbiased tool for HR and talent acquisition teams in assessing employee morale and diversity within a company. And for hiring, AI can assess a wide pool of candidates without unconscious bias, not to mention provide a fresh perspective on ideas for employee engagement, for businesses that are ‘set in their ways’.

The Human Touch in HR

While AI improves efficiency, it cannot replace human empathy, creativity, and critical thinking. As Tess explains, “Balancing automation with human interaction and personalised experiences is crucial.” Lorenzo emphasises the importance of strategic implementation, saying, “AI should be implemented strategically, always considering the human factor. AI can make happen what has always been missing in people management – the ability to read information and analytics in a holistic and meaningful way.”

Josh Bersin remarks that AI can pull together data that can be used to make better hiring decisions, and likewise decide “who to promote, who to demote, and who should make it to the very top ranks of the company”. Regarding the internal movement of employees, it’s important not to rely completely on AI to make the decisions but to use human intuition and the insight of managers working with employees to ensure that balanced decisions can be made regarding an employee’s potential, suitability for a promotion, and other factors.

Likewise, AI is not yet advanced enough to accurately grasp the values, feel or culture of a company, and HR teams are best placed to decide whether benefits or initiatives are working well, rather than simply relying on data and figures to cast judgment. Small initiatives can have a large impact on employee engagement and morale, and soft benefits can be crucial in retaining and attracting talent, that might be overlooked in a hiring strategy based on ‘hard data’.

The Future of HR

Both experts agree that the progression of AI and automation will have a significant impact on the future of HR. Tess predicts that, “There will be new professions, and organisations that manage to crack the AI code for a practical and useful HR approach will prevail.”

The seamless integration of AI and automation will empower HR teams to make data-driven decisions, optimise talent management, and drive employee performance, ultimately ushering in a new era of HR excellence.

As generative AI develops further and becomes widespread in the workforce, new regulations will be developed to ensure that it is safe and beneficial to society. There will be plenty of firsts when it comes to AI, and Jack Aldane, writing for Global Government Forum, mentions that Romania recently “unveiled the world’s first AI government adviser.” The working world will be moulded in the coming years to incorporate AI, and HR teams will be at the forefront of harnessing its capabilities, while upskilling workers to fluidly utilise it, thereby firmly positioning it as an ally rather than a threat to job security.

Conclusion: A Journey of Progress

AI and automation have transformed the landscape of HR, promising to revolutionise talent acquisition, employee development, workforce planning and HR operations.

As HR professionals and hiring managers navigate this transformative journey, they must strike a balance between leveraging AI’s capabilities and preserving the human touch.

Embracing AI strategically, with a keen eye on ethics, transparency and fairness, HR professionals can unlock the true potential of their workforce and create a thriving, future-proof organisation.

As businesses embrace the power of AI and automation, HR’s role will evolve into a pivotal one, overseeing the co-existence of human expertise and machine intelligence in companies. Navigating this path with foresight will pave the way for HR to emerge as a strategic driver of business success, steering businesses towards a future of limitless possibilities. The journey towards HR’s AI-powered future has only just begun, and the possibilities are as exciting as they are limitless.

The post AI and Automation: HR’s Evolution into the Future appeared first on Tiger Recruitment.

Table of Contents

• A seismic shift
• The future is now: AI in HR
• Knowledge management and chatbots
• AI’s role in recruitment
• Improved onboarding and retention
• Data management and privacy concerns
• Leadership development with generative AI
• Tools and technologies in HR
• Future Trends

The post The Future of Artificial Intelligence in HR appeared first on Tiger Recruitment.

Creating impactful charity-corporate partnerships can generate incredible value, not only for the charity itself but also for all employees involved. From making a difference in your local community to improving team morale, these partnerships present a powerful opportunity to align corporate goals with meaningful social impact.

We spoke to Brendan McGowan, a Senior Consultant at New Philanthropy Capital (NPC), on our podcast From the Tiger’s Mouth to share his tips for establishing meaningful partnerships. With 20 years of experience working in the charity sector, Brendan breaks down the essential steps to effectively define and measure your impact.

Setting up an effective charity partnership

Start with a Clear Rationale

Whether motivated by an emotional connection, a critical unmet need, or a desire to boost visibility for a cause, companies should establish a well-defined purpose for their charitable partnerships. Brendan explains how this clarity helps to establish alignment from the outset and provides a strong foundation for a successful collaboration. For example, Kellogg’s partnership with Magic Breakfast addresses food insecurity by providing breakfasts to children. The alignment of a cereal brand providing breakfasts for children is clear, with Kellogg’s bringing their expertise to make a real impact.

Define Your Desired Impact

Before embarking on any partnership, it is vital to identify what success looks like. Brendan emphasises the importance of understanding both short- and long-term goals. For some organisations, success might mean achieving certain measurable outcomes, such as meeting specific fundraising goals. For others, it could involve broader ambitions like improving wellbeing within the local community or supporting multi-year initiatives. Establishing these benchmarks early on, and continuing to check in on your progress, helps ensure that both the charity and the business remain aligned throughout the entire partnership.

Leverage Your Unique Assets

Beyond financial contributions, consider the unique skills, expertise, and resources your company can offer. Brendan stresses that successful partnerships involve more than just transactional donations. Companies may wish to contribute to the charity’s impact by providing strategic advice, marketing support, or technical expertise. For instance, employees might offer IT training for a charity’s staff or use their own financial acumen to serve as trustees, adding lasting value to the relationship.

Understand the Charity’s Needs

Building a meaningful relationship requires a deep understanding of the charity’s challenges and priorities. Those involved in the partnership should spend time learning about the charity’s operations to confirm that they are addressing real priorities, rather than perceived ones. Brendan shared a fantastic example of Leyton Orient FC, whose foundation, the Leyton Orient Trust, delivers place-based initiatives such as coaching within local schools and youth groups, recovery programmes and employment support for adults in the area. By embedding themselves within their local community, Leyton Orient FC has achieved a profound, long-lasting impact.

Co-Design the Strategy

Work closely with your chosen charity to create a shared roadmap. This should include clear objectives, measures of success, and a framework which lays out how you will commit to continuous improvement. Brendan also highlights the importance of recognising the power dynamics between companies and charities and explains how open, honest communication can help to balance out this relationship. Co-designing the strategy not only builds trust but also establishes mutual ownership of the charitable outcomes.

Use Theory of Change to Measure Success

The theory of change framework offers a structured method for evaluating the impact of charity-corporate partnerships. This process includes completing a situation analysis, defining your target groups, mapping activities to their outcomes and identifying key metrics to monitor progress. Brendan describes it as a comprehensive strategy that helps all stakeholders understand their roles and contributions toward achieving the partnership’s goals. By continuously reviewing and reflecting on the partnership’s aims and plans, both companies and charities can optimise their efforts to achieve maximum impact.

Support with Multi-Year Funding

One of the many ways companies can provide meaningful support is through multi-year funding. This enables charities to plan strategically and invest in sustainable solutions, rather than constantly seeking short-term funding. For businesses, committing to multi-year partnerships signals a genuine commitment to social impact, and ultimately allows for deeper stakeholder engagement.

Enhancing Employee Engagement

Charity partnerships offer much more than external impact; they can also transform the culture of a workplace. Activities like volunteering days, charity challenges, or collaborative projects provide employees with opportunities for skill development and purpose-driven work. For instance, a marketing team might collaborate with a charity to enhance its communications strategy, creating an opportunity for mutual learning. These initiatives help to build camaraderie and pride within teams, ultimately boosting overall staff engagement and retention.

Real-World Examples

Brendan highlighted several examples of impactful partnerships:

• Magic Breakfast and Kellogg’s: This collaboration addresses food insecurity by providing school-aged children with daily breakfasts, aligning Kellogg’s product offerings with a pressing social need.
• Leyton Orient Trust and Leyton Orient FC: By embedding themselves within their local community, this partnership delivers initiatives which tackle health inequalities and unemployment.
• Good Things Foundation and O2: Focused on digital inclusion, this collaboration offers free data to underserved communities, addressing the digital divide.

Practical Advice for Businesses

For companies considering charity partnerships, Brendan recommends that all stakeholders take a realistic and pragmatic approach. Mistakes are inevitable, but maintaining open dialogue and a willingness to adapt can help all involved to overcome challenges. Brendan suggests starting small, focusing on just one charity initially, and expanding partnerships as alignment and trust grow.

Why It Matters

At Tiger Recruitment, we’ve seen the incredible potential of charity partnerships firsthand through our ongoing work with Helen Bamber. Whether through pub quizzes or office fundraising challenges, our initiatives have not only supported a vital cause but also strengthened our team’s bond and sense of purpose.

For employers, hiring managers, and HR teams, these partnerships offer an opportunity to enhance your company’s external reputation while also delivering tangible benefits to both employees and the wider community. By following Brendan’s checklist and committing to long-term, collaborative relationships, you can create charitable partnerships that truly make a difference.

To hear more insights from Brendan McGowan, listen to the full episode of From the Tiger’s Mouth here, and for more information on developing meaningful charity partnerships, visit NPC’s website here.

The post How to Build Impactful Charity-Corporate Partnerships appeared first on Tiger Recruitment.

September 6th marks National Read a Book Day and, if you’re anything like us, it’s the perfect excuse to work through that ever-growing pile sitting on your bedside table. Tiger has made a commitment to promote diversity and inclusion in the workplace, so we’re focusing on five incredible fiction and non-fiction books from authors of underrepresented groups for you to sink your teeth into.

Why I’m No Longer Talking to White People about Race – Reni Eddo-Lodge

One of the better-known books on this list, Why I’m No Longer Talking to White People about Race has been heralded as “the black British bible”, “one of the most important books of 2017” and “the book that’s changing how we talk about race”, to name a few. First published in 2017, the lessons remain poignant and essential for those who don’t experience racism, prejudice and disadvantage daily.

Eddo-Lodge, a black British woman, opens the novel by taking the reader through the UK’s involvement in slavery to contemporary incidents of racial violence from police and others. While the recounting is brutal and confronting at times, it’s essential learning if you’re not already aware of the details. She uses her personal experiences to talk to issues of white fragility, systemic racism, the intersection of race, classism and feminism and the fear of black people in Britain. Throughout, readers will be shocked and horrified, but will also begin to critically analyse the systems they have passively lived with (and, most likely, benefitted from) their entire lives.

Our copy had been updated in 2018 with a new chapter – ‘Aftermath’, explaining where the book fitted into the political climate at the time of publication. Brexit, the election of Donald Trump, and a leaning towards the far right (and an increased hostility towards underrepresented groups) in many countries around the world all had their effects on how the novel was received. She also updates readers on the real-world examples used throughout the book and the novel’s initial reception. Since publishing her initial blog post, which became the book, she hasn’t been able to stop talking to white people about race. However, she acknowledges her (and our) place in the life-long movement for ending racism.

This novel was the first that we discussed in our book club, and it was a fantastic (if extremely difficult) introduction to the systems, barriers and prejudices that people of colour experience daily.

Homecoming: voices of the Windrush Generation – Colin Grant

In this incredible collection of stories from nearly 200 people, Colin Grant takes the readers through a journey of discovery and understanding of the Windrush Generation.

The term, commonly known as Windrush, refers to the Caribbean citizens who arrived in England between 1948 and 1971.

Originally published in 2019, this book shares interviews of people from different backgrounds, all united by their lives in the same country: England. Colin Grant tells the stories of nurses, teachers, and bus drivers now in their late age, who describe their experience of coming to England between the late 1940s and early 1960s. Grant dives into the lives of people from Jamaica, Barbados, Guyana, and other countries in the West Indies, who struggled to build entirely new foundations for a life in the face of discrimination and other extraordinary challenges. 

From adjusting to the cold weather, to struggling to find jobs or even a place to live these stories are equal parts heart-breaking and eye-opening. 

Every page of the book contains life lessons and provides an education on the history of the people who helped to rebuild England after WW2.

Between the World and Me – Ta-Nehisi Coates

Between the World and Me is a book by black author Ta-Nehisi Coates, who grew up in West Baltimore in the 1980’s. The novel is written in the form of a letter to his 15-year-old son which opens the window into their personal relationship.

He starts the letter by recounting, “last Sunday, the host of a popular news show asked me what it meant to lose my body”. During a news segment where he was being interviewed, he attempted to explain that American law and government was built on the abuse of black people (their bodies, land and wealth). He also pointed out that these institutions have only ever considered white men. When the news anchor goes on to talk about a hopeful future (using a photograph of a black child hugging a white police officer as proof of some harmonious utopia), he knows he has failed in getting his point across.

Throughout the letter, he references lessons his son has learnt from police brutality and murders against black people, alongside Coates’ personal experiences, to bring into focus the wider systemic disadvantage that young black people face in the US. He details his experiences with his parents growing up (when his father would discipline him harshly to try to deter him from getting involved in activities where the police would be involved), the fear he felt from the black boys growing in his neighbourhood, and how he first saw a gun flashed at him aged 11.

The book talks about the distance between the world he grew up in and the one he saw white children and families experience. While reconciling these two worlds is hard, it’s something that he attempts throughout the novel. He also details his formative years at Howard University in Washington D.C. and his experience of fatherhood.

A New York Times bestseller, and hailed as “required reading”, this novel is an extremely powerful account of race in America for everyone, not just those living in the US.

A Single Man – Christopher Isherwood

A work of fiction published in 1964, A Single Man follows a day in the life of a middle-aged gay professor in LA after his partner passes away suddenly. He is driven to suicidal thoughts, but ultimately changes his mind when he connects with old and new friends. This short novel (186 pages) was also adapted into a film in 2009 starring Colin Firth.

The novel could almost be autobiographical in parts, as the protagonist, George, is a British man who is teaching at a university in California. Isherwood was also a gay man, born near Manchester, who relocated to the US and taught at California State University, Los Angeles. The story is relatable to anyone who has felt a mundane loneliness. Alongside this struggle, George faces prejudice due to his sexuality in a culture that doesn’t accept him or the love he shared with his partner.

This novel is definitely a worthwhile read. Despite it being written and published in the 1960’s, it’s an important reminder to never forget how hostile and dangerous the world was and continues to be for LGBTQ+ people.

We Should All Be Feminists – Chimamanda Ngozi Adichie

We Should All Be Feminists, first a TEDx Talk watched by over 6.2 million people, is now an essay on modern feminism and gender equality by Nigerian author Chimamanda Ngozi Adichie. In less than 50 pages, she clearly outlines the benefits to both women and men becoming feminists by touching on issues like sexism in the workplace, gender expectations (how they hurt men and women) and rape culture.

Adichie uses personal anecdotes from growing up in Nigeria and her first, negative exposure to the word ‘feminist’. She also recalls a journalist advising her that she should never identify herself as a feminist, as they are only women who are unhappy because they can’t find husbands. She highlights the baggage the word ‘feminist’ must endure, including the common trope of a man-hating, bra-burning woman who shuns all traditions. This is just one of the many false ideas of a feminist she dispels in the novel.

Accessible and easy-to-read, the book is a fantastic first step for anyone who wants to learn more about feminism. She aims to not only convert those who criticise feminism, but also to strengthen the arguments of feminists who want to enlighten those around them. Since its release, the novel has been widely distributed as essential reading, with every 16-year-old Swedish student given the novel in 2015 and a local bookstore in Portland giving away copies for free during a protest against Trump’s inauguration.

If you’re interested in more book recommendations, check out our article on the best books for your career development.

The post A diverse book list for National Read a Book Day appeared first on Tiger Recruitment.

Is there anything more Scottish than Burns night? Bagpipers, haggis, and readings of Robert Burn’s famous poems usually make up a traditional supper. Luckily, for London-based Scots, there are many options for where to spend January 25^th.

Skylight Rooftop Bar, Docklands

tobaccodocklondon.com/skylight/

London’s rooftop ice skating rink and bar is organising an alternate Burns night celebration, complete with cocktail on arrival, whisky tasting sessions throughout the night and a twist on a traditional poem reading. With live bagpipers, a highland dance performance and a live DJ, you’re in for an exciting and active Burns night here. Their famous ice skating rink will also be open on the night!

12:51, Islington

1251.co.uk/events

Top chef James Cochran has devised a five-course menu drawing on his Scottish roots and, while haggis does make an appearance, treacle cured salmon with smoked cod’s roe and Highland venison tartar are some of the imaginative dishes on offer. Teaming up with bestselling author Candice Carty-Williams to read her revised version of the address to the haggis, the ambiance of the night will see the live bagpiper replaced with a playlist featuring hip-hop legends. This is the event to attend if you’re looking for a modern take on the traditional Burns night supper.

Image credit: Jessica Jill Photography

Brigadiers, Cannon Street

brigadierslondon.com/events/burns-night-celebrations/

Indian restaurant meets army mess bar Brigadiers is putting a twist on the traditional Scottish supper, with dishes like haggis nargisi kofta and Scottish venison biryani. Alongside these unique dishes, you can opt-in to the whisky pairing menu and expect an appearance from a live bagpiper. If your principal is looking for a more intimate evening, private dining rooms with set menus are also available.

PA Collective® members get better benefits at Brigadiers. Apply to become a member today!

Duke’s London, Mayfair

gbrrestaurantslondon.com/burns-night/

This Burns night soirée is perfect for the whiskey-and-cigar-loving principal. This elegant, historical hotel is opening its drawing room for a three-hour long celebration of whisky tasting and canapés. Though they’ll have to miss out on haggis and bagpipes, this sophisticated, paired back version of a Burns night is one to impress.

The post Where to spend Burns night in London appeared first on Tiger Recruitment.

At Tiger, we feel very lucky that our management team is made up, for the most part, of strong women! However, we know this isn’t the norm and, according to research from Catalyst, only 29% of senior management roles worldwide were held by women in 2019. In the UK, we fare slightly better, with 37.2% of managers being women[1]. However, considering there are more CEOs of FTSE 100 companies named John or Dave than all women CEOs combined [2], we clearly have a long way to go in terms of gender equality in the workplace.

