Men not at work - Male employment rate heads toward record low in UK

That is the theme of a press release that has today been issued by the CIPD - Chartered Institute of Personnel and Development.

Apparently 1 in 10 UK men will be unemployed by 2010 as male employment rate heads toward record low. The latest official UK unemployment figures due to be released tomorrow, the Chartered Institute of Personnel and Development (CIPD) today highlights the impact of the recession on jobs for men and warns that, with a 'jobs light' recovery on the cards, the proportion of men in work is set to fall to a record low.The CIPD's analysis of official statistics, 'Men not at work', finds that:

The male unemployment rate currently stands at 9 per cent (higher than the female unemployment rate of 6.9 per cent). The number of men unemployed has increased by almost 50 per cent during the recession, the number of women unemployed by 33.4 per cent, with unemployment rates rising by 3.0 percentage points and 1.6 percentage points respectively. The deterioration in the labour market position of men has been felt particularly acutely by young men and black men.

At present 1 in 5 18-24 year old men are unemployed and almost 1 in 5 black men are unemployed, more than double the unemployment rate for white British men. The rise in unemployment for black men during the recession has been greater than for white British men and men from other ethnic minority groups.By summer 2009 the employment rate of men of working age had fallen to 75.8 per cent.

Only two years in the post-World War II era (1993 and 1994) have registered a lower proportion of men in work. The low point was 75.0 per cent in the second quarter of 1993 just as the economy began to emerge from recession (the previous low point, following the 1980s recession. was 77.4 per cent in the second quarter of 1983).

The male unemployment rate is forecast to rise above 10 per cent by the start of 2010 before peaking at around 11 per cent (1.9 million). Although depressingly high, the peak in the male unemployment rate should be less than the 12.4 per cent and 12.8 per cent peaks following the 1980s and 1990s recessions respectively.

Dr John Philpott, CIPD's Chief Economist, made this comment: "A focus on the relatively hard impact of the recession on men should not detract from the absolute deterioration in the labour market situation facing both sexes. Indeed, it is likely that the relative position of women will itself deteriorate in the coming decade as real cuts in public expenditure have an adverse impact on public sector employment. However, it is important to highlight the current plight of men in the labour market, not least because once the impact of recession and a 'jobs-light' recovery is fully felt the proportion of UK men in work will probably have fallen to a record low."

Source: CIPD Press Release.

Ruling on the Default Retirement Age in the UK

The CIPD - Chartered Institute of Personnel and Development have issued a Press Release late on the 25th September entitled - "Heyday ruling damaging for business, says CIPD"

This is as a result of the The High Court upholding the law that allows UK employers to force workers to retire at the age of 65. In the UK, a worker can see their employment end at the age of 65 without any redundancy payment - even if they do not want to retire. The judge in the case said there was a compelling case for the compulsory retirement age to rise.

The CIPD says...
Responding to today's High Court ruling on the default retirement age, the Chartered Institute of Personnel and Development (CIPD) is disappointed that the Court has upheld the British Law allowing employers to retire workers against their wishes when they turn 65. The CIPD has consistently called for the removal of the DRA for the pressing economic, social and business reasons.

CIPD Diversity Adviser, Dianah Worman says:

"The ECJ has missed a trick to resolve this issue once and for all. The government itself has admitted that the days of the DRA are numbered. It seems counter-intuitive to drag this decision out even further while thousands of older people will be forced out of work in an already difficult jobs market.

"As the HR body we do not buy the HR argument that businesses can't manage their workforce without the DRA. If you have poor performers in your organisation you should also have the performance management systems to deal with them. You wouldn't wait 25 years to remove a poor performing 40 year-old.

"Additionally, business should recognise that this ruling only states that companies can legally retire staff at 65 if they want to. Many organisations and several government departments have already done away with compulsory retirement ages because they recognise the value of retaining older workers and the CIPD encourages all businesses to follow suit.

"We will continue to push for the removal of the mandatory retirement age, both through the current Equality Bill and when the government conducts its own review next year."

CIPD research conducted earlier this year found that 1 in 5 employers planned to enforce the DRA more rigorously in order to reduce headcount*.

*Labour Market Outlook, Winter 2008/2009 . End of CIPD Release.

According to BBC News: Age Concern and Help the Aged, which challenged the rules, will not appeal because they are expecting this law to change.

