Pay parity ‘remains out of sight’ as report suggests 21 year olds entering the workforce may never see it
The gender pay gap in the UK will “take 45 years to close”, according to data from PwC, despite organisations reporting a decrease in their pay gaps this year.
According to PwC’s Mandatory UK Gender Pay Gap Reporting, an analysis of the gender pay gap using government data, the mean hourly pay gap has dropped by 0.4 per cent from 12.2 per cent in 2022-23 to 11.8 per cent. Meanwhile, the median pay gap fell from 9.2 per cent to 9.1 per cent.
But the analysis also found that since the implementation of mandatory UK gender pay gap reporting in 2017 for companies with more than 250 employees, the average gender pay gap has only reduced by 1.6 per cent.
“While it is encouraging to see the pay gap reducing each year, the rate of change remains modest,” the report said. “Gender pay parity therefore remains out of sight and it is unlikely that a 21 year old entering the workforce today would see gender pay parity in their working lifetime.”
Jemima Olchawski, chief executive at the Fawcett Society, told People Management: “At the current rate of change, women over 40 will suffer the pay gap until they retire; this isn’t acceptable.
“A thriving economy relies on the full participation of women, and yet too many are locked out of work they are qualified for and capable of doing. For too long, women have put up with less fair and less equal working arrangements in exchange for flexibility.”
Olchawski added that employers must take immediate measures to ensure women were able to work to their full potential and experience. “Making flexibility the norm will make it easier for women to get the flexibility they need, and normalise men taking on their fair share of caring responsibilities. We cannot afford to wait,” she explained.
Katy Bennett, diversity, equity and inclusion consulting director at PwC, said: “While the gender pay gap continues to move in the right direction, the data once again highlights that organisations face difficulties in meaningfully reducing reporting figures.
“Societal barriers play a strong part but there are still things businesses can do to drive change and so it is critical for organisations to truly understand gender pay gap drivers and take targeted actions to address them.”
She added that reporting landscapes were fast changing, with many organisations focusing on pay equity and transparency beyond gender. “It is now more important than ever for organisations to take a step back to fully understand the state of pay fairness and diversity within their workforce,” said Bennett.
“By truly understanding any barriers that exist within the workforce and embracing pay transparency, organisations can navigate the reporting landscape and use it as a way to shape their narrative, as opposed to letting it dictate it.”
According to the PwC report, of the 10,408 companies that disclosed their gender pay gap for both 2023-24 and 2022-23, three in five (58 per cent) reported a decrease in their pay gap compared to the previous year. However, most of these decreases were less than 2 per cent.
This represents a slight increase over 2022-23, when 53.7 per cent of organisations reported a decrease in their mean pay gap, according to PwC. A fifth (20 per cent) of organisations reported no change or an increase of between 0 and 2 per cent in their pay gap, compared to 17.6 per cent in 2022-23.
The report said: “The gender pay gap itself can be a lagging indicator, with positive actions to improve gender representation taking years to significantly impact these figures; acknowledging the external societal influences of systemic barriers, change remains challenging.
“However, to make meaningful and sustainable reductions to pay gaps, it is critical for organisations to truly understand gender pay gap drivers and take targeted actions to address them.”
Charles Cotton, senior reward adviser at the CIPD, told People Management: “Pay gap reporting is crucial for ensuring a fair workplace and offers clear business benefits, such as attracting and retaining talent by demonstrating a commitment to best practices.
“Employers aiming to improve their gender balance can adopt several effective strategies, including expanding flexible working opportunities, reviewing the criteria and assumptions used in recruitment and promotion, and analysing the outcomes of people’s policies and practices.”
But he also noted that some factors contributing to the pay gap exist outside the workplace, such as stereotypes regarding suitable employment for men and women: “Therefore, to make meaningful progress in reducing the gender pay gap, both government and society must also take active roles.”
The analysis also found that the financial services sector continues to report the biggest gender pay gaps, “reflective of the ongoing issues with gender equality within the sector, where potential regulations on diversity and inclusion may be introduced by the Financial Conduct Authority later this year,” the PwC said.
For more information on gender pay gap reporting, visit the CIPD guide page here
We’d love to discuss your HR recruitment needs and help you find your next superstar. Please call us on 0207 788 6600 or email us at langleyjames@langleyjames.com and one of our consultants will be happy to advise you. You can also follow us on Facebook.
Hybrid working is the combination of working from an office and from a remote location. It has been on the rise due to technological advancements, the COVID-19 pandemic, and changing workforces. However, the end of hybrid working is now in sight. This article will outline the impact of hybrid working, the reasons why it is ending, and strategies to prepare for the transition to a more traditional office-based working arrangement.
Impact of Hybrid Working
Hybrid working has had both positive and negative impacts on the workforce. On the positive side, it has made it easier for employees to balance their work and personal lives while increasing flexibility, collaboration, and communication. The downside, however, is that it has increased stress and overload, resulting in decreased productivity for many workers.
Reasons for the End of Hybrid Working
The primary reasons why hybrid working is declining are technology, social and political issues, and changing workforce dynamics. Technological advancements such as automation, artificial intelligence, and cloud computing are allowing businesses to operate more efficiently and with less overhead. As a result, they are now able to move away from hybrid working arrangements, as these technologies are able to fully support a traditional office environment.
Social and political issues also play a role in the end of hybrid working. As the world emerges from the pandemic, regulations and laws may be enacted to ensure that the workplace is safe for all members. These regulations may require employers to move back into fully office-based systems. Additionally, growing disparities in digital access have made it difficult for some workers to efficiently perform their tasks remotely. This has created a need for more traditional office-based work arrangements.
Preparing for the End of Hybrid Working
Organizations that are preparing for the end of hybrid working need to develop strategies for flexible working arrangements. Employers also need to consider the impact that this transition may have on their employees. Implementing employee wellness plans and creating a transition plan that includes clear communication with employees about the change is essential.
Conclusion
Hybrid working has been on the rise in recent years, but it is now entering a period of decline. New research has indicated that almost two-thirds of CEOs want to remove hybrid work within three years. The primary reasons for the end of hybrid working are technological advancements, social and political issues, and changing workforce dynamics. To prepare for this inevitable transition, organizations need to develop strategies for flexible working arrangements that include policies, training, and technology. By staying ahead of the trend, organizations can ensure that their employees are adequately supported during the transition.
Let’s discuss your specific IT recruitment requirements today. Reach us at 020 7788