#how to boost staff morale during lockdown

[matt0044]

Boy, I heard of “Art Explosion” but this is ridiculous. :P

Oh, like you didn’t think of it yourself.

One morning, Ravi just ups and paints over graffiti with the best friggin’ mural since Smash took after him. I really have to wonder if that mural was actually painted by those on the production staff or if it was something they stumbled across in their New Zealand filming location. They had better kept it up here. :P

Commander Shaw actually jogs along and nearly catches Ravi in the act but he claims the “real artist” got away from him. It continues his subplot of his rift with his mother as she snubs what she deems as a “waste of time.” Not to jump ahead but I like that they held off until now to conclude this character arc and not have this conflict just appear out of nowhere like back during Megaforce. ;)

The mural gathers a whole crowd as well as Muriel Reeves’ new crew while Ravi tells Nate and Steel otherwise. The Beetle Brothers are keen to level with their friend on his little habit for white lies even when his artsy side isn’t a secret to them. Yes, the moral is spelt out to them but it does feel like Nate was genuinely hurt. I can also relate to Ravi lying on reflex after being use to it for so long too.

The Robotars (once again, die mad about it) morph a lock pad into Keytron and get him into Grid Battleforce��s parking lot, leading to a battle with Ravi. There’s a bit of Sentai footage transition troubles when Nate and Steel come in and drive out the Robotron. Mind you, I love how Steel rolled on the ground as a distraction. I also guess that Scrozzle added a teleportation function to him. :/

Robo-Roxy recalls Ravi’s art insecurities and decides to take advantage of it by having Keytron pose as the real artist, painting GB’s main building in explosive paint. Suddenly, airport security doesn’t seem so ridiculous now. Scrozzle also manages to morph Keytron into a french Human, a feature I hope is utilized in the future. I love how genre-savvy they get with, “I’m gonna do an accent.” XD

Evox morphs into Mayor Daniels in order to arrange the painting without a hassle. I think that he’s kinda what Heckyl’s double agent plan was meant to be in Dino Charge before they found it hard to keep up. Hell, there’s even a funny moment when he starts at "Pierre” for daring to share an evil laugh with him. :P

Mayor Daniels brings Pierre over to Grid Battleforce to paint a mural that will boost support for the Global Morph-X Network. And boy, does Keytron hams it up as a “french artiste” who “paints from his very soul” or what? His actor might’ve had a small role but he made it big as all get out. Big enough to prompt Ravi into speaking up after his friends push in the right direction at last.

Before Commander Shaw can react to her son being *gasp* an artist behind her back, Devon sees Pierre about the splash paint all over the team and warns them in time. I like that he didn’t even know the pain was explosive until it went boom. Mayor Daniels slips away with the commander in with some of Evox’s awfully subtle acting. Well, on this show, it might as well be subtle... XD

The Rangers have their Transporters on lockdown and leave them with hand-to-hand combat along with their Beast Powers. I do feel like they could’ve gotten creative with Devon’s Cheetah Speed and have him punch Keytron rapidly like out of Fist of the North Star. Come on Dev, you know you wanna. :P

Commander Shaw burst onto the scene in time to get a blast in and give the Rangers enough fire power to mow down Keytron. I wish we got to see her handle the Beast X Ultra Blaster herself like Rambo or something as mentors and commanders aren’t often on the field. Maybe pilot a Zord by herself even.

Once again with the Heckyl comparisons, Evox needs enough Morph-X to maintain his disguise as Mayor Daniels or risk exposing himself in public. It’s a good sense of vulnerability for the main villain as he’s active in the field but also seeking to restore his power. Hope Mission 30′s adapted to see him in action...

Scrozzle sends in Keydrone and even utilizes Gamerdrone’s data to replicate the Morph-X Siphon Sphere. I like that they turned a previous one off power into a reoccurring thing as an occasional threat to the Rangers. The Ultrazord battle is actually pretty cool with them blasting into the air and dropping down onto the Gigadrone after their other controls are locked. That was awesome. :)

Ravi reconciles with his mother in the usual feelsy way Power Rangers tends to do, complete with him signing his name on the mural. Yeah, parents might not be as understanding as Commander Shaw might but I feel that it’s good to show folks watching the show with their kids how to talk with their kids about the interests. In my experience, adults could actually learn a lot from kids shows. :P

Meanwhile, Betty perfects her circus act with the help of Ben and lousy SFX. :D

[maddiecopesblog]

15 minute city research

For my research I looked at some articles as I wanted to get a clearer idea of the concept of a 15 minute city before I start to look at problem solving. I took some interesting points and quotes that have helped me piece together some ideas for my possible product/service.

From the BBC article, I found this part particularly striking where a woman talks about her experience of living in Paris during the pandemic and how it changed her experience of city living:

“I discovered it’s possible to feel like you're in a small village in Paris,” she says. “To get to know your neighbours, to maintain good links with shopkeepers, to favour local craftsmen and shops over large supermarkets. I even joined a citizens’ movement where people prepare food baskets for homeless people. I thought I would have a hard time living the lockdown, but I was perfectly at home, in a quiet place.”

I love the idea of lockdown creating a sort of extended home for people, during times of international uncertainty people tend to group together for support, and this is a perfect example of this, communities coming together in troubling times. Im trying to think of how I can replicate this in my own project, that sense of community, a return to the small businesses and adoration for craftsmen.

As well as this, I looked into some of the benefits of a 15 minute city in hope that it would help me understand why a concept like this would help communities and one of the links below clarified it perfectly:

* Better health and quality of life: less commute time, allowing people to have more free time at their disposal; physical and mental health benefits of active travel, cleaner air, easy access to healthy food options, quality green space, and stronger community ties that reduce loneliness.

* A more environmentally sustainable city: lower transport emissions from cars; more trees, vegetation, and green space, which also eases the urban heat-island effect, reduces flood risk, and improves biodiversity.

* A more equitable and inclusive city: more public spaces, both indoors and outdoors, in which to play, mix, and socialise; support for neighbourhood businesses and entrepreneurs; street design and active travel schemes for vulnerable users and people who cannot afford a car; incentives for citizens to participate in local policy-making; a stronger sense of community.

* A boost to the local economy: more footfall for local high streets; more local and diverse employment opportunities; more productive use of buildings and street space.

I think this list is something I will restore to, almost like criteria as I’m developing my ideas as I think it’s a thorough explanation of how a 15 minute city should benefit people directly

[rchittimalla]

How Managers Can Help Employees Return to the Workplace

Now that many states are loosening lockdown restrictions, companies are carefully developing plans to bring employees back to the office safely. Employers will have to strategize everything from configuring schedules, seating plans, elevator usage, and food delivery to minimize contact and avoid the virus’s transmission. Apart from the logistical and operational planning to accommodate employees’ physical well-being, employers must also prioritize their staff’s emotional and psychological needs.

Most people are feeling a degree of anxiety right now because of all the uncertainty surrounding the virus. Recent surveys have found that employees are worried that their employers will ask them to return to work before it is safe. Unfortunately, many organizations don’t know how to approach this. If you’re considering reopening your workplace and bring your employees to the office, there are safe ways to do so. Here are 4 recommended ways for management to help employees safely return to the workplace:

1. Prioritize Your Employees’ Well-Being

Many employees recognize that returning to the workplace could jeopardize their health, especially if there aren’t enough safety protocols in place. As such, they want reassurance from management that their well-being will always be the top priority, especially in uncertain and challenging times.

For starters, you can demonstrate your commitment to employee safety by routinely disinfecting the office. Be sure to also provide updates as these measures are done, in order to show your employees you genuinely care about their well-being. Your company may also choose to offer hazard pay for frontline workers, as Costco did. By putting your employees’ safety at the center of all your decisions, they’ll feel more inclined to return to the office. You can also consider morale coaching to find ways to assure your employees and help them feel more comfortable about physically reporting to work.

2. Disseminate Accurate, Transparent Information

Sharing accurate, verified information in a time of rampant misinformation is more important than ever. Maintaining a consistent and clear communication line from management to employees is also crucial in alleviating anxiety—the more they know, the less worried they’ll feel.

Employees reportedly regard their employers more positively when they regularly receive updates from their companies. They’re also more likely to feel proud to be a member of the company since it shows that the organization is invested in keeping everyone informed of critical developments. As such, management consulting recommends that employers prioritize the timely dissemination of information to alleviate such anxieties and help them feel more confident about returning to work.

3. Implement Recommended Public Health Measures

Employees trust public health experts like the Centers for Disease and Control regarding guidelines and measures, especially on reentering the workplace. If the CDC says it’s not yet safe to return, but the employer insists that it is, employees are even less likely to feel confident about going back to the workplace.

However, if your organization focuses on following public health measures, your employees will feel more comfortable returning to the office. These include sanitizing and cleaning work areas, asking sick employees to stay home, implementing flexible sick-leave policies, providing personal protective equipment, and promoting personal hygiene. They will also appreciate the company screening all employees before returning to work, as it will give them peace of mind that the office will remain a safe and COVID-free place.

4. Be Flexible

We live in unprecedented times, which means it’s hard to predict scenarios and prepare for what may happen several months from now. As many companies have worked from home for most of the pandemic, they have realized that it is possible to continue being productive even outside of the office.

