Will the office exist in a post Covid-19 world?It’s fair to say that the world of work has changed forever as we enter a new era of remote working. But what is the sentiment to remote working amongst the professional working population now?The cost and time savings of not having to commute every day are hard to dismiss and as lockdown eases, employee expectations are bound to have changed when it comes to the ‘return to the office’.So, how many days in the office do working professionals really want - given their varied individual experiences over the past few months? Over 70% of professionals now want to work in the office less than two days per weekStanton House’s recent poll, taken by over 600 professionals, reveals that a large majority (72%) would prefer to work two days or less per week in the office going forward. Less than a third (29%) would prefer to work three days or more per week in the office and only 4% would like to go back to four days plus per week.One to two days in the office comes out on top, with over half, (54%) voting for this as their preference and 18% say they would prefer to work from home 100% of the time. These findings suggest that while some crave the return to an office environment the vast majority have come to the conclusion that they will never want to work in the office five days per week, ever again. 43% more men than women want to work remotely 100% of the timeInterestingly, when comparing sentiment to remote working between gender, our poll reveals that a higher proportion of men (20%) would prefer to work remotely all of the time - compared to only 14% of women – that’s a 43% increase. The opposite is true for one to two days in the office, where a higher proportion of women (58%) voted for this as their preference - compared to 51% of men.Our poll cements what we already know - that organisations will be required to rethink their approach to remote, agile, and flexible working - putting People and Culture teams, front and centre, to design and drive this change. But have employers really seen clear benefits from this forced change to a homeworking environment and how committed are they to expanding and extending remote working, organisation-wide, for the long term? Will new HR policies align to the consensus revealed by our poll, or indeed go even further and flex to the individual?Employers realise the benefits of remote working Many of the business leaders I speak to tell me, that they have had their eyes opened to the benefits of remote working, not least the tremendous cost savings that can be achieved with reduced real estate needs.Not including utilities, security and maintenance the rent per seat in the UK can range from *£150 to £1500 per month, depending on location and the amenities available. London’s West End tips the scales, where it can cost **£207 annually just to put your laptop down on a desk.If you consider the floor space some large corporates take in the expensive high-rise buildings in Canary Wharf and The City of London for example, these cost savings can amount to millions. There can be no doubt that employers across the country will be modelling different scenarios with reduced office space. Leadership teams within organisations, both large and small, will be debating not if, but how much and to what extent, their workforce will continue working remotely in the long-term.Just a few of the companies that have already announced intent to expand work-from-home in the UK include Morgan Stanley, Barclays, Thomson Reuters, Vodafone, HSBC, Twitter, Facebook and Unilever. “We’ve proven we can operate with no footprint….I see a future where part of every week, certainly part of every month, a lot of our employees will be at home.” James Gorman, Morgan Stanley, CEOHowever, this commitment to expand remote working it is not just to save costs on office space. Most leaders I speak to tell me they have experienced increased productivity, better collaboration and teamwork, increased employee engagement and a significant reduction in absenteeism - dispelling the many concerns and misconceptions to homeworking pre-Covid-19. Having the right, secure technology and communication channels has been critical to achieving this, however, as has having managers, who don’t revert to micromanagement amidst uncertainty, but are able to trust and enable their teams.Training needs have also been highlighted and identified, particularly for middle management, where resilience, adaptability and agility are often cited as key competencies which are lacking. Additionally, the spotlight on employee wellbeing has only magnified through this crisis as has the continued importance of diversity and inclusion in the workplace. The challenge for employers right nowAs many employers once again pivot their people, processes and systems from full remote working, to a hybrid (office/home) working environment, maintaining the benefits gained amidst lockdown and addressing the technology and talent issues identified will be critical to lasting innovation and growth. The ramifications of getting the technology, talent or operating model wrong will be catastrophic for the competitiveness of any business as we enter this new era of work. Employers now need to ask themselves - do they have the internal expertise needed to design, implement and sustain the huge culture shift that is required? And if big corporate offices are a thing of the past where and how will people come together to collaborate? How do individuals continue to nurture the ‘social equity’ they’ve built over the years with colleagues and customers - remotely? Can we ever really replicate the benefits of socialising after work, the corridor conversations and meeting someone face-to-face? The critical questions many business leaders and HR professionals are now trying to answer now are:1. How do we once again pivot our people, processes and systems from full remote working, to a hybrid (office/home) working environment?2. Do we have the right / secure technology and communication channels to support a hybrid (office/home) working model?3. How do we maintain the benefits gained from remote working amidst Covid-19? 4. How do we tackle the tech and training needs identified and truly enable our manager population? 5. How will we evolve our employee value proposition (EVP) to attract and retain the best talent, now that flexible and remote working is the ‘new norm’?6. What are the ramifications of getting any of these considerations wrong? *Instant Offices UK Commercial Market Summary 2019 ** Instant Offices Get in touchIf you need help finding talent with the necessary expertise to transform your business for the new era of remote working, please get in touch. About the pollThe poll was posted to Stanton House’s company LinkedIn network of over 25,000 followers. The poll was live for 1 week from the 27th June 2020 to the 4th July 2020. 611 people voted answering the question: “How many days in the office would you prefer to work per week?”