Employers welcomed the ruling because as a result of the court's decision, it means that a string of compensation cases brought by people who did not want to retire is doomed to fail. The Government has announced it is bringing forward a review of the compulsory retirement age anyway, by a year to 2010. The charities believe that this will eventually lead to a change in the rules.

At present under the current law, a British employer can dismiss a member of staff without redundancy payments on that employee's 65th birthday, as long as they stick to the correct procedure. The charities believe this is in breach of the EU's Equal Treatment at Work Directive.

Developing a Learning Organisation - A Programme of Effective Interventions from jml Training & Consultancy

jml Training and Consultancy has designed this programme to provide managers with a practical understanding of how to develop a learning organisation and the skills and confidence to lead in a learning organisation.

What is a Learning Organisation?

A learning organisation is one that learns collectively and develops its ability to be adaptive and responsive to its external environment. The process involves individual, team and organisational learning and the results of learning are used to achieve better results.

The organisation supports continuous employee learning, critical thinking and risk taking with new ideas, learns from mistakes and from experience. It also disseminates new knowledge and information through the organisation to inform day to day activities.

The Learning Organisation may not necessarily invest significantly in formal education or training, but it does ensure that learning at work is captured as a value added resource.

More information Here

jml Training and Consultancy have launched three courses for the autumn

There has never been a better time to invest in your organisation's future than investing in training now.

That is the message we are sending out to employers this week with the launch of three training courses.

Effective Communication for Managers - A team's effectiveness has a direct influence on the success of an organisation. The team manager holds the key to the success of the team. Team managers with an effective communication approach and in possession of a high level of emotional intelligence can create and maintain cohesive and collaborative work place relationships.

Dealing with Difficult People - This programme is designed for all those who are managing staff, managing performance and delivering organisational change. It provides practical strategies and tools to help you confidently manage disagreement and confrontation in the workplace. It is beneficial for all levels of management but is most beneficial when delivered to managers on a similar level.

Developing the Team using the Myers Briggs Type Indicator - Developing a sense of team and getting the best from teams is an ongoing concern for managers. Myers Briggs Type Indicator (MBTI) is the most widely used psychometric instrument and was first pioneered as a tool to increase team effectiveness with health care teams in 1974. Since then it has been very successfully applied in a range of different environments.

To find out more take a look at our Press Release - Here

CIPD Law on tour to focus on Equality Bill

Law on tour to focus on Equality Bill CIPD press release 27th August 2009

We have just received this from the Chartered Institute of Personnel and Development (CIPD).

The Law on Tour workshops from the Chartered Institute of Personnel and Development (CIPD) are a 'one stop shop' for the latest on employment law. This autumn's workshops offer a thorough employment law refresher, look at important case law decisions and preview new legislation.

This tour starts on 6 October and will focus particular attention on the Equality Bill to help participants increase their knowledge on:
• protected characteristics• multiple discrimination
• changes to direct and indirect discrimination
• equal pay• positive action• harassment
• disability - the medical model and beyond.

Mike Emmott, Employee Relations Adviser at CIPD says: "The sharp increase in employment tribunals following the swathe of redundancies in the recession should send a clear warning to employers that they simply cannot afford to be complacent when it comes to the law. It's vital that HR professionals are up to speed with legal developments to guide and protect employers - they need to be confident that their practices at work are sound and reflect the latest changes. "The CIPD Law on Tour workshops are designed to help HR professionals understand the legal complexities of perennial employment issues and to prepare them for changes to come. The Equality Bill alone is a major change that will force employers to review their existing equality strategies."

Other Content

Other areas to be covered include a whole raft of employment law also due this year, such as:
• fit notes• additional maternity pay
• additional paternity pay• national minimum wage
• enactment of provisions of Safeguarding Vulnerable Groups Act 2006
• amendments to Rehabilitation of Offenders Act 1974

Format

Run by top employment law specialists, the workshops include group discussions, case studies, clear presentations and supporting documentation to ensure that complex legal issues around employment are explored and communicated in what is an enjoyable and productive learning experience.

The Law on Tour workshops will take place at locations in October visit their website for more information.

For more information on The Equality Bill visit our section on the jml Training and Consultancy website here

Dame Helen Mirren Becomes Scollar Patron

Dame Helen Mirren, internationally acclaimed actress and recent Academy Award winner, has joined Lord Petre, Lord Lieutenant of Essex, as The Scollar Trust’s new patron. The Scollar Trust is Scollar Associates’ parent company. Dame Helen and Lord Petre have both offered their support to Scollar Associates.