However, employees expect this flexibility when offices reopen, especially if they care for children or sick family members. They may feel worried about their ability to juggle both, making it crucial for organizations to stay flexible and accommodate the many different arrangements brought by COVID-19. Large companies like Twitter and Facebook have migrated to a mostly remote model, which you can consider. You can also maintain a hybrid workforce to report to the office, while others can choose to work remotely. Ultimately, your decisions must alleviate the anxiety your employees feel about their mental and physical health.

The Path to Safely Reopen

Reopening during the pandemic isn’t easy, but it is still possible. By following these tips, you can create a safe workplace your employees will look forward to returning to while taking care of both their physical and psychological well-being.

Leadership for Companies Who Want to Grow

Raghu Chittimalla is an IT executive and successful entrepreneur who can help boost employee productivity and morale, helping your company thrive even in difficult times. I also help organizations with entrepreneurship, recruitment and hiring trends, and successful business strategy. Contact me today to find out how I can help you grow!

[qubemagazine]

New Post has been published on Qube Magazine

New Post has been published on https://www.qubeonline.co.uk/how-looking-after-your-staff-can-help-you-adapt-your-business/

How looking after your staff can help you adapt your business

NEWS FEATURES FIRE & SECURITY SUBMISSIONS RESOURCES

By Chris Harvey, Organisational Development Manager, & Martin Shields, Head of Health, Safety & Environment, ODS.

Health & Safety compliance is rarely thought of as being a key part of business innovation. However, the approach masterminded by ODS, a Local Authority Trading Company (LATCO) which provides frontline services, shows how when folded into a bigger piece of work around cohesion it can promote new ideas for how we work and build confidence and resilience among staff. Organisational Development Manager, Chris Harvey along with Head of Health, Safety & Environment, Martin Shields, explain how this has resulted in a better customer experience, coupled with elevated staff wellbeing and skillsets.

The past six months have thrown many industries into turmoil while we grapple with the COVID-19 pandemic and the resulting economic downturn on a global scale. Yet the public health crisis has sharpened our focus on how we can put new working arrangements in place to support the wellbeing and safety of our people.

Health & safety compliance is often portrayed in the media negatively; tedious, inconvenient procedures slowing down work and even acting as a roadblock to innovation.

What the pandemic has helped demonstrate, however, is that this is not the case at all, or at least it shouldn’t be. Out of necessity, we’ve reviewed our procedures and have created new, COVID-era ways of working which have in fact created a better customer experience and improved the skillsets of many of our workers.

A good ethos is good business

It has always been the case that a happy, healthy workforce is more productive, efficient, and less absent. However, the pandemic has made the impact on the bottom line clear, by showing that staff wellbeing, both emotional and physical, is vital to the business staying afloat.

We’ve seen the pandemic expose a huge correlation between economic survival and health. A single outbreak could have an enormous impact on our services, customers and costs, added to which employers also have a moral obligation to protect their staff, including from the emotional impact of the crisis.

At ODS, round 10% of our workforce have been shielding, and they’ve been returning in a phased manner. Many have considerable anxiety about coming back due to their own or family members’ medical conditions and these worries need to be dealt with first. Staff must be absolutely confident there are procedures in place so that they can carry out their duties safely and securely. They also need to be able to flag worries and talk concerns through with their team leaders. Companies need to be in listening mode as this is key in reducing anxieties and will help to make essential improvements to procedures.

The fact of the matter is mental health should be considered of equal importance to physical wellbeing. It’s crucial that companies train mental health first-aiders among their staff, provide peer support and have occupational health programmes where needed.

The challenges posed by COVID-19

With new socially distanced working practices, whether you’re working from home, in the community or on a construction site, frequent two-way communication has become increasingly important. It needs to be frequent, honest and empathetic. Employers must create a safe space where people can speak freely, without any worry about negative repercussions.

While the guidance that has come from central government and trade bodies has heavily focused on resource management as well as setting universal rules for public safety management, on an organisational level we must drill down to a more granular level. This has to go all the way through to an individual’s unique combination of day-to-day activities, working environment and their health situation.

Customer focus

As well as being mindful of their people, companies need to ensure they’re not potentially exposing their customers and the public unnecessarily. The COVID era should lead employers to look afresh at how they deliver their services and see what needs adjusting. At ODS, for example, we sometimes would have two or three different trades visiting a property to fix something. We realised that this was multiplying any potential exposure risk, so we’ve re-trained our maintenance crews to be multi-disciplinary. This approach has been popular with clients, residents and our teams.

We also ensure our colleagues sanitise surfaces they touch as they enter/exit properties and ask tenants/occupiers to stay out of the rooms being worked in. These are all small, practical changes to keep everyone safe.

Changes should also be made for those office-based people who have to be ‘back’ at work, by providing, for starters, a well-ventilated, appropriately distanced, screened workplace. Not everyone has a suitable work space in their home and other office-based colleagues want to be close to the operational teams. This will allow people to safely work where they’ll be most effective.

Bespoke plans, people-centred approach

An organisation-wide template for creating bespoke guidance to each team and individual is also important. It ensures communication and operation remains effective at all levels. At ODS, we achieved this with our Road to Recovery Operational Framework, launched two days after lockdown was announced.

This framework empowers line managers to supervise and communicate with their teams on an individualised basis. This is necessary as it’s the line managers who have an intimate understanding of what a worker’s day looks like and their circumstances. There’s a standardised approach with weekly reviews and checklists so that issues can be swiftly addressed.

It also ensures line managers understand that while it’s possible for workers to return from shielding, there are certain limitations. Taking into account individual occupational health reports, this framework clarifies what tasks can be assigned and to whom.

Being agile to meet differing needs

It goes without saying that the circumstances for each individual can look very different. The overriding experience of a single person may have been loneliness, while a parent working from home might have felt overwhelmed with balancing work, childcare and other tasks.

Underpinning the template is therefore the need to tailor assessments. Different work streams face different challenges. It can be extremely challenging, for example, to keep a two-metre distance with the kind of work carried out by frontline operatives. Companies with frontline workers should therefore create ‘cohorts’, keeping the same team working together, staggering working times, equipping them with PPE and putting everyone in their own bubble with minimised contact with others.

A united front

People can be ambivalent about health and safety management because fear is sometimes used as a way to change behaviour. Our organisation’s culture has always focused on using empathy, as treating people as adults is much more effective. A greater focus on communication will help to keep companies united during the crisis, and will enable them to maintain morale and performance.

The challenge to keep providing our services going has been immense, yet the very necessity to build in all these safeguards has helped improve our systems. That’s why we’re now providing an even better service and an improved customer experience.

Through regular one-on-one conversations between line managers and operatives, companies will effectively give enhanced on-the-job training to their staff. Detailed discussions will help to clarify what works well, where the struggles are and what improvements can be made. This discussion-based approach provides an opportunity for teams to actively learn and will allow employers to boost morale during a difficult time.

Keeping your people safe needs to be a number one priority and it’s good business too. This gives a new perspective on how to organise services safely and while meeting customer needs. Thus enabling organisations to not only stay afloat, but thrive.

  How looking after your staff can help you adapt your business

NEWS FEATURES FIRE & SECURITY SUBMISSIONS RESOURCES

[shibashouse]

Battling with Invisible Enemies (2)  Trolley Dilemma Everywhere When Addressing Coronavirus

Since last month, I have often heard the news, which is mainly from the international media, that the Japanese government takes coronavirus least seriously because it hasn’t taken strong measures to prevent the outbreak.

Democracy in a Team

Japanese politicians think consensuses are important when working in a team. Even in an emergency, strong leadership might be considered a dictatorship, which delayed the national statement for addressing COVID-19. The PM rarely makes political decisions alone, which will be harshly criticized as a dictatorship and reminds citizens of the military government during WW2.

Japanese Paradox in Coronavirus

It is often said that the Japanese tend to avoid touching each other when greeting or chatting in daily lives, which is considered the reason why Japan has fewer coronavirus cases compared to other G20 countries, which seems quite unnatural. A rumor also says that the mandatory BCG vaccination to babies under 12 months old in Japan works not only for TB but also for COVID-19 since the BCG vaccine specially developed in Japan covers a wide range of TB mutations, which might be able to deactivate coronavirus.

Huge Personal Space

After WW2, young couples have started smaller families because they prefer to live apart from their parents to protect their personal spaces, which should be kept in private. On the other hand, visiting their parents is quite important especially in the New Year holidays and the graveyard visit in Obon. Japanese tend to avoid receiving welfare since welfare recipients' buying behaviors are all checked by the finance ministry.

Moreover, welfare recipients are not allowed to own a car. They must get permission from the city office to own a computer; finance ministry workers consider a PC is a typical cashable fortune. A welfare recipient is someone who lives in minimalism; he or she can't even go to a concert or a sporting event. In other words, he or she dare refuses to receive welfare to keep on his or her hobbies or fun activities, which is his or her reason for being.

