Recent blog posts.
Research conducted by the Trades Union Congress in London in 2016 indicated that as many as 1.5 million people are working from home, approximately a quarter of a million more than a decade ago. One can say that, in a sense, the conventional office is slowly dying.
The world of work is constantly changing, shifting to meet the needs of both employers and employees. For the modern worker, flexibility has become the cause célèbre. No longer happy with the archaic nine to five structure, today’s workers strive for work-life balance, and employers who are open to this new way, are starting to witness the benefits.
When it comes to workplace trends, flexible working is undoubtedly the definitive trend of the 21st century. From humble beginnings where flexible working was limited to part-time offerings or reduced hours, flexible working is reaching new heights, changing the world of work forever. Flexible working isn’t just a buzzword; it’s a paradigm shift, changing how employees and employers interact, work, and grow. Look around and you can see a generation of tech savvy workers enjoying a boom in flexible working options
Business growth; most of us want it, but many companies are struggling to achieve it. At Capability Jane, we often talk to business owners who’ve reached a plateau. Whilst they have ambitious plans for growth, they invariably face limiting factors that are holding them back. Most commonly, we hear they are struggling to find the talent they need.
The Flexible Job Design Imperative
The way in which people work is changing rapidly and traditional full-time ways of working are no longer valid. Advancing technologies, changing demographics and new societal values are creating a significant need for more flexible ways of working. For employers, the ability to offer flexible and part-time working is no longer a ‘nice to have’, but an essential talent strategy and source of competitive advantage.
In the early stages of a business, it's not uncommon for the founders or owners to take full responsibility of the finance function. As the company grows, inevitably there comes a time where the finance function needs strategic vision, governance, and additional people power. Hiring a Finance Director can be a great start.
What happens when you gather together thousands of budding entrepreneurs and business owners plus some of the world’s leading business mentors, advisors and coaches?
Please click Sage Summit mentors share their top advice for entrepreneurs to view the full details of this blog.
An SME's workforce is critical to its overarching success, yet many SMEs don't have a clear plan for replacing critical talent if they suddenly leave. Succession planning is a hot topic, yet many are unsure of a clear definition. The CIPD defines succession planning as the process of identifying and developing potential future leaders or senior managers, as well as individuals to fill other business-critical positions, either in the short- or the long-term.
The first few years of growth at an SME can be both rapid and exciting. Yet in many cases, the sheer pace of growth can mean the business lacks the necessary structure and processes required for sustainability. Often in the early years, the HR function is handled by the founder of the business or the Financial Director. Amongst already busy roles, they struggle to fit in basic tasks such as offer letters, contracts and payroll. Whilst this can work for a while, with growth comes the need for a more refined approach to HR.
As an SME, the decision to hire your first marketing professional can be a difficult one. Margins are tight, and many SMEs are operating in competitive markets. Most often, the idea of hiring a marketing professional comes hand in hand with a concern that you can’t warrant the cost.