roundtable ... continued from previous page
Friend: “Smaller businesses can gain this attractive workstyle environment and add-on facilities that they couldn’t afford to provide for staff on their own.”
Scott Witchalls
The Thames Valley already has co- working environments, not least in the new Thames Valley Science Park, said Thomas. “You can see this rolling out and regional hubs growing all over the UK, because people don’t always want to be sitting alone doing business in their garden shed.”
The cultured approach: Make sure you look under the kilt
Murray mentioned international organisations that impose corporate- branded workplace cultures. Was this OK?
Well-designed workspaces simply reflect the business culture, said Stamatis. The cookie-cutter approach to multi-site workspaces wasn’t necessarily wrong, but enlightened businesses are now more nuanced about natural differences between international workplaces.
Ravi Gidar
Successful businesses control their own destiny and embed their own cultures, said Witchalls, both objectives being achieved over time through staff engagement. “At PBA, we see engagement across all levels as the model for our success, so we ask everyone what they want from their workspace, not just managers.”
Stamatis: “Company culture starts at the top, but when we get asked to design workspaces, there’s always a discovery phase when we talk to all staff, and ‘look under the kilt’ to discover the business dynamics and what is actually needed.”
Aki Stamatis
Thomas revealed how Vail Williams had revised its top-down culture and company values by involving all staff in consultative working groups. The result was four agreed company values, now well publicised and embedded throughout the firm.
De Vince queried if employees actually applied value messages within their everyday work.
Thomas:“The more awareness, the more you see it happening. Everyone needs to live and breathe the values to make them valid, but they are definitely now part of our business ‘language’.”
“Has business culture become more important in recent years?” asked Murray.
Hannah Dutfield: “Very much so. Talking to clients about their training requirements, the word ‘culture’ comes up all the time. It’s integrated into all our
34
businessmag.co.uk
leadership programmes, and a big topic that will definitely grow.”
Diverse recruitment challenges
Generational shift needed to be considered – young staff might look to have 3-4 jobs within five years. “It’s not that they are less loyal, just more willing to move around. They have a much more dynamic approach to their workstyle,” noted Witchalls.
Stamatis agreed: “I have only ever had two jobs, and my son, aged 24, sees that as a really dull career. He is likely to do a dozen jobs. We have to accept that the gig economy is here.”
Care home director Gidar revealed staff recruitment as his company’s biggest problem. With several generations, nationalities and cultures already involved within his sector, various strategies had to be used to attract recruits – including wage levels, job interest, career paths, work environment and diversity. Retention also needed careful consideration, so ‘team-fit’ was of key importance.
Friend: “We (Moore Stephens) aim to represent diverse clients, who typically buy into a relationship with us and our knowledge. So, it is really important that our organisation can offer a diverse range of people to build those close relationships appropriately.”
A recent Henley Business School survey revealed the need for diverse workplaces, noted Dutfield. Differing generations still value different workplace aspects. “So, we see the turnover of individuals who may be tech savvy, or talented in other ways, but don’t find the workplace offering that suits them.”
Will workplaces change as millenials become managers?
Stamatis: “If only I had a crystal ball. Career, aspiration and money mean different things for that generation – working for a worthwhile business with a value-culture is often key.” Companies will need to fit to millennial mindsets.
Workplaces will reflect the work flexibilities and lifestyles of that generation, or risk valued young managers moving on because they sense there is a disconnect; that they don’t fit.
Friend: “Are business leaders more aware of this need to focus on culture, employee engagement and wellbeing?”
“Yes, definitely,” answered Stamatis. Businesses are recognising they need to get off the back-foot and provide tangible answers for millenials. Employment contract packages will become more diverse, more important to employee retention. Expect more work sabbatical requests, he ventured.
THE BUSINESS MAGAZINE – DECEMBER 2017
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40