“There are more CEOs of FTSE 100 companies named John or Dave than all women CEOs combined”

In celebration of International Women’s Day, we’ve asked some of our leaders to impart their wisdom to women entering graduate jobs and starting their careers.

Laura Glendenning, Head of Tiger Private, says: “The advice I would give to any young woman is to be yourself! You might not know quite who you are yet, or feel you need to be something you’re not to fit in, but being yourself at work is so important. It allows the real ‘you’ to shine and grow. If you can’t be you in this part of your life, you’re in the wrong place.

I wish I’d also known that failure is good, and some things won’t work out. That’s OK because that’s how you learn and progress. You’ll look back and realise even though it was tough, you learnt something valuable and it got you to where you are.

Finally – you’re going to be working for a long time! It’s hard going, so make time for you. I try to have a lunch break, leave on time and fill my week with little bits of joy. Make work part of your life, not all of it.”

Rebecca Siciliano, Managing Director, says: “No matter what task you’re given, undertake it with tenacity and positivity. I always try to put my best into everything that I do. In my experience, the people that get noticed are the ones that do the small tasks as well as the big ones.  Oh, and you are incredible. Don’t let yourself or anyone else tell you otherwise!”

Angela Lopes, Head of the City Office, says: “My biggest piece of advice for a woman looking to enter a recruitment consultant job is to always have a positive outlook in everything you do! Also, you can get anywhere you want by treating people with kindness and courtesy. If you’re passionate about this field, you should live and breathe it, because it’s hard work (but so rewarding)! It’s important to have an end goal you want to reach and know what you need to get there.

As a manager, I always try to lead by example. I never like to ask people to do things I wouldn’t do myself. When it comes to managing conflicts, it’s also important to put yourself in both parties’ shoes to understand how they feel and come up with the fairest solution. When leading a team, it’s important that you’re seen to celebrate others’ achievements, and genuinely want them to do well and succeed! Be approachable, share your knowledge and offer to help your team members when you can.”

Coralie Fernando, Head of Marketing, says: “Marketing can be quite a competitive sector to get into, particularly if you have little to no experience. Give yourself a head start by emailing companies’ marketing managers in April-May of each of your university years, asking if they’d be open to taking you on as an intern over the summer holidays. You’ll then leave university with two-three summers’ worth of marketing experience and be ahead of other applicants. You may even receive a job offer following graduation!

In the early years of your career when you’re entering a marketing graduate job, I’d advise trying to keep your experience as broad as possible. By accruing a holistic set of skills and a wide range of experience, you’ll soon find your calling. Then, if you want to, you can start to specialise in your area of passion.”

Zahra Clark, Head of MENA, says: “Always dream big! I truly believe everything is achievable if you put enough work into it. Your education doesn’t always have to be a part of the equation – if you have the skill set and the drive, it’s possible. I knew I wanted to relocate to Dubai, so I set myself a target by a certain date and stuck to it. A few people around me thought my dream was unrealistic, but you can’t listen to those people! To be able to relocate overseas, you need to put in hard work, dedication and positivity.

It’s also important to live every day with this goal in mind. It’s a good idea to network and when meeting people show them you’re passionate about your work and go about it the right way. This will mean they’re going to want to work with you and you’ll be remembered. You’ll never know when they’ll be able to help you in your career!”

We hope these words of wisdom have inspired you to take the next first step in your career. If you’re ready, submit your details or check out our live job listings today!

[1] www.catalyst.org/research/women-in-management

[2] www.independent.co.uk/news/business/news/women-ftse-100-gender-discrimination-pay-gap-board-representation-chief-executive-a8244361.html

The post IWD 2020: Career tips from the women on our management team appeared first on Tiger Recruitment.

About the report

In July 2023, Tiger Recruitment engaged Vacancysoft to aggregate the data on remote working roles in the UK jobs market. While it is no surprise that the pandemic has accelerated the adoption of remote working, the scale of the shift in remote work since 2019 is significant. What’s more: it shows no signs of abating.

This report outlines the key trends and has been compiled by monitoring job vacancies on more than 100,000 active UK company websites, of all sizes, across multiple business sectors. This represents an estimated 80% of the UK jobs market.

Although some employers have publicly sworn to get people back to the office, the data shows that remote working has stood its ground. A subdued market may have led to a drop in the volume of remote job vacancies since 2022, but the proportion of remote opportunities continues to rise. This trend is even evident in financial services, which has been particularly vocal about wanting people back at their desks.

Remote working may not suit every individual or profession, but our analysis suggests it is here to stay. For employees, it offers the ultimate flexibility. For employers, it means reduced overheads, happier staff, and access to a wider pool of talented professionals – regardless of their location.

Key findings

Some of the key findings include:

• 4.32% of 2023 job vacancies are remote, up from 0.44% in 2019
• Marketing sees a 29x increase in remote roles per month
• Professional Services offers 60x more remote opportunities
• IT bucks the trend with a slight drop in remote vacancies

To request a digital PDF copy of the full report, simply fill in the form below and we’ll be in touch.

The post UK Remote Working Report 2023 appeared first on Tiger Recruitment.

When it comes to lunchtime meetings, the sandwich board is almost as ubiquitous as an agenda. However, with the rise of food delivery apps like UberEats and Deliveroo, as well as the introduction of specific office catering options, the choices are now endless.

PAs, imagine your executive’s surprise when they’re greeted with a bowl of fresh poke, Cajun-spiced halloumi with vegetables, spiced rice and cinnamon carrots, or a butter chicken rice bowl. Office catering has had a makeover…and it’s time for all of us to get on board. Here are just four of the best office catering companies in London.

1. City Pantry

One of early adopters of office-specific catering, City Pantry was established in 2013 with the aim of improving catering options for businesses across London. In the five years since, they’ve established an ever-growing marketplace that connects local food businesses to companies looking for a lunch fix that isn’t a ploughman’s sandwich. The availability of meals depends on your location, but ranges from a hot smoked salmon, pea and beetroot wrap at Crussh and chipotle lime chicken meal boxes at Power of Wellness to a crispy fried chicken burger from Absurd Bird. PAs, EAs or office managers can order one-off meals or recurring deliveries on their website, via email, by phone or via chat. Whatever the method, you’ll have an account manager that looks after logistics, dietary requirements and any other requirements. Best of all, the first five orders are free delivery!

2. Grazing Food

If it’s a communal meal you’re after, Grazing Food might be the way to go. The City of London-based start-up delivers feasts for entire teams, as well as sandwiches, finger and fork food for working lunches. Off-site chefs whip up dishes such as smoked haddock with spinach mac and cheese, piri piri salmon with avocado salsa, and rare roasted beef with baby spinach, mustard mayo and pickles for the whole team, or can deliver per person servings for smaller groups. Breakfast meetings can be conquered with a Full Monty option, a range of butties and assorted pastries. All dietary requirements can also be catered for – there’s a whole menu dedicated to vegan, vegetarian and gluten-free options, meaning no-one need go hungry.

3. Pilau

From a humble storefront on a backstreet of Soho, the team at Pilau are revolutionising Londoners’ ideas of Indian food with their office catering arm. The street-food restaurant offers a comprehensive office menu, where the likes of butter chicken wraps and paneer ricebowls sit by lamb and bone marrow salad bowls and vanilla bean rice puddings. If it’s an office event you need grub for, the Pilau team can also come to you, setting up a pop-up in the office where employees can build their own lunch. For the purposes of keeping everything piping hot, they are servicing mainly Central London, but with any luck, their fantastic flavours will be spreading that little further in the near future.

4. Feastly

If you’re looking after the lunch requirements of 50 or more people, it’s time for a feast. Or Feastly, to be more exact. The Farringdon-based start-up has made its name servicing other start-ups, with the likes of Improbable, Buzzfeed and Quantcast indulging in their delicious buffet-style dishes, delivered ready to serve on a weekly or monthly basis. With an emphasis on the idea of that healthy staff equal productive staff, the daily changing menus are designed with brainfood in mind and are designed around a particular theme. Past inspiration has come from the likes of Santorini, Seoul, Venice and Texas, resulting in dishes like crunchy Korean lettuce salad with kimchi, peppers, cucumber and spring onions; slow roast leg of lamb with mint and caper relish, and smoky vegetarian chilli con carne. A Feastly rep also ensures that your service is top-notch and your office is left just as the team found it.
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Looking for other foods to boost your productivity at work? Check out our blog here.

Main photo: Grazing Food, Body photo: Pilau

The post Four office catering options better than a sandwich board appeared first on Tiger Recruitment.

There’s no doubting that millennials are influencing the modern working world more than any other generation. Between flexible working, renewed employee engagement, career progression and diversity, workplaces are having to assess, re-design and enhance procedures and processes in order to cater for the ever-growing number of employable 22-37 year olds.

However, arguably the largest area in which millennials are making an impact is in corporate social responsibility. Emboldened by a sense of purpose and the opportunity to make a difference, young workers are increasingly expecting to work for companies that ‘contribute to sustainable development by delivering economic, social and environmental benefit for all stakeholders’.¹ They’re ‘voting’ with their job choices, with research showing that companies who ignore CSR do so at their own peril.

A 2018 report by Deloitte found that 88% of millennials want to work for a socially responsible company², while a study by US-based Cone Communications revealed 64% consider a company’s social and environmental commitments when deciding where to work³. Furthermore, the same study showed 64% won’t take a job if a company doesn’t have strong CSR values with 83% saying they would be more loyal to a company that helps them contribute to social and environmental issues.

Dovetail with business success

Heart of the City is a not-for-profit small business network that aims to make information about CSR easily accessible, encouraging the implementation of measures that can improve society. With over 800 members, they aim to help companies implement responsible business activities for the first time, taking them from concept to execution.

“We see corporate social responsibility as the opportunity for companies to bring to the core of their business a responsible approach to people, places and the planet. We believe that every business, whatever size, can be a force for good,” says Grace Shotbolt, Communications and Marketing Officer at Heart of the City.

“People want to work for and buy from brands that have a social purpose, so doing the right things really can be good for your business and help you to make a profit.”

For Niki Fuchs, Managing Director of Office Space in Town (OSIT), their corporate social responsibility programme is intrinsically linked to the business’ overall success.

“We believe that being good at business means doing good as a business. We hold ourselves accountable for the impact our business has on the environment and society,” he says.

“We have guidelines for our people and the people we work with to ensure that our business supports charities, invests in staff development, and encourages sustainable and environmentally friendly buildings and operations.”

What does CSR cover?

Responsible business spans social, economic and environmental issues, giving businesses a wide range to work with. However, deciding where to begin can be many companies’ first hurdle.

“The key thing is to do what works for your business. In Heart of the City’s 2018 Foundation Programme, we’ve covered topics ranging from developing an environmental programme, to introducing apprenticeships, engaging key stakeholders in responsible business and how to use responsible business programme to help recruit and retain staff,” explains Grace.

“Activities that our members ran over the last year include an invention competition for school pupils, awareness-raising events to improve understanding of mental health in the workplace and involving all staff in the selection of a charity partner.”

For the employees of OSIT, corporate social responsibility also translates to a wide range of initiatives: “Charity work forms a big part of our CSR strategy, which is why each year by collective vote, our management team chooses a charity that has a personal resonance to a member of the OSIT Team,” says Niki.

“Our fundraising is varied and has seen our people involved in some fun, yet challenging situations. We’ve done everything from ‘Tough Mudder’ challenges to bake sales, quiz and Open Mic nights to themed parties and gin tastings.”

However, it’s not just charitable works: “We encourage sustainable and environmentally friendly buildings and operations. This ranges from big items, like the recycling of paper, printer cartridges and batteries throughout our sites, through to the smaller details, like serving fair trade tea and coffee and introducing reusable carry cups,” explains Niki.

Establishing return on investment

While it requires financial investment, a successful CSR scheme’s ROI is about much more than the bottom line.

“A responsible business programme improves company culture and builds a cohesive workforce, it can help the company both save money (through efficiency and staff retention) and make money (by building a highly attractive brand and winning tenders where this is a weighted element),” says Grace.

Those who have enrolled in Heart of the City’s Foundation Programme have experienced a number of benefits: “In 2017, 73% reported that our programme helped with staff development, 63% introduced waste reduction policies, 25% reported cost savings due to environmental initiatives alone and 38% saw an improvement in staff retention,” explains Grace.

The team at OSIT have found particular value with their CSR programme with attracting and retaining staff: “We are a commercial business run with family values and we believe this resonates not only with people who want to come and work for but also why we have such excellent staff retention rates,” says Niki.

“Start small, work up to bigger things and involve everyone.”

However, as with any workplace scheme, introducing a CSR scheme comes with its own set of challenges: “CSR is something done by busy employees off the side of their desks so they can find it difficult to develop a comprehensive strategy,” explains Grace.

“We know that getting support across the company can also be a challenge but putting in the effort early on in building senior leader support and a network of champions across the business pays dividends later on.”

For those looking to go out on their own, Niki suggests making it a company-wide effort: “If you don’t have a programme – establish one. Start small, work up to bigger things and involve everyone. People naturally support what they help to build and feel a sense of ownership for.”

With the potential to not only enhance your bottom line but encourage staff retention and attraction, encouraging employee involvement in corporate social responsibility should be top of the list for businesses moving forward. With millennials set to make up 50% of the global workforce by 2020, those who ignore it will be left behind.

1. http://lexicon.ft.com/Term?term=corporate-social-responsibility–(CSR)
2. https://www2.deloitte.com/global/en/pages/about-deloitte/articles/millennialsurvey.html
3. http://www.conecomm.com/research-blog/2016-millennial-employee-engagement-study

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Find out more about Heart of the City at theheartofthecity.com or Office Space in Town at www.officespaceintown.com.

The post The heart of business: investing in corporate social responsibility appeared first on Tiger Recruitment.

On 2017’s International Women’s Day, Iceland made waves by announcing that from January 1, 2018, it would be illegal to pay women any less than men. As the first country in the world to do so, they set a new standard for addressing the gender pay gap, with the aim of completely eradicating it by 2022.

Despite having an equal pay act in their national legislation since 1961, until very recently, there were no repercussions for Icelandic businesses who chose to pay women less. The new law means that any public or private company that employs more than 25 people needs to be independently certified as paying equal wages for work of equal value. If they can’t prove this, they will be fined daily until they do.

This initiative, coupled with the requirement that companies with over 50 employees should have boards with 40% women, has reiterated the country’s position as the best in the world for gender equality. It’s a title they’ve held for the last nine years.

What about the UK?

PwC’s 2018 Women in Work report1 also identified Iceland as the top performing Organisation for Economic Cooperation and Development (OECD) country for female economic empowerment, sitting in front of its Nordic neighbours, Sweden and Norway. The UK has dropped down one position to 15th, having been overlapped by improvements in job market conditions in other countries. While unequal pay is technically illegal in the UK, there are no repercussions for those who wish to ignore it.

London, in particular, has taken its time in attempting to close the gap, lagging behind other regions such as Wales and South West England. This is partly explained by the location of industries with higher pay gaps – for example, the financial and insurance sector (which has a large showing in the City of London) has a gap of 31%.

What is being done?

That said, small strides are being made across the UK to try and close this gap. The introduction of compulsory gender pay gap reporting means that employers with more than 250 staff are now legally required to publish the following figures on their own website and on a government website:

• Gender pay gap (mean and median averages)

• Gender bonus gap (mean and median averages)

• Proportion of men and women receiving bonuses

• Proportion of men and women in each quartile of the organisation’s pay structure

By increasing transparency, the aim is to place a spotlight on the factors that contribute to the gap and encourage businesses to take tangible action.

What can we do?

The PwC report identified three policies that would encourage the closing of the gap: increased spending on family benefits and childcare; encouraging female entrepreneurship; and improving opportunities in higher-paying, higher-skilled roles by increasing flexibility. In practical terms, this translates to initiatives such as affordable childcare, shared parental leave, the promotion of women into decision-making positions and the introduction of flexible working in senior positions. The end result could convert into a £180 billion boost to the UK’s GDP.

It’s not just companies who should be implementing these policies – the government also has a role to play. While closing the gap is already a policy focus, attention should be directed to improving the support systems for families to help women stay in or return to work. Proactive measures such as tackling workplace harassment and discrimination are also essential in making workplaces welcoming and encouraging career progression.

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Looking for ways to attract more female talent? Tiger Recruitment can help. Get in touch today!

1. https://www.pwc.co.uk/economic-services/WIWI/women-in-work-index-2018.pdf

The post Closing the gender pay gap, one country at a time appeared first on Tiger Recruitment.

In September 2019, Tiger Recruitment hosted a roundtable discussion with a handful of HR professionals across a variety of industries. The topic of the day? The rise of flexible working, and how this shift is playing out in the modern workplace. One of the key topics discussed was its  practical implementation to ensure as successful an outcome as possible.

Flexible working should be ‘reason-neutral’

For employers, implementation can prove daunting as it can be hard to know where to start, particularly if they’ve not formalised these types of policies previously. At our roundtable, all attendees agreed that flexible working should be reason-neutral, meaning that an employee shouldn’t need to give a reason to want to work flexibly.

Everyone in attendance also recognised that flexible working should be open to all employees; however, it could depend on employee performance. For some, it made more sense to introduce it after their probation period; for others, it was effective immediately. Whichever approach is chosen, management should negotiate to ensure that the arrangement doesn’t affect business functions negatively.

“At our roundtable, all attendees agreed that flexible working should be reason-neutral”

Make sure management is on board

Attitudes from management are critical to a successful implementation, with one attendee stating that “old-school management believe they have to see you to believe that you’re working”. The use of an external consultant or interactive workshop may help change the mindsets of more traditional management, educating them on the different options available and the benefits it’ll bring to the workplace.

In addition, clear communication and comprehensive guidelines are critical for both management and employee expectations. These guidelines would need to include definitions of exactly what will or won’t work for a specific team.

“Old-school management believe they have to see you to believe that you’re working.” – Roundtable attendee

Policy details are important

Examples of important guidelines at the roundtable included:

• A limit on the number of people from the same team who work from home or work outside office hours at any one time
• The logistics of setting up the technology needed to work flexibly (e.g. soft phones, remote access, computer etc.)
• How employees outside the office attend team meetings
• Management’s ability to track their team’s work hours

In essence, there is no one rule for each business, however it is absolutely necessary for a formalised policy or guideline document to be implemented in order to make the situation work for both employees and employer.