21 Jul 2020
Download our insight paperInclusion is critical to every aspect of any business that is about people and now more than ever, these challenging times call for business leaders to maintain focus on engaging and retaining their workforce. Undoubtedly, increased homeworking adds a new layer of complexity, but employees still need to feel secure in their connectivity to their organisation and be given the opportunity to contribute and participate in a meaningful way - albeit remotely. So how can leaders ensure that they are on the right path to being and becoming more inclusive? Download our insight paper, a culmination of our recent blog series, to discover top tips from diversity and inclusion expert Paul Anderson-Walsh, from the Centre of Inclusive Leadership. Download Share you insightsWe would love to hear from leaders on how you are adapting, implementing and assessing your workforce engagement and inclusion strategies in this new era of work. Please get in touch to share your insights.
18 Jun 2020
Inclusion matters now more than everThere’s a huge amount for business leaders to think about right now, amidst the Coronavirus pandemic, least of all maintaining business continuity. But now more than ever, leaders need to maintain focus on engaging and retaining their remote workforce and ensuring all of their employees, including those on furlough, feel secure in their connectivity to the organisation and that they are given the space to participate and contribute in a meaningful way - albeit remotely. At Stanton House, we are driven by the belief that diversity and inclusion is inextricably linked to business performance and employee engagement and retention. We are passionate about unlocking potential at the individual, team and leadership levels to drive high performance through inclusive practices. We regularly partner with Diversity and Inclusion experts to bring our customers insight, advice and guidance. This week we bring you expert insight from our guest blog author, Paul Anderson-Walsh, Co-Founder of the Centre for Inclusive Leadership. Read on to discover the impact Covid-19 is having on inclusion strategies. Paul Anderson-Walsh Inclusion is a critical success factorCreating and maintaining a culture of inclusion is a critical success factor during normal trading conditions, so, how much more crucial is it when the entire world is in quarantine? Now that enforced social distancing has outlawed physical nearness, our inclusion strategies will be stress tested to ensure that they can serve a heightened need for psychological proximity. Inclusive organisations are concerned that those who must now be apart, still feel that they are a part. The primary human need is the need for certaintyWe need to feel in control and to know what's coming next to feel in control. For us to feel secure we need to feel confident that we are connected in relationships and can participate in groups in ways that give us meaning, security, and positive prospects. In short, we need to feel included. When a person is out of sight, it is not long before they are out of mind, and sadly not long before they begin to feel excluded from the team. How are our people really feeling?For the inclusive organisation the urgent question to be addressed is how are our people really feeling? What is their reality? When it comes to reality as people experience it, that can be a complex challenge to assess. When in the office (co-located) leaders might have measured the mood by reading the room, assessing body language and non-verbal communication. More formally, organisations have relied on asking people questions. But asking questions is only helpful if they know the answers and want to tell you or indeed are able to tell you. Neuroscience has shown that 95+% of our behaviour is driven by brain processes that operate below our conscious awareness. In the current crisis, the need for reliable people data could not be more acute If ever there was a time when we required accurate information before we act, it is now. As responsible leaders during this crisis we must turn to science and gather accurate meaningful data to support us in making the right decisions that will have critical impact on our people. Traditional methods that aim to measure what is happening in our teams use focus groups, direct questioning, or surveys but their greatest flaw is that they don’t go deep enough in terms of being able to access the multitude of deep-seated, motivational and emotional processes that ultimately influence the way we feel, especially in times of unprecedented change to our daily lives.The best methodologies use a combination of neuroscience, psychology, and data analytics to identify and understand how people really feel at any given time about any given thing that might inhibit performance and well-being. About the Centre for Inclusive LeadershipThe Centre for Inclusive Leadership is an Organisation Effectiveness Practice that exists to support governments, corporations, institutions and communities to enable people to be their best selves and do their best work. We work with leaders to help them create and sustain more effective organisations by enabling them to better support their people to be their best selves and do their best work. We work with organisations to help them manage inclusion to achieve added value from diversity and thereby improve organisational performance.In response to Covid-19 and the remote working world-of-work we now find ourselves in, we have developed a unique inclusion continuity assessment. We call it The Out of Office Covid-19 Impact Assessment. It provides rapid, anonymous and precise readings on how people are really feeling in terms of their sense of psychological safety; change readiness; mental well-being; the level of social isolation they feel comfortable with; their ability to do their best work in reordered circumstances and the anxiety levels around their financial stability. See demo or for more information contact The Out of Office Team. Share your insights We’d love to hear from leaders on how you are adapting, implementing and assessing your workforce engagement and inclusion strategies as a result of the Covid-19 crisis. Please get in touch to share your insights.