Japan Does Not Follow the International Consensus of Social Distancing

https://www.kantei.go.jp/jp/content/000061935.pdf

Japan has been conducting coronavirus prevention measures called 3Cs, which Tokyo Governor Yuriko Koike announced on February 28 evening. The 3Cs mean social distancing measures; they were confusing to me at first. The next day, the majority of public spaces have the 3Cs poster, transparent plastic shields in front of the cashier counters, hopscotch-like floor linings to encourage social distancing, which disappointed me a bit. To tell the truth, I expected that the government would implement the measures China or Singapore did in February. Recently, no customer is seen at nearby restaurants or cafes; the government finally realized that social distancing means almost the same as evacuating at home.

I assume the Japanese government misunderstood the 3Cs slogan that only activities held in crowded places with poor ventilation and a huge audience would be prohibited. Prohibiting big events is too partial to lower the curb; just one C (a closed space, a crowded place, or close-contact settings) brings us infection as neither vaccination nor medication is available yet. In this way, coronavirus has put all humans into a disaster.

Trolly Dilemmas When Addressing COVID-19 Prevention

I rarely watch TV news about coronavirus. I prefer watching vlogs on YouTube because it's fun for me to study insider's stories and connect the dots with news from mass media. When I hear the news about city lockdown in other countries, I strongly feel the national leaders and their citizens can trust each other with empathy.

Compared to the other national leaders, Japan PM and local governors seem to have much more conflicts among patronage companies before issuing the emergency measures. In other words, they don't seem to focus on keeping their citizens' health. Some of them might care more about how to prevent the Great Depression than reducing coronavirus victims. There are a few critics who predict the Great Depression caused by the COVID-19 pandemic would kill more people than the virus itself. It's natural for them to follow the trolley dilemma and recommend the chief politicians prioritizing the economy, betting that enhancing citizens' mental health would boost their immune system enough to conquer coronavirus.

Here’s another trolley dilemma the doctors in Iwate Prefecture faced:

https://www.tellerreport.com/life/2020-04-24-iwate-hospital-that-refused-pregnant-women-on-their-way-home-home-improvement-of-infection-control-system-new-corona-.Bkul76XgYI.html

The initial problem might be that a pregnant woman in her 30s who lives in Chiba prefecture temporarily visited their parents in Iwate Prefecture. She accidentally gave premature birth and called an ambulance, but was rejected by the first two local hospitals as she was suspected positive in coronavirus. Not only the doctors but also the pregnant woman was in another trolly dilemma and put her baby and herself at risk.

What does each element in the trolley problem picture symbolize?

The trolley problem picture is basically used for morals education or problem-solving training. The trolley problem logic is called the trolley dilemma, which was ironically used in the COVID-19 treatment strategy.

The survey conducted by Wroclaw University and Norweigian University joint team shows that Westerners tend to associate one severely injured person on one track with the Great Depression and five severely injured people on the other track with the number of deaths by coronavirus syndromes, whereas forestkeepers in Papua don't agree with Western medicals' treatment strategy. In short, people's health is the most important to Westerners and they even sacrifice freedom to overcome the deadly virus. The dashing trolley symbolizes COVID-19, and the derailed one stands for the future after beating an invisible enemy to all humans.

https://twitter.com/hornby32mm/status/1117308307415322624?s=20

Surprisingly, a Japanese railway fan found a win-win solution to the trolley problem. The main agenda is how to operate the rail pointer lever, and he or she on twitter mentioned that the railway engineer should keep holding the lever in the middle of the pointer until the trolley derails.

How to Operate the Trolley for a Brighter Future

Imagine there are rows of hospitals along the two tracks in the picture. Medics are taking care of COVID-19 patients and those with other chronic diseases 24/7. The trolley represents the deadly toxic coronavirus, which is never allowed to cross the fork. Non-medic people including politicians, store staff, educators, couriers are concentrating on their minimal tasks or staying at their homes. None of them is dispensable. They all unite to conquer the coronavirus.

What is more important than life?

I want to survive from COVID19! In other words, my own life comes first, but there is only one exception. I wouldn't be afraid of passing if my death can contribute to saving other people. For now, I promise I'll do my very best to prevent the virus, but the moment I would, unfortunately, get infected with the fatal virus, I'm ready to give my hospital bed to someone more serious than I would be. I have been helped, encouraged, cheered up by so many people I've met; I simply want to express my gratitude by saving someone.

To live with fun is wonderful. To see someone live with fun is fulfilling.

[opticien2-0]

Coronavirus round-up: Ingka Centres on reopening malls, plus updates from Studio, the ONS, IMRG, Institute of Customer Service, DPD and Shipster

We’re reporting on the effect of the Covid-19 coronavirus pandemic on the way UK shoppers buy – and on how retailers are responding to that changing behaviour. This update comes as, as of 9am on April 23, 138,078 people have tested positive for coronavirus and 18,738 people have died. Over the previous day, 4,583 people tested positive out of 23,560 tested, and 616 people died.

    Ingka Centres says shopper confidence is recovering fast as it reopens first malls

  Ingka Centres, part of the Ingka Group that owns Ikea, says it has opened all three of its shopping malls in China while its Luv Shopping mall in Lübeck, Germany, has become the first of its European shopping centres to reopen.

  Early figures from its Livat Centres in Wuxi and Beijing show footfall was down by more than two thirds over the first weekend of reopening, but that confidence has recovered fast. Visitors to the Wuxi centre are now at 80% of footfall at the same time last year. On the first day of its Wuhan centre reopening, under shorter operating hours, visitor numbers stood at 70% on a year earlier.

  Ingka Centres currently operates 45 centres in 15 markets in Europe as well as in Russia and China. Those centres that have reopened have done so with clear signage around social distancing and hand washing. Restaurants have reopened to offer takeaways, while shops that could reduce their selling area to 800m sq have been able to open.

  Gerard Groener, global managing director of Ingka Centres, said: “We were one of the first international businesses to encounter coronavirus. We witnessed first-hand how important it was to take action quickly. When Covid-19 came to our other markets in Europe and Russia, our experience in China meant we were better prepared than we otherwise might have been.

  “We have now started re-open our Meeting Places in China and Europe after official advice confirmed it was safe to do so. To rebuild trust and confidence, we have temporarily introduced measures to encourage shoppers to adopt safer shopping behaviours.”

  Ingka Centres has waived rent and service fees for its tenants, while also investing driving online traffic to its tenants’ websites and enabling retailers to share home delivery and click-and-collect services. It is also to invest €1.6m in community programmes to help bring local neighbourhoods together.

  Ingka Centres has recently bought Kings Mall Shopping Centre in Hammersmith for redevelopment.

    Studio trades well ahead of last year

  Pureplay Studio says that it is trading well ahead of the same time last year, after ensuring that social distancing and hygiene measures are in place and that deliveries could be made safely.

  It says demand is especially strong for toys, games, electricals, fitness and garden products.

  "Given the external environment, we are taking a prudent and dynamic approach towards stock intake for the summer period, particularly on clothing, in order to de-risk the business in anticipation of a highly competitive marketplace once the lockdown for high-street retailers is eased," the retail brand’s parent company Studio Retail said in a trading update today.

  However, it expects that customers’ incomes will come under pressure and it will follow FCA guidance in relation to its credit sales. As yet, customer requests for forbearance have come to about 1% of its balances, though it says that this could increase, depending on how long the lockdown ends. Outside its warehouses, many staff are working from home. Those who cannot, or who are vulnerable, have been furloughed on full pay.

  The retail group, which also runs an education business, says it has enough debt liquidity for near-term cashflow without needing to fall back on government funding.

  ONS coronavirus round-up

  In its weekly coronavirus round-up, the ONS said a just under a quarter (24%) of businesses had temporarily paused trading between March 23 and April 5, with those in arts and entertainment the most likely to have done so. More than a quarter (78%) of staff at those businesses were furloughed under the government’s Job Retention Scheme, while 14% of staff were on furlough at companies that were still trading.

    IMRG: online sales continue to grow

  Online sales were up by more than a third (37.4%) in the third week of April, compared to the same time last year according to IMRG figures. The figures, shared in the latest IMRG coronavirus webinar, show sales of clothing still slightly down on last year, while sales of electricals, home and garden, and health and beauty are still well ahead of last year, but declining compared to highs seen in recent weeks.

  Analysis of 300 retailers over the pandemic also showed that 42% of retailers who usually offer next-day delivery have suspended the service, although 27% of the full are still offering it. Retailers who had suspended services have largely returned to selling online. Currently only nine are unable to trade, while that figure peaked in March at 19. The experience, said Andy Mulcahy of IMRG, seems to show that it is possible to go dark and then get back online "but warehouse staff have to feel safe".

Shoppers say grocers are doing a good job in the pandemic

�� More than three quarters (78%) of shoppers say grocers are doing enough to look after their customers during the pandemic, according to a survey of 1,000 UK adults from the Institute of Customer Service. At the other end of the scale are utilities (64.4%) and insurance (66.3%) companies.

  More than half of those questioned (55.9%) said keeping customers updated should be a top priority for companies, while 37% said they should listen to customer feedback.

  Jo Causon, chief executive of The Institute of Customer Service, said: “In the face of enormous uncertainty and restrictions, customer service teams offer the public far more than simple transactions – they are a vital support service and for many brands, the key link with their customers. The importance of customer service has been thrust into the forefront by this crisis. I think the results reflect that brands may have been benefiting from a period of tolerance from customers, but this may diminish as time goes on.”

