UK employees work more than ten hours over their contracted hours. The European Community's Working Time Directive has made UK employers look at the matter of long hours. This report supported by the IES Research Club of leading UK employers, includes case studies from five organizations.
Part of the Department for Education and Employment Skills Review Programme, this volume explores current and future skill requirements in key occupations. The study of sales and marketing occupations was based on 17 in-depth interviews examining developments in the occupations.
The current status of British policy and practice related to work-life balance was examined through case studies of six organizations identified as having well-developed work-life balance and flexible working practices. Interviews were conducted with human resource (HR) managers at all six organizations, and interviews and focus group discussions were conducted with line managers and employees at four of the organizations. Short self-completion questionnaires were administered to all participants. Of the 88 questionnaires completed, approximately two-thirds came from 1 organization. Many employees reported clearly benefiting from the flexible policies/practices offered by their organization. HR managers also generally believed that such policies/practices yielded tangible business benefits, including improved employee morale, greater employee commitment and performance, and reduced casual absence and turnover. Employers reported that, although they had made significant efforts to introduce flexible working practices, take-up among their staff had thus far been relatively low. The following factors were identified as preventing greater take-up of flexible working policies: perceived negative impact on career prospects; incompatible organizational cultures; lack of knowledge of available options; and negative impact on earnings. The study documented a need for greater support and guidance to help employees and line managers take advantage of available flexible work practices and handle unexpected problems. (Contains 25 references.) (MN)
Why do employers use, or not use, the National Record of Achievement (NRA)? How do employers use the NRA in the selection and development of their employees? Is there potential for more extensive use of the NRA amongst employers?
The Western Training and Enterprise Council, together with their partner organization, Learning Partnership West have developed a range of schemes aimed at promoting the development of the Key Skills of young people. This report presents the findings of research conducted within training providers, schools and employers. It explores the importance of Key Skills, approaches to developing and assessing Key Skills and the impact that is having upon young people. It builds upon a recent national survey undertaken by IES for the Department for Education and Employment into Employers' of Key Skills.
The Government's draft Code of Practice for Age Diversity in Employment, launched in November 1998, has been focusing attention on age-related issues. This research, funded by the IES Research Club, was based on analysis of the literature and secondary data on the demographic and labour market characteristics of the older workforce, as well as interviews with five leading employers from a range of sectors and a one-day workshop with IES corporate members. The aim of the interviews and the workshop was to draw out the implications of the secondary data analysis for HR policy and practice. Some participating employers had implemented measures targeted at attracting or managing older workers. This report provides a comprehensive overview of the nature of demographic changes, the characteristics of the older workforce and the manner in which employers are already responding to the changes and how they might need to respond in the future.
This report is the second in a series exploring employers' skill requirements and how they are changing in eight different occupations. This qualitative study of sales assistants in the retail industry looks at the culture and competitive strengths in retailing, and the nature and impact of change in the industry. The study also addresses recruitment, and the assessment of whether individuals have the skills and abilities needed. It examines skill gaps and recruitment difficulties and the training and development of sales assistants.
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