Creativity is often seen as a mysterious substance, something like a talent that some have, and some do not. However, nothing could be farther from the truth. Similar to commonly accepted things such as time management, creativity is something that can be learned and should be nourished by the work environment.

For many, being creative is their entire job. Industries such as graphic design, video production, copywriting, and many more, fully depend on this ability to turn the creative tap on and off at will. However, creativity is a fickle beast and getting it to work for you is not always easy. It’s hard work mentally and when overused it can quickly lead to burnout.

So, what can be done in order to facilitate creatives to do their jobs and do them well, getting the most out of the work they’re uniquely equipped to deliver and not milk them dry? With a bit of room to grow and understanding, we can cultivate this valuable skill to grow and flourish. Here are some guidelines on what you can do to get the most out of your team when it comes to creativity.

Keep your eyes on the goal, not the path

Creativity can be fickle. It can come when you least expect it, and strange things are able to trigger it. Ask people to explore what facilitates this process for them and do what you can to allow for it – within reason of course. Perhaps it’s work environment, flexi workspaces to keep the scenery changing. Perhaps it’s short walks outside that help get the creative juices flowing.

When it comes to projects or even personal development, set clear objectives and goals but allow people to get there in their own way. By setting objectives and deadlines, there is a goal and a target for creativity to be aimed at. This helps prevent frustrated meandering and time wasting.

Find the balance between art and profit

When operating a business, it can’t all be about artful exploration when it comes to creativity, there is money to be made. Ideas that only exist for art or creativity’s sake won’t necessarily translate into a monetary value for the business. However, this is where the greatest leaps and bounds are made and what ultimately lifts a business from being a follower to a market leader.

Of course, there needs to be a careful balance between this and not everything may always pan out. It’s a high reward game however, and worth investing in. Treat it simply like you would any other investment program and set a budget aside for it. Allow people to explore their own passion projects and often it will one way or another find its way back to your business and ultimately benefit it.

Create room for growth

Not every creative venture pans out, unfortunately. There needs to be room for failure, and for people to feel comfortable admitting to failures.

“Creativity is hard,” Heather Baker, CEO of TopLine Comms explains, “particularly when working with B2B brands. We are on a mission to nourish creativity across our team – it’s one of our major strategic goals for 2020. For us, creativity is as much about thinking laterally about everyday business challenges as it is about devising great campaign ideas. But what we have found is that one of the biggest challenges to creative thinking is fear of failure. So at TopLine we have now started celebrating creative failures. We want to send the message to our team that it’s better to take the risk and fail spectacularly than not to take the risk at all.”

When creativity more as a hard-won skill and less as something that just happens, it becomes simpler to see how it deserves to be treated. Cultivating creativity in staff allows them to deliver exceptional work and keeps them happy and fulfilled to boot. Plenty of reasons to explore it to the fullest

Overseas assignments can present exciting commercial opportunities, but as a business expands into new territories it’s important to support employees travelling or relocating, says Towergate Health & Protection. There can be sizeable challenges involved in relocating, and for assignments to be successful, it’s important that employees are supported and well looked after, and preparation must start before staff travel.

Key things to consider before sending staff abroad:

Know the location

Working practices differ from country to country, so it’s important that staff are briefed on where they’ll be living and working to help them prepare for any possible cultural challenges, both in and outside the office.

Distinct healthcare systems

Healthcare schemes, treatment standards and approaches differ around the world. Singapore, China and Hong Kong have become extremely popular places to send employees, and the focus in these regions is on alternative healthcare and traditional Chinese medicine. This can be quite different from other countries, for instance the USA which places a lot of emphasis on diagnosis, testing and health screening. Employees who have been previously located in other countries might not be used to different types of approach to healthcare, so it’s important employers understand how different healthcare systems operate so they can let employees know what to expect and ensure appropriate cover is in place beforehand.