15 Apr 2020
Employers must be agile in these unprecedented times, but remain forward looking to meet business growth objectivesTechnological acceleration, economic challenges and most recently the global impact of Covid-19 contributes to a constantly changing business landscape. It seems like a tiresome narrative by now, but organisations must continuously evolve, remain adaptable to market (or pandemic) conditions and ‘pivot’ organisational structures to accommodate disruptive technology change – all whilst being highly responsive to a demanding customer.In this ever-changing landscape, People functions are being asked to ‘move the dial’ on multiple fronts – starting with a People Strategy that underpins the strategic business objectives of the organisation. That itself can manifest in multiple different ways, as there is no such thing as one size fits all.However, there are key strategic HR priorities that will still be a focus for forward-thinking organisations, even in these unprecedented times.HR priorities organisations will need to tackle decisively: HR Data: Effectively managing HR/People data and leveraging insights People Operations: Getting the basics of HR Operations and Joiners-Movers-Leavers processes correct, using it as a launching pad for a ‘heightened’ employee experience, integration with the payroll function and the future use of automation and AI Culture: Establishing an ‘anti-fragile’ culture that embraces change with all People-related functions, focused on solving business challenges through a ‘people-lens’ Diversity & Inclusion: Expanding the ‘human’ focus and engagement across the employee population by driving Inclusion, Diversity and ongoing employee engagement initiatives Top 10, most in demand HR jobs:Forward looking organisations, are looking to hire: HR Data, MI & Analytics Manager Head of HR Systems, Data & Insights Director/Head of People Operations Director/Head of Employee Experience HR Services Delivery optimisation Consultant Culture Change Director Learning Transformation Director Head of Diversity & Inclusion Chief Inclusion Officer Head of Wellbeing Please get in touch if you need help hiring across any of these areas. Equally if you are a permanent or interim HR professional with experience in any of these high demand areas, we are here to support your job search in these troubled times.
30 Mar 2020
With our 10 year anniversary coming up this year, it was great to have the chance to reflect on the early days of Stanton House.Listen to the recent episode of the Recruitment Agency Growth Podcast where I openly and honestly talk about the strategic challenges we faced in the early days.Learn how we’ve developed a scalable, customer centric operating model and discover our exciting growth plans for the future.