Dame Helen has pledged her patronage to help raise the profile of The Scollar Trust which was set up in 2002, to advance education by providing new learning opportunities for children, young people and adults who face difficulties gaining access to education.

Dame Helen said: “Many congratulations to The Scollar Trust on their achievements this year. I am proud to be a patron. This work is very important in its investment in the future of Great Britain. Let's help The Scollar Trust to go from strength to strength.”

Sandra Roberts, CEO of the Trust, said: “We are delighted that Dame Helen and Lord Petre have pledged their names to support our charity. Obviously, they both care a great deal about education. Their support will help raise the profile of our charity and generate funds to ensure that everybody gets the educational opportunities they deserve. We thank them for their generosity and support.”

Scollar Associates is a new company established in summer 2006. Scollar Associates is owned, as a subsidiary company, by The Scollar Trust which is a Social Enterprise Charity organisation. Scollar Associates is a company limited by shares. All of the shares are held by The Scollar Trust. Therefore, any funds generated by Scollar Associates can only be used by the Trust, in the fulfilment of the charity’s aims and not for profit or to generate dividends
for shareholders.

The Scollar Trust, as the parent company, has invested substantially in the development of Scollar Associates and is bringing all its expertise and financial acumen into play to ensure that Scollar Associates is an effective and efficient company.

Scollar Associates is managed by a very experienced Board of Directors comprised of: a senior executive, and educational, financial and Human Resources experts. The two founder Directors, Lorraine O’Reilly and Sandra Roberts, are also Associates, so they really do know the operation from top to bottom.

Gráinne Suter Director of jml Training & Consultancy is an Associate of Scollar Associates

Managerial Associates

Grainne is a highly experienced trainer delivering bespoke learning and development programmes. She has a track record of delivering highly successful training solutions, both nationally and internationally and has worked with a range of companies and authorities on organisational change initiatives.

Grainne has managed a county wide Health Promotion Team and co-ordinated many partnership projects addressing health and social care needs and is experienced in managing the practical difficulties that arise. She has also worked as an Associate Lecturer in the field of Health and Social Care with the Open University.

Having built up an extensive knowledge of equal opportunities in health and social care Grainne has worked on a range of strategic planning and policy development programmes. Much of her work has focussed on the incorporation of the equalities agenda into service provision. Her work includes the design, development and delivery of training in: company culture and change management; leadership development; communications; equal opportunities and diversity management and project management.

Grainne has a particular interest in leadership development and provide coaching to executive directors and senior management teams. She has provide in-house management development programmes at different levels in a range of organisations. She is ably to inspire and build confidence, whilst providing the tools and techniques that enable people to plan, communicate, develop and work in a more effective way.

In addition Grainne has trained and coached parliamentary candidates and party activists at all levels and delivered an accredited training for trainers programme. Grainne holds a joint honours degree in Psychology and Sociology, a Masters in Public and Social Administration and qualifications in management and counselling.

Areas of Expertise:

• Extensive training experience across international, private and public sector
• Design and delivery of organisational change programmes
• Management of partnership projects
• Development of a health care partnerships
• Public sector management development and improvement


More Here

Coaching soars in depths of recession

CIPD press release 21st August 2009 The CIPD Coaching at Work conference, London, 24 September, 2009

Research to be launched at the CIPD Coaching at Work conference has found that almost 90% of organisations now use coaching. The Taking the Temperature of Coaching Report, which surveys over 500 companies, finds half (51%) consider coaching as a key part of learning and development and consider it 'crucial to their strategy'. It is being used at all levels to build on good performance (23%), improve poor performance (20%) and it forms part of leadership development (23%).

The event brings together everyone with an interest in, and responsibility for coaching to explore how to best use coaching and mentoring at work, what the pitfalls are and how it can be used to deliver even more.

"It is not surprising that so many are turning to coaching and mentoring to improve performance," says Dr John McGurk, CIPD Adviser, Learning and Talent. "When budgets are tightened, it's a relatively inexpensive way to develop staff and it also has the benefit of being tailored to an organisation's specific needs. As well as this, coaching has great scope to improve employee engagement, empower people and boost morale at a time of great uncertainty.

"At the conference, we'll look at how those using coaching and mentoring can make sure that they really reap the benefits throughout the organisation. It's vital that coaching's impact is measurable and tightly aligned with the business agenda, as well as helping individuals to develop. Otherwise, it runs the risk of being seen as something which only takes place in the executive suite".