Don’t dismiss the difference

Healthcare costs differ between countries, for instance in emerging markets healthcare can be more expensive than other markets, and employers need to be aware of this. It’s important to look at exactly what’s needed to ensure cover is appropriate before sending staff abroad. Furthermore, in some regions, such as Dubai, having private medical care arranged prior to travel is mandatory before a visa can be granted to work there.

Sarah Dennis, head of international at Towergate Health & Protection says: “Having appropriate health cover in place before travel to some regions isn’t a nice-to-have it’s a must, or a work visa won’t be granted.”

Vaccinations before travelling

Different diseases can be contracted in different regions, so it’s important employers are aware of this before staff travel. For example, in 2018 there was an outbreak of the yellow fever virus in South America (in particular Brazil) so it’s especially important that employers ensure vaccinations are up to date for their staff.

For most people visiting countries in sub-Saharan Africa, the risk of exposure to the Ebola virus is minimal, but as a precaution, employers with staff in these countries need to make them aware of vigilance with hygiene, such as washing hands frequently, washing/peeling fruit and vegetables before eating them, and avoiding physical contact with anyone who has possible symptoms of infection. Different countries are exposed to different diseases, and they need to be researched well in advance to allow time for arranging vaccinations.

Politics

It’s prudent to check for political unrest or potentially violent areas before allowing staff to travel. The Foreign and Commonwealth Office provides country-by-country advice for visitors, including the latest information on potential health risks or local threats. Situations can escalate quickly and it’s important for employers to be prepared in how to react. For the latest information on risks employers can check reputable sources, such as the World Health Organization’s website.

Access to assistance

Assignments abroad can be very different and bring their own challenges, so many companies find that offering access to a global employee assistance programmes (EAP) can be helpful to employees. These can be staffed by personnel who have relocated before and know what it’s like to live and work abroad, so staff can talk to people in confidence who have first-hand experience of their challenges. Support can be emotional, practical, logistical and be extended to dependents.

Sarah Dennis continued: “It’s not just the business opportunities that need to be researched before sending employees overseas, it’s vital that many other areas are considered too so that the health and wellbeing of staff is appropriately supported. Failure to understand how health and wellbeing differs across the world can put both staff and the success of a business venture at risk. It’s crucial that planning is carried out beforehand and expert advice is sought if needed.”

Managing the needs of different generations of workers is one of the biggest challenges facing businesses today. To help them navigate the challenges ahead, Steve Butler, CEO at Punter Southall Aspire announces the publication of his first book, Manage the Gap: Achieving success with intergenerational teams, which is available at Waterstones and Amazon.

The book offers insight into how managers can engage and motivate younger people, effectively manage workers who are older than them, develop a management style fit for all generations, structure business processes, benefits and communications that work for all and successfully support a multigenerational workforce to do their best work.

A Government report[i] earlier this year said that employers are failing to anticipate the implications of an ageing workforce. The Office for National Statistics^[ii] projects that more than 24% of people living in the UK will be aged 65 or older by 2042, up from 18% in 2016. Furthermore, organisations are increasingly seeing multi-generations working together, from employees in their 20s and 30s through to those in their 70s and even 80s.

Steve Butler, CEO, Punter Southall Aspire says,

“Over the last few years, businesses have had to navigate a technology revolution that has utterly transformed the workplace. Now another revolution is under way: a demographic one. Dealing with these changes presents significant challenges. Different generations bring with them different skills and attitudes towards work.

“One of the key messages in the book is if you’re going to manage an age diverse workforce and get the very most out of them, then you need to acknowledge how the mindsets and life experiences of different generations affect the way they approach their work and understand how to manage the process of them collaborating.

“As a manager, it’s not just about being there as a hand on someone’s shoulders when things go awry, but anticipating the potential for discord, proactively working out what each employee needs and treating them as individuals. Within any workforce there are Baby Boomers through to Generation Z team members to worry about – all of them with different needs and expectations, and the potential to cause friction with other employees.”

