Research from Yougov shows that the majority of workers want to have some sort of flexibility in their work, with more than half wanting to deviate away from the traditional 9 to 5 routine. It has also been shown that just under half of workers are already working flexibly one way or another.
This echoes my findings based on the 2015 European Working Conditions Survey which found that just under 30% of workers in the UK have access to some sort of flexible schedules and 23% regularly work outside of their offices/at home. As today’s survey shows this type of flexibility helps workers better navigate between the demands of work and family life, which increases wellbeing, job satisfaction, motivation and loyalty towards the company eventually making them stay in the job longer. This in sum provides huge benefits for employers.
However, there is increasing evidence that workers, especially men, are hesitant to ask for flexible working due to fears of repercussions on their career. My own research shows that more than 1/3 of workers feel that flexible workers make more work for others, and will result in negative outcomes for one’s career/promotion chances. This is largely due to the fact that our working culture is still one where long hours in the officeis seen as a sign of commitment.
But with demand for flexible working high and abundant evidence for the business case for flexible working we need to tackle the flexibility stigma – i.e., the biases against those who work flexibly and change our notion of what productivity and commitment looks like. This will ensure flexible working works for all and achieves the benefits it can bring to both business and their staff.’
All large companies in the UK have been rushing to report their gender pay gap by an April 5 deadline, when new rules came into force to tackle the stubborn gap between the salaries of men and women.
Motherhood is a key reason why this gender pay gap persists. Many women leave the labour market or move into part-time jobs after giving birth, which has a knock-on effect on their pay. This is partly due to conservative views regarding the division of labour in the UK, where most mothers take on the bulk of childcare and housework. Even when mothers choose to maintain their careers after childbirth, there can be an inherent bias towards them due to societal perceptions that they will prioritise their family over their work.
The best way to solve this problem is to ensure that fathers, or partners, are made to take on as much of a role in childcare as mothers. One way to do this is to give them the opportunity to spend time with their new-born babies, as well as to provide them with the opportunity to be more hands on later in the child’s life.
The recent BBC report on the pay of its top earners laid bare the disparities between men and women’s earnings. But it should come as no surprise. The gender pay gap has been stubbornly stagnant over the past decade. According to the EU (which calculates the gap based on hourly pay differences between men and women), men earn around 20% more. And the UK’s official statistics group, which calculates the pay gap of full-time earnings, men earn an average of about 10% more than women.
One core reason for this difference is the tendency for women to drop out of the labour market or move into (bad and low-paid) part-time jobs after having children. Employment data makes this clear.
Nearly one in five [18%] of working mums have been forced to leave their jobs because a flexible working request has been turned down, according to Workingmums.co.uk’s annual survey published today .
The survey of over 2,000 women in Workingmums.co.uk’s 10th anniversary year shows that over a quarter of mums in work [26%] have had a flexible working request turned down. Some 12 per cent said their employer did not even seem to consider their request at all and over a quarter [27%] said the reason given for turning down the request was not one which is allowable under flexible working legislation.
Ah, the Danish model of childcare. So much ink has been spilt over how great of a system it is, in terms of cost, quality as well as just the abundance/accessibility of it – and consequently how it really supports/allows mothers to get back to work after childbirth.
There are now over three million employees who are regular night-workers in the UK – an increase of 6.9% between 2007 and 2014.
In 2014, 14.9% of male employees were night workers, this is compared to 9.7% of female employees. However, the number of women working nights has grown at a faster rate: 12% since 2007 for women, as opposed to a 4% increase in regular night working for men.
There are negative health implications for those who work nights, such as heightened risks of cardiovascular disease, diabetes and depression. Less attention has been given to the impacts on home life, relationships and work-life balance.
A new report from the TUC demonstrates that night working can increase the risk of relationship problems, can affect the emotional well being of a night worker’s children, and is associated with higher childcare costs. However, these negative impacts can be mitigated when employees have more influence and control over their shift patterns.
Employers must properly consider and address all the implications for staff of night working and how best to mitigate negative outcomes. Decisions to extend night working need to involve consultation and negotiation with workers’ representatives to ensure fair and safe outcomes.
Research from the UK’s Equality and Human Rights Commission suggests that 54,000 new mothers may be forced out of their jobs in Britain each year. Around 20% of the 3,200 new mothers surveyed also reported harassment or negative comments from managers and colleagues when returning to work.
Where they were able to take up flexible working options, half of new mothers reported negative consequences, including having fewer opportunities to develop their careers. Interestingly, mothers working for small businesses were less likely to report a negative impact from flexible work requests – 41% versus 51% across all respondents.
One in five UK workers have called in sick due to unmanageable stress – and 93% of these workers gave a different reason for their absence.
Excessive workloads, long hours and poor work-life balance are often cited as causing workplace stress. As such, to help reduce workplace stress employers have been urged to allow flexible working as a means of improving work-life balance and mental wellbeing.
Interviews with fathers who have children under school age have shown that almost two thirds feel that their work pattern does not suit their needs. A quarter say they are unhappy with their work-life balance.
Half these fathers, who represent a range of sectors and seniority levels, suggested that remote working or flexitime would help their situation. However, a similar proportion were afraid to ask for flexible working as it would demonstrate a lack of commitment. 42% felt that it would affect their career progression.
Employers are failing to overtly offer prospective employees flexible working options, and this is causing a ‘talent bottleneck’. While 46% of people in employment in the UK want some kind of flexible working, only 6% of vacancy listings specify flexible options.
So few job adverts mention flexible working that 77% of flexible workers feel trapped in their current role – halting career progression. Moreover, those seeking flexible work ‘trade down’, 41% of flexible workers taking employment below their skill or salary level in order to get the flexibility they need.
Research shows that 52% of those looking for flexible work feel nervous to ask for flexibility when it isn’t specified in the advert; 43% fear asking will damage their chances of getting the job.
By not being proactive in opening jobs to those seeking flexible work, employers are cutting themselves off from some of the best available talent