If you’d like to learn more about the roundtable discussion, you can request a copy of the full report here!

The post Looking to implement flexible working in your office? appeared first on Tiger Recruitment.

Diversity in the workplace refers to the inclusion of different genders, nationalities and other underrepresented groups in the office. Across many industries the lack of diversity is alarming and problematic, however, when it comes to diversity numbers in tech startups, the numbers are dismal.

For example, our 2019 research revealed, in a survey of 1000 UK workers, that only 1% of female jobseekers want to work in startups, compared to 8% of male jobseekers.

This is reflected in Tech Nation’s Diversity and Inclusion in UK Tech Companies report[1], which states that 77% of tech director roles are made up of men, while just 23% are women. Compared to the national average of 71% for men and 29% for women, there are clearly barriers in place that are  preventing more women from working in startups.

When we look at wider underrepresented groups, the situation remains the same. According to Tech Nation, just 15% of those working in tech are from black and minority ethnic backgrounds[2]. If you think your company lags behind and you’d like to learn how to improve diversity in your startup, find our headline ideas to get started below.

Encouraging diversity in your startup infographic

If you’d like any more advice about how you can increase diversity and inclusion in the workplace, please get in touch today.

[1] https://technation.io/insights/diversity-and-inclusion-in-uk-tech-companies/

[2] https://technation.io/news/what-of-people-working-in-tech-are-from-bame-backgrounds/

The post 10 tips to improve diversity in your startup appeared first on Tiger Recruitment.

If you find that you have a little extra pocket money in the bank at the end of this month (just another perk of not having to commute to work), why not support local restaurants and businesses who can deliver directly to your door? We’ve put together a collection of the best London food deliveries in lockdown 2.0 to turn to for your next meal, isolation party or snack!

Best takeaway restaurants in London

Angelina

angelina.london/takeaway/

While only available on Friday nights, Dalston’s Italian/Japanese restaurant Angelina is worth the wait — where else could you order a seven-course degustation menu for £34? From chicken karaage to unagi risotto with burnt butter, the full offering looks extremely tasty. Food aside, Angelina is open for emergency meals for vulnerable members of the community for the remaining six nights of the week, which is definitely something worth supporting!

Fat Boy BBQ

https://www.coalroomspeckham.com/

Based in Peckham, restaurant Coal Rooms has rebranded itself for the lockdown period, delivering American-style wings, ribs and burgers every Thursday-Sunday. Find them on Deliveroo. (Top tip: if you live locally and can’t spot them on the app straightaway, try them again every fifteen minutes as they’ll pop back so as to manage the pace of incoming orders to the kitchen.)

Hoppers

hopperslondon.com/

Sri Lankan favourites Hoppers have three locations open for home delivery – King’s Cross, Marylebone and Soho. Belonging to JKS Restaurants, one of our PA Collective partners, the dishes available for delivery include favourite bone marrow varuval and mutton rolls. Unfortunately (we assume due to the fact they wouldn’t travel well), the famous hoppers don’t seem to be on the delivery menu. They have also set up Cash & Kari, a delivery services inspired by one-stop food stores in South India and Sri Lanka. Find more information here: hopperscashandkari.com/

Ombra

https://ombrabar.restaurant/

Not your usual Italian food delivery in London! Restaurant Ombra has impressively expanded their menu to include deli items and Italian provisions alongside cook-it-yourself fresh pasta, lasagne and desserts. While they only deliver to the local area, they also prepare orders for pick-up to ensure everyone can satisfy their Italian cravings. If opting to collect, they have a system in place to pre-book a time slot to prevent overcrowding outside the store.

Hakkasan

https://supper.london/#/restaurants/hakkasanmayfair

Michelin-starred restaurant Hakkasan in Mayfair is offering Chinese food delivery in London of their delicious dim sum and Cantonese-style plates. You can order from either a set menu for up to four people or the extensive à la carte selection. Highlights include grilled Chilean sea bass in honey, stir fried spring sugar snap peas and stir fried black pepper rib eye beef with Merlot. What restaurant with a Michelin star would be complete without a stellar drinks selection? Add a bottle of champagne or gin to the order to round out the experience. Our advice? Light some candles and dim the lights to turn your dining room into a space fit for a feast.

Oren

orenlondon.com

The Eastern-Mediterranean cuisine from Oren is available for pick up or delivery in a five-mile radius from the Hackney Downs location. From a delicious mezze selection to fish koftas in Libyan chiraime sauce, ordering from this spot will ensure a fresh and delicious alternative to your usual takeaway fare.

Coal Office

coaloffice.com/tomorrow-the-fresh-food-hub

A fresh food hub to ensure you’re eating well-balanced and healthy meals with good quality ingredients, Coal Office offers something different to the other restaurants on this list. Their menu changes daily with one-day’s notice (which you can find on their Instagram page). Depending on the meal, you can pre-book it for the following day or pick up the ingredients from their King’s Cross location to make it yourself at home. From delicious veggie dishes like stuffed aubergine to Jerusalem chicken sofrito, get ready to experience some of the best takeaway in London.

HIDE

hide.co.uk/home/

If the delivery fare from Mayfair’s HIDE is anything like the restaurant’s menu, those living within a seven-mile radius are in for a treat. Even though the website warns the menu could change due to availability, there are a variety of different dishes (and a very extensive drinks menu) on offer. Mains include glazed salmon with white miso, baked aubergines with olive oil and fresh pasta with cornish crab.

Best food deliveries in lockdown

Jimmy’s Pop Up

https://www.jimmyspopup.com/

Since the events that propelled Jimmy’s to popularity are now all cancelled, they’ve refocused their efforts on providing fantastic home delivery services. They’re offering deluxe hampers which include everything you need to fancy-up your night in, including mixed charcuterie, rosemary and garlic stuffed camembert and a ‘lucky dip’ wine from their event stock. Missing your Sunday roast? They have a hamper for that too. They also provide everything you need to throw an isolation party for your housemates (whether that be pizza, fondue or BBQ). These include ingredients, equipment and the option to set it up for you too. They have also added a paella party hamper and a cocktail at home box to their repertoire.

Cheeses of Muswell Hill

cheesesonline.co.uk/shop/cheese/britishcheesemakersbox/

Want to class up your evening meal? Why not start with a few delicious cheeses! Cheeses of Muswell Hill have gained many fans since opening (including TimeOut, winning their Most Loved Shop award in 2016). While the shop is closed to customers, they’re still operating and shipping directly from their Muswell Hill location. Not only do they offer a range of British cheeses for £30 (a cause so worthy of supporting even Jamie Oliver is on board) but you can also order the finest accompaniments in the form of biscuits and wine to match your selection. Why not use your extra time after work to educate yourself and become a true cheese connoisseur?

Artisan du Chocolat

https://www.artisanduchocolat.com/

Kent-based chocolatiers Artisan du Chocolat have closed their London boutiques but remain open for worldwide-delivery orders. From decadent chocolate bars to gourmet treats like chocolate pearls and umami caramels with shitake mushrooms, this atelier sources its cocoa from sustainable farmers and suppliers in South America. Whether ordering to send to a friend for their birthday or for a luxurious treat at home to help you through the lock-down blues, you’ll be inspired by the wide selection available online.

Diogenes the Dog

diogenesthedog.co.uk

As of the end of May, park visits for leisure purposes are now permitted by the government. To celebrate, wine bar Diogenes the Dog have put together a delicious-looking picnic hamper for your social-distance picnic. From white wine and juniper salami to dolmades, there’s a lot to love.

Tiger Recruitment is working hard to produce content to help you navigate our new ‘normal’. Find all of our articles on our Insights page.

Photo caption: courtesy of Jimmy’s Pop Up

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In today’s working environment, diversity is no longer an aim – it is an expectation. UK law requires that employers promote equality within the workplace and carefully consider whether they are discriminatory on any grounds.

If you’re looking to hire permanent staff, establishing a diverse workforce doesn’t mean paying lip service to legislation – there is, in fact, a solid business case for increasing diversity and inclusion in the workplace. Organisations that employ people from a range of backgrounds, ethnicities, genders, religions and age groups are usually much more successful because diverse people bring with them diverse skills and ways of thinking, which can positively impact the output of any business.

Diversity monitoring* is an important means of implementing and promoting diversity within the workplace. By collecting data on who your organisation employs and analysing the results, you can address the areas of your business that you feel could benefit from greater diversity, while identifying how it has benefited you in other areas.

But creating a diverse workforce doesn’t have to burdensome for hiring managers and the HR community. Here are some important points to consider when evaluating diversity within your workforce and how to monitor it effectively:

Create your own business case

Think about how diversity can contribute towards the commercial strategy of your organisation. Communicate this up to board level to ensure that its importance is understood throughout the business. With C-suite buy-in, you can help to create an environment that fully supports diverse initiatives. Starting a conversation about diversity and investment in people can also help to stimulate morale, and in turn productivity, among existing employees.

Monitoring forms

Collecting data from your employees, interviewed candidates and applicants is easy with diversity monitoring forms. They can help to measure how diverse your current workforce is and allow you to make equality improvements to ensure your HR processes are fair. These forms will give you information about how good your organisation is at attracting people to apply for roles from a broad spectrum of society. It is important that you communicate exactly why you are asking for this information, how you will be using it to inform your HR procedures and how it will help to create a better workforce.

Review the data

Use the data you have gathered to help you design or amend HR policies that will attract and retain a talented workforce. By comparing and contrasting the data you gather in various parts of your organisation, you’ll be able to identify where your organisation could benefit from broadening the talent pool. You can also contrast these figures to the wider labour market to get an idea of whether you need urgently address equality within your workplace – if so, it will be a useful exercise to investigate how and why this bias might have developed.

Take action

If your workplace isn’t hitting its diversity targets, you might need to consider altering the way you approach the recruitment process. Perhaps you need to reconsider the way you write job descriptions or even the recruitment companies you use to help you hire the right candidates. You could consider a collaborative approach to recruitment, which will provide a broad pool of candidates – from social networks, traditional jobs boards and recruiters – and help you to select the right individual with input from colleagues throughout the business.

If you’d like help to broaden your talent pool and search for candidates, our HR recruitment agency is ready to help!

*http://www.acas.org.uk/index.aspx?articleid=4071

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With the new year quite literally around the corner, you may have already started your resolutions list for next year, but did you know only 43%[1] of people will actually keep their resolutions past February? To help you avoid this fate, we’ve put together five career New Year resolution ideas with our tips on how to maintain them!

Learn a new skill

If you’re looking to sharpen your language skills, master a particular software system, or become an expert at a specific aspect of your role, make learning a new skill is your resolution! First step: Get specific. Think about exactly what you want to learn, how you want to learn it and in what timeframe before you write that target down. It may help to stick up a visual reminder around your desk so you can refer to it when you need a reminder or motivation. It’s also important to construct manageable goals within a measurable time, as there’s no use deciding to become fluent in German without giving yourself a time frame. A word to the wise – try to focus on only one goal, as having multiple focuses may throw off your progress!

Network

This is a great resolution if you’re looking for a new job in London, or hoping to expand your professional circle. One quick Google search will reveal that there are hundreds of virtual networking opportunities, so there’s no excuse not to attend regularly. A few places to start include the app Meetup, findnetworkevents.com, or even on social channels like Facebook groups. In order to make these events worthwhile, have a goal after every session, like gaining a new connection on LinkedIn.

Find a work mentor

With this New Year resolution, aim to find a role model within your business or elsewhere, that you look up to. Figure out what you need help with, then identify someone who has that skill. For example, if you’d like to progress to a leadership position within the next year, find someone who you get along with and look up to as a good leader. Start by asking your potential mentor for a coffee break Zoom chat, and follow up this initial meeting with an email with a few clear goals that you’d like to achieve together. Remember, don’t become disheartened if, over the course of the mentorship, you receive constructive criticism, as it’s all part of the process. Commit to the mentorship with regular, scheduled one-on-one meetings for best results.

Promotion

This resolution sounds great in theory, but it can actually be a lot of work to prepare to ask for a promotion and successfully receive one! A good place to start is by using an appraisal or 1:1 meeting to let your manager know you’re aiming for the next step on the career ladder. This can also offer a great opportunity to discuss your paths to progress, which may include taking on a new project, mentoring someone in the team, or undertaking any necessary training. When it comes time to ask for the promotion, you’ll need to be able to prove how you’ve helped your manager and the company significantly with specific achievements and figures. Remember, a positive attitude at work and determination to do your job well won’t go unnoticed either!

If your New Year’s resolution is to find a new job but you don’t know where to start, we can help! Submit your details online today, or look at our live job listings.

[1] https://www.sundried.com/blogs/training/research-shows-43-of-people-expect-to-give-up-their-new-year-s-resolutions-by-february

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Unconscious bias: educating teams towards diverse hiring

The positive impact of diversity in the workplace is not news. For many years we’ve known that business productivity, company culture and employee satisfaction improve with a workplace made up of diverse genders, nationalities, sexualities, ages, ethnicities and educational backgrounds.

Despite all this information, the reality of adopting diversity and inclusion in the workplace is not as easy as simply implementing policy change. Unconscious bias also plays its part in a well-meaning hiring manager not hiring diversely. Unfortunately, the negative impact of non-diverse hiring falls on the minorities themselves. A fifth of respondents in the 2019 National LGBT Summary Survey[1] say they are not open with sexuality at work, and one quarter of businesses in the UK have a gender pay gap of more than 20%[2]. It is therefore very clear that bias has long-term consequences.

So, what is it? Unconscious bias is the subconscious prejudice we all have against different groups of people. This can manifest itself in preferencing one candidate over another, purely based on their personal characteristics, rather than their skills and experience. If it goes unexamined, increasing diversity in the workplace will be almost impossible. HR managers, if you’re working with hiring managers who you suspect might be hiring with unconscious bias, consider the following steps to help kick-start a change.

Unconscious bias training

Unconscious bias training has been criticised in the past for not being an effective solution to the problem. A study[3] has found that it may reinforce stereotypes in the workplace, as the training clarifies existing stereotypes and may give people permission to use them in the office. Another problem is that people may become defensive when confronted with their own ability to discriminate against others.

In order to make training effective, it has to be part of a multi-pronged approach that targets specific actions rather than hypothetical situations. It must also be tailored to your company and your hiring manager. Don’t set unrealistic expectations about timing: it is unlikely that there’ll be a major increase in diverse hires immediately. Just focus on making a small change at first.

Revamp job descriptions

A job description may be the first piece of communication a potential hire receives from your company. There are many subtle ways the wording of a job description can either encourage, or completely discourage, different people from applying. Work with your hiring manager to understand that words like ‘dominant’, ‘rock star’, ‘expert’ and ‘superior’ are problematic as they are seen as gendered and can discourage women. In addition, if you want to attract individuals of varying sexualities, nationalities or ages, include a line about your diversity values within the job description. It will imply that you are open to hiring a more diverse range of people.

Change the way you assess CVs

A blind CV assessment is the easiest way to eliminate bias from the first stage of the selection process, however it may not be enough. It has been found that the types of words used on CVs can actually give the hiring manager an indication of gender, without knowing a person’s name. Using blind CVs alongside other techniques, like an AI software, which is programmed to ignore all demographic information and use data reference points instead. Discuss adopting this change with the head of recruitment at your business, because it does make a monumental difference in the number of minorities considered for the role.

More focus on skills tests

For some positions, a skills test is integral to hiring successfully. But what if the only candidates that progressed to that stage were selected through a biased process? Talk to your hiring manager about re-examining their recruitment practice to put more emphasis on skills tests. Once the results come in, take the people with the best scores through to interview stage as a non-negotiable, regardless of who they are.

If you’re looking for your next great hire, contact our team today!

[1] https://www.gov.uk/government/publications/national-lgbt-survey-summary-report/national-lgbt-survey-summary-report

[2] https://www.theguardian.com/world/2019/apr/04/gender-pay-gap-figures-show-eight-in-10-uk-firms-pay-men-more-than-women

[3] https://www.ncbi.nlm.nih.gov/pubmed/25314368

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When Dolly Parton sang ‘Working 9 to 5, what a way to make a living, barely getting by, it’s all taking and no giving’ in 1980, she shone a spotlight on the negative working practices that dominated the corporate world. Nearly 40 years down the line, the modern workplace is still haunted by the idea of ‘showing up’, with many businesses dictating the hours in which employees need to be at their desk. But as Bob Dylan sang 16 years earlier in 1964, ‘times, they are a-changin’.

The transition away from presenteeism into objective-based working has been especially pronounced in the last two decades, encouraged by an emphasis on increased work-life blend and a realisation that the 9-5 mould doesn’t necessarily fit all working styles.

Jody Thompson was one of the first to recognise that something wasn’t working: “The workplace as an institution is fundamentally broken and flexible work practices – which have been around for decades – are not a viable solution for the challenges faced in the contemporary workplace.”

Back in 2005, as a senior leader at American retail company, Best Buy, Jody partnered with Cali Ressler to create the Results-Only Work Environment (ROWE), a management system that puts the employee in the driver’s seat.

“Each person is 100% autonomous (self-governing and independent) and 100% accountable (answerable to agreed-upon measurable results). Managers manage work, not people,” explains Jody.

It differs from flexi-working in that it relinquishes a manager’s control over an employee’s time and, as such, the labels ‘remote worker’ or ‘flextime worker’ don’t apply.

“If your job requires you to be at a certain place at a certain time and you don’t show up it’s a performance issue,” says Jody.

“Tardiness and absenteeism are artefacts of the old currency of work that rewards time and place over results.”

Re-writing the rule book

At its most basic, a ROWE allows employees and employers to establish measurable outcomes and work to achieve results, regardless of hours worked. It encourages continuous performance conversations, removing the need for a formal annual review and removes the idea of a 40- or 37.5-hour working week, with increased employee accountability and responsibility.