Steve Butler is a Chartered Manager and Fellow of the Chartered Management Institute. He gained his Master’s in Business Administration from Southampton, Solent University and is currently researching for his Doctorate in Business Administration at Winchester University, Centre for Responsible Management. He is a regular writer and speaker on intergenerational working, retirement and older worker business management issues.

Manage the Gap consolidates the learnings of Steve Butler’s blog, which is read by several thousand HR directors, finance directors and business leaders each week. The blog provides helpful examples, management tips, anecdotes and case studies to help business managers and HR leaders build an age diverse workplace helping to eliminate age discrimination and allowing employees to work into later life.

The book builds on this readership with the aim of taking the learnings to a wider audience to help address the UK Government’s concerns about ageism in the workplace.

Manage the Gap is available through Amazon and Waterstones priced at £14.99.

New research from the British Chamber of Commerce and Unum[i] has revealed that two-fifths (43%) of businesses have had employees absent from work for more than four weeks due to ill health, in the last two years.

Over 1,000 businesses of all sizes and sectors were surveyed and it was found the overriding impacts of staff absences are operational (88%), they affect staff morale (76%), with some companies have also highlighted financial (44%) and reputational (36%) impacts from staff absence.

The research also found that most businesses understand the importance of supporting employee health and wellbeing, with 62% offering benefits that look after health such as access to wellbeing support, private medical insurance and healthy lifestyle benefits.

Adrian Lewis, Director at Activ Absence says, “Having staff off sick has a huge impact on business, especially in smaller firms who don’t tend to have resources to cover people’s workloads. It is reassuring however that many businesses are taking measures to proactively look after the health and wellbeing of their workforce as this is paramount in preventing people going off sick.

“Another solution for addressing absenteeism is using technology to track and record sick all leave and make it transparent and open for everyone, which can deter people calling in sick if they are not genuinely ill. Investing in absence management software can also help companies track absence patterns and spot trends. For instance, if someone is consistently off on a Monday or a Friday it may indicate an issue such as depression or stress. The system prompts managers to always do return to work interviews, which enables them to sit down and discuss any issues.

“This can be an opportunity to uncover if something more is going on and offer support if needed. Without the ability to keep track of absence businesses can often be in the dark about what is going on with their staff.”

One company that has been using absence management software since 2017 is JEHU Group, a construction company that operates across South Wales and South West England.

The company was originally started in the 1930s and has 170 employees. Activ Absence’s software was put in place when the company had around 60 employees and the previous manual system had become too difficult to manage for the HR team as it required a great deal of administration.

Gwilym Hughes, HR Strategic Business Manager, JEHU Group explains, “Being able to monitor and track patterns in sickness absence has enabled us to see what issues are affecting our staff and tailor our employee benefit offerings accordingly. We find the sickness absence reporting really useful and use them in monthly senior management team meetings.

“For example, the system reports have highlighted that one common reason for sickness absence amongst our employees is musculoskeletal issues, so we implemented a health benefit for all employees that gives them access to consultations and physiotherapy.”

Adrian Lewis, Director at Activ Absence adds, “Using an absence management system, companies can better manage sickness absence, reduce their sick leave bill and gather important employee data that can inform wellbeing strategies in the future.”

For more information visit: www.activabsence.co.uk

[i] https://www.britishchambers.org.uk/news/2019/09/bcc-and-unum-employee-wellbeing-critical-to-business-success-as-firms-face-staff-absences-due-to-ill-health

Cardiovascular disease is the world’s number one killer today but small steps can be taken to help reduce the risk of the condition. Specsavers Corporate Eyecare is supporting World Heart Day and asking employers to play a role in beating heart disease.

An eye test can aid in the detection of symptoms related to the risks of cardiovascular disease and stroke. This means that employers can play a simple but vital role by introducing eye care for all employees.