Conference sessions include:

- Launch of the Taking the Temperature of Coaching Research, Dr John McGurk, CIPD

- Panel discussion on The merits of different types of workplace coaching with David Clutterbuck, Founder Clutterbuck Associates, Ty Francis, Director Ty Francis Ltd, Jackie Keddy, European Conflict Management Forum and Metropolitan Police Leadership Academy

- The Manager as Coach, Valerie Anderson, Portsmouth Business School and Michael Staunton, VT Group plc

- Coaching for Engagement, Mark Waight, Logica and Vikki Matthews, Nike

- The Search for Excellence - how the NHS Institute selects coaches who are fit-for-purpose Susan Mortlock, NHS Institute for Innovation and Improvement and Dr Caroline Horner, i-coach academy

The Taking the Temperature of Coaching research report will be available to download on the CIPD website on 25 September 2009
• The Chartered Institute of Personnel and Development (CIPD) has over 135,000 members and is the leading professional institute for those involved in the management and development of people

If you are interested in finding out more about how Coaching can help you as an individual or your organisation visit the special section of the jml Training and Consultancy website here

Challenging the gender pay gap

The Equality and Human Rights Commission August 09 News letter has an article entitled "Challenging the gender pay gap" and related Press Release entitled "Commission consultation opens on gender pay gap reporting" dated 12th Augusut 09

The Commission launched a consultation on 12 August on how private and voluntary sector employers with at least 250 staff can measure and report on their gender pay gap.

Women working full-time currently earn 17.1 per cent less per hour on average than men, with the gap failing to improve in the past three years. The difference in some sectors such as finance, are much wider and the majority of organisations are not aware of their own gender pay gap.

The Commission believes that developing ways for employers to measure and report on their gender pay gap will be a crucial step towards reducing pay inequity by providing greater transparency.

The Commission is working closely with the business sector, including the Confederation of British Industry (CBI) and with the Trades Union Congress (TUC), to develop a consistent way to measure the gender pay difference in organisations.

The aim is to empower private and voluntary sector employers to report on a voluntary basis, but the Equality Bill does contain a reserve power which, if a future Secretary of State chose to use, could lead to mandatory reporting if progress has not been made on a voluntary basis by 2013. The Commission has outlined a range of possible approaches and looks forward to receiving input from a wide range or employers.

Andrea Murray the Acting Group Director of Strategy at the Equality and Human Rights Commission said: " There is demand from the public for organisations to build their reputation on transparency and sharing information. The way they reward their staff should be fair, and seen to be fair.

'It is a waste of talent, and it is unjust, that forty years after the Equal Pay Act we still live in a society where for every pound earned by our sons, our daughters will take home less than 85 pence.

'The reasons for the pay gap are complex so the Commission will be gathering views from employers on what could work best for their organisations in terms of measuring and reporting information. In particular, we want to hear from employers who have been monitoring their gender pay gap and have made moves to address it.

'Working with a wide range of employers, we aim to develop a framework which suits different organisational structures and builds on the excellent work that is already in place in many businesses.'

The Commission will also undertake a baseline survey to find out how many business and voluntary employers are already measuring their gender pay gap. The information gathered will be used to measure the rate of improvement over time.

According the Press Release:

*The reporting measures will be used by non-public sector employers with more than 250 employees
The consultation closes on 28 October 2009.
Gender pay gap statistics:

•Women working full-time earn 17.1 per cent less per hour on average (12.8 per cent median) than men working full-time
•The pay gap is even greater for part-time female workers who earn 36.6 per cent per hour (39.9 per cent median) less per hour than men working full-time (part-time male workers also earn 27 per cent less per hour compared to men working full-time)
•Combining full-time and part-time earnings, the overall average gender pay gap for hourly earnings is 21 per cent (22.6 per cent based on median earnings)
•More female than male employees work part-time (41 per cent of women compared to just 11 per cent of men)
•The full-time gender pay gap is wider in the private sector at 21.7 per cent compared to the public sector at 13.8 per cent
•17 per cent of private sector employers and 24 per cent of public sector employers have taken action to close the gender pay gap by completing Equal Pay reviews
•The members of the Commission's stakeholder group on this project include the CBI, the British Chamber of Commerce (the BCC), Business in the Community (BITC), the Chartered Institute of Personnel and Development (CIPD), the EEF, the TUC, the National Council for Voluntary Organisations (NCVO) and the Women's National Commission (WNC).
•The project is also supported by a technical advisory group.
Pay and employee statistics above are from the Commission's analysis of data from the ONS' Annual Survey of Hours and Earnings 2008 and ONS' Labour Market Statistics Bulletin Historical Supplement 2009. All pay gaps are calculated from mean hourly earnings excluding overtime.