While it may sound too good to be true, the concept has been adopted by an ever-growing number of companies across a variety of sectors, including manufacturing, retail, accounting, insurance, banking, law, healthcare and advertising.

For those looking to move into this way of working, but perhaps more gradually, there are other options.  At the less-extreme level sits a new way of thinking that dismisses work-life balance for a concept called work-life blend.

A shift in thinking

Anna Rasmussen is the CEO and founder of Open Blend, a software company that facilitates this concept for businesses. Whilst working as a leadership coach, Anna was struck at how negative it felt to talk about work/life balance.

“Eight years ago, I started hearing repeatedly over and over again this notion of work-life balance and how it was in fact holding people back,” she explains.

“It was creating a really negative mindset as people found they were trying to balance two opposing sides of their life but couldn’t reach their potential.”

Off the back of this discovery, Anna made it her mission to create an alternative way of approaching this. She asked her clients to populate an eight-part circle with the things that were most important to them. She called this their Blend, and the concept transformed the conversation.

“Quite simply, the difference between the two concepts is that one is an empowering mindset and the other is a limiting mindset.”

“Blend implies that you can have a number of different things that you’re focusing on in your life and you can focus on them all at the same time to some degree, whereas balance is two sides, and they are opposing, so when one goes up the other one goes down.”

She believes this transition from balance to blend is due to the changing nature of society as a whole: “The world that we live in has changed. With the rise of technology, we now live in this 24/7 culture, where there is an expectation that you are “on” the whole time. But the reality is that everybody in the workplace now has a blend, everyone has additional responsibilities.”

At its most basic, Open Blend facilitates coaching-led one-to-ones between a manager and their direct report. These take place on a regular and ongoing basis, but do not need to be long official performance review meetings. The areas of focus are wellbeing, work/life blend and performance, encapsulating the entire employee experience.

“An individual chooses eight elements out of a menu of 28 that are most important to them across work and life. It can be things like effective teams, career progression, making a difference at work, health and exercise and quality time with the kids,” explains Anna.

“They then have to score how fulfilled they are right now versus where they need to be in order to reach their potential on each one. It creates a gap. The tool then supports the manager and the talent to have a conversation about what needs to happen to close that gap.”

Depending on the needs of the individual, this may include increased flexible working, additional professional development or an opportunity to receive a performance-focused bonus, for example.

Recognising culture fit

While both ROWE and Open Blend continue to increase in popularity, both Jody and Anna agree that businesses have a while to go in being culture-ready.

“The biggest challenge lies in the shift in mindset and practice from manager to Results Coach,” explains Jody.

“ROWE requires a complete shift in mindset – the mindset of each individual in the organisation, along with the adoption of new behaviours that do not align in any way to the current institution (culture).”

Anna believes culture is incredibly important to the success of a system like Open Blend: “It is important to support people to leave their comfort zone and start to have conversations about the whole person.”

“Some organisations aren’t quite ready for Open Blend. They don’t yet recognise the importance of being a true ‘people business’ and supporting the whole person. In our opinion something like 30% of the UK market is actually culture-ready and ready to innovate their working practices.”

However, as employees continue to demand more from their employers, Anna expects this to change: “Right now, you’ve got a modern workforce that are demanding cultures that acknowledge blend and are demanding employment at businesses that enable them to bring their whole selves to work.”

“Businesses that don’t acknowledge it now, absolutely will do. With attrition at an all-time high, employers need to be doing more to retain and support their talent.  In essence, they are not going to attract the best talent and they aren’t going to hold onto them because the talent will go to an organisation where they can bring themselves to work.”

On the way out

With such strides being made, it appears the days Dolly sang about are coming to an end. From integrating a system like Open Blend, to revamping organisational structure through ROWE, businesses looking to win the attraction and retention war must now consider alternative means of management.

—

This piece is the eighth in the series: ‘Make your working life exceptional: a guide to creating a better workplace.’ Read part one about mental health, part two about flexible working, part three about workplace design, part four about diversity, part five about employee engagement, part six about the future of work and part seven about closing the gender pay gap. 

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With International Women’s Day still fresh in our memories and the looming mandatory gender pay gap reporting deadline in April, the topic of encouraging female talent in the workforce is more prevalent than ever.

Companies are now dedicating time and resources to finding solutions that go beyond simply hiring more women. While this works on paper, it is up to senior decision makers to examine their existing workplace culture and start to implement innovative structures, policies and procedures that make their company a welcoming place to work. Only then will the workplace become one that encourages development and growth.

Need some assistance with your hiring strategy? Tiger can help! Get in touch. 

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Diversity and inclusion in the workplace

Diversity continues to be one of the most salient issues for hiring managers and leadership teams. With very little empirical evidence to suggest a series of best practices, it is a challenge that requires serious investment, with ongoing research, experimentation and feedback.

Table of contents

• What is diversity and inclusion?
• Why is diversity and inclusion important?
• How to create a diversity and inclusion plan (webinar)
• How can you raise awareness of diversity, equality and inclusion?
• Effective diversity initiatives
• Diversity in recruitment
• How to monitor diversity 
• The future of diversity and inclusion practices

What is diversity and inclusion?

Diversity and inclusion (D&I) in the workplace is the term to describe the complete participation, respect, acknowledgement, acceptance of employees, regardless of their age, ethnicity, sexual orientation, gender or physical abilities.

Why is diversity and inclusion important?

The benefits of establishing a diverse workplace are undisputed – in addition to boosting the UK economy by £24 billion a year, a multi-faceted workforce has also been shown to improve engagement and productivity, encourage creativity and lead to a more innovative working environment.

Yet, the current state of play shows there is still plenty to be done. Worldwide Black Lives Matter protests in June 2020 sparked a larger conversation about the state of diversity in every sphere, including business. While this is something that many (particularly those from underrepresented groups) have spoken out about for a long time, it took this global event to be a catalyst for many companies to create better diversity and inclusion practices.

In 2020, the updated Parker Review found that 37% of FTSE 100 boards have no ethnic minority representation on their boards. While this is progress from 51% of those surveyed in 2017, it falls short of the initial target for every FTSE 100 board to have at least one member from an underrepresented background by 2021. In terms of diversity training, the McGregor-Smith Review in 2018 found that only 48% of employees surveyed reported having participated in the past [2].

When it comes to gender diversity, women made up 9.7% of executives in FTSE 100 companies [3] and only 16% of executive committees at FTSE 350 companies in 2018 [4]. In 2016, the government-backed Hampton-Alexander review set a target for a third of UK-based board positions to be held by women in 2020. As of Feburary 2020, this target was reached. However,  Business Secretary Andrea Leadsom has stated that there is more work to be done in certain industries. For example, only 15% of FTSE 100 finance directors are women [5] and the gender disparities within the technology industry are widely known (our research of 1,000 UK workers found that only 1% of female jobseekers wanted to work in a tech startup).

How to create a diversity and inclusion plan

In August 2020, Tiger hosted a webinar with three diversity and inclusion specialists, Simon Fanshawe, Partner at Diversity by Design and Co-founder of Stonewall; Holiday Phillips, Founder and Chief Wisdom Officer at KULA; and Sarah Ramsden, a Management Consultant at The Clear Company. They discussed the increased interest in diversity and inclusion and how employers can create a sustainable diversity and inclusion plan for their businesses. Watch the webinar below.

How can you raise awareness of diversity, equality and inclusion?

Raising awareness of diversity, equality and inclusion within the workplace can be difficult. An important place to start is to know your ‘why’ – once you understand your motivation, you can start to target the areas of D&I your business is lacking. A broad, one-size-fits-all policy is not going to be effective in this area. Instead, create measurable metrics that make sense to your business and put in place specific initiatives based on these.

While most businesses are aware of the benefits of diversity, it can continue to be a huge challenge to see positive changes in modern workplaces. There are a few reasons for this:

The first complication lies in the simplification of the concept.

“It’s not enough to want diversity. Every team, office and business needs to decide why diversity is going to help them improve and go from there,” says Simon Fanshawe OBE, co-founder of consultancy, Diversity by Design.

For Aubrey Blanche, Global Head of Diversity and Belonging at software giant Atlassian, the term doesn’t do enough to represent the issue as a whole.

“I’m actually not a fan of the word ‘diversity’. According to Atlassian’s research, people associate the word ‘diversity’ with people who come from underrepresented backgrounds, rather than being about everyone,” she says.

“According to Atlassian’s 2018 State of Global Diversity & Inclusion Report, 68% of tech workers in the UK identify women as an important part of the diversity discussion, but the drop off is steep for other groups (and severe for identities in majority groups).”

This unintended exclusion of certain identities from the conversation is a key contributor to a lack of progress in representation: “Businesses should strive to create teams with a balance of perspectives – which is strongly influenced by our identities and life experience,” says Aubrey.

Simon agrees, noting that organisations need to value the difference people can bring: “Research says high-performing teams work because they have an ability to encompass and embrace difference and set new norms of ways of working,” he says.

In fact, it is these situations that positive diversity results, or diversity dividends, come about. Scott E. Page, a University of Michigan professor in complex systems and political science argues that “when solving problems, diversity may matter as much, or even more than, individual ability.”

Other benefits of diverse hiring include improved employer branding, better hiring management practices, increased employee satisfaction and better business performance.

Effective diversity initiatives

So, what practical steps can businesses take to start their journey of creating a more diverse and inclusive workplace culture?

While successful initiatives will differ depending on the company, size and culture, examples of effective diversity initiatives can include:

• Empathetic leadership – every leader should have a personal interest in creating diversity and be able to promote this in their daily actions
• Facilitate mentorships, sponsorships, networks and training opportunities for employees from underrepresented backgrounds
• Sustainable, ongoing training programs for diversity and inclusion (rather than a one-off session)
• Implementing flexible working policies, including equal parental leave
• Taking part in external events celebrating underrepresented groups, such as Pride

With these in mind, it’s clear diversity initiatives need to go beyond quotas and broad policies.

“Good intentions are not enough. Leaders have to see the value in the process, but research tells us we can’t re-educate.” Simon says.

“Creating a new norm is fundamentally important to the ways we change our behaviours.”

At Atlassian, the concept is ingrained into their mission, with each employee expected to contribute according to their role. Taking a data-informed approach, they measure, experiment, learn and iterate, and where possible, share these findings with the global tech industry, recognizing that it’s an industry-level problem that requires broad solutions.

“We’ve pioneered a team-level approach to measuring workforce diversity, and have used those insights to drive a greater sense of belonging amongst our global workforce,” says Aubrey.

Depending on the company and industry, the success of initiatives will vary. The steps to improving diversity in tech startups, for example, will differ compared to a global investment bank.

When it comes to attracting groups like return-to-work parents, initiatives like flexible working are critical. However, without support from management, businesses will be unlikely to retain these talented individuals.

Diversity in recruitment

Diversity in businesses starts with recruitment practices. While some businesses have started to change up their traditional processes in an attempt to minimise bias (by using blind CVs, increasing skills testing and standardised interview questions), others are completely revamping their hiring activities.

One particular win for Atlassian was a growth in technical female hires in entry-level graduate roles to 57% over two years, as well as an increase of overall hiring of women in technical roles to 18%. To do this, Aubrey and her team deployed a number of strategies.

“First, we created branding that appealed to a broader variety of candidates. Our Talent Brand Team updated our careers site to include a more balanced set of Atlassians, and highlighted a more inclusive set of perks and benefits that appealed to people at different points in their life, like career growth opportunities, comprehensive healthcare, and emergency backup childcare,” says Aubrey.

“These changes made most people coming to the site feel like they recognized not only themselves, but the type of activities, social occasions, and work settings they wanted to work in,” she continues.

The second element was to re-examine the requirements of a role.

“According to Hewlett Packard, the majority of women won’t apply for jobs unless they think they meet all the criteria posted. However, most men will apply even if they only meet 60% of listed requirements.”

“We now write job advertisements with requirements as the lowest barrier to entry, instead of a wish list for a magical unicorn,” continues Aubrey.

For Simon, re-designing the recruitment process away from requirements is essential to encouraging diverse mindsets.

“Most diversity work that goes on doesn’t involve enough re-design. When hiring or promoting, businesses need to think very hard about what the team or group is trying to achieve,” he says.

“From there, they need to establish the criteria they want to hire against and question these rigorously. They also need to consider why they are wanting to diversify and what kind of diversity would make their ability to achieve that goal better.”

This process will ensure that potential candidates are chosen on essential criteria alone, rather than any unconscious bias.

One of the other ways businesses can eliminate this bias is through AI. Atlassian has also found success with Textio, an augmented writing platform that helps them identify the highest-impact language in their job ads and highlights subtly gendered works within their copy.

How to monitor diversity

Diversity monitoring is the term used to describe the implementation and recording of diversity initiatives in the workplace. By ensuring that your business continues to work towards diversity goals, you can create more opportunities for underrepresented groups. The steps to monitoring diversity effectively include: creating a business case, using goal-specific monitoring forms, reviewing the data against your company’s goals and identifying what success looks like. Effective diversity monitoring will help you to increase the number of employees from underrepresented backgrounds and close the gender pay gap.

The future of diversity and inclusion practices

With all this in mind, where do businesses go from here? For Simon, it’s not about shifting thinking, but acknowledging that bias exists and creating new norms that remove the need to make decisions that encourage it.

“Research tells us we can’t re-educate out of these decisions but we have to re-design processes.”

He encourages businesses to reject the idea of culture fit and instead bank on individualities: “The new norms come from a combination of difference and that’s where you get the dividends from diversity.”

“The most interesting thing about other people is how they are different from you, not how they are the same,” Simon finishes.

For Aubrey, the objective is simple: “The ultimate goal is to build a balanced team, in terms of skill and ability as well as varied life experiences and knowledge people bring to the table.”

1. https://www.ey.com/en_uk/news/2020/02/new-parker-review-report-reveals-slow-progress-on-ethnic-diversity-of-ftse-boards#

2. https://www.gov.uk/government/publications/race-at-work-2018-mcgregor-smith-review-one-year-on

3. https://www.market-inspector.co.uk/blog/2017/05/workplace-diversity-in-the-uk

4. https://economia.icaew.com/news/july-2018/women-on-ftse-350-executive-committees-sees-no-change

5. https://www.gov.uk/government/news/third-of-ftse-100-board-members-now-women-but-business-secretary-says-more-needs-to-be-done

The post Re-designing diversity: from shortfalls to success appeared first on Tiger Recruitment.

Employee engagement continues to be one of the greatest challenges for modern workplaces. The current low unemployment rate and candidate-led market mean businesses need to invest in talent retention initiatives to ensure they don’t miss or lose out.

Your employees’ engagement levels can be best measured during busy periods, as this is when they are most susceptible to stress and low morale. During this time, even the most passionate of employees may experience a drop, resulting in reduced performance levels and overall productivity.

Therefore, it is essential to implement structures that boost office morale, recognising that in times of negativity, employees may need their employer to go a little bit further to encourage productivity and performance.

Involvement

It is very important for each employee to be involved in the future of the business, not only for themselves, but to help to generate fresh ideas that you may not have thought about. It may be that you are launching a new page on your website, or maybe that you are taking on a new client – whatever the venture, let your colleagues know and ask for their opinion. Your employees will certainly feel valued if they are included in important discussions about the company’s future. Take their all-important feedback on board – after all, they may offer a relevant perspective that could influence your business strategy.

Team meetings are a great way to communicate with the entire business. Whether you hold a daily, weekly or monthly catch up, your employees will appreciate being involved and getting a better understanding of the business as it stands.

Recognition

All employees like to be recognised for their hard work. Most employees will go above and beyond what is expected of them, working out of hours and on weekends in order to deliver high standards of work. A ‘thank you’ goes a long way, and your employees will be thrilled to see that you appreciate their efforts.

Try to keep a note of birthdays in your Outlook diary, with reminders, so you can wish them well on their special day. You might also consider taking an interest in their outside life. It will be up to them if they want to keep this information to themselves, but they will still be grateful to know that you care.

You may have delegated a task to a particular employee that could have been part of a larger project. When the project comes to an end, show said member of staff the outcome. This way they will understand how important their input was in the entire process and will feel extremely valued.

Company days out

Company days out are a great way to show your appreciation while also fostering a sense of community and camaraderie. These don’t need to be extravagant – they can be as expensive as you want them to be! You can pick and choose the activities – you can to take the team away for a long weekend for a team building exercise, or spend the day locally, getting to know each other outside of the office. You may just want to go for dinner or even just drinks. By encouraging social time outside of the office, your team can step out of work mode and enjoy their colleagues’ company regardless of what’s happening 9-5.

Promotion

When you are next looking to fill a role within the company, think about your current team. Would a certain member of staff fit the role perfectly? Promotions are a great way to boost an employee’s confidence and they will feel as though you have faith and trust in them.

Do try to offer training and coaching to your current employees. This will be beneficial to both yourself and your staff member and they will feel valued since you are investing time and money in them.

Responsibility

Delegate important tasks to your team. By giving them additional responsibility to their current role, they will feel their worth within the company. It will also display your trust in them and that you feel  they are capable.

Targets

Give your employees targets, with rewards at the end. This could be additional days’ holiday, or even money or gift vouchers. This will incentivise your team, boosting staff morale and will help to generate more enthusiastic and passionate employees.

Clean office, clean mind

Ensure that your employees help to keep the office clean and tidy. No one likes to work in mess!
Try to operate a ‘clear desk policy’, where each employee must tidy up before they leave for the day. A tidy desk helps an employee to work to their full potential – it can be a huge struggle to be productive when surrounded by paperwork and empty coffee mugs.

General perks

Some companies like to offer additional perks to their staff. This may be something as simple as leaving slightly earlier on a Friday afternoon, offering free lunch one day a week, welcoming dogs once a month, or by bringing in ice creams for the team on a hot day. Small things go a long way when trying to make staff happy.

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Would hiring a PA, EA or employee experience manager ease the stress of your employees? Get in touch with Tiger today to see how we can help.

The post How to boost office morale appeared first on Tiger Recruitment.

