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)
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 skill requirements for the occupation of information technologist were examined in a study in which data were collected from 4 sources: search of existing literature; preliminary exploratory interviews with an unspecified number of employers in Britain's information technology (IT) sector; in-depth interviews with nearly 20 employers who employed between 20 and several thousand employees each; and discussion of the interview findings with a small group of employers and key actors in the sector. The following trends were identified as the main changes influencing the skills required of IT staff: more complete integration of the IT function into the business process; closer relationship of IT to business needs and development of a customer/client focus; more knowledgeable users; pressure on costs and delivery times; increasing rate of change in technology; and refocusing of IT activities to keep firms abreast and possibly ahead of their competition. According to the employers interviewed, IT staff need an array of skills in the following categories: technical skills; understanding of business needs; consultancy ability; management skills; problem-solving and analytical skills; and personal characteristics and interpersonal skills. The employers also discussed their recruitment criteria, practices, and problems, and their methods of training in-house and contract staff. (10 references) (MN)
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