  DPD staff donate to boost morale on wards

DPD has delivered 60,000 items to hospital wards across the UK as it looks to boost morale among staff and patients. It has created and sent out welfare packs and food and treat packs containing items donated by its staff to 160 NHS hospitals around the UK after palliative care nurse Nikitta Jones asked for help for patients on her ward at the Cynon Valley Hospital near Merthyr Tydfil. She wrote to DPD chief executive Dwain McDonald saying that as families were no longer allowed to visit wards, patients were no longer getting supplies and treats from home.

  The items have been delivered as DPD has made thousands of extra deliveries for the NHS to hospitals, GP practices and more, delivering supplies including masks, gloves, and aprons. It has also worked with the 3DCrowd, a community of 3D printer owners who are using their machines to make face masks for the NHS in the face of shortages. DPD collects the component parts from volunteers and takes them, free-of-charge, to a central hub in Sheffield for assembly, and then takes them onwards to hospitals and other facilities.

  DPD’s McDonald said: “I think everyone is united on this - we want to do all we can to help the NHS and we want them to know how much we appreciate what they are doing for us. We weren’t expecting this to become a nationwide initiative, but we have the infrastructure and a lot of great contacts at the NHS and when you combine that with a very generous bunch of people, incredible things can happen.”

    Shipster software free for those sending out PPE

  Shipster is making its software available for free to all those providing goods such as PPE and medical equipment. All of its clients have been offered extended payment terms.

Having more licences available for free means the companies can send goods out more quickly.

Tony Cheetham, mananging director of Shipster, said: “It’s a no brainer really, every company should be looking at what they can do and we’re very lucky to be able to continue trading in the current climate. We have seen an increased demand for shipping in goods such as medical supplies, PPE and food, so we made the easy decision to allow those clients to bump up their licenses as much as they want to with no added cost. This will hold for as long as the government’s lockdown period lasts, and possibly longer if needed.”

    Image: Shutterstock

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[unixcommerce]

Entrepreneurs Using YouTube More than Anything to Learn New Tech Skills During Pandemic

Entrepreneurs are using the pandemic to improve technical skills. YouTube is proving to be the leading resource to help people sharpen technical skills. Among the top skills people are leaning is software, telecommunication, and digital media proficiency.

These were the findings of research by BoxBoat, specialists in helping companies achieve digital transformation through modern technologies. The study surveyed over 1,000 employed and furloughed people to determine the tech skills they are learning during the pandemic. BoxBoat’s report is titled ‘Leveling up Tech Skills During Covid-19.’

Learning and Improving Tech Skills on YouTube

One key finding of report is that YouTube is the primary resource to learn and improve tech skills. 58% of participants use YouTube to sharpen skills related to tech. The second most-used resource to hone up tech skills is hands-on experience. 43% of those surveyed say they rely on hands-free experience to learn and improve on tech skills. 40% say they use free online courses, and 37% admit to using online articles or blogs to make such improvements.

Improving Tech Skills is a Win-Win for Employees, Employers and Entrepreneurs

Improving and diversifying technical skillsets is a win-win for businesses, entrepreneurs, and employees. Adding more tech strings to their bow, can make employees for employable. For entrepreneurs, being gifted in software, telecommunications, digital marketing and more, can help business ventures succeed. For small businesses, improving the tech skillsets of workers can enhance and streamline operations. It can also help boost employee morale, and lead to a more profitable business.

YouTube is one of the easiest, most affordable, and, as BoxBoat’s research shows, the most popular resource to gaining new tech skills.

As the authors of the report note in a blog about the survey: “Not only was YouTube the most common resource across all generations and overall, it was also voted the single most valuable resource for learning new tech skills during COVID-19. One in four respondents gave YouTube the MVP award.”

High Demand for Software Proficiency

The study explored what areas of technology people learned or improved during the pandemic. Software proficiency was the most common skill people learned, with 42% of participants saying they concentrated on software skills. This was followed by telecommunications proficiency, with 37% of participants admitting to learning or improving on telecommunications skills. 35% of those surveyed said they used their time in lockdown to improve digital media and creative skills.

Other popular skillsets to learn during Covid-19 were data analysis or reporting (28%), and operating proficiency, also at 28%. Technical writing and literacy, coding and programming language, and hardware proficiency also ranked as skills picked up during lockdown.

Employer-Provided Education Opportunities During Covid-19

The report studied whether employers have been providing tech education opportunities during the health crisis. 54% of people said their employer has provided technology education opportunities. However, only 36% had used them. Just over a third of participants said they would like their employer to provide such tech ed opportunities.

The findings of BoxBoat’s research are important to small businesses, confirming just how highly people rank learning new tech skills.  With the right tech skills, employees can play an even greater role in a business’s success. Offering tech training can improve staff morale, loyalty, and retention rates. For entrepreneurs starting a new venture, having the right technical skills and knowledge will help nurture business success.

Image: Depositphotos.com

This article, “Entrepreneurs Using YouTube More than Anything to Learn New Tech Skills During Pandemic” was first published on Small Business Trends

https://smallbiztrends.com/

The post Entrepreneurs Using YouTube More than Anything to Learn New Tech Skills During Pandemic appeared first on Unix Commerce.

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[businessreviewguidenow]

57% of Companies Offering Mental and Emotional Support Since Pandemic Started

Almost 40% of employees say they feel less productive since the start of the Covid-19 pandemic. To help lift wellbeing and productivity, 57% of employers now offer mental or emotional support for employees.

These changing workplace behaviors were unveiled by research by Clutch, specialists in B2B research, ratings, and reviews.

In its ‘How Employee Health is Affected by Covid-19 Work Environment Changes’ report, Clutch surveyed 301 US workers. It found that during the pandemic, businesses are likelier to provide access to emotional health support such as virtual therapy.

Business More Likely to Provide Emotional Support

Since the pandemic was announced in March 2020, the US workforce has gone increasingly remote. More than half of business owners say they will continue to work remotely after lockdown restrictions are lifted.

However, remote working is not without its challenges, and the changing working environment can have a negative affect employees’ mental and emotional health.

Within the challenging business environment, it’s more important than ever for businesses to remain productive. To help companies overcome issues related to mental and emotional health and productivity, help is being offered to employees.

Investing Time in Remote Workers

David Morneau, co-founder of inBeat, a micro-influencer marketing agency, confirms the importance of investing time into the wellbeing of remote employees. Commenting in Clutch’s report, Morneau said:

“I invest time in one-on-one conversations with each of my team members at least three times a week. I listen, empathize, and offer solutions. Motivated employees are always more productive.”

Flexible Scheduling and Advice on Remote Work

Out of the 57% of employees receiving additional mental and emotional support from their employer during the pandemic, 28% are receiving flexible scheduling. The report found that advice on remote work was another common support feature of the current climate, with 23% receiving support with remote work.

Staff Taking Steps to Improve Their Mental Health

Clutch’s research also found that employees are taking steps to improve their mental health during these difficult and unchartered times. 24% of recipients said they are contacting friends and family more frequently. The same figure said they take regular breaks throughout the workday.

More than half (51%) say their current working situation has not affected their feelings about continuing to work for their employer.

With around 4 in 10 of employees saying they feel less productive during the Covid-19 pandemic, it is more important than ever businesses take steps to boost employee morale, motivation, and productivity.

Reminding Remote Employees of their Productivity

The report highlights concern that employees feel less productive because they are not receiving sufficient support and feedback.

Making efforts to remind employees of their productivity can be an affective way of helping remote workers achieve greater efficiency and output. One such step could be scheduling regular meetings designed to help team members recap on tasks and achievements. Another could be maintaining ‘small talk’ and typical office conversation via remote messaging and other remote communication. Complimenting employees for their work can also go a long way in boosting productivity.

Prioritizing 1:1 meetings with remote staff is another measure highlighted in Clutch’s report that can have an impact on nurturing productivity.

Flexible Schedules and Increased Time Off

According to Clutch’s research, businesses are offering employees more flexible schedules and increased time off to help keep workers mentally strong.

28% of those surveyed said they can work a flexible schedule. 23% said they receive advice about remote work, and 21% have access to professional counselling or therapy.

14% of the interviewees said they have had increased time off or sick leave during the pandemic.

Virtual Events

Holding virtual events can be an effective way to help remote workers maintain strong mental health and increase productivity.

Clutch’s survey found that 11% of workers have been involved in virtual social or community events in recent weeks.

The take-away messages of the report are that with some effort including implementing some simple strategies, businesses can help employees navigate the unique challenges of remote working. By maintaining strong mental health and keeping morale and motivation levels high, remote teams can be in a much better position to work productively.