As we look ahead to a time where the government’s restrictions relax and offices begin to reopen, preparing a workspace to help businesses return to the office after COVID is one of the primary concerns for many employers. To help navigate these changes, we recently interviewed one of our PA Collective® partners, Winkworth Interiors, to better understand how offices are changing. Managing Director, Ashley Winkworth, reveals his insights on the practicalities to consider when transitioning to a post-pandemic office space.

What are the current requirements for offices to be ‘COVID-safe’?

Every workplace should have a COVID workplace risk assessment and return-to-office plan carried out by a team member or HR manager prior to staff and visitors re-entering the office or workplace. Organisations will have differing requirements and, as such, need to personalise their approach. In this assessment, there should be a brief summary of the utilisation of spacing, signage and regular deep cleaning regimes. Many businesses are also choosing to add glazed or perspex screens on desk tops to aid in the reduction of transmission of the virus.

We’re seeing many organisations planning to reduce the number of staff occupying the office at any one time by splitting department teams up. If infection should occur, an entire team may be forced to self-isolate, which would risk the operational performance of the organisation.

Unfortunately, a much-neglected area of focus is ventilation (both mechanical and natural), within the workplace. COVID-19 guidance has been developed by REHVA (Federation of European HVAC Associations), with additional content from CIBSE and BESA, which recommends that operation times are extended for buildings which have mechanical ventilation systems, with “ventilation [starting] at nominal speeds for at least two hours prior to use with an adjustment to a lower speed two hours after the building is used. Even if the building is temporarily vacated, it is recommended that the ventilation system remains operational at slow speeds to create a continuous supply and extract of air to reduce or eliminate the presence of airborne virus.” [1]

Unfortunately, a much-neglected area of focus is ventilation (both mechanical and natural), within the workplace.

What is the average spend for an office reconfiguration?

We already had existing teams dedicated to providing fast track changes and reconfiguration of our clients’ office spaces prior to COVID, so we are geared up to operate economically. The cost very much depends on size and extent of the works, which could start from as little as a few hundred pounds.

How are most offices changing post-COVID?

There are two popular changes clients are asking for: installing toughened glass screens mounted directly on to desks/above the existing desks screens, and reducing the number of staff using the office at any one time.

Are office trends breaking away from traditional open plan spaces?

It will ultimately take time to see if this proves popular. In recent years the emphasis, due to the high cost of office space, has been to reduce desk sizes and increase density. There have been a number of reports carried out suggesting that in noisy, open plan offices it constrains productivity and the ability for staff to make effective phone calls and sustain higher concentration levels.

Traditionally, occupiers such as lawyers and accountants have embraced the ‘partner’ office. In time, some senior decision makers may wish to move away from the open plan system. It’s likely that the operational costs of running an office will mean that some organisations won’t be able to afford the large amounts of space needed for social distancing. So, the use of screens and team/departmental divides are likely to become more popular where space and budgets permit.

What is the time frame your clients can expect if they enlist your services for their office reconfiguration?

We have a rapid reaction team and can typically visit a client within 48hrs and can start to make changes at their office in as little as a few days.

Are attitudes changing towards office use and how may it impact on staff?

There is a stark contrast between those companies who appear to easily operate remotely and those experiencing a less positive experience. While some currently embrace the working-from-home ethos, there are others who are not able to work to the best of their ability while working remotely. Increasingly, feedback has shown issues such as distractions of home life, the suitability of their home office set-up, poor internet performance and mobile phone signal can all hamper performance. There is also a certain level of self-motivation needed to be able to operate effectively at home, and remote onboarding can be difficult for businesses who have never had to do so before.

Feedback has shown issues such as distractions of home life, the suitability of their home office set-up, poor internet performance and mobile phone signal can all hamper performance.

Many younger members of staff benefit from the interaction with more experienced team members and informal training available when working in the office. A key factor missing from working from home is the absence of human interaction and camaraderie naturally achieved in the office environment.

Where staff are not required to work in city centres such as London, over the medium-to-long term, there is a knock-on effect in other areas. These could range from cuts in the London weighting allowance, increased rail fares through reduced passenger use, and higher domestic running costs throughout the autumn and winter months (when there is greater use of lighting, heating and power). Issues like these may, over time, leave some individuals wishing to see the pendulum swing back in favour of a return to the office after COVID-19.

If you’re interested in discounted rates and vouchers for your office reconfiguration, email pacollective@tiger-recruitment.co.uk. If you’re an employer looking for guidance in navigating the coming months, our future of work after COVID-19 article will help!

[1] https://www.rehva.eu/fileadmin/user_upload/REHVA_COVID-19_guidance_document_V3_03082020.pdf

The post Office reconfiguration post-COVID-19 appeared first on Tiger Recruitment.

Gone are the days of ladder-like career progression, where a trainee or entry-level assistant would slowly work up the ranks of their company to eventually reach a senior position. The modern world of work has transformed, bringing with it a new approach to career development, where experience and learning are emphasised and pathways appear in a matrix or web, not ladder form.

In Deloitte’s 2018 Global Human Capital Trends Survey, a 21st century career is defined as “a series of developmental experiences, each offering a person the opportunity to acquire new skills, perspectives and judgement”.¹ Technological advances mean that the value is shifting from technological skills to soft ones – with companies surveyed listing “complex problem-solving, cognitive abilities and social skills as the most needed capabilities for the future”. Therefore, business’ learning and development policies need to focus on supporting their employees to maintain a constant state of learning, while encouraging growth and longevity. After all, with careers now reasonably spanning over 50 years, the 21st century worker must be about to “pivot throughout this journey to align with evolving jobs, professions and industries.”¹

Nowhere is this clearer than in the case of administrative professionals. In years gone by, when you hired a PA, you’d expect their career ladder to be quite linear, starting in a junior administrative assistant or junior secretary position and slowly moving up to take on more responsibility and complexity. However, the modern administrator can now diversify into a range of areas, taking on a wide set of responsibilities and developing their career in ways that were previously unavailable. It’s therefore vital to provide administrative staff with regular training.

Lindsay Taylor, specialist in the professional development of administrative professionals, says there is no longer a stock-standard progression path: “The evolution of the PA role over the last decade has resulted in a profession that is both diverse and complex, as a PA sees, hears and experiences what’s going on in their organisation from ‘the shop floor’ to the boardroom table,” she says.

“With a vast scope and breadth of opportunity for career advancement, there is no ‘one size fits all’ typical career path – this can absolutely be determined and shaped by the PA/EA taking ownership of their own career and ensuring they invest in Continuous Professional Development (CPD) as an essential and integral part of that journey.”

Sharing the responsibility

A 2017 study by the Executive and Personal Assistants Association (EPAA) found that 63.18% of PAs and EAs last completed formal training more than four years ago, but over 70% had undertaken some EA/PA specific training at some point in their career and 92.53% engage in activities outside the office like reading, networking and engaging with online resources, including webinars.²

The disparity between the formal training offered and the training administrators seek to do themselves demonstrates that there is a demand for training initiatives, but currently, support professionals are having to be self-sufficient, investing their own time in ensuring they understand the latest developments in the industry.

This is despite the clear evidence that investing in your staff’s career progression will help with your attraction and retention efforts in the long run. The 2018 Workplace Learning Report produced by LinkedIn found that 94% of employees would stay at a company longer if they invested in their career and for 90% of talent developers, people managers and executives, learning and development is a necessary benefit in the race for top talent.³

Lindsay notes this employee loyalty is incredibly clear when administrators sign up to one of their qualifications: “Those whose organisations more readily support the learning and development needs of their employees are proud to be a part of an organisation that invests in their staff and the resulting loyalty, commitment and engagement from these employees is evident.”

Investing in training as part of a career progression programme means that in the short-term, an administrative professional can share their newfound knowledge with your workplace, enhancing their efficiency and adding business value.

In line with the findings from Deloitte’s Human Capital Trends Survey, the LinkedIn research also revealed that leadership, communication and collaboration were the three most important skills for employees to take away from their L&D programmes, while the most important area of focus for talent development is how to train for soft skills.

Bridging the gap

So what can employers do to encourage the career progression of their administrative professionals? Rebecca Siciliano, Tiger’s Managing Director, notes it’s all about formalising initiatives: “We know that administrators such as PAs, EAs and office managers want to progress, so organisations need to implement formal frameworks to get them there.”

“This means establishing a clear reporting structure, feedback mechanisms and allocating time within the working day which they can devote to training,” she continues.

There are a host of secretarial business courses that can enhance an employee’s soft skills, covering topics like time management, prioritisation, diary management and multi-tasking, but not all training initiatives need be external. Rebecca says mentoring is an excellent way for a junior professional to build their skills, both technical and soft: “If an office manager wishes to move into an operations role, organise for some shadowing or a mentoring session with your operations manager, offering the opportunity to ask questions, observe processes and chat through situations.”

Businesses should also consider looking internally when hiring, allowing existing members of staff to take up a new opportunity before advertising elsewhere.

“A PA may start supporting junior members of the team, but could take the next step by supporting a director or executive, should a position arise,” Rebecca explains.

“It’s an easy transition for the employee and allows them to hit the ground running, rising to the challenge, while showing that the company is invested in their development.”

Lindsay suggests that businesses audit their performance review procedures.

“Performance reviews must offer a true opportunity for an employee to set goals and objectives that are meaningful. Having these to work towards will mean the employee is supported with their learning and development needs and because there is a procedure in place, it will be continuous.”

As with many other elements of the workplace, communication is also essential: “Businesses need to foster a culture of open communication where, not only is it accepted but rather it is expected that you check in with your manager, HR or L&D to let them know how you’re doing, so you can identify any gaps in your skillsets or knowledge,” says Lindsay.

“Businesses need to make it easy for employees to put forward ideas, suggestions and requests for development support. They need to encourage the development of soft skills, things such as communication, rapport-building, team dynamics and working styles, alongside subject specific learning.”

In the case of a PA or EA, examples of this support could include encouraging and valuing suggestions like setting up an internal PA network; attending PA conferences, exhibitions or seminars; working towards a recognised qualification, and subscribing to industry magazines and resources.

Measuring return on investment

Continuing professional development (CPD) may apply to each individual, but should be a business-led initiative.

“Supporting staff with their career progression builds loyalty and engagement, resulting in a positive impact in terms of productivity,” explains Lindsay.

“These closely linked elements ultimately contribute to the overall success of a business, whether that be financially, brand awareness or business reputation.”

For Rebecca, investing in the careers of your employees means a happier workforce that is more likely to go the extra mile.

“At the end of the day, a great employee will want to learn, grow and develop. Therefore, the more you can implement structures to do this, the more likely they are to contribute to the business.”
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Is this your year for career progression? Get in touch with our team today.

1. https://www2.deloitte.com/insights/us/en/focus/human-capital-trends/2018/building-21st-century-careers.html#
2. https://epaa.org.uk/time-to-train/
3. https://learning.linkedin.com/resources/workplace-learning-report-2018#

The post The ladder of learning: Encouraging career progression appeared first on Tiger Recruitment.

According to a new report from the Office for National Statistics (ONS), an estimated 137 million working days were lost due to sickness or injury in the UK in 2016. This equated to approximately 4.3 days per worker which is the lowest recorded number since the series began in 1993. Back then, it was 7.2 days per worker. The optimistic among us might say we’re healthier, but in reality the decrease in figure is down to increasing numbers of presenteeism. And the UK is among one of the worse culprits in Europe.

Nearly three quarters of employers admit to seeing an increase in the amount of people coming to work while sick, and it’s a worrying trend. It means that, for whatever reason, employees are feeling pressured to come into work if they’re feeling unwell or stressed. If employees are working through their illness, they’ll also likely be prolonging the sickness and working to less than their usual levels of productivity.

What is presenteeism?

Presenteeism is the act of employees coming to work whilst unwell and therefore are not performing at their optimum capacity; they’re not working productively. Commonly, this is because of an existing culture within the workplace where it’s discouraged to take time off regardless of health; it could also be because the business has not properly planned for illness so the resource is not there to cover anyone who is unexpectedly absent.

Why should you care about it?

Research from the CIPD shows that the cost of presenteeism to businesses is twice the cost of absenteeism. When an unwell worker comes into work, it not only compromises their performance and prolongs their illness; they also risk infecting others too. The spread of bugs and viruses can then lead to a chain reaction where entire teams are under-performing and producing a sub-standard quality of work.

What can you do to combat it?

Absence management should always start with looking at the data and exploring the reasons why people take time off and why they feel the need to come into work unwell. Once you’re in a position to start identifying trends and patterns, you can begin considering measures that are likely to improve levels of presenteeism in your workplace. (These measures must not be disciplinary!) The data should give you enough that you can start to plan for appropriate wellbeing initiatives to combat it.

If you’re looking to build a wellbeing programme from scratch you’ll need to get the buy-in from senior management as early as possible to ensure that employees feel comfortable about taking on the initiatives. Feel free to call on the expertise of external experts who can add value in a variety of ways. The initiatives should be broad and diverse so as to appeal to all your employees whose interests and personal motivations will be wide-ranging.

Surveys will help you to measure and track how employees are reacting to the initiatives on a qualitative basis. At the end of 6, 12, 18 months you can then use this data alongside quant absence data to be able to deliver hard facts to senior management about the programme performance and how the business is benefiting from it.

Speak to us about how to make your workplace one that candidates want to work for – get in touch today.

The post Does your business suffer from presenteeism? appeared first on Tiger Recruitment.

With the current situation forcing us to work differently, you may now find yourself carrying out your daily tasks in new ways, like participating in video meetings. Instead of all gathering together in the office for daily or weekly check-ins, most of us are now using this medium to stay connected while working remotely.

If you’re new to the art of the video call and not sure of video conference meeting etiquette, we’re here to help. With our top 10 tips for video conference meetings, you can make sure you get it right next time you log on to Zoom.

1. Get ready on time

While we know it’s standard with any meeting to be on time and ready to go when the session is scheduled to start, it’s even more important for a video conference. This is because you will need time to set up the technology and connect your video and audio. If you jump in late, you can’t just slip in the back of the room – everyone will be able to see you, which is very distracting for the person speaking.

2. No backgrounds

Find a tidy and professional space at home where you can sit in front of a plain wall or background. Wallpaper or artwork with busy and distracting patterns is a no-go, as well as using a video background. Remember, this is a professional Zoom video meeting, so there’s no need to impress everyone with your decor or tech skills.

3. Frame yourself properly

There may be times when you find yourself staring at the forehead or nostrils of a co-worker during a video meeting – you don’t want to be that person! Before joining the call, take a few seconds to ensure your face is in frame at a straight angle. If you’re using Zoom, there is an opportunity to check this while waiting to enter a conference call.

4. Find a quiet place

As is the case with the current situation, many of us find ourselves working from home with our partners, housemates, children and pets. While we know this doesn’t make for the quietest of offices, you will need to choose a place with no distractions to attend the video meeting. Go into a separate room if possible and make sure there are no other noises, like the TV or voices. If there’s someone else working from home with you, try to plan your meeting times to be at staggered time slots to avoid two video calls in the same space.

5. Make sure you’re well lit

Poor lighting will make the video quality poor and grainy – this is video meeting 101.Try to make sure the space you’re using has enough light so you are seen clearly. If you have a window, position your laptop or webcam in front of it so you’re naturally lit. If not, try to ensure the room’s walls are bright and use multiple light sources where you can.

6.Wear work clothes

It’s definitely tempting to hang out in your comfy clothes now you find yourself at home all day. However, if you have a Zoom video meeting scheduled, you should wear work-appropriate clothing. It will not only look more professional, but it will help you get into the right mindset for the meeting.

7. Mute yourself when not speaking

Even if you’ve found a quiet space for the video meeting, you’d be surprised by what the microphone can still pick up! Turning yourself on mute when you’re not talking will remove any distractions or annoying noises for other participants. This is especially important for conference calls with many participants, as the sounds from everyone’s homes can create quite the cacophony.

8. Look into the camera when you speak

Very important on our list of video meeting do’s and don’ts! Looking into the camera when you’re speaking is the equivalent of looking into someone’s eyes in person, so it’s an essential practice. If you’re looking elsewhere as you talk, it can look unprofessional and be distracting, even if you don’t mean to be. Remember, your face is clearly visible for everyone to see, so the group will notice things they can’t pick up in person.

9. Don’t stare at yourself when someone else is speaking

It can be tempting to look at your camera feed during the meeting, especially to check how you’re presenting to everyone else in the meeting. However, if you’re staring at yourself when someone else is speaking, it can seem like you’re not paying attention. If you find it’s impossible to stop staring at yourself, put a post-it note on the screen where your face is shown to eliminate the distraction.

10. Pay attention

You may think you’re great at multitasking and are able to check emails or work during a video meeting, but the other participants will know. Give all your attention to the meeting, as you may miss out on any important information shared as well as come across as rude or inconsiderate.

If you’re looking to recruit new members for your team or now find yourself looking for a new job, contact Tiger Recruitment today. We are a leading recruitment agency for matching individuals and businesses in temp jobs and permanent roles.

The post 10 top tips for video meeting etiquette appeared first on Tiger Recruitment.

The pension has long been a contentious issue for policymakers, employers and workers in the UK. In December 2017, research by the Department of Work and Pensions found four in ten employees were under-saving for their retirement, with over half of these earning a middle or high salary.

However, new research, released just in time for Pension Awareness Day on September 15, has revealed that the number of peopled enrolled in a workplace scheme has reached a record high of 41.1 million in 2017, a 49% increase in the last five years.

While these numbers are encouraging, the work of the Department of Work and Pensions and initiatives like Pension Awareness Day is far from done. Continuing education and awareness on the importance of pensions is essential – after all, how much do you know about your money?

What is a pension?

A pension is essentially a long-term savings plan that you can access later in life or in retirement. It’s not compulsory, but will be very handy to have if you want to maintain a comfortable lifestyle beyond working age.

There are three types of pensions: State Pension, workplace pension and personal pension. A State Pension is a regular government payment that kicks in when you turn 68 and is payable for the rest of your life. This is funded by your National Insurance contributions and will depend on how much you’ve earnt over your working life. A personal pension is a scheme you set up yourself and voluntarily contribute to. These contributions are privy to 20% tax relief, meaning that the government will add a further 20% to any money you pay in.