During an eye examination, the optometrist is able to view the tiny blood vessels at the back of the eye. If these are narrowed or leaking it may be a sign of high blood pressure, which can indicate an increased risk of cardiovascular disease. High blood pressure is often symptomless but, once detected, it can usually be easily treated with simple lifestyle changes and medication.

Jim Lythgow, director of strategic alliances at Specsavers Corporate Eyecare, commented: ‘A routine eye test, included as a standard part of DSE eye care or most driver or PPE eye care offerings, can reveal signs of high blood pressure and risk of stroke and heart disease. By implementing an eye care policy for all, as part of an overall wellbeing policy, employers can help to keep their workforce healthy.’

To find out more about implementing corporate eye care, visit: www.specsavers.co.uk/corporate

Chris Kerridge, employee engagement expert at MHR, explores the UK’s long hours culture and provides five top tips to help organisations establish a culture which drives productivity and ensures staff aren’t overworked.

Employees in the UK work some of the longest days in Europe, yet it the nation’s productivity problem still persists.

The UK is renowned for its long hour’s culture, with workers averaging around 36.5 hours per week, and many people working as many as 60 or 70 hours per week.

Earlier this year, trade union federation the TUC claimed over 5 million workers put in an average of 7.5 extra unpaid hours a week, missing out on an average of £6,532.

It’s not irrational to think that staff achieve more when working longer hours – surely the longer you work the more you get done?

However, despite UK worker’s putting extra hours in, research suggests that reducing hours worked actually boosts overall productivity as employees are more focused on getting the job done, not to mention improving their happiness and overall wellbeing. Additionally, in a tightening labour market it’s also a great incentive to help organisations attract and retain top talent.

While the benefits of working shorter hours are well documented and the idea of a four day week or reduced hours for the same pay will certainly appeal to workers, the reality is that for many organisations taking such radical steps simply isn’t feasible due to the nature of the business orcan be hard to justify.

Yet, that doesn’t mean business leaders are powerless to establishing a culture which drives productivity and ensures staff aren’t overworked.

Chris Kerridge employee engagement expert at leading HR and payroll provider MHR shares his five top tips –

1. Be more flexible–creating a culture that enables employees to work in the best style and format that suits their personal lives means they can strike a better work-life balance, improving their overall job satisfaction, wellbeing and productivity. Some people may prefer to start earlier than most, while others may wish to work late into the evening.Creating a happier and healthier workforce is proven to result in fewer sick days, so it’s a win-win all-round.
2. Automate and be free– have you considered how much time your employees waste on meetings and routine admin? Using technology to automate admin tasks can help reduce the time needed to complete them; time that can be given back to employees to spend with their family or on hobbies and interests. With more free time on their hands they will arrive at work the next day fresh and raring to go.Easing much of the burden from your employees’ desks through automation will also help your people stay relaxed and less likely to take the stresses of work home with them.
3. Establish a culture of trust –an outdated mindset still exists amongst many business leaders that employees need to be in the office to get the job done. If you put trust in your people, providing flexibility and respect of their personal lives, you will have motivated employees who feel appreciated.Trust is a two way street, and if you give your employees greater freedom over their working hours they will be more willing to work a few extra hours or come in for an extra day to meet those deadlines when needed.
4. Introduce regular check-ins – open and regular face-to-face communication is the key to building trust between managers and employees.Regular conversations enable managers to gain an insight into individual performance, progress and goals while allowing employees to raise any concerns they may have about their personal wellbeing at the earliest opportunity.
5. Encourage people to use their annual leave – every year over half of the UK workforce fail to use their full holiday entitlement. In today’s digital era it’s extremely difficult to switch off from work, but encouraging employees to take a holiday now and again can help maintain productivity levels and reduce the risk of burnout. Reminding people to use their full annual leave entitlement also shows you appreciate they have a life outside of work.

About the author

Chris Kerridge is employee engagement expert at MHR. With over 14 years industry experience, Chris is passionate about discovering what makes employees happy in the modern workplace, how organisations can meet the demands and expectations of today’s workforce demographic, and the role technology plays in supporting their wellbeing.

