The past two years have really shone a light on the shortcomings of our work culture, and rightfully brought about a monumental change in what people value in their professional lives. The ‘Great Resignation’ and increased industrial action indicate a growing sense of unrest among employees and the well reported UK talent shortage could leave many employers under-resourced for the foreseeable future. In light of these challenges, there are lessons to be learned for the public and private sector to make positions more attractive to current and potential employees.
Flexible working: anytime, anywhere
Not necessarily a product of the pandemic, the philosophy of ‘work anytime, anywhere’ has become a mantra for many businesses of late. Big companies such as Twitter, for example, announced almost two years ago that they would allow employees to work from home indefinitely, and countless more have followed suit.
While normally reserved for private sector jobs, the public sector has also shown that its jobs can be done from anywhere with an internet connection as well. Large swathes of civil servants have been working from home, and though growing pains have been experienced, have been able to do their jobs in the same manner. As proper policies and processes are put in place and ironed out, employees that are able to work from anywhere will become more efficient.
Transparency is key
Information listed on job postings can be a determining factor in whether many potential applicants want to follow through on applying. Things like salary and benefits packages are weighed heavily by potential employees when they receive a job offer, so it makes sense for businesses to be forthcoming with them. For some job seekers, seeing the phrase ‘competitive salary’ has become the bane of their job search, as they look for positions that are right for them.
Within the public sector, and in some private sector businesses, pay grades allow people to know exactly what their salary and benefits would be for certain positions, making it easier for those deciding whether to apply or not. In some cases they can see how their career progression would go, and how long it would take to achieve pay rises.
Pay transparency can also help close the gender pay gap, with the government launching two pilot programmes earlier this year aimed at improving the job application process so as to give women better opportunities to negotiate fairer salaries.
With how important these aspects are in potential employees accepting an offer, and the costs of interviewing and hiring someone, it would be a waste of time and resources on both sides to have an offer turned down because of information that could have been made available from the start.
The four-day work week
Changes in our work culture so far have set the stage for the largest four-day work week trial, launched in the UK last month.
Prior to the pandemic, large numbers of workers were experiencing burnout. The jury is out on whether being able to work remotely has reduced or contributed to work related stress, but there is certainly more that can be done for employee well-being.
While headlines have been positive so far, those wishing to trial and implement similar policies need to consider a range of issues, like whether employees will be trying to pack five days' worth of work into four, and how this will impact policies regarding part-time workers and holidays.
The work is never done
When it comes to hiring and retaining talent in the public and private sector, considering these features will go a long way in making positions more attractive, but there won't be a one size fits all solution that can be subscribed to. Employers will still need to evaluate the individual needs of a position and adjust accordingly, but with how things are trending, employers in the public and private sector need to put even more emphasis on employee wellbeing if they want to hire and retain the right talent.
Ann Frances Cooney is a partner and employment law expert at DWF