Hire Better: Address the loss of working women - Deepstash

Hire Better: Address the loss of working women

The pandemic has hit working women particularly hard, with one in four considering leaving the workforce or scaling back their careers compared with one in five men.

Among the hardest hit have been working mothers, especially those with children under the age of 10, due to childcare needs and at-home learning. Employers can provide child-care benefits and flexible working hours.

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MORE IDEAS FROM THEARTICLE

Giving no-layoff guarantees to employees, perhaps after a probation period, would increase engagement and reduce mistrust.

After making massive layoffs in the early days of the pandemic, many employers announced in 2020 that they would cease making cuts in their payrolls as a way to stem anxiety among workers. It’s time for employers to make these pledges again as they bring back furloughed workers or hire new people.

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Understand employees’ discomfort with in-person work. While many organizations are preparing to resume some degree of in-person work, a recent survey reported that 31 percent of workers said they were not comfortable with returning physically to the workplace.

Understanding how employees feel can help business leaders gauge the importance of offering flexible solutions, possibly including a hybrid of in-person and remote work.

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Recent government survey data show that people are reluctant to seek work because of fear of getting sick. In addition, widespread layoffs and furloughs during the early months of the pandemic left many workers feeling distrustful and vulnerable.

A lack of trust in employers and the fear of being let go again could keep many people away from the workforce for as long as possible.

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Not Enough Workers

Help-wanted signs are visible across the economy at a variety of businesses—especially in hospitality, manufacturing, and construction—as trying to hire enough workers amid an economic rebound can be a difficult task.
The pace of hiring cannot keep up with demand, even though the current unemployment rate of just over 6 percent remains well above the historically low pre-pandemic levels of 2019.

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Offer higher wages—and not just signing bonuses. To attract workers, including hourly employees, some employers have resorted to signing bonuses. Restaurants, for example, are offering bonuses when people are hired or after a period of a few months.

Although a signing bonus puts money in someone’s pocket immediately, far more impactful is for employers to pay more than minimum wage as recognition of employees’ value to the organization. Amazon, for example, is offering an average of $17 per hour, above the minimum wage of $15 per hour.

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RELATED IDEAS

  • Employee groups are becoming heterogeneous. 
  • Standard blanket homogenous rewards and benefit offerings are no longer ideal for employees.
  • Employees have started to prefer organisations that offer a basket of reward options based on their individual preferences. 
  • This includes offerings that support their healthcare, lifestyle, wellbeing, learning priorities such as gym memberships, cafeteria options, skill addition opportunities etc.

 

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The model of future work

By 2030, up to 30 to 40 percent of all workers in developed countries may need to move into new occupations or upgrade their skill sets. Skilled workers in short supply will become even scarcer. Any company that doesn't join the early adopters and doesn't address its underlying talent needs may fall short of reaching its goals.

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Supporting women's health with small interventions

Men and women have different health needs. In the UK, women age 50 to 64 represent 50% of the UK workforce, and 80% of women going through menopause are working.

Women bring various talents and skills to the table, and small interventions can help support women's health and make them feel safe and supported.

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