For the purposes of this article, we will be focusing on your workplace pension.

How much am I putting away?

Also known as a company pension, this scheme is set up by your employer and welcomes contributions from yourself, your employer and the government. The minimum contributions, calculated off your pre-tax salary, are as follows:

Some companies opt to contribute more to your pension, so you will need to ask your HR function about exactly how much they will pay.

How do I set it up?

Companies are legally obliged to enroll you in a pension scheme – this may be straight away, or after your probation. You can choose to opt out if you wish, but the procedure for this is dependent on your company’s pension provider.

What are the benefits of having a pension?

Most obviously, having a pension means you’ll have an income past retirement. However, specifically using a pension scheme attracts other benefits. Firstly, an employer and the government will contribute towards the fund, improving your balance. It is also, for the most part, tax-free, further increasing your balance.

What happens to my money?

Your contributions go into an account set up by a pension provider (as chosen by your employer). What happens next is dependent on the type of workplace pension you are enrolled in – it could either be a defined benefit or defined contribution scheme.

Defined contribution schemes
In a defined contribution scheme, the provider will buy investments on your behalf and add any extra money they earn through these investments back into your account. This scheme is generally more common than a defined benefit scheme.

Defined benefit schemes
In a defined benefit scheme, your end balance is based on how much you’ve earnt and how long you’ve been with the scheme.

When can you access your pension?

Your State Pension won’t be paid out until you turn 68. However, if you have a workplace pension, you can access some of it as a tax-free sum at age 55 – the exact amount is dependent on your provider. You won’t need to retire or stop working to access this money, and it can be used anyway you like.

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Looking for a role that offers a higher pension contribution? We can help you find the perfect PA or secretarial job in London or beyond. Get in touch today.

The post Deciphering your pension appeared first on Tiger Recruitment.

In today’s job market, finding the best talent is proving harder than ever. While some are looking to hire HR staff in London to help with their people strategy, others are now looking beyond the basic salary package, introducing soft benefits that enhance their employees’ working lives. Could you introduce any of these into your business?

Should you be ready to hire, Tiger can help with all your permanent and temporary hiring needs. Get in touch today!

The post The best benefits to encourage attraction and retention appeared first on Tiger Recruitment.

The first Friday in March is National Employee Appreciation Day, a chance to recognise the contribution your temporary and permanent staff make to your business. While it may be tempting to go all out with a catered lunch or one-off celebration, we’d argue the best way to show your employees you care is by implementing long-term solutions that allow them to do their best work. Best of all, it usually doesn’t require a big budget.

Develop a culture of gratitude

Every person working for you wants to feel like they are being noticed and appreciated, so it’s time to start communicating this. Whether it’s a simple thank you, or introducing a section on your company’s intranet that celebrates employee achievements every month, a little recognition goes a long way.

Trial flexible working

Flexible working is increasingly becoming a necessity for most employees – a study by Timewise found that 87% of employees say that they work flexibly or would like to. Therefore, why not trial some sort of flexible working scheme within your business? It could be as simple as offering the chance to come in early so they can leave early, or work from home every now and then. It shows that you trust them to get their work done and recognise that they have a life outside of work.

Invest in learning

Research conducted by totaljobs in 2018 revealed that 9 in 10 employees want their employer to offer more training courses, while 68% of employees have changed jobs because of a lack of learning and development opportunities.² Therefore, why not show your employees you care by hosting lunchtime learning sessions, or allowing time during the working week to catch up on training initiatives? Encouraging an ethos of learning will make employees comfortable and enthusiastic about taking control of their career progression within the working day.

These programmes can also help with attracting new talent – when hiring an executive assistant or recruiting a PA, offering learning and development opportunities can be a huge plus.

Allow for internal mobility

It’s not just a case for onwards and upwards – sometimes, employees will look to their company for help in changing careers. For example, an office manager may be looking to move into HR, or a PA might find they are interested in corporate social responsibility. Whatever the shift, you can show support by welcoming this change and providing the resources wherever possible.

Review your internal communication strategies

People don’t want to feel excluded from decisions that directly relate to them, so if you haven’t already, now is the time to consider a regular internal communications scheme. Maintaining a transparent approach on business performance, goals and future plans will allow your employees to see how they fit into the grand scheme of things and in return, encourage buy-in. They’ll feel more valued if they know what’s going on, and are given the opportunity to express their wins, concerns or gratitude.

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When embedded into your culture, these strategies can also assist with your recruitment strategies. If you are looking for help with PA recruitment or secretarial recruitment in London, Tiger can help. Get in touch today!

1. https://timewise.co.uk/wp-content/uploads/2017/09/Flexible_working_Talent_-Imperative.pdf
2. http://www.onrec.com/news/news-archive/two-in-three-workers-quit-due-to-a-lack-of-learning-and-development-opportunities

The post Five ways to show appreciation for your employees appeared first on Tiger Recruitment.

As organisations look for ways to attract and retain the best talent in this ongoing candidate-led market, hiring managers are increasingly examining the importance of employee engagement in the modern workplace. However, just as the world of work continues to shift and transform, what it means to engage staff is also evolving as companies look to the entire employee experience.

A report by Cascade, an HR and payroll software supplier found that 44% of the 447 HR directors surveyed said their biggest challenge for the year ahead would be engagement¹. The concern is warranted – a 2020 report from CharlieHR has found that 86% of SME employees don’t feel they are involved in decisions made at work (to the extent to which they’d like to be)² .

“A motivated employee is not only happier, healthier and more fulfilled at work, but they are also more productive,” says Jonny Gifford, a senior research advisor at the Chartered Institute of Personnel and Development (CIPD).

“Research has shown a number of relationships between the way people are managed, their attitudes and behaviour and business performance. Organisations can expect to witness greater profit, revenue growth, innovation, staff retention and customer satisfaction as a result of motivation and other aspects of employee engagement.”

As it stands, just over half (58%) of the UK’s employees feel engaged at work³. So how can companies bridge the gap? One option is engaging the services of an employee experience manager. However, if you want to do this yourself, the first step is acknowledging the difference between the two concepts – and how they translate practically into the workplace.

Engagement v experience

“Employee engagement is the connection to the organisation or the brand, the connection to leadership and management and the connection you have with the job itself,” says Niall Ryan, employee experience consultant and former Head of Employee Engagement at Harrods.

“But the employee experience is how the organisation works internally for the employees who work there, encompassing the experiences they have with the leadership and their manager, all the way through to ‘how do I do my job’?” he continues.

“It’s experiences that shape how engaged people are.”

The end result should be employees that not only want to go the extra mile, but “generally demonstrate a high level of awareness surrounding the wider business context of an organisation, and carry out their work with these in mind,” says Jonny.

Going back to basics

However, before even considering how you implement these connections, it’s essential to consider how you are responding to employee needs at a basic level.

“Maslow’s hierarchy of needs applies to engagement – are you taking care of your employees’ hygienic needs, covering the basics such as good food in the canteen, the right tools to the job and clear guidance from managers? Even the basics of recognition – is anyone saying thank you?” asks Niall.

“When you take care of the hygienic needs, the security of a job, more capable management, you can then start to look at forums for two-way dialogue, where people feel like they are listened to, they feel like they can change things, they are contributing,” he concludes.

Creating connections

It is at this point that the brand, leadership and job role start to come into play. But just how do you make sure that every employee is connected with your brand, their leaders/managers and their role?

You don’t.

“It’s a fallacy to engage 100% of your workforce. It’s not possible and I don’t think you should put your efforts into doing that,” says Niall.

“There are people who are fully engaged, disengaged and then there are people in the middle who are passive. The passives – or the swing vote, as I like to call them – are the ones to give more focus to,” he reveals.

“Passives aren’t ineffective people by any means. They are probably the backbone of your organisation. But they are the people you need to be mindful of, because they are not as immersed in their roles as you would like which can be for many reasons; professional and personal.”

In order to ensure your passive staff members don’t disengage, consider facilitating relationships between them and your fully engaged employees, or engagement ambassadors, those who are enthusiastic about every element of your business. It will get these employees thinking more productively about the role they can play in the organisation, all while contributing to a positive employee experience. While the passive workforce should be your focus, “we can’t forget those who are fully engaged – it is still important to show them how valued they are in the organisation,” Niall notes.

Measuring success

A strong engagement strategy is well and good, but with no way to measure it, there’s no way of figuring out if it works. Prior to implementing any new initiatives, you need to capture a clear picture of where your employees are at, where you want to get to and how will you know when you’ve reached your goals.

“A barrier to engagement can be a lack of knowledge surrounding what motivates employees,” says Jonny.

“Evidence-based people management is vital if employers are to understand what factors are de-motivating their employees and make good decisions on which engagement initiatives to employ. This will often highlight things like poor line management or frustrating HR systems.”

The aforementioned data is traditionally collected through annual employee surveys. Getting this method right is crucial.

“Measuring engagement with composite scores carries a serious risk of over‐simplification. It is easy to fall into the trap of combining a range of distinct factors into an unhelpful single metric,” explains Jonny.

“A better approach is to measure distinct components – for example, motivation, organisational commitment, organisational citizenship, shared values, autonomy and employee voice.”

For Niall, the problem lies in the ‘annual’: “Annual employee surveys are falling out of favour quite rapidly, with a shift into pulse surveys.”

“Your business asks the customer in real time what they think about your brand, so it’s an oddity to only ask your employees once a year. The pulse survey process should allow organisations to be agile in its listening and agile in its response,” he continues.

Shifting strategies

As the world of work shifts, your business needs to shift with it. Taking a pulse approach, with bite-sized changes, can make huge differences to your overall engagement strategy.

“The most powerful thing to exist in my career is communications. Whatever you do, you need a core foundation of communicating whatever you’re doing as an organisation that’s both meaningful and relevant for your employees,” says Niall.

This means building and maintaining a robust communications framework within your business that fosters two-way dialogue and leadership visibility and accessibility, keeping employees connected to the brand, purpose, strategy, their leaders and managers and each other.

Managerial recognition is a well-established element of engagement, but where businesses can find additional value is at a peer to peer level: “The strongest relationships in an organisation are often team relationships, so you need to create an opportunity to support and strengthen those relationships and communities,” says Niall.

“Recognition isn’t just about the company doing top-down stuff, it’s about creating opportunities for people to recognise each other.”

At the crux of the matter is an emphasis on the employee voice.

“It’s essential to give employees throughout the organisation a meaningful voice, to challenge or reinforce organisational policies and procedures,” says Jonny.

“Involving employees in these decisions is key.”

Niall agrees, noting it all comes back to the employee experience: “When things aren’t quite working right, identify a group of people who are passionate about helping the organisation and let them be agents of change.”

“By facilitating a cross-functional group of people – doesn’t matter what level – that all have a common focus, you’re offering the wider organisation a chance to really help and get involved.”

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This piece is the fifth in the series: ‘Make your working life exceptional: a guide to creating a better workplace.’ Read part one about mental health here, part two about flexible working, part three about workplace design and part four about diversity.

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1. https://www.cascadehr.co.uk/hr-landscape-2018/
2. https://www.charliehr.com/state-of-employee-engagement

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In the early nineteenth century, a British entrepreneur named Robert Owen introduced what could be identified as one of the earliest iterations of traditional performance management. In his textile factory in Scotland, supervisors assigned each factory worker a coloured block based on their performance that day. The idea was that high achievers were rewarded and those who needed to improve could do so.

While it has become more nuanced with time, the same traditional practices exist in many modern workplaces today. We may have moved away from manual labour and into a knowledge-based society, but at its essence, performance of employees is still managed by their superiors, with high performers rewarded with a bonus. This begs the question – if the modern world of work has changed, why hasn’t the performance review?

In 2018, a survey commissioned by Ruddington-based HR firm, MHR revealed that 39% of British workers believed the process was ‘pointless’ and ‘time consuming’.¹ What’s more, research conducted by Deloitte found that 91% of companies still follow an annual – or less frequent – salary review system, but only 21% would suggest their programme to others.²

With big names such as Adobe, Microsoft, Deloitte and Accenture scrapping the performance review altogether and corporate thought-leaders agreeing that there is something flawed with their operations, is it time for businesses to seriously consider what value their existing performance management processes bring?

Getting it right

Social media management platform Hootsuite has nearly 1000 employees spread across 14 offices in 13 cities including Vancouver, Toronto, San Francisco, London, Singapore and Bucharest. They scrapped the annual review two years ago, in favour of a programme called Cadence.

For Matt Handford, Senior Vice President of People at Hootsuite, scrapping the annual review was driven by a number of elements.

“We found it was hard to assign ROI to the amount of time being invested in performance management systems. There was a lot of bureaucracy and time spent getting 100% of our employees and leaders to look at themselves through a structure of forms and checklists, and eventually assign themselves a rating,” he says.

“The rating tends to detract from hearing the feedback, and the ability to actually grow and build skill. So we essentially had a process that was taking up a lot of time and was hard to understand. Not only was it not additive, but it was also potentially distracting”

In looking to transform their processes, there were two areas in which Matt and his team identified the most value: “In our case, we chose to focus on conversation, connection and alignment, and development. Because we chose to focus on these areas, we didn’t worry as much about evaluation, capability, long-term assessment and the types of things that allow bias to roll in”

“With the new process, we benefit from the cultural, connective and managerial dialogue that we were aiming for.”

Breaking it down

Hootsuite’s Cadence programme can be broken into two parts: the first is to foster simple, employee-driven, 1:1 conversations with direct managers and the second is to encourage an employee-led and employee-driven conversation on developing and growing capability, from short-term job-specific skill development to career mapping and planning.

“We’re a fast technology business, built on innovation, with a demanding, highly educated, highly marketable workforce that moves at the speed of social media. Therefore, it’s counter-productive to spend a ton of time trying to think about 8-12-month individual goals in the strictest sense,” says Matt.

“What is most valuable is having what we call ‘priorities’. Priorities are going to change, they are going to rock and roll probably week-to-week or month-to-month in some cases in a business like ours,” he continues.

“So we provide a really simple framework, which the employee drives and owns and has the accountability to say ‘here are my top five’ for this week and then their manager just keeps checking in. That becomes the basis of that weekly conversation.”

The second part of Cadence occurs as and when required – usually once a month or once every two months – and covers wider progression, growth and learning.

“The fundamentals in our culture that we see as differentiators and we see as encouraging success are all about the ability to build and develop capability at very high speed,” explains Matt.

“Our employees have high expectations of themselves, the organisation and how quickly they’re going to move through learning and progression in their career, so our performance management system needs to reflect that.”

The results are in

Two years into implementation, and the company is now scoring an 80% positive response on the question Are you having 1:1 meetings on a weekly or bi-weekly basis with your leader? in their annual employment survey. This emphasis on consistent conversations has seen employee alignment improve significantly around performance management.

“In our employee survey, one of the highest scores we receive is in response to the question ‘I understand how my work connects to the ultimate goals of the organisation.’ This question is one of our top 10 highest-rated questions, with 85% to 95% of people responding positively,” says Matt.

“We’re 1000 people, across a dozen countries. We’re way beyond the start-up challenge of having individuals aligned.”

The next challenge is making sure those conversations are as effective as possible.

“We want to make sure that the current conversations are as useful and valuable as they can be, so we’re trying to build that skill in the organisation,” explains Matt.

“It puts pressure on the leader in a different way and on the responsibilities of the employee in a different way, so there’s a developmental muscle that needs to be nurtured.”

With the removal of ratings, the idea of consistency is also an ongoing challenge for the Hootsuite team.

“It’s very difficult to ensure that you’re having a consistent way that people’s performance is being reviewed. We’re trying to create a rubric for a structure – how do we incorporate a uniform, unconscious-bias-proofed structure that allows the experience of the 1:1s and the Cadence programme to stay consistent?” Matt explains.

“For us, that’s the holy grail for the next 12 months.”

What now?

For those starting to move away from the traditional performance management processes, Matt suggests changing your thinking: “If people did the math, they’d see that usually performance management is up there in the top five investments you’re making in your business, but we don’t tend to think about it that way.” “So I would start by trying to think about the process cost and the drag on the organisation, as it frames the scale of a challenge.”

Once you’re clear on the opportunity cost implications, it’s about finding simple solutions that make the process more efficient, and by proxy, adding business value. In doing this, Matt cautions against looking first to complex technology and instead analyzing the business value drivers that you’re trying to hit. At the end of the day, modern performance management offers an opportunity to pull together a high-performing team in a meaningful way, creating community, alignment and dialogue. Whatever your end solution looks like, it is these drivers that should stay front of mind.

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No time to have one-to-one meetings? Perhaps it’s time to hire an executive assistant! As a specialist recruitment agency, Tiger can help – get in touch today!

1. https://www.consultancy.uk/news/17726/uk-employees-losing-faith-in-annual-performance-management-cycles
   2. https://www2.deloitte.com/insights/us/en/focus/human-capital-trends/2018/personalized-incentives-talent-management-strategies.html#endnote-sup-2

The post The evolution of performance management appeared first on Tiger Recruitment.

Retaining a good receptionist for the long term can be a difficult task, but it’s critical if you want to ensure consistency and quality of your client service delivery. Here are five tips you can follow to make sure you hold on to your star receptionist.

Treat them with respect

A receptionist can be treated poorly throughout their working day. With so many calls to answer and people walking through the door, they are bound to deal with a few irate individuals. This, paired with the fact that both full-time and part-time receptionists are seen by many as inferior in the office hierarchy, means that some people think they have the right to be rude. As their employer, it will mean a lot if you can show your receptionist real appreciation. Making the internal environment positive and respectful can really help to make up for the trials of the role.

Set out a clear progression path

If you want your receptionist to stay with you on a long-term basis, you need to make it clear from the beginning that you are willing to customise a clear progression path for them. Not only will this encourage them to stay within the business as they grow, but it also indicates that you value them as part of the team. Alongside this plan, encourage training and be honest about their progression to ensure they know exactly where they’re going in the business.