READ MORE: 

Small Business News

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This article, “57% of Companies Offering Mental and Emotional Support Since Pandemic Started” was first published on Small Business Trends

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For Clues to Biden’s VP Pick, Look to History

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President Trump said the White House coronavirus task force will continue indefinitely and Airbnb plans to lay off a quarter of its workforce. WSJ’s Jason Bellini has the latest on the pandemic. Photo: Brendan Smialowski/AFP

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[thefourthbranch]

4-16-2020: WALSH: We Have Become A Police State, And None Of Us Should Be Okay With That: (This is a reprint of an article by Matt Walsh from THE DAILYWIRE, published on 4/6/2020.  All of the cases of police actions that he cites I have seen reported by other sources.  The value of this article is that he presents them together in the context of the state of Marshall Law that is being imposed upon us.)         On Saturday, police in Kansas City “intervened” to shut down a parade of elementary school teachers. The staff of John Fiske Elementary School decided to organize the parade as a way to boost the morale of their students and encourage them in their new distance learning adventure. All of the teachers and administrators were in their own cars. There was literally no chance whatsoever of any virus being transmitted from car to car. But a spokeswoman for the police later explained, after the elicit gathering was descended upon by law enforcement, that the celebration of learning was not “necessary” or “essential.”       Two days before the Kansas City community was saved from the threat of cheerful elementary school teachers waving to children from their sedans, police in Malibu arrested a man who was caught paddle boarding in the ocean. Two boats and three additional deputies in vehicles were called to the scene of the non-essential joyride. How could a man out by himself in the Pacific possibly contract or spread the coronavirus? Nobody knows. But orders are orders, after all. And so the man was pulled out of the ocean and hauled away in handcuffs.       Not far from this harrowing scene, the San Diego sheriff’s department was giving out citations to people who’d committed the nefarious crime of “watching the sunset” on the beach. At around the same time, over on the east coast, Pennsylvania state police were pulling over and ticketing a woman who, according to the citation, was “going for a drive.” You may think that going for a drive when you’ve been locked in your home for three weeks is indeed a rather essential activity. And you may also think that there is essentially zero risk of contracting or transmitting the virus while you drive along a country road in the rural county of York, Pennsylvania. But none of that matters. The politicians have spoken. You may leave your home only for the reasons they decree.       A woman in Minnesota was recently pulled over and ticketed for two offenses: First, driving with a canceled license, which seems fair. But second, for violating her state’s stay-at-home order. She said she’d gone to Taco Bell and before that had visited her storage unit. Why should one be essential and not the other? Who knows. That is up for the politicians to decide. The point is that you can’t just go out and move around as you please. What do you think this is? A free country?       Officials in other parts of the nation have banned essential retailers from selling non-essential items like mosquito repellent. I suppose the prevention of West Nile and malaria are no longer considered essential. The mayor of Port Isabel, Texas, has decided, for whatever reason, that residents may not travel with more than two people in their vehicles. What if you’re a single parent with two kids? Well, sorry, one of your kids is out of luck. It’s not clear how this rule will be enforced, but some states have made that easier on themselves by setting up checkpoints to stop and question every car that passes through. A driver from New York who gets caught in Florida might face 60 days in jail. I should stop here to remind you that Florida and New York are places in the United States of America, not Soviet Russia.       Meanwhile, protestors outside of abortion clinics in California and North Carolina have been arrested for violating their state’s stay-at-home orders, despite the fact that they were following the protocols of social distancing, not to mention that obscure legal artifact known as the First Amendment. But the First Amendment has officially been neutralized, as the multiple pastors arrested for holding worship services have found out. All of this may seem quite oppressive and gestapo-ish, but a police chief in Colorado put those worries aside by explaining that the act of leaving your house and going outside is not a right but a “privilege” that can be revoked if it is “misused.” A prosecutor in Ohio, exploding in a fit of rage during a radio interview, said that those who defy his state’s stay-at-home order are committing “felonious assault” and if you’re guilty of that, you can “sit your butt in jail, sit there and kill yourself.”       Again, I remind you: this is the United States of America. Or at least it used to be.       Apologists for our newly established police state will tell me that states and localities have the authority to impose restrictions in an emergency. That is true, but the question of how far their authority actually goes is complicated, and in this case made even more complicated by the fact that these stay-at-home orders, in many cases, are based not on a current medical emergency in the respective state, but on models that forecast the possibility of an emergency in the future. For example, Minnesota is under a stay-at-home order despite having only 29 coronavirus deaths among a population of over 5 million. Perhaps the situation will get worse. Perhaps not. The point is that there is no current emergency in Minnesota or many of the other states currently under lockdown. There is, rather, a model that projects an emergency. And if projected emergencies can justify the effective nullification of the Bill of Rights, where is the limit? Haven’t we now granted the government the power to seize near-total control on the basis of any real or phantom threat?       And there are other problems. We don’t know that these lockdowns will actually have the effect of saving lives. It’s possible, as Dr. Fauci has admitted himself, that the virus could come roaring back to life whenever we emerge from our homes. It’s also possible that the illness came to America in November, December, or January, aboard any of the hundreds of thousands of travelers from China who poured into our country during that span. If that’s the case, then the viral horse has long since left the barn, and the lockdowns are obliterating our national economy and driving millions into ruin for minimal preventative gain. So we have, then, a series of indefinite stay-at-home orders based on dubious models, and dubious projections, with a dubious chance of success, and which often outlaw behavior that could not even plausibly put anyone at risk from the disease that may or may not, or maybe already has, become epidemic in the states where these laws have been enacted. Is that good enough to justify treating Americans like subjects in a communist dictatorship?       I would argue that nothing could ever justify such a thing. Indeed, the First and Fourth Amendments — the provisions of the Bill of Rights that seem to be having the worst time of it, recently — serve no purpose and have no reason to exist if they can be canceled or overridden whenever the government might have a specially compelling reason to do so. It is only when the government has a specially compelling reason to violate the amendments that the amendments have any function. After all, we really don’t need them during the times that the government has no interest in infringing on them. It seems that if we toss aside our right to assembly, our right to practice our religion, our right to be free from unreasonable searches and seizures, etc., whenever the government insists that such protections are hazardous to our health, then we might as well not have the rights in the first place. It’s like locking a criminal in a cell but giving him the key to open it along with a stern warning to only use the key if he has a very good reason. Doesn’t the key make the cell a rather pointless accessory? Sure he might remain in it sometimes, but only when he wants to. And it’s precisely when he wants to be behind bars that you don’t need the bars at all.       I’m not suggesting that state governments should do nothing in response to the coronavirus. I am suggesting that they shouldn’t have the power to do whatever the hell they want, for whatever reason they want, to whatever extent they want, for however long they want, with whatever penalty they want. Which is what is happening now all across the country. Governments can and should act justly and prudently to respond to threats that endanger their citizens lives. But there is little in the way of justice and prudence in these measures. Matt Walsh - THE DAILYWIRE - DailyWire.com

[nathanielburgos]

COVID-19 & Holiday Entitlement (HR Guide)

Various new employment regulations have been introduced in response to the coronavirus pandemic, all with the intention of helping businesses and the workforce cope with the effects of the outbreak, whether from a social or economic perspective. Here, we focus on the introduction by the UK Government of new regulations, which relax the current rules about the carrying over of workers’ holiday entitlement into future holiday years.

  Standard holiday rules

The rules regarding whether a worker’s holiday entitlement can be carried over into the next holiday year are set out in the Working Time Regulations 1998 (the ‘WTR’), which apply to the majority of workers.

Workers are entitled to 5.6 weeks’ (28 days) paid leave in each holiday year. This is made up from:

four weeks’ basic leave; and

1.6 weeks’ additional leave.

  Employers are able to supplement this statutory holiday entitlement with a further period of contractual leave, if they so wish.

Ordinarily, the four weeks’ basic leave cannot be carried over into any future holiday year (subject to several specific exceptions). If it is not used in full by the worker, they will lose it and are not entitled to be paid in lieu. This is to ensure that workers get an adequate break from work. To that end, employers should encourage their workforce to take their full holiday entitlement in any year and failure to do so could result in financial penalties against the employer.

The 1.6 weeks’ additional leave can be carried over into the next holiday year if agreed between the employer and the worker, as can any supplemental contractual leave.

The new regulations brought in as a result of the coronavirus outbreak, relax the usual position by allowing the carrying over of up to four weeks’ basic leave into future holiday years.

  COVID-19 holiday entitlement & carry-over rules

Under the new regulations, the WTR will be amended to allow that up to four weeks’ basic leave can be carried over into the next two holiday years.

This holiday rollover will be allowed, if, as a result of coronavirus, a worker has been unable to take their full statutory holiday entitlement in this holiday year.

This may be because of coronavirus’ effects on the worker or their employer or its wider-ranging effects on the economy or society.

Any worker who leaves the employer during that two-year period can receive payment in respect of any part of this basic leave still untaken.

There will be no change to the position in relation to a worker’s 1.6 weeks’ additional leave and any contractual leave (these can be carried over into the next holiday year if agreed between the employer and the worker).

The amendment has been made primarily to (i) ensure that key workers who are unable to take their annual holiday entitlement because of coronavirus, will not lose any of their annual leave allowance and (ii) allow flexibility for key businesses affected by the outbreak; businesses which are unable to allow their workers to take holiday at the current time could be subject to an influx of holiday requests as soon as everything returns to ‘normal’ and permitting holiday rollover should go some way to alleviate this.

  Will zero-hour workers be able to carry over holidays?

Yes, zero-hour workers will be able to carry over holidays in line with the new regulations. Most workers are covered by the WTR, including zero-hour contract workers and agency workers.