20 Feb 2020
Mentor. Verb. To advise or train someone, especially a younger colleague. Reverse-Mentoring. Verb. To do the above, in reverse. As a trend, reverse-mentoring has been weaving in and out of popularity since the 1990’s. It was popularised by General Electric in 1999 when former CEO; Jack Welch, tasked 500 junior associates with teaching a board of executives how to use the Internet. Two decades later and we might need it more than ever. In November 2018 we created a white paper to discuss the power of mentoring and its ability to improve not just intergenerational but hierarchical, racial and gender diversity in the workplace. We conducted exclusive interviews with the likes of EY, Microsoft and BNP Paribas, conducted FTSE analysis and offered practical guidance to present mentoring as a tool to break down internal barriers, diversify talent pools and support commercial objectives. One year later and the paper has had a huge impact on our network prompting many to introduce their own scheme. This is the story of Royds Withy King and how Learning and Development Manager Sarah Dena introduced a phenomenal reverse-mentoring scheme across the entire law firm after reading our white paper. Sarah requested a copy of our white paper having seen it advertised online. She was always interested in the concept of reverse-mentoring but like many other HR professionals, was unsure of how to implement it to such a large scale across the entire organisation. She said: “It really did shape my thinking for the mentoring programme that we subsequently rolled out. It presented this idea that I had been thinking about for a while and it laid out the exact steps I needed to take to get there. I remember a quote from Célisiane of BNP Paribas who said if you don’t have C-Level buy in, don’t bother trying reverse-mentoring as you need that top-down sponsorship. I had been approaching it from a bottom-up angle and that statement alone completely transformed my way of thinking. “It took courage to go to the MD of the law firm suggesting that he be reverse-mentored but it really couldn’t have worked any better and a testament to his leadership and commitment to a culture of learning. He is currently in two mentoring partnerships, one of whom is a trainee in her mid-20s in the first year of her training contract. They could not be any more different in terms of their background and journeys but they are finding common ground and ways to support each other’s objectives from the mentoring partnership.“In terms of logistics, our mentoring partnerships meet once a month. Time is a really sensitive matter in professional services, so asking someone to commit one hour per month for six months is tough. I had to be very prescriptive with the time commitment in order to get mentor buy-in and I gave an end-date to the mentoring partnership of 6 months so that there was clarity on when the partnership was considered to have met the minimum required number of meetings. Preparation and management of the partnerships’ mission is on the individual too, which aligns with our talent philosophy which puts the individual in the driving seat of their personal and professional development. That helped with mentor engagement to move the programme forward. I have decided to not restrict the relationship with an end date. This should be up to the two individuals taking part and is more in the spirit of traditional mentoring, where relationships can span decades and careers. “We have 12 other pairings with employees of different levels and functions. We have a really blended mix of people which works brilliantly and have adapted the original definition of reverse-mentoring to encompass mentoring partnerships. In an environment where seniority really does count, we have decided the partnership angle works really well as after all, it is a two-way exchange. “To allow more mentoring partnerships across the firm the HR team are enabling a Mentor Matching function in their LMS which will support individuals to create personalised searches for mentors and connect with them directly with appropriate and available mentors for a chemistry conversation. This streamlines the process and embeds it as part of the learning culture at Royds Withy King.” At Stanton House we believe that content is a powerful thing and that by producing truly insightful white papers with the thought-leaders that exist within our network and beyond, we can truly make a difference and add value to the way you work everyday. If you have read one of our white papers and have since seen a positive impact on your development or organisation please get in touch and share your story but if you haven’t read our Reverse-Mentoring white paper, you can download it below! Download our white paper on Reverse-Mentoring
08 Oct 2019
The team shirts have been delivered and in less than a week Kevin, Stuart and Don will tackle the 2019 Prudential RideLondon-Surrey 100 to raise money for the Guildford-based mental health charity Oakleaf. The best of luck to all three and you can donate to each of the riders by clicking the links below:Donate to Kevin Culverhouse Donate to Stuart LeversDonate to Don Fletcher
29 Jul 2019
As Digital Transformation become commonplace and organisations pour their time, money and sponsorship into new technology, I can’t help but notice the lack of work going into changing mindset and as a result, can’t help but question the longevity of such initiatives. Organisations of every size and across every industry are placing their sights firmly on technology and doing everything they can to implement it successfully but there seems to be a lack of focus or clarity on the importance of cultural transformation, that should come hand-in-hand with any type of change. Digital and cultural change should be seen as one. Where digital transformation exists, organisations should be paying attention to shifting mindsets towards autonomous teams and constant improvements. It’s a given that change management teams know how to embed and support transformation programmes but to truly awaken an understanding and a compliance within your teams, you need to facilitate an evolution of their own behaviour, mindset and attitude to constantly change, as your business evolves. But, while a digital culture is vital. What does it look like? Do you need top-down sponsorship with leadership instilling a new culture of adaptability or do they need to empower middle-management to feed that message down to the workforce. A digital transformation is useless if it doesn’t revolve around the people. The question that remains, is how do you create a digital culture that allows your workforce to constantly evolve and what does it look like? I’d like to hear your opinions on the ‘Digital Culture’ we need in many evolving businesses. What do you think a digital culture looks like?
