Fathers in the UK who wish to play a significant role in raising their children and seek parental leave or flexibility at work to do so are still hindered by outdated assumptions about gender roles and stigmas against fathers as active parents, according to a new report from the Women and Equalities Committee in the House of Commons. Despite the good intentions behind government efforts like the Shared Parental Leave scheme, the report says, these initiatives are not doing enough to enable fathers to work flexibly, the BBC reports:
“Workplace policies have not kept up with the social changes in people’s everyday lives,” according to committee chair Maria Miller, who describes “outdated assumptions” about men’s and women’s roles in relation to work and childcare” as a further barrier to change. …
The MPs found today’s fathers were doing a greater proportion of the childcare than ever before – but still only about half the amount women do – and men who are agency or casual workers are least likely to get flexible work that suits their childcare needs, as they don’t have access to full employment rights.
The report identifies several policy recommendations that could help improve the situation, such as advertising all jobs as flexible, augmenting rights for casual or agency workers, and improving paternity pay.
As seasonal industries like construction, landscaping, and home improvement ramp up hiring for the warmer months of the year, the tightness of the US labor market is requiring employers to embrace new technologies to recruit at a faster pace, and engendering unusually stiff competition for seasonal talent. Candidates for part-time and temporary work don’t normally hold much leverage when it comes to negotiating pay and benefits, in this economy, they are increasingly able to demand more flexibility in terms of scheduling, Steve Bates writes in an overview of the seasonal hiring landscape at SHRM:
“The old way was ‘You’ve got to work certain shifts,’ ” said Greg Dyer, president of Randstad Commercial Staffing, who is based in Atlanta. “Now the workforce is demanding ‘I want to work when I want to work.’ “
Low unemployment and improved technology have empowered the full-time workforce. That trend is filtering down to seasonal hiring as the gig economy grows and increasing numbers of U.S. workers—particularly Millennials—value flexibility over pay rates and long-term job security.
“It is a worker’s market,” said Jocelyn Mangan, chief operating officer of online employment platform Snagajob, which is headquartered in Arlington, Va. “Employers are having to work harder.” … In addition to using traditional online job postings, employers are experimenting with kiosks, social media and mobile apps to find, schedule and keep seasonal hires.
The scarcity of available seasonal workers was also a challenge for retailers, shipping companies, and other employers in the winter season, leading many companies to start their search for holiday workers earlier than usual last autumn.
The second annual Future Workforce Report from the freelance hiring platform Upwork finds that even though most US managers expect more of their team members to work remotely in the coming years, most also say their organization lacks a specific policy on remote work:
Sixty-four percent of hiring managers feel that their company has the resources and processes in place to support a remote workforce, yet the majority (57 percent) lack a remote work policy. …
Over half (55%) of hiring managers agree that remote work has become more commonplace as compared to three years ago. Five times as many hiring managers expect more of their team to work remotely in the next ten years than expect less. In the next ten years, hiring managers predict that 38 percent of their full-time, permanent employees will work predominantly remotely.
Among those companies that do have remote work policies, many respondents indicated that these policies are evolving to become more flexible and inclusive, which is helping them attract talent in a tight labor market:
Nearly half (45%) of hiring managers said their company’s work-from-home policy has changed in the past five years, with 60 percent saying it has become more lenient and inclusive. This increased inclusivity is making it easier for companies to find the talent they need. Over half (52%) of hiring managers that work at companies with work-from-home policies believe hiring has become easier in the past year.
The UK government on Wednesday announced a series of planned labor market reforms to improve the working conditions and protect the rights of the millions of Britons employed in the gig economy and other flexible or contingent models of work, based on the findings of the Independent Review of Employment Practices in the Modern Economy, led by Matthew Taylor, which were published last July. The government says is intends to adopt almost all of the Taylor Review’s recommendations, the BBC reports:
The changes include stricter enforcement of holiday and sick pay rights, and higher fines for firms that breach contracts or mistreat staff. … The government says it is going further than the Review’s recommendations by:
- Enforcing holiday and sick pay entitlements
- Giving all workers the right to demand a payslip
- Allowing flexible workers to demand more stable contracts
The quantity and quality of jobs in the gig economy will be monitored and steps will be taken to make sure flexible workers are aware of their rights. The government is also asking the Low Pay Commission to consider a higher minimum wage for workers on zero-hour contracts, and says it may also repeal laws that allow agencies to employ workers on cheaper rates.