  Can employees use holidays during the crisis?

Employees are able to take and use their holiday entitlement as normal throughout the outbreak and employers should encourage them to do so. That said, the reality of the crisis is making it extremely difficult for many employers, such key worker employers, to be able to agree to any holiday requests. Employers are able to refuse a holiday request if they have good reason for doing so. In addition, employers can also cancel booked holidays, provided that they have good reason for doing so and give the affected worker the same number of days’ notice as the number of leave days that were to be taken. For example, if a worker had booked five days’ holiday, the employer must give that worker five days’ notice of the holiday’s cancellation.

Conversely, some employers may want their workers to use their annual leave entitlement during lockdown, particularly if their business is struggling or has less work as a result. Employers are also able to insist that a worker uses their statutory annual leave entitlement on certain days, provided that they give the worker proper notice. The notice should ideally be in writing, must set out the days to be taken and, subject to the contract of employment, the notice period must be at least double the length of the leave period. For example, if an employer requires a worker to take two days’ holiday, they must give the worker four days’ notice.

It is also likely that many workers will decide to cancel their booked holidays, for example, because they were planning to travel and now are unable to do so or because they decide that it is more worth their while to work given the current social distancing and other restrictions in place. Unless otherwise provided for in their contract of employment, agreeing to this or not is at the employer’s discretion.

Employers should bear in mind that there are possible discrimination issues which may apply if they require holiday to be taken or refuse to permit a worker to cancel their holiday. The personal circumstances of the relevant worker should be considered and if there is any doubt, legal advice should be taken.

  Can employees take annual leave if furloughed?

Generally, employees are still able to take annual leave if they are furloughed but the guidance on this subject is not entirely clear-cut.

According to the Government’s guidance, furloughed employees are entitled to ‘the same rights as they’ had ‘previously’. As a result, statutory leave should continue to accrue to furloughed employees and on the basis that their right to the holiday has already accrued, it seems that they should be paid their full salary for this, rather than 80%. (Whether the Government will subsidise this amount up to 80% has not yet been clarified.) This may be a useful incentive if employers wish employees to take some holiday during lockdown.

It is unclear if taking annual leave during the furloughed period will affect furlough in any way. At this stage, it may be a safer option to suggest that employees take any holiday either at the start or the end of the furloughed period, rather than during it.

  Employer guidance on the COVID-19 holiday carry-over rules

Employers need to quickly decide their preference in relation to their workforce taking annual leave over the coming weeks and months. Explaining your position to your staff and being open in your discussions and decision-making will help employer-worker relations and may boost morale during what is an anxious time for all.

Employers should clearly explain the new regulations to their workforce and allow them to ask questions and air any concerns.

Keep track of workers’ untaken holiday over the coming weeks and months. This will allow employers to decide whether carrying over holiday may be problematic and possibly help in determining a strategy for managing it.

Consider how the new regulations will work in practice in terms of workers having more holiday entitlement in the next two holiday years. Employers, for example, could consider closing the business for a week during a quiet period, say Christmas, to allow workers to take some of their carried over leave at the same time. Although workers cannot be paid in lieu for their statutory holiday entitlement, any employers who have agreed extra contractual leave could negotiate with workers to pay them for this for the next two years so as to reduce the amount of leave being taken.

Any employer wishing to require their workers to take some holiday during the coronavirus outbreak should ensure that the correct notice is given. It is advised to consider this carefully. Many workers may not want to be using their holiday during lockdown, when there are travel and social distancing restrictions in place. Forcing workers to do this may have a detrimental effect. Being honest and open in communications with workers may go some way to alleviate this.

Any employer wishing to cancel any holiday already booked by a worker can do so, provided they give the correct notice and have a good reason. Carefully consider though whether the holiday really does need to be cancelled. Taking a break from work is essential for everybody and allowing a worker to take a short break may be beneficial for all concerned.

Workers who wish to cancel pre-booked holiday need the consent of their employer. Employers should take into account the worker’s reasons before making a decision. Having a few days at home is still a break from work, but again, forcing workers to take holiday when they are unable to travel anywhere may have a negative effect on morale.

Employers should take legal advice if they are unsure about any of the holiday entitlement provisions or how they apply in practice.

  Need assistance?

The guidance in this area continues to develop as in response to the rapidly changing situation. Employers are advised to keep the government guidance under review and take professional advice about any workforce concerns.

If you are concerned about the employment risks relating to the coronavirus and mitigating its impact on your workforce and business, we can help. Our team of employment specialists can support with advice on specific issues and developing a strategy to manage the ongoing risk and aftermath of the Covid-19 crisis. Speak to our experts today.

Last updated: 6 April 2020

  COVID-19 Holiday Entitlement FAQs 

Can employees take annual leave if furloughed?

Generally employees can take annual leave if furloughed, although the effects on the furlough period have not yet been clarified. It may be more sensible to ask employees to take annual leave at the start or the end of the furlough period.

How do we carry over holidays due to the crisis?

Under new regulations, workers can carry over up to four weeks’ basic leave to the next two holiday years if they are unable to use it this year because of coronavirus. They are also able to carry over 1.6 weeks’ additional leave for one year if their employer agrees.

How many days of holiday are workers entitled to each year?

Full-time workers are entitled to 28 days’ holiday each year, including the Bank Holidays. This is made up of four weeks’ basic leave and 1.6 weeks’ additional leave.

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  COVID-19 & Holiday Entitlement (HR Guide) published first on https://ordergcmsnotescanada.tumblr.com/

[aaronandpartner]

Managing your workforce remotely

With most offices now closed and employees working remotely from home, the employment team have produced a guide aimed at helping UK business owners manage their staff during this phase.

This has been implemented by a large percentage of businesses across the UK in response to the Coronavirus outbreak.

Leading lawyers from Aaron & Partners have compiled a ten-point guide aimed at helping business owners, managers and professionals manage the impact of staff working outside of the office.

Have the proper equipment

Employers should ensure first of all that staff are properly equipped to do their job remotely which may involve providing the necessary tools and equipment such as laptops and mobile phones. Before staff can be expected to perform well it is important to ensure that they have the fundamental equipment necessary to do their job effectively. Allow time for employees to adjust to the change.  Clauses within the employment contract will help to ensure that all company property remains so and must be returned in the event of termination.

Communicate regularly

It goes without saying that working remotely significantly decreases the day-to-day social interaction employees would usually experience within the usual office environment. This places greater importance on the need for employers to be in regular contact with all members of the team. Interaction amongst teams promotes engagement and employers will benefit from opening multiple channels of communication with staff.

Video conferencing

Again, remote workers generally do not benefit from daily face to face interaction in the same way as other employees would. Managing your workforce by way of video conferencing can promote inclusion amongst staff and provide the opportunity to see the people you previously worked with, talked to or managed on a daily basis. Further, text does not convey emotion so it can also be difficult to sense a colleague’s intent where communication is via email or direct message. The value in video conferencing is that colleagues can see each other, are able to read body language and can feel more connected overall.

Be flexible

In a time of need, flexibility can be the saving grace for many staff. Employers must not forget that staff are being forced back into their lives at home and with that, naturally, brings the quirks of our everyday lives, but in unprecedented circumstances. Employers could consider allowing staff to work in different patterns provided always that this meets the needs of the business’ clients and recognising that some employees may have young children that they need to work around. If it is more practical for staff to work 10am-6pm, have a 2 hour lunch break, regular breaks or do some work in the evenings for example, provided clients are properly serviced then this could yield a more productive result overall.

Focus on accomplishment rather than activity

Managers should steer away from micromanagement in these trying times, firstly because in doing so would convey a level of trust which will help build professional relationships but secondly to shift the focus more towards what is being accomplished as opposed to simply what is being done. Client satisfaction underpins all businesses and so provided clients are serviced properly and effectively then this satisfies bigger picture. If however goals are not being met or there is a notable decline in accomplishment, then there may be cause for concern and a need to investigate which should be managed on a case by case basis.

Establish a good relationship

Strong business relationships lay the foundations for getting the most out of your staff and a team that works together wins together. Empathy is therefore key to understanding the people you work with both on a professional and a personal level. Managers should check in with their staff often, simply appreciating the life of a colleague or generally discussing commonalities or shared beliefs shows a genuine investment in the relationship. Supporting the success of staff rather than being blindly focused on the numbers can often work favourably. It is important to build relationships with each individual member of the team as every person has unique qualities and forms an important limb of the business.

Recognise loneliness and isolation

Without realising, coming into the office every day may be the only form of social interaction and engagement some staff have in a day, particularly for those who live alone. Being thrust into this new way of working runs the risk of taking all social interaction away leading to a long and lonely process of isolation. Managers therefore need to recognise this, engage staff socially where possible and encourage regular breaks. In the current lockdown crisis, more and more social apps and platforms are emerging meaning that staff can still take part in social activities all from the comfort of their home. This comes as some comfort and employers should seek this opportunity to promote all-round well-being.

Scheduling

Working from home places greater importance on scheduling given that the workforce is going to be spread out. Unlike an ‘open door’ policy seen across many offices, it can be difficult to know when a door is actually ‘open’ when not in the office. Managers should therefore schedule time to sit down and properly discuss with staff any matters, issues or concerns and ensure they are dealt with in order to maintain continuity outside of the office.

