REWARD
“Often, people move jobs in pursuit of the right work culture, not just in pursuit of better pay”
for the job. As diversity, equality and inclusion become increasing focusses in modern work culture, employers must demonstrate they’re taking them seriously. Jobseekers can be put off by factors such as a company not being a Disability Confident employer or not adequately supporting employees returning from maternity leave that need to balance childcare and their careers. If organisations aren’t meticulous about having the right policies and certifications in place, they can miss out on attracting and hiring the best people. Companies should also be flexible in their approach to career development. There’s now a greater acceptance of older apprentices, enabling people to learn new skills and change career path more easily. By offering alternative routes to qualifications, employers will have a greater pool of candidates from which to source their talent. Embracing apprenticeships could prove to be highly beneficial for companies looking not only to attract new staff but also to develop their own top talent. Navigating working from home and the return to the office is a universal issue affecting all businesses. An increasing number of organisations are making office attendance mandatory, despite it being off-putting for applicants, especially when working in-person is required five days a week. It’s not just employers’ ability to attract talent that’s affected though. When reinstating mandatory office attendance, employers run the risk of losing high performing employees to companies that do offer remote or hybrid positions. Given the risks, employers should seriously consider this policy and whether there’s a genuine business need before its implementation. So, how can employers not only attract but also retain the best talent? The answer lies in finding a balance between a competitive pay structure and appealing company benefits. Although increasing numbers of reports (https:// ow.ly/cI3y50VRTZy) are suggesting the new generation of workers value work-life balance more than previous generations, attractive remuneration remains an important factor as living costs soar. Culture and employer brand aren’t just instrumental in attracting top talent but in
retaining it too. Often, people move jobs in pursuit of the right work culture, not just in pursuit of better pay. By investing in a good culture, such as through professional development or corporate social responsibility initiatives, people won’t just want to work for a company, it also means they’ll be more likely to stay. “Businesses should invest in their physical workspaces to create an inspiring office environment people want to work in, which While establishing an employer brand and desirable work culture is essential, companies must also remain adaptable and open-minded when it comes to change. As demands and expectations shift with each generation, companies must be prepared to adapt, or their employees will move on to a company that has managed to keep up. By facilitating regular dialogue between the business and employees, such as through one-to-one meetings or online surveys, staff will feel heard and cared about, fostering loyalty. A cornerstone of a positive work environment is offering opportunities for career growth and professional development. It’s not just about progression; people want to know if and how their employer is going to help them to grow. Providing additional opportunities to develop and learn new technical and soft skills is a sign of an employer that’s invested in its staff. Ensuring every role has a clear pathway to the next stage of their career, with line managers frequently reviewing progress, will help employees will contribute to a thriving office culture and help to retain talent”
thrive, and employers will also benefit from a workforce consistently upskilling itself. Part of facilitating healthy professional growth and progression begins with having the right onboarding and transition processes in place. Training people up and helping them transition onto a new team, becoming an embedded and valued member, will help them to feel supported throughout the onboarding process. It will also boost their performance in the long run, setting them up with a secure foundation from which to move forward in their career. To maximise the impact of professional development opportunities, employers should ensure training is dynamic, offering a mix of interactive sessions such as one-to-ones and mentorship programmes, rather than just a one-off presentation. The physical workspace is also evolving, with companies recognising the impact of the physical environment on productivity and team morale. Google has embraced change brilliantly over the years, making its offices less formal and more spacious, with breakout rooms and meeting spaces designed to foster creativity. Businesses should invest in their physical workspaces to create an inspiring office environment people want to work in, which will contribute to a thriving office culture and help to retain talent. Looking to the future of recruitment, companies should think outside the box. Many companies are using career fairs or events such as summer barbecues to showcase their organisations. These are important ways for a business to convey its values and show how it treats its employees. Such events also enable people to get to know the organisation better, so that when a vacancy comes up, they have lots of interest already. Employers are struggling when it comes to talent attraction and retention. A combination of factors is contributing to high staff turnover rates, resulting in financial and reputational repercussions for employers. To break this cycle, employers must build a solid brand and culture and be adaptable to evolving expectations in today’s workforce. Or they risk losing out in a competitive marketplace.
PROFESSI NAL in Payroll, Pensions and Reward
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June 2025 | Issue 111
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