Data on Equal Pay Reviews are from Lorna Adams et al, Equal pay reviews survey 2008 (EHRC, 2008) and the figure for Executive Directorships is from Sealy, R et al, The Female FTSE Report 2008: a decade of delay (Cranfield University School of Management, 2008

For more information on the New Equality bill on the jml-training website Click Here

The National Association of Estate Agents on racial discrimination in lettings agencies

4th August 2009

Comments from Peter Bolton King, Chief Executive of National Association of Estate Agents (NAEA) on racial discrimination in lettings agencies, following the BBC LookNorth Business undercover report:

“NAEA is committed to setting the highest standards for lettings professionals, for the benefit of both the general public and the wider industry.

“NAEA members must comply with our Rules of Conduct. Our Code of Practice for Lettings Agents makes it very clear that any form of discrimination is unacceptable and will not be tolerated: Rule 1e states “You must offer equality of professional service to any person, regardless of their race, religious belief, gender, sexuality, disability or nationality. You must not be involved in any plan or arrangement to discriminate against a person or people because of their race, religious belief, gender, sexuality, disability or nationality.”

“Racial discrimination is appalling behaviour, which may be illegal. A letting agent simply cannot assist a landlord with refusing a tenant due to racial motivations.

“NAEA has asked the BBC to share any information it has that indicates misconduct by NAEA members. NAEA may take disciplinary action, which could lead to membership being withdrawn. Source NAEA

See also:
Diversity and Inclusion at jml-training.com

Employee survey highlights fundamental lack of trust in UK plc senior management, as redundancy takes toll on the survivors

The damaging impact of redundancies on staff morale, combined with a fundamental lack of trust in senior management, threaten to undermine the performance of companies just as they are preparing to capitalise on early signs of economic recovery.

These are the findings of a survey of 3,000 employees for the Chartered Institute of Personnel and Development.

The survey, conducted by YouGov, finds that seven out of ten (70%) employees report that redundancies have damaged their morale, with more than a fifth (22%) of employees so unhappy as a result of how redundancies are being handled that they are looking to change jobs as soon as the labour market improves. A quarter (27%) say they are less motivated as a result of the redundancies, while more than half (51%) feel under greater pressure to perform and prove their worth as a result of the job cuts.

Against this background it is not surprising that the vast majority of employees (81%) believe that senior managers need to restore or improve trust in their leadership, with just a quarter of employees agreeing that they are consulted on important decisions. Employees believe that frequent and honest communications (53%), more meaningful consultation (35%) and giving employees greater voice in the workplace (30%) would have the greatest impact on improving trust.

The survey also reflects public outrage over "rewards for failure". Almost a third (29%) cite not rewarding failing senior managers as key to rebuilding trust, while just over a quarter (27%) of employees believe that senior leadership teams must show they trust their middle and junior managers to make decisions if they are to rebuild the trust felt in them.

Ben Willmott, Senior Public Policy Adviser, CIPD, says:
"The impact of redundancies on the dole queue is well documented. But there could be a nasty hangover for employers too. Survivors of redundancy programmes left 'punch drunk' by the process may not have the levels of motivation and commitment needed for their employers to capitalise on any recovery. Many disillusioned employees will vote with their feet and leave as soon as the labour market picks up.

"Our research highlights a fundamental lack of trust in senior management among many employees, largely due to the lack of meaningful consultation and effective communication during major change such as redundancy programmes and restructuring.

If employers communicate clearly to staff over the challenges facing the business and involve them in the process of change management through effective consultation, employees are much more likely to understand the need for change and to remain motivated and committed to the organisation.

"The survey also highlights the dissatisfaction people feel with the rewarding of failing senior executives. Failing chief executives and directors should not be financially rewarded when they leave organisations when their leadership has contributed to poor business performance. 'Rewards for failure' are contributing to a deep-seated sense of unfairness amongst employees who feel they've been less well treated.

This needs to be addressed if trust in senior leadership teams is to be rebuilt." Source CIPD 7-8-09

For further information on Leadership and Management Development Training Programmes...Click Here

16th June 2008 Gráinne Suter of jml Training and Consultancy made a presentation
"Learning and development" at the Chiltern Branch of the CIPD.