Put together a competitive benefits package

This almost goes without saying, but don’t undermine the worth of their work with a low salary or minimal benefits. If possible, we recommend tailoring a benefits package to each employee, including your support staff. If not, make sure your benefits package is competitive across the board when looking at other companies. Flexible working, health insurance and opportunities for training are all great places to start.

Find ways to make them feel included

If your receptionist is manning the desk by themselves, it can be quite an isolating job. It’s easy for them to feel like they’re not part of the team, especially if their desk is separate from the rest of the office. The easiest way to encourage inclusivity is to initiate and invite them along to company social events . Even after-work drinks at the pub go a long way to making sure that one of your hardest-working staff members feels included. Someone who feels like they are an integral part of the company will definitely be more likely to stay for the long-haul.

Separately, ask your receptionist for feedback on the role, the systems and processes; invite them to speak up on areas for improvement. Seeing their suggestions implemented, no matter how small, will go a long way to helping them feel as though they’re part of the family.

Offer realistic support

If you’ve never been a receptionist yourself, it can be hard to know the exact tasks they manage on a daily basis. The hundreds of phone calls, emails and conflicting requests are only a small part of their workload. If your receptionist needs support on the desk, the best thing you can do is ask them what they need. If it’s an extra pair of hands during peak phone times, consider hiring a temp to cover those hours. Whatever it may be, listen to your receptionist and take it seriously when they need help.

If you’re looking to hire a receptionist in London , Tiger can help. Please get in touch to discuss your brief today!

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IR35 refers to legislation that aims to close a loophole where some employees act as contractors to pay less tax than payrolled employees. These changes will come into effect in April 2020, so if you’re a freelancer, it’s important to understand how this may alter the way you do business with your clients!

What is IR35?

IR35 came about as the government believed that some contractors were paying less tax than appropriate. It was felt that some people would leave their role as a payrolled employee for a company, only to work in the same role as a freelancer. This could then mean that they would benefit from their new situation as they would be seen as a ‘limited company’, an entity whose earnings are taxed at a lower rate than income tax. IR35 is already in effect in the public system, however those working in the private sector will also be affected when the law changes.

It’s not all bad news though, as it can mean that if you’re in a genuine contractual relationship with your clients, this crack down may not affect you because the laws are subjective. Therefore, assessing whether you operate inside or outside the legislation is important. When the law changes, your clients will make the decision on whether you’re inside or outside IR35.

The assessment

As it will be your clients’ responsibility to assess your IR35 status, it’s important that both you and they understand your contract. It may also be a good idea to keep evidence of the relationship you have with your client and how it differs from their payrolled employees. This may include things like a different email signature, or an instance where you informed your client of an absence and didn’t request permission (as an employee would have to).

In general, to sit outside the IR35 legislation, it must be proved that you provided a service as a business, rather than an employee.

When it comes to the means of assessment, your client may choose to use an online IR35 assessment tool, like Check Employment Status for Tax (CEST) that can be found on HMRC website, or an independent assessment service. Once they have made their assessment, they must inform you of your status through a Status Determination Statement.

If you believe there has been a mistake in the assessment, you can appeal the decision through HMRC’s ‘Alternative Dispute Resolution’ service, or you can choose to escalate to an IR35 tribunal.

Your options if you sit inside the legislation

If you’re found to be under the IR35 umbrella, it means that the government has classified you as an employee of your client for tax purposes. As this will mean that your client is liable for any tax that you, as an employee, fail to pay, it’s likely that your client will want to change your contract so you’re no longer affected by the legislation.

One option is to bring you onto their internal payroll as this will negate IR35 completely. Or, it may make sense for you to reduce your hours, work remotely or work with less supervision to continue to freelance for their company. However, you will possibly lose some flexibility in a new arrangement, so it’s important that you understand what these changes would mean before you agree to any new terms of business.

If you’re looking for temp or contract roles, we can help! Have a look at our live job listings, or submit your details online today.

The post What is IR35, and what does it mean for freelancers? appeared first on Tiger Recruitment.

As wellbeing continues to dominate discussions in the workplace, attention is now being placed on the importance of where you physically work – the office environment in which you spend eight hours or more in every day and so office design is arguably one of the biggest contributors to overall employee wellbeing, affecting productivity and happiness.

2015 research by Steelcase revealed a direct correlation between employee engagement and a working environment¹, with those happy with their overall surroundings stating they had a higher level of engagement.

For employers, a happier and more engaged workforce is generally more productive, which means a higher output and revenue. So just how can employers encourage office spaces that benefit their employees? Here are five things to consider.

Scrap open-plan

Open-plan offices are a thing of the past. Despite over 8 million UK employees working in open-plan spaces², numerous studies – the earliest dating back to 1997 – demonstrate that productivity significantly drops (up to 28%, as one report³ stated) and employees suffer mentally, physically and psychologically. What’s more, those working in open-plan environments are distracted or interrupted every three minutes, and take between eight and 20 minutes to get back into their flow. Therefore, it’s worth sitting down with a commercial design practice to see how you can create spaces that benefit employees, instead of working against them.

Break-out spaces

A consistent feature of ideally designed offices, break-out spaces are an immediate way to improve a working environment. They offer an opportunity for employees to break away from their desk, removing themselves from possibly stressful situations (or co-workers) and stepping away from a screen. When they return, they are more productive and focused on the task at hand. Break-out spaces can also inspire creativity, encourage spontaneous meetings and have been shown to help decrease employee stress levels and the feeling of being burnt out.

Ventilation and sunlight

No-one would want their home to be devoid of natural light and proper ventilation – so why should the office be? A 2013 Northwestern University report found that there is a direct connection between exposure to daylight in workplaces and workers’ sleep and quality of life.⁴ Research by the World Green Building Council (WGBC) also revealed employees who sat next to windows had 46 minutes more sleep per night than those that didn’t, while workplaces with access to natural light had anywhere between a 3-40% gain in productivity and sales.⁵

Therefore, it’s vital employers choose a space that has multiple windows and that the resultant daylight is shared amongst all employees. Avoid blocking the light’s path with partitions or furniture and arrange desks so that they can take equal advantage of the window. The same WGBC report also found that air quality is equally as important to employee wellbeing, with productivity improving by 8-11%. While there are sometimes restrictions on offices in larger buildings, having windows that can at least lever out is ideal.

Plants

Along with light and air, plants complete what could be called trifecta of a healthy office environment. Having plants in the office can increase productivity by up to 15% and reduce tension by 37%, depression by 58%, hostility by 44% and fatigue by 38%⁶. In other words, they’re miracle workers. Pots placed strategically in the corners of offices operate both as a functional and decorative tool, brightening up even the most artificial of spaces.
Best of all, plants also clean the air of pollutants and carbon dioxide and absorb sounds, improving indoor air quality and reducing the noise pollution of the space.

Move over, meeting rooms

Ariana Huffington is famous for scheduling meetings as a walk or hike, because she found some of her best ideas came from the simple act of walking. Her approach is just one of the many that sees traditional meeting rooms thrown to the side in favour of alternative options. The first significant change is understanding that designated meeting rooms don’t actually have to be rooms, but could be break-out spaces, coffee shops, restaurant tables or one of London’s fantastic parks. The change of location inspires creativity as it relaxes the participants and encourages a free flow of idea. After all, have you ever heard someone say “I have my best ideas at my desk or in a meeting room”?

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Tiger Recruitment recruits for a full range of support staff, including hiring office managers and office assistants, who can help with office design. Get in touch today to see how we can help.

1. https://facilityexecutive.com/2016/05/employee-engagement-linked-to-workplace-satisfaction/
2. http://blog.elmworkspace.com/do-open-plan-offices-impact-workers-uk-workplace-survey-2016-tells-us
3. https://www.thetimes.co.uk/article/open-plan-offices-bad-for-workers-c0vqwdfqp
4. https://www.psychologytoday.com/us/blog/the-athletes-way/201306/exposure-natural-light-improves-workplace-performance
5. http://www.eco-business.com/opinion/why-natural-light-matters-in-the-workplace/
6. https://www.ciphr.com/advice/plants-in-the-office/

The post Five ways to better office design appeared first on Tiger Recruitment.

The week marks National Work Life Week across the UK, which aims to encourage workers to adopt a healthier work-life blend. You may find it quite straightforward if your role is office-based, but if you’re working in a virtual PA job, this line can blur.

Virtual assistants rarely work to set office hours; when you work from home, or when your clients operate on a different time zone, it can be quite tricky to maintain a healthy boundary between your working and leisure hours. We’ve put together six tips to try and help your work fit around your life.

Compile a short, daily to-do list

As a virtual assistant, it’s likely that your to-do list will be long and possibly a bit daunting! However you work, the key is to mark up your top three priorities and work to complete them first. Once finished, you’ll hopefully feel less pressure to complete non-urgent tasks afterwards.

Stick to set work hours if possible

Obviously this isn’t possible for every VA but, if possible, aim to work for a set number of hours per day and allow for flexibility on either side of the work day. For example, if you’ve scheduled a meeting with a client in the evening that you expect will take an hour, start your work day an hour later to give yourself that time back.

Take breaks

If you don’t work with colleagues to chat to or have lunch with, you might find yourself stuck to a chair for eight hours straight!  Set alarms at appropriate times to remind you to stretch, walk around or take lunch to improve your productivity.

Make it clear when you’re offline

Whether you use Skype for meetings or an online calendar, make sure you set yourself to ‘offline’, or ‘unavailable’ when you’re away from your desk. It will take the pressure off you to rush through your lunch to see if anyone has called, and it will mean you’re not interrupted when you’re taking a break.

Create a physical workspace

This is a tried-and-tested tip for those who work remotely, and for good reason! Separating work from your personal life is extremely important for both your productivity and your state of mind! We recommend a tidy space that you’ve designed for maximum productivity. This could include inspirational quotes, a comfortable chair, noise-blocking headphones, natural light or plants. Don’t be afraid to experiment to create a space that’s perfect for you.

Your workspace is an office

If you treat your workspace as you would an office, it will mean that you arrive at your desk, ready to start the day. As easy as it may seem to sleep in until the minute you must jump online, we recommend keeping your morning routine the same as if you were commuting into the office. That includes getting dressed, showered and eating a good breakfast. The same rule applies for when you’re finishing up for the day – find an excuse to leave the ‘office’ (if only to run a personal errand or go for a jog). This will make it clear in your mind that work’s finished for the day.

Take your wellbeing seriously

If you’re sitting at home by yourself day-in, day-out, it can be easy to stop looking after your health and wellbeing, as there’s no one around to keep you accountable. In this situation, it’s so easy for unhealthy habits to start to creep in. It’s up to you to get enough sleep, eat healthily and take breaks, so you need to make sure you’re staying on top of it.

Why not take advantage of the fact that you’re working remotely and take your laptop outside on a beautiful day, or meet up with a friend for your lunch break? In addition, try developing healthy habits like a daily meditation or exercise session to stay refreshed and positive.

Interested in a virtual admin job? Tiger Virtual can help! Simply submit your details online today.

The post Seven tips to maintaining a healthy work-life blend as a VA appeared first on Tiger Recruitment.

Diversity is no longer a buzzword. It’s business-critical.

Most of us would agree that diversity and inclusion in the workplace is a positive thing for the economy, however, it goes without saying that for many, it’s still a contentious topic. Hiring with diversity in mind is no easy task: among those businesses who have embraced it, hiring managers continue to struggle with meeting the diversity quotas they’ve been set. Ironically, as executive assistant recruitment consultants, we also find ourselves considering fewer candidates when we know there’s a quota to fulfil.

Despite all this, global thought leaders agree that there are great benefits afforded to businesses who adopt diverse hiring, and that those benefits far outweigh the challenges faced in the process.

1. Improved employer branding

Recruiting a range of candidates from various backgrounds is still, unfortunately, an unusual practice. However, the advantages of diverse hiring will position you as a market leader who thinks beyond traditional stereotypes.

For example, it’s a fact that emerging generations like millennials are actively seeking more diverse workplaces; understanding this and their motivations will help you in your recruitment communication; using the right tools to engage them will strengthen your employer branding and position you ahead of your competitors too.

2. It makes you a better hiring manager

We are, sadly, influenced by unconscious and conscious bias daily. Embracing diversity when hiring will encourage you to challenge yourself because you’ll be pushed to stretch traditional boundaries and think outside the square. In doing so you’ll also need to seek new and innovative methods of hiring great talent!

3. It makes our job easier

Culturally, organisations that embrace inclusivity and diversity within the workplace are ones that tend to prize respect and collaborative practices. It goes without saying that when we’re speaking to candidates – whatever their ethnicity, sexual orientation, age or background – if we’re able to speak about those values that are intrinsically embedded into the business culture, it will undoubtedly make you a more attractive employer.

And it’s both attraction and retention of talent that promises to be improved. McKinsey’s Diversity Wins report [1] shows there to be a real correlation between stronger diversity and increased employee satisfaction.

Finally, if we’re opening the doors to more candidates from a range of backgrounds, we’re much more likely to win the war for talent and overcome the hurdles to finding suitable candidates.

4. Good for business

McKinsey’s report explains how ‘companies with more than 30 percent women executives were more likely to outperform companies where this percentage ranged from 10 to 30′. Put bluntly, if you’re making more money, it’s better for you and better for the economy. Embracing diverse hiring means you’ll be working more innovatively too which will also contribute to enhanced company performance.

Recruiting diverse talent future-proofs your businesses as you’ll strengthen your long-term management pipeline. To maintain levels of success, your future leaders will need to develop and equip themselves with the tools required to deal with varied ways of thinking.

If you’d like to speak to our human resources recruiters about your next recruitment drive, don’t hesitate to get in touch.

[1] https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-wins-how-inclusion-matters

The post Four reasons why diverse hiring is better for us all appeared first on Tiger Recruitment.

It’s a phrase we’re hearing more and more. We’re listening to HR managers, with increasing enthusiasm, tell us that flexible working now forms part of their official employee benefits package. But what does it actually mean, and more importantly, what are the implications for businesses?

Earlier this year, the Harvard Business Review ran a Working From Home Experiment with Ctrip, China’s largest travel agent. This demonstrated a 13% increase in productivity and a 50% drop in turnover among workers working from home. Surprisingly, another outcome of the experiment was an increase in loneliness. Yes, workers actually missed the office and the company of their colleagues!

So what does this experiment actually tell us? To our minds, it’s clear. When hiring, employers have nothing to lose by offering their employees flexible working arrangements and the opportunity to work from home, and everything to gain. Some additional benefits to consider are:

• Avoiding the direct and indirect costs of replacing a team member if flexible working isn’t an option

• Improved responsiveness – especially if working in different time zones

• Engaged staff provide a better client/customer experience

• Placing trust in staff breeds loyalty and commitment

• Autonomy drives engagement and job satisfaction

• Reduced costs on office space and equipment (not to mention tea and coffee!)

With benefits like these, why then are businesses still hesitant to adopt flexible working arrangements? Strangely enough, technology is one objection we hear more often than not. While speed of internet access at home is of course going to impact communication, today there aren’t many areas without fast broadband accessibility. By investing in a remote server, employees can log on from home and works just as if they were in the office.

Unavailability for meetings and phone calls is another reason we hear quite frequently. The solution: technology! Skype and other video conferencing solutions are incredibly easy to implement and use. If there are reception issues either with slow broadband or limited phone reception, simply make it clear that meeting attendance is compulsory, and if they can’t be there via a screen, they will need to be flexible on their WFH day.

The obvious main concern is around employees not working when they should be – but if they get the work completed at home at the same pace and to the same quality that they would in the office, does it matter?

The key word in flexible working is ‘flexible’. At the end of the day, for it to be a successful working arrangement, there needs to be lots of this on both sides. From an employer’s perspective, there needs to be certain considerations in place (such as having the technology for employees to dial in or skype), and for employees, the understanding that it only works if their productivity and performance isn’t impacted.

If both parties are open to this, and the result is happier, more productive and longer standing employees then practically, the benefits far outweigh any potential risks.

Get in touch today to find out more about what candidates are truly looking for in their dream employer.

The post Flexible working: what you need to know appeared first on Tiger Recruitment.

When it comes to onboarding, the office manager’s job isn’t just about setting up a new starter’s computer, phone and official documents. They are in the unique position of working across all departments, so should also play an integral role in the successful onboarding of new employees through more informal means. We recommend partnering with the HR department to ensure everyone understands their roles and that all aspects of the process are covered.

We’ve outlined three ways an office manager can play a crucial role in settling in a new starter.

Prepare Their Team

One important thing to do beforehand is prepare the team for the new hire. You can do this by encouraging them to invite the new hire out to after-work drinks, organising a team lunch or setting up a team-building activity for the first few weeks they’re at the company. Depending on the role, HR may have organised a person to act as a mentor for them, or they may be receiving a hand over from their predecessor. Check this person has all of the materials and information they need to start this process. If the previous person wasn’t in the role and you hired a temp to fill the gap, ensure the temp has at least a few days handover with the new hire as well.

Talk to Senior Staff

The new starter’s manager will be overseeing their workload. If they are experienced, they will know the best way to introduce information – slowly, with regular check-ins and making sure their new hire is coping with their new role.

What about their interactions with other departments? Take the initiative and chat to each manager about a time they will be available to introduce themselves to the new starter. Once confirmed, make sure you remember to pop it in their calendar so they don’t let it fall to the wayside. This way, it’s guaranteed that the new employee will get some face time with the people around them, and it gives them an opportunity to find out how their role will interact with the rest of the office. This also encourages co-working and collaboration in the office, which is beneficial for productivity and ideas.

Communicate With Them

A new starter’s first day is daunting to say the least, so try to make your interactions with them as friendly as possible. It’s usually HR or the line manager’s role to go over company policies and make introductions, so sit back and wait until they have absorbed this information. Meet them within their first few days to reinforce anything they’re unsure with. Learn about them and make sure they’re aware of any benefits that may be of interest to them. This might be the company’s flexible working policies or social nights out. If you’re working remotely, it’s still important to set up a meeting a few days into their job so you can check in with them.

