eThe Power of Communication.


Time Directive. Employers value this as a way of responding to shifts in demand and believe that losing it would damage the UK’s labour competitiveness, while employees appreciate the opportunity to manage their working lives on the basis that they want. The opt-out model – protection for employees, but flexibility at the workplace level – is a valuable one that suits the modern employment relationship. More legislation could follow its lead. which is very individual negotiated contracts.”


The role of financial flexibility


With more pressure than ever to save for the future and less ability to borrow, employers are looking at more flexibility in how pay, reward and pensions work.


Tailored packages of reward are also better adapted to the personal circumstances of individual employees in the same way as tailored working hours. Staff can choose to work longer hours if they need to generate more overtime income for special events or purchase, for instance. Reward packages will also increasingly reflect the needs of employees. In future, many employees will enter the workforce carrying


higher levels of student debt, will have to save for a housing deposit, may have children later than their parents’ generation and face new challenges on both child and elder care. This mix of concerns means that the workforce will vary widely in what the reward package that interests them is – whether that’s pensions or a more flexible savings vehicle like a corporate ISA, or seeking care vouchers or debt management support from their employer. Employers are thinking more flexibly about this world of reward, but what is clear is that it will be driven by employee demand, at an increasingly individual level.


9


Why the global information giant Thomson Reuters is taking a more personal approach to managing its staff and nurturing its talent.


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12