The reforms have not yet been fleshed out in much detail, while some of the plans announced on Wednesday involve not changing laws or regulations, but rather more strictly enforcing those already on the books. “The government’s plan will make sure that everyone knows what they’re entitled to when they start working for a company and the rules will now be enforced by HMRC, so people actually get what they’re owed,” BBC Business Correspondent Theo Leggett explains.
After a series of strikes last week, the influential German union IG Metall sealed a deal with employers in which its members gained both an increase in pay and the right to a substantially shorter workweek, the Local reported on Tuesday:
Both the union and employers said in overnight statements they had reached a “tolerable compromise” with some “painful elements” covering 900,000 workers in key industrial state Baden-Wuerttemberg, which could be extended to the 3.9 million workers in the sector across the country. The key concession is the right for more senior employees to cut their working week to 28 hours for a limited period of six to 24 months.
The union had pushed for staff to have a right to more flexible working conditions around key life moments such as the birth of a child, looking after a relative or ill health — with the right to return to full-time hours afterwards. But bosses rejected unions’ demand that they continue paying full-time salaries to some of those who choose a limited period of reduced working hours. Meanwhile, employers also gained more flexibility, to increase willing workers’ weeks to 40 hours from the standard 35.
The agreement will also see the metalworkers’ pay increase by 4.3 percent, in addition to some one-off payments, in a compromise from their original demand of a 6 percent raise. Stefan Wolf, head of regional employers’ federation Südwestmetall, said that the compromise was “reasonably balanced” but said the deal would be “difficult to bear” for some firms.
Business in the Community, a nonprofit organization in the UK, and Public Health England, a government agency, have launched a toolkit for employers to use in their efforts to reduce the impact of sleep deprivation on their workforce, Ashleigh Wight reported last week at Personnel Today:
Their Sleep and Recovery Toolkit encourages employers to create the right sleep culture in the workplace. This includes measures such as providing access to natural light, introducing flexitime for employees who travel or work across different time zones, and avoiding or reducing the frequency of emails sent outside of working hours
The toolkit also provides steps for early intervention before sleep deprivation becomes a problem. These include signposting information that may help employees get a better night’s sleep, redesigning individual workers’ jobs if it becomes apparent they could be tired, and encouraging staff to speak up about issues with sleep. A number of measures to aid with recovery are also suggested, such as making sure employees stay hydrated, take screen breaks and use all of their annual leave entitlement.
While sleep deprivation has been a workplace problem at least since the dawn of the modern era and the advent of shift work, advances in neuroscience have enabled researchers in recent years to pinpoint exactly how not getting enough rest makes us worse at our jobs. In addition to diminishing cognitive function and performance, sleep deprivation can harm emotional intelligence, making us more prone to interpersonal conflicts, while leaders who neglect sleep are less charismatic and have a harder time inspiring their teams.
One reason why India has one of the lowest women’s workforce participation rates in the world is that Indian women at all levels of income and education are expected at some point to get married, have children, and turn their focus toward the home. Juggling a full-time family life and a full-time job often proves impossible, and women see their careers stagnate or even end after becoming mothers (i.e., the “motherhood penalty” they pay is even higher than it is for women in the US or Europe).
For Indian women professionals, one way to close this participation gap is to give them more opportunities to work flexibly, on their own schedules and outside a traditional office setting, so that mothers can handle their family responsibilities and remain active in the workforce. Women entrepreneurs in India have been developing services specifically geared toward these women, such as the online community and job search platform Sheroes.
Two entrepreneurs in Chennai, profiled by Sushma U N at Quartz on Wednesday, have taken the concept of a women’s professional networking space one step further. Earlier this year, Vandhana Ramanathan and Jinal Patel launched Wsquare, a women-only coworking space for entrepreneurs, freelancers, and remote workers:
Female entrepreneurs can do with this support. Today, just around 14% of all Indian businesses are run by women, and many female professionals still battle workplace-related issues that deter them from pursuing their careers. It’s this segment that Wsquare is targeting. In the last eight months, over 150 women have registered to use the co-working facility, around 80% of whom are entrepreneurs. The rest are students, researchers, freelance professionals, or remote employees of large companies.