23 Jul 2019
With the last working week of the year in full swing, many HR professionals are already looking ahead to 2019. With an emphasis on transforming workplace culture, improving diversity and retaining millennial talent – my network are busy planning their transformation projects for 2019 ensuring the New Year brings with it a new lease of life for their organisations. To help with this, I have been speaking to my network about reverse-mentoring and its ability to transform a workplace - How it can help you to improve racial, intergenerational, hierarchical and gender diversity; retain millennial talent, broaden your demographic, engage a new generation and up-skill an existing workforce. I have emphasised that reverse-mentoring can transform your workplace entirely and it doesn’t cost a thing. I helped to create a white paper focused on reverse-mentoring and launched with two events for my HR community discussing this very topic - I have already started receiving updates from my network on how they plan to introduce reverse-mentoring in 2019 with some already reaping the rewards. I would love our white paper to assist you in making the same changes to transform your workplace in the New Year. Download a copy of the white paper or please get in touch and join the conversation - Is your workplace due a transformation in 2019?
17 Dec 2018
Reverse-mentoring has been the topic of conversation at Stanton House over the last month and it’s a conversation we plan to continue into 2019. We recently produced a white paper focused on reverse-mentoring and its ability to improve diversity, retain millennial talent, broaden your demographic and even support your commercial objectives in the process. We spoke exclusively to thought-leaders, industry experts and the organisations who have mastered reverse-mentoring and presented their stories as case studies for you to take back into your organisations, as insightful reads but more importantly, evidence that the initiative works and that you should try it too.Then it was time to launch to our network and we decided two back-to-back events in Reading and London was the perfect opportunity to bring the white paper to life and see just how much of an impact one paper can have. Over two mornings, 80 HR professionals joined us from across Europe to listen to our esteemed panels who offered opinion, experience and practical advice of how to follow in their footsteps. Our spectacular panel was formed of Greg Young, CEO and founder of LeaderShape Global and VP of Balanced Leadership on the PWN Board; Ella Brown who is charged with reverse-mentoring the entire workforce of Microsoft UK, Laure Le Douarec, who created the reverse-mentoring scheme at BP 20 years ago who has since gone onto replicate the initiative at Nestle, Allianz and more; Adrian Edwards, Managing Partner of EMEIA at EY and his reverse-mentor, Sayeh Ghanbari, also a partner of EY. The panellists, led by David Garstang our Manager of Human Resources, explored the concept of the ideal mentor, how reverse-mentoring can improve racial, intergenerational, hierarchical and gender diversity, how it can help you develop as a leader and pragmatically, how to go about implementing a scheme of your own. The debates had everyone thinking. Every single guest took notes and a copy of our white paper away to try and make an impact to their organisation and we can only look forward to being updated on the progress of these schemes. Download our white paper on Reverse-Mentoring
03 Dec 2018
“Diversity is like standing so close to a picture that you can see the brushstrokes. I can get frustrated by the slowness of change but actually if you step back you can see the small but positive progress being made.” – Adrian Edwards, EY.Adrian Edwards was joined by Laure le Douarec and Sayeh Ghanbari this morning at the second of our Focus on Mentoring event series. The thought-leaders helped a room filled with HR professionals to understand reverse-mentoring as a diversity initiative, how it can transform a workplace and how you can get the top down sponsorship you need to make it work.If you would like a copy of our white paper, please follow the link below. https://www.surveymonkey.co.uk/r/GBMT9XT Download our white paper on Reverse-Mentoring
30 Nov 2018
Emotional Intelligence is deemed essential for leadership but it seems it’s guaranteed to secure you a new role too.According to the Forbes Business Council, 71% of hiring managers said they value high Emotional Intelligence (EQ) over a high IQ and when asked why, they cited the ability to stay calm under pressure, lead by example and make more thoughtful business decisions.It’s clear how possessing each of the four pillars of Emotional Intelligence; self-awareness, self-regulation, internal motivation and empathy, makes you an ideal candidate but if you need help in developing your own EQ, Forbes have curated a list of nine simple steps to follow such as paying attention to body language, reflecting on criticism and praising others.Is high Emotional Intelligence guaranteed to secure you the perfect role? You can read the full article here: https://www.forbes.com/sites/forbesnycouncil/2018/11/13/emotional-intelligence-in-business-and-leadership
20 Nov 2018