Employers should never cancel a 1-to-1

Leading on from the above, we have discussed the importance of scheduling and how maintaining some form of routine can boost business continuity which is the reason why a 1-to-1 should never be cancelled. Making plans and sticking to them can ease the pressure that all business face right now by combating loneliness and isolation, improving connectivity and investing in the value of relationships. A failure to follow through with arranged activities can therefore have an adverse effect on morale.

Importance of company culture

Finally, maintaining the core values of the business even in times of adversity is testament to the strength of the brand. Businesses that encourage an open and inclusive environment, albeit virtual, are the best equipped to make the current times some of the best times, despite the circumstances. Businesses where each and every member is firmly on board, believing in the common aims, visions and values are businesses that are well placed to survive even the most unusual circumstances which we find ourselves in. This places greater importance on the need for inclusion and continuing to maintain normality even in the current climate.

An increasing number of clients are contacting Aaron & Partners’ employment law team with issues relating to COVID-19. If you are experiencing difficulties, we have the expertise to assist you in dealing with these concerns.

Debbie Coyne

Employment

Senior Associate Email: debbie.coyne@aaronandpartners.com Tel: 07870 365050

Full Name*

Email Address*

Phone Number

Your Message*

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[unixcommerce]

Entrepreneurs Using YouTube More than Anything to Learn New Tech Skills During Pandemic

Entrepreneurs are using the pandemic to improve technical skills. YouTube is proving to be the leading resource to help people sharpen technical skills. Among the top skills people are leaning is software, telecommunication, and digital media proficiency.

These were the findings of research by BoxBoat, specialists in helping companies achieve digital transformation through modern technologies. The study surveyed over 1,000 employed and furloughed people to determine the tech skills they are learning during the pandemic. BoxBoat’s report is titled ‘Leveling up Tech Skills During Covid-19.’

Learning and Improving Tech Skills on YouTube

One key finding of report is that YouTube is the primary resource to learn and improve tech skills. 58% of participants use YouTube to sharpen skills related to tech. The second most-used resource to hone up tech skills is hands-on experience. 43% of those surveyed say they rely on hands-free experience to learn and improve on tech skills. 40% say they use free online courses, and 37% admit to using online articles or blogs to make such improvements.

Improving Tech Skills is a Win-Win for Employees, Employers and Entrepreneurs

Improving and diversifying technical skillsets is a win-win for businesses, entrepreneurs, and employees. Adding more tech strings to their bow, can make employees for employable. For entrepreneurs, being gifted in software, telecommunications, digital marketing and more, can help business ventures succeed. For small businesses, improving the tech skillsets of workers can enhance and streamline operations. It can also help boost employee morale, and lead to a more profitable business.

YouTube is one of the easiest, most affordable, and, as BoxBoat’s research shows, the most popular resource to gaining new tech skills.

As the authors of the report note in a blog about the survey: “Not only was YouTube the most common resource across all generations and overall, it was also voted the single most valuable resource for learning new tech skills during COVID-19. One in four respondents gave YouTube the MVP award.”

High Demand for Software Proficiency

The study explored what areas of technology people learned or improved during the pandemic. Software proficiency was the most common skill people learned, with 42% of participants saying they concentrated on software skills. This was followed by telecommunications proficiency, with 37% of participants admitting to learning or improving on telecommunications skills. 35% of those surveyed said they used their time in lockdown to improve digital media and creative skills.

Other popular skillsets to learn during Covid-19 were data analysis or reporting (28%), and operating proficiency, also at 28%. Technical writing and literacy, coding and programming language, and hardware proficiency also ranked as skills picked up during lockdown.

Employer-Provided Education Opportunities During Covid-19

The report studied whether employers have been providing tech education opportunities during the health crisis. 54% of people said their employer has provided technology education opportunities. However, only 36% had used them. Just over a third of participants said they would like their employer to provide such tech ed opportunities.

The findings of BoxBoat’s research are important to small businesses, confirming just how highly people rank learning new tech skills.  With the right tech skills, employees can play an even greater role in a business’s success. Offering tech training can improve staff morale, loyalty, and retention rates. For entrepreneurs starting a new venture, having the right technical skills and knowledge will help nurture business success.

Image: Depositphotos.com

This article, “Entrepreneurs Using YouTube More than Anything to Learn New Tech Skills During Pandemic” was first published on Small Business Trends

https://smallbiztrends.com/

The post Entrepreneurs Using YouTube More than Anything to Learn New Tech Skills During Pandemic appeared first on Unix Commerce.

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[unixcommerce]

57% of Companies Offering Mental and Emotional Support Since Pandemic Started

Almost 40% of employees say they feel less productive since the start of the Covid-19 pandemic. To help lift wellbeing and productivity, 57% of employers now offer mental or emotional support for employees.

These changing workplace behaviors were unveiled by research by Clutch, specialists in B2B research, ratings, and reviews.

In its ‘How Employee Health is Affected by Covid-19 Work Environment Changes’ report, Clutch surveyed 301 US workers. It found that during the pandemic, businesses are likelier to provide access to emotional health support such as virtual therapy.

Business More Likely to Provide Emotional Support

Since the pandemic was announced in March 2020, the US workforce has gone increasingly remote. More than half of business owners say they will continue to work remotely after lockdown restrictions are lifted.

However, remote working is not without its challenges, and the changing working environment can have a negative affect employees’ mental and emotional health.

Within the challenging business environment, it’s more important than ever for businesses to remain productive. To help companies overcome issues related to mental and emotional health and productivity, help is being offered to employees.

Investing Time in Remote Workers

David Morneau, co-founder of inBeat, a micro-influencer marketing agency, confirms the importance of investing time into the wellbeing of remote employees. Commenting in Clutch’s report, Morneau said:

“I invest time in one-on-one conversations with each of my team members at least three times a week. I listen, empathize, and offer solutions. Motivated employees are always more productive.”

Flexible Scheduling and Advice on Remote Work

Out of the 57% of employees receiving additional mental and emotional support from their employer during the pandemic, 28% are receiving flexible scheduling. The report found that advice on remote work was another common support feature of the current climate, with 23% receiving support with remote work.

Staff Taking Steps to Improve Their Mental Health

Clutch’s research also found that employees are taking steps to improve their mental health during these difficult and unchartered times. 24% of recipients said they are contacting friends and family more frequently. The same figure said they take regular breaks throughout the workday.

More than half (51%) say their current working situation has not affected their feelings about continuing to work for their employer.

With around 4 in 10 of employees saying they feel less productive during the Covid-19 pandemic, it is more important than ever businesses take steps to boost employee morale, motivation, and productivity.

Reminding Remote Employees of their Productivity

The report highlights concern that employees feel less productive because they are not receiving sufficient support and feedback.

Making efforts to remind employees of their productivity can be an affective way of helping remote workers achieve greater efficiency and output. One such step could be scheduling regular meetings designed to help team members recap on tasks and achievements. Another could be maintaining ‘small talk’ and typical office conversation via remote messaging and other remote communication. Complimenting employees for their work can also go a long way in boosting productivity.

Prioritizing 1:1 meetings with remote staff is another measure highlighted in Clutch’s report that can have an impact on nurturing productivity.

Flexible Schedules and Increased Time Off

According to Clutch’s research, businesses are offering employees more flexible schedules and increased time off to help keep workers mentally strong.

28% of those surveyed said they can work a flexible schedule. 23% said they receive advice about remote work, and 21% have access to professional counselling or therapy.

14% of the interviewees said they have had increased time off or sick leave during the pandemic.

Virtual Events

Holding virtual events can be an effective way to help remote workers maintain strong mental health and increase productivity.

Clutch’s survey found that 11% of workers have been involved in virtual social or community events in recent weeks.

The take-away messages of the report are that with some effort including implementing some simple strategies, businesses can help employees navigate the unique challenges of remote working. By maintaining strong mental health and keeping morale and motivation levels high, remote teams can be in a much better position to work productively.

READ MORE: 

Small Business News

Image: Depositphotos.com

This article, “57% of Companies Offering Mental and Emotional Support Since Pandemic Started” was first published on Small Business Trends

https://smallbiztrends.com/

The post 57% of Companies Offering Mental and Emotional Support Since Pandemic Started appeared first on Unix Commerce.

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[unixcommerce]

57% of Companies Offering Mental and Emotional Support Since Pandemic Started

Almost 40% of employees say they feel less productive since the start of the Covid-19 pandemic. To help lift wellbeing and productivity, 57% of employers now offer mental or emotional support for employees.

These changing workplace behaviors were unveiled by research by Clutch, specialists in B2B research, ratings, and reviews.

In its ‘How Employee Health is Affected by Covid-19 Work Environment Changes’ report, Clutch surveyed 301 US workers. It found that during the pandemic, businesses are likelier to provide access to emotional health support such as virtual therapy.

Business More Likely to Provide Emotional Support

Since the pandemic was announced in March 2020, the US workforce has gone increasingly remote. More than half of business owners say they will continue to work remotely after lockdown restrictions are lifted.

However, remote working is not without its challenges, and the changing working environment can have a negative affect employees’ mental and emotional health.