Paul Holcroft, Associate Director at HR consultancy Croner explores the HR implications of such a development.

Travel firm Thomas Cook has become the latest high profile business to collapse, leaving an estimated 150,000 British holidaymakers trapped abroad and the loss of thousands of jobs. With this in mind, it is timely to consider the HR implications of such a development. 

While the majority of the media coverage has focused on the stranded holidaymakers, from an HR perspective, it is important to recognise an estimated 9,000 Thomas Cook UK employees have lost their jobs. Given that the company has ceased trading, this will be considered a redundancy situation. 

Although much of the procedure is likely to be informed by Thomas Cook’s redundancy policy, employees will be entitled to statutory redundancy pay providing they meet the requirement for two years’ service. The legislation provides different pay rates for staff, depending on their age and length of service. However, given the lack of funds, it is unclear whether Thomas Cook would be able to cover these redundancy payments. In this situation, employees will need to apply to the National Insurance fund to claim payment covering redundancy pay and any unpaid wages, accrued holiday and notice pay.   

Typically, employers who are planning to make 100 or more employees redundant are required to take part in a collective consultation lasting at least 45 days before any dismissal takes place. However, it would appear that Thomas Cook’s sudden collapse did not allow for this consultation to occur. Meaning there is the possibility that staff who are made redundant could make a claim of failure to carry out a consultation. 

As well as direct employers, there may be individuals in other organisations that rely on Thomas Cook’s continued operations for their own business, such as coach drivers for package holidays. In these situations, there may be a lack of available work created by Thomas Cook’s closure and it would help the respective employers if there was a lay-off provision within employee contracts, legally allowing them to prevent staff from attending work unnecessarily.

During this time, those with at least one months’ service will be entitled to statutory guarantee pay. This calculation is made by multiplying the number of hours the employee would have worked on the day in question by their guaranteed hourly rate. The amount is capped at a maximum of £29 per day and the payment is limited to 5 days within any rolling three-month period.

It is also essential to consider those employers who may have staff stranded abroad due to flight cancellations. Well-constructed absence policies will help form the basis of any approach. However, HR personnel are encouraged to show a degree of leniency under the circumstances. Staff are sure to benefit from employer support in these situations and it will be a good idea to give them the opportunity to use any remaining annual leave to cover the absence, or alternatively take this as unpaid leave.

Employability and skills provider Fedcap is to deliver the government’s new flagship programme to help those with health and disability issues into sustainable jobs.

Fedcap, has been chosen by the Department for Work and Pensions to deliver the new Intensive Personalised Employment Support (IPES) in the South of England

IPES will provide specialised support for people on a voluntary basis with health conditions or disabilities.

The new programme follows the successful European Social Fund and Scottish Government contracts, which Fedcap, a new company to the sector, deliver.

Fedcap will be partnering with several different organisations to deliver specialist services to our participants. IPES, including many from the third sector. The new programme will be delivered on the frontline by a series of health and wellbeing, employment experts.

Brian Bell, Chief Executive Officer at Fedcap, said:

“We are absolutely delighted to have been chosen to deliver this new programme. As a trusted delivery partner of the Department for Work and Pensions, we are committed to helping people maximise their potential and find suitable, sustainable jobs.

“We are delighted to be partnering with Digital Profile, who have developed a new, exciting, innovative solution that I am confident will make a huge impact on how we can support people into work. The people we work with have so much to offer employers but sometimes it’s not easy to get those down on a piece of paper – through a traditional CV. We believe that by working with Digital Profile we will help people we can help people to bring out the real talent that they have – and help to find the right match with the right employers. It’s the sort of innovation that really can make a difference to people’s lives.”

Daniel Lewis, Chief Executive Officer of Digital Profile, added:

“We’re hugely excited to be working with Fedcap Employment in helping people into employment. This is a great opportunity for the company to grow and be in the position to help so many individuals into work.”