Above all, it’s important to work with the existing staff so this transition is as easy as possible for your newbie! You’re a natural conduit between HR, management and the new starter’s team; by ensuring everyone is aware of their responsibilities during this time, you’re proving yourself to be an invaluable part of the business’ success.

Check out our other workplace insights to keep up with our latest tips and office trends, or read our Interview and Selection Guide for employers.

The post Three Ways an Office Manager Can Help Onboard New Staff appeared first on Tiger Recruitment.

Tiger’s recent candidate survey has revealed that up to a third of support staff don’t receive appropriate assistance for managing stress in the workplace, demonstrating a significant gap in the mental health initiatives for EAs, PAs and administrative staff.

We found that 30% of respondents’ employers provided no support or advice regarding relieving stress at work, while 25% said their employer does not recognise when they were stressed and offered little help.

In line with this, recent research from the Chartered Institute of Personnel and Development (CIPD) and SimplyHealth reveals that 37% of hiring managers report stress-related absence has increased over the past year. Furthermore, 55% of UK organisations have seen an increase in reported common mental health conditions over the last 12 months and employees take an average 6.6 days off a year for mental health issues.¹

These findings align with the messages of this year’s Mental Health Awareness Week (May 14-20). The campaign aims to shine a light on the impact stress has on mental health, promoting strategies to manage and reduce stress in personal and professional lives.

As part of this, workplaces need to evaluate their current wellbeing strategies, determining whether enough is being done to address rising stress levels, and by proxy, the mental health of employees.

Here are five ways employers can help to reduce stress in the workplace:

1. Introduce mental health days
You offer your employees annual leave and sick leave, but have you considered mental health days? Offering 1-2 additional days of leave per year gives employees time to recalibrate, deal with personal stressors or simply relax, returning to work refreshed, recharged and a lot less strained. This will also reduce the chances of employees using their sick leave when not actually sick.

2. Consider your office design
Are your employees slumped over their desks, faces illuminated only by their computer screen? Perhaps it’s time to consider how your office is designed. Natural light and ventilation are essential for your employees’ general wellbeing, but elements like peppermint and citrus scents can also help improve productivity and reduce stress levels.² Creating breakout spaces where employees can conduct meetings or simply work in a different environment also encourages them to get away from the monotony of the screen and breaks up their working day.

3. Encourage lunchtime activities
While most full-time employees are entitled to a lunch break, actually using them is another story. One in five works through lunchtime and half of those who do take a break still eat at their desk.³
Therefore, consider introducing an initiative that encourages employees to use their lunchtimes effectively. Organise weekly running sessions, walking meetings, regular yoga sessions or a lunch club, where employees try a new restaurant once a week. By integrating it into formal strategies, it will also remove the stigma of leaving the desk.

4. Introduce and advertise a reporting system
Is it clear who employees should talk to if they are stressed or overwhelmed? Are your line managers equipped with the right tools and resources to address any concerns a stressed employee may have? Every workplace requires a clear reporting system so employees understand who they can go to should they have a problem. This should be mentioned in all onboarding stages and promoted throughout the business regularly. Consider investing in training for leaders to ensure they know what to do when confronted with an employee’s mental health issues.

5. Workplace recognition
Everyone like to hear they are appreciated in the workplace, so encouraging positive interactions and feedback within teams can help increase morale and reduce stress. Employees who have strong relationships with their management have been found to be more engaged and appreciate hearing when they or their efforts are noticed.⁴

Consider scheduling informal chats with managers and team members, providing an avenue for employees to voice any concerns and for line managers to pass on feedback. Showing that team members have the support they need can go a long way in managing their overall stress. Other methods of showing appreciation include implementing an employee of the month award, departmental awards and investing in professional development.
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Does your team need additional support? Tiger can help with all your recruitment in London. Get in touch today!

1. https://www.employeebenefits.co.uk/issues/may-2018/37-stress-absence-increased/
2. https://www.scientificamerican.com/article/do-scents-affect-peoples/
3. http://www.bbc.co.uk/news/uk-27726859
4. https://inside.6q.io/7-awesome-methods-for-employee-recognition/

The post Are your mental health initiatives up to scratch? appeared first on Tiger Recruitment.

You’ve made the transition to a virtual PA job, and are now working from home. While you may be able to put loads of laundry on between emails, or enjoy lunch at your dining table instead of at your desk, you may also find yourself lacking in motivation. With no team to encourage you and plenty of distraction, keeping on track can be harder than first thought. Bring your VA-game to your lounge room with these tips.

Create a routine and workflow

In your previous PA job, you may have had an established routine, bookmarked by a commute. While battling the crowds on the train or bus may no longer be an issue, it’s still important to create a routine and workflow that encourages productivity. Some London-based virtual assistants opt to start their day as they would one in the office, sitting down to work having showered, dressed and prepared for the day. Others opt to start the day slow, working through emails before dealing with everything else. Whatever your routine, try to stick to it – it will help you bring a ‘work’ mindset to your tasks.

Set goals and track progress

A virtual PA job usually doesn’t come with a boss, but it does come with clients, to whom you are just as accountable. Make sure you can deliver on what you’ve promised by setting goals and then tracking your progress, either digitally or with physical to-do lists. These goals don’t need to be huge – in fact, the smaller the better. That feeling when you knock something off your list is all the fuel you need to keep going! It’s also worth recording what you’ve accomplished on a weekly or monthly basis, even just so you can update your CV. Setting goals can also help to draw boundaries between work and play time – once you’ve completed your tasks for the day, you should be clocking off!

Take advantage of tech

While technology usually enables virtual assistants to do their job, it can also prove to be very distracting. Luckily, there are plenty of apps and websites that can help you stay on track and motivated. Block access to your social networks, split your working days into intervals with a timer (like the Pomodoro technique) or batch your emails – whatever you need to do to get the job done!

Create a space that works for you

As a virtual assistant, your office and home is often in the same space, so it’s important to distinguish between the two. Avoid working in bed – this is where you sleep, not where you work. Instead, invest in creating a nook or room where you feel productive yet comfortable. This area should have plenty of natural light, room for paperwork and in the words of Marie Kondo, spark joy! If you aren’t motivated by your surroundings, you won’t be motivated by your work.

Reward yourself

After a long day, or week, everyone needs a reward – even when working in a virtual PA job! Therefore, make sure you schedule in a treat every week – it could be as simple as taking the time out to cook your favourite meal, booking in for some pamper time or throwing your favourite sweet treat into your shopping basket for an afternoon pick me up. Having a reward at the end of the tunnel will motivate you to keep going and make your work all the more fulfilling.
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Are you looking for a virtual job in the UK? Tiger Virtual can help find you a role that enables you to work from home. Get in touch today.

The post Staying motivated as a virtual assistant in London appeared first on Tiger Recruitment.

Thirty years ago, a typical job for Angus Knowles-Cutler would be to look at the financial performance of the top 50 British companies over the last three years. To do this, he’d pop down to a library, pull out a couple of microfiche and spend the next 12 hours looking through a viewfinder to review the data. He would write the numbers into a big ledger and complete calculations via calculator. That evening, he’d prepare overhead slides of the data using acetane, cutting up cellophone to create graphs. It was a 12-hour task.

Five years ago, now Vice Chairman and Managing Partner at Deloitte’s London office, Angus asked his graduate colleague to do the exact same task. It took her 40 minutes.

It is examples like these that demonstrate just how far we’ve come in the modern world of work. However, with an increase in technological development and an ever-evolving shift in attitudes to the office space, the future of work is set to transform at an even faster speed. So what can we expect from the workplace in 30 years’ time?

Tech takes charge

The largest, and arguably most pertinent changes, arise from the impact of technology. The transformation can be broken into two parts: widespread industry changes and shifts within individual roles. Angus has dedicated much of his recent research into the medium and long-term impact of technology and automation on London’s employment market.

“All jobs are fundamentally changing. No jobs are immune from change, whether they are jobs that are generally considered to be lower-skilled, or higher-skilled.”

“Any job which has high human content will continue to grow – and jobs which machines can increasingly do, especially as things become more clever through AI and advanced robotics, will continue to be replaced.” he continues.

This means industries like manufacturing, retail, transport and increasingly, call centres, are losing traditional jobs at huge rates, with other sectors are transforming based on business needs. For example, in retail, where 300,000 in-store jobs have disappeared in the last 15 years due to online shopping, there is a renewed emphasis on customer service and assistance, rather than direct sales. In manufacturing, it is less about oiling or greasing a machine and more about robotics and supply chain project management.

Macro to micro

While particular sectors are experiencing seismic shifts, others are going through smaller, task-specific changes.

“Often when people think about automation, robotics and tech in the workplace, they see it as binary – so it’s either a human does a job or a machine does a job. The reality is, when you look at the real world, it’s more subtle than that,” says Angus.

“It’s actually tasks within jobs. If you have 15 tasks in the day, machines are replacing the more mundane, rote tasks, leaving the human to do the more creative, human types of tasks so it’s not a binary replacement one for the other, it’s actually technology augmenting the human.” he explains.

With this in mind, both individuals and businesses will stand out from the crowd by emphasising their ‘human’ elements: “Technology, when it’s working well and well-deployed, is actually making humans more effective at what humans do best,” Angus continues.

“We’re good at creativity, we’re good at complex problem solving, and we’re good at dealing with other humans. All the research I’ve done indicates that in the future, we will need the three Cs – creativity, collaboration and critical thinking.”

The death of the office

Technology will also change where we work. Dr Nicola Millard, Head of Customer Insights and Futures at BT, notes that a movement towards on-the-go working will make work-specific physical spaces irrelevant: “As tech continues to shrink, employees of the future will become ‘shoulder-bag workers’, with their entire office fitting into a small bag,” she says.

“We’re seeing the death of the desk, with many asking why we need a desk. It’s generally a place of distraction, so now we need to start thinking about choices in the way we work, designing offices for agility.”

However, this doesn’t mean offices are completely dead. “It’s a bit of a collaboration conundrum – we need to allow people to work anytime, anywhere, but also bring them together in a way,” Nicola says.

Therefore, shared spaces like co-working offices, cafes and hotel lobbies will be more popular, allowing a diverse set of people to communicate and collaborate.

Angus agrees, noting that Deloitte’s recent experiences in London have shown that these types of spaces, which Nicola calls ‘coffices’, are essential: “Collaborative space, especially for start-ups, is in short supply and we clearly understand we need more of it. Space where people can work together and go and have a coffee in the same space with the people next door that are working on quite a different start-up, but sharing common experiences seems to be a common thing.”

More broadly, the move to these types of spaces indicates the need to develop skills around digital teamwork: “It’s about people being able to work together digitally in a collaborative way. So it might be working with teams of people who are all around the world but you’re still working in a collaborative way, but in a digital world instead of a physical world with other people,” says Angus.

Moving forward

For Nicola, it’s using the opportunities that technology presents to reinvent the wheel, instead of digitising analogue processes.

“If you have a bad process in the first place, you’ll end up with a bad result. So businesses need to look at reinvention, asking what they want to do, what talent they want and how they attract them,” she says.

“Ultimately, digitisation is about productivity, so businesses need to ensure they are using the technology in the right way to improve employee productivity, instead of hindering it.”

For Angus, future-proofed businesses are those who look beyond the next 12 months: “One of the big issues is most businesses are quite good at knowing what kind of people they need and what spaces they need in the next year or two. Forcing yourself to look 10-15 years down the road is much more difficult but really important,” he says.

“Long-range workforce planning often falls to the HR team and that’s fine if it’s a year or two out but for 10-15 years down the track, you need to engage the most senior people in your business. It’s a much broader decision that just HR.”

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This piece is the sixth in the series: ‘Make your working life exceptional: a guide to creating a better workplace.’ Read part one about mental health, part two about flexible working, part three about workplace design, part four about diversity and part five about employee engagement.

Second photo credit: WeWork

The post Collaboration and critical thinking: how technology is affecting the future of work appeared first on Tiger Recruitment.

In celebration of World Humanitarian Day, we’re focusing on how our workplaces can make a positive difference to the world around us. As you’re probably aware, investing in corporate social responsibility (CSR) initiatives brings benefits to society, the environment and business. Specifically, the business benefits include an improved employer brand, better employee retention, and a healthier bottom line, as consumers often choose businesses who give back.

Once your CSR initiatives are in place, how do you encourage your employees to take time out of their busy schedule to work towards the company’s CSR goals? We’ve put together a few ideas on how to get your employees excited about doing their bit for society and the environment.

Promote volunteer days

There’s no better way to encourage your employees to spend some of their time volunteering than to actually set aside a day for it! Many companies now include one working day per month, quarter, or year that is set aside for their employees to get out of the office and spend time in their local community. While some employers may be hesitant to pay for their employees to put in time at a local food bank, nursing home or community centre, this one day can actually encourage employee retention, team morale and teamwork. Communicate with your employees to make sure they are aware of the processes involved in organising their volunteer day, and if you can spare a small group of people for one day, you can also turn it into a team-building event to boost employee morale.

Fundraising activities

If there is a charity you’ve partnered with as part of your CSR push, encouraging fundraising among your employees is a fantastic way to support them. Depending on the nature of the charity, there may be something they can offer your employees as an incentive for them to get on the phone with their family/friends/clients and raise money for them. For example, if the charity is a conservation trust in Asia or Africa, you can sponsor one or two of your employees who have raised the most money to go on a trip to help the charity on the ground. If that isn’t possible, the reward doesn’t have to be so far-flung – employees can raise money for local organisations in need through a baking or cooking competition, fun runs, or raffles in the office.

Ask for your employees’ feedback

A great way to get your employees excited to be involved in CSR initiatives could be as simple as asking them which causes are close to their hearts. There are several ways to do this, including sending around an employee survey, holding 1:1 discussions, or making it a point on the agenda at your next team meeting.

Lead by example

You can’t expect your employees to get involved in a cause unless management is also putting their own time and effort in as well! If you can, get involved when your employees are fundraising, make sure you make an effort to take your volunteer days, and keep up the conversation around CSR in the office. Your employees will value that you’re making the effort, and it will go a long way to fostering a positive working environment.

The post Four easy ways to encourage your employees to get involved in CSR appeared first on Tiger Recruitment.

Updated 19th March 2021

Along with eating, hydration and keeping active, sleep is one of the integral pillars of wellbeing. A bad night’s sleep can result in memory problems, mood changes, memory problems, a weakened immunity system, increased risk of diabetes and heart disease, memory problems, weight gain and affected balance and co-ordination.

In fact, such is the effect of sleep deprivation, that it costs the UK economy £40 billion a year [1]. Tired employees are less productive – or not at work at all – with research showing that those who don’t get a proper night’s sleep aren’t able to make accurate judgements, are often irritable, struggle with creative thinking and communication, and often late to work.

Sealy’s Worldwide Sleep Census in 2019 revealed that 70% of employees felt they could function better at work if they slept better, while 77% believed they didn’t get the rest time needed to feel healthy and happy [2]. Most worryingly, 11% of workers reported a recent accident at work, due to feeling tired.

Despite these overwhelming statistics, sleep is often overlooked in benefit strategies, even those with a wellness focus. In response to this, business-led membership organisation Business in the Community (BITC) has partnered with Public Health England to create Sleep and Recovery, a toolkit that “provides practical information for all employers on how you can create an environment where employees understand the importance of sleep and recovery and are able to make healthier choices at work and at home”.

The toolkit, available for all businesses on BITC’s website[1], notes that there is plenty employers can do to support employees who may be feeling sleep-deprived, in association with a wider health and wellbeing strategy.

Here are just five ways to do so:

1. Conduct a sleep audit, or encourage employees to self-assess

It’s impossible to measure success without benchmarks. Encourage employees to complete a self-assessment of their sleeping habits, or design one yourself. Once you have an idea of the current situation, you can start to create bespoke policies that suit the needs of your employees. As part of the process, consult your employees about the support they would ideally like.

2. Workspace design

Natural light, temperature, ventilation and humidity are all important factors in maintaining a comfortable working environment – and can affect how employees rest at night. If in the office, make sure all these elements are all at the right level and if not, consider investing in tools like daylight simulator lamps and fans. Creating break-out spaces, where employees can take a moment away from their screens can also prove helpful. If your team works remotely, provide information on how they can best set up their WFH space to ensure their workspaces are as comfortable as possible.

If within capacity, encourage employees to take meetings outside, either with a walk, lunch or just a different environment – this can provide a good break and allow additional exposure to sunshine, which helps establish natural rhythms.

3. Establish and implement training programmes

If you have resources for healthy eating, exercise, mindfulness and general productivity, consider adding sleep management to the list. Arm your employees with knowledge about what causes sleeplessness, small actions they can take to encourage a good night’s sleep and what resources are available should they continue to struggle, like sleep diaries or apps. For example, if any employees have work computers, encourage them to install an app like f.lux [3], which makes the colour of the display adapt to the time of the day.

Furthermore, encourage and empower line managers to open a dialogue with employees about any struggles with sleep, ensuring problems are spotted early and can be addressed as soon as possible.

4. Encourage time off from emails and long hours

While being on call 24/7 and long hours are part and parcel with some industries, where possible, consider imposing blackout times on work emails, allowing employees to truly shut off. In the same vein, if your workplace has a culture of long hours, imposing restrictions on how long employees are at work could help encourage better sleep practices outside of the workplaces – for example, suggesting that employees stay out of the office from 8pm on Friday to 6am on Monday. If employees feel like they have too much work to do, perhaps it’s time to re-assess their workload.

5. Offer incentives for healthy behaviours

Sleep is intrinsically linked to other pillars of wellbeing, so any incentives that address these issues will also inadvertently assist in encouraging healthy sleep behaviours. Initiatives like a cycle-to-work scheme, flexitime, additional leave for staying active and mandatory annual leave can help in the long run.

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Is it time to expand your team with a freelance HR consultant or other HR staff? Get in touch with Tiger today to see how we can help with your staffing requirements.

1. https://wellbeing.bitc.org.uk/all-resources/toolkits/sleep-and-recovery-toolkit
2. http://www.sleep-census.com/

3. https://justgetflux.com/

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