Within the challenging business environment, it’s more important than ever for businesses to remain productive. To help companies overcome issues related to mental and emotional health and productivity, help is being offered to employees.

Investing Time in Remote Workers

David Morneau, co-founder of inBeat, a micro-influencer marketing agency, confirms the importance of investing time into the wellbeing of remote employees. Commenting in Clutch’s report, Morneau said:

“I invest time in one-on-one conversations with each of my team members at least three times a week. I listen, empathize, and offer solutions. Motivated employees are always more productive.”

Flexible Scheduling and Advice on Remote Work

Out of the 57% of employees receiving additional mental and emotional support from their employer during the pandemic, 28% are receiving flexible scheduling. The report found that advice on remote work was another common support feature of the current climate, with 23% receiving support with remote work.

Staff Taking Steps to Improve Their Mental Health

Clutch’s research also found that employees are taking steps to improve their mental health during these difficult and unchartered times. 24% of recipients said they are contacting friends and family more frequently. The same figure said they take regular breaks throughout the workday.

More than half (51%) say their current working situation has not affected their feelings about continuing to work for their employer.

With around 4 in 10 of employees saying they feel less productive during the Covid-19 pandemic, it is more important than ever businesses take steps to boost employee morale, motivation, and productivity.

Reminding Remote Employees of their Productivity

The report highlights concern that employees feel less productive because they are not receiving sufficient support and feedback.

Making efforts to remind employees of their productivity can be an affective way of helping remote workers achieve greater efficiency and output. One such step could be scheduling regular meetings designed to help team members recap on tasks and achievements. Another could be maintaining ‘small talk’ and typical office conversation via remote messaging and other remote communication. Complimenting employees for their work can also go a long way in boosting productivity.

Prioritizing 1:1 meetings with remote staff is another measure highlighted in Clutch’s report that can have an impact on nurturing productivity.

Flexible Schedules and Increased Time Off

According to Clutch’s research, businesses are offering employees more flexible schedules and increased time off to help keep workers mentally strong.

28% of those surveyed said they can work a flexible schedule. 23% said they receive advice about remote work, and 21% have access to professional counselling or therapy.

14% of the interviewees said they have had increased time off or sick leave during the pandemic.

Virtual Events

Holding virtual events can be an effective way to help remote workers maintain strong mental health and increase productivity.

Clutch’s survey found that 11% of workers have been involved in virtual social or community events in recent weeks.

The take-away messages of the report are that with some effort including implementing some simple strategies, businesses can help employees navigate the unique challenges of remote working. By maintaining strong mental health and keeping morale and motivation levels high, remote teams can be in a much better position to work productively.

READ MORE: 

Small Business News

Image: Depositphotos.com

This article, “57% of Companies Offering Mental and Emotional Support Since Pandemic Started” was first published on Small Business Trends

https://smallbiztrends.com/

The post 57% of Companies Offering Mental and Emotional Support Since Pandemic Started appeared first on Unix Commerce.

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[jobsearchtips02]

Why Joe Biden’s Choice for Vice President Matters More Than Ever

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Coronavirus Update: Trump Says Task Force to Shift Focus

5/6/2020 6: 50AM

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President Trump said the White House coronavirus task force will continue indefinitely and Airbnb plans to lay off a quarter of its workforce. WSJ’s Jason Bellini has the latest on the pandemic. Photo: Brendan Smialowski/AFP

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For a Nebraska City, Essential Employees Work as Virus Fears Grow

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Coronavirus Update: California Borrows Federal Cash, United Plans Cuts

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Movies and Theme Parks: ‘Baby Shark’ Creators Look to Expand Empire

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The South Korean company behind the hit video “Baby Shark” is hoping to expand its empire with films and merchandise while pursuing the next viral sensation. Its strategy aims to beat competitors in an increasingly crowded space for children’s attention. Image: Pinkfong

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For Clues to Biden’s VP Pick, Look to History

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During Suffrage Anniversary, Wyoming Women Aim to Boost Representation

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Saudi Arabia’s $500 Billion Megacity Dream Clashes With Reality

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As Deaths Mount, Covid-19 Proves More Dangerous Than the Flu

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Covid-19 is commonly compared to the regular seasonal flu, but one has proven to be more dangerous than the other. WSJ’s Gerald F. Seib explains why the coronavirus is treated more seriously than the flu. Photo: Zuma Press

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Why Fully Recovering From Coronavirus Might Take Longer Than Expected

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New York City Schedules Nightly Subway System Shutdown to Combat Virus

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Saudi Arabia’s $500 Billion Megacity Dream Clashes With Reality

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Coronavirus Update: Uber, Lyft Cut Jobs, UnitedHealth Offers Discounts

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Why Some States Are Struggling to Pay Unemployment Claims

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How the Troll Movie’s Streaming Victory Could Remake Hollywood

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Congress Prepares to Weigh Next Round of Coronavirus Relief

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A Brief History Of

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iPhone SE Review: The $399 iPhone Comes Back to Life

4/22/2020 11: 33AM

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The new iPhone SE may seem like a sad, recycled phone but it’s more than that. WSJ’s Joanna Stern (with the help of an animator) brought the budget phone to life to explain how its performance and camera tricks make it a worthy option—even compared to its expensive, bigger iPhone 11 siblings.

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Coronavirus Update: Small-Business Aid Deal, Americans Fear Early Restriction Lift

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Dying Alone From Coronavirus: A Family’s Last Goodbye

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Can’t Unlock Your iPhone’s Face ID with a Mask On? There’s a Mask For That

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Laptop Webcam Showdown: MacBook Air? Dell XPS? They’re Pretty Bad

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Opinion: The Mueller Coverup

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Potomac Watch: With the release of Rod Rosenstein’s “scope” memo, and the Justice Department withdrawal of its case against Michael Flynn, the spotlight turns to Robert Mueller. Image: Getty Images Composite: Mark Kelly

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Cruise Ship Partied On as Coronavirus Spread

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Jennifer Catron boarded Carnival’s Costa Luminosa on March 5 for a transatlantic cruise. Her video diaries provide a window into life on board the ship as the coronavirus scare became a full-blown pandemic.

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Thousands Line Up to Receive Boxes of Food in New Jersey

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Outside of New York, New Jersey is the state that has been hit hardest by the pandemic. WSJ visited a recent emergency food distribution event in Newark to speak with New Jerseyans about food insecurity during the pandemic.

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Coronavirus Update: ‘Evidence’ Virus Came From Lab, Economies Start to Reopen

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12/3/2018

9: 57

Weighing the Costs and Benefits of Facial Recognition Technology

11/19/2018 5: 30AM

11/19/2018

9: 54

The Future of Flight: AI in the Cockpit

11/12/2018 5: 30AM

11/12/2018

More →

More →

Mansion

6: 39

WSJ’s House of the Year: A Contemporary Home With Hawaiian Spirit

1/30/2020 11: 00AM

1/30/2020

A modern, 7,500 square-foot home connects owner Elizabeth Grossman to the nature and ‘spiritual vortex’ that drew her to Lanikai, a neighborhood on Oahu. She gives us a tour, and explains why it’s time to sell. Photo: Adam Falk/The Wall Street Journal

8: 00

In Greece, a Radical Triangular House Brings the Outdoors Inside

12/21/2019 11: 00AM

12/21/2019

5: 10

A Love of Yurts Inspired This ‘Glamp’ Retreat

7/11/2019 7: 00AM

7/11/2019

5: 38

A Cascades Home Designed to Feel Like Summer Camp

5/2/2019 10: 00AM

5/2/2019

4: 53

A Home Built to Be a Live-In Museum and Expansive Library

2/21/2019 11: 00AM

2/21/2019

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More →

Sponsored

27: 34

Sponsored

Creating the Future Workforce

1/17/2017 3: 39PM

1/17/2017

2: 21

Sponsored

Am I Doing What I Love?

9/22/2016 11: 59PM

9/22/2016

1: 00

Sponsored

Golf’s Data Revolution

9/9/2016 2: 16PM

9/9/2016

1: 30

Sponsored

How Worldly Experiences Can Shape One’s Success

1/24/2018

1/24/2018

More →

More →

Marketwatch, Moneyish and Barron’s

5: 40

Goldman Sachs on Why Brent Needs to Stay at $30

5/7/2020 1: 24PM

5/7/2020

Jeffrey Currie of Goldman Sachs weighs in on the recent uptick in oil prices and offers his supply and demand recovery forecast. Currie warns financial stress on the oil markets is unlikely to go away any time soon.

2: 33

Ex-NYMEX board member: oil’s historic drop may create ‘domino effect’

5/7/2020 7: 00AM

5/7/2020

2: 46

Why self-driving cars will need sensor infrastructure on roads

5/6/2020 7: 00AM

5/6/2020

2: 08

What’s the Difference Between a Bear Market and a Recession?

5/6/2020 6: 30AM

5/6/2020

2: 10

How bad is it if I stop paying my mortgage during the pandemic?

5/5/2020 7: 00AM

5/5/2020

More →

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from Job Search Tips https://jobsearchtips.net/why-joe-bidens-choice-for-vice-president-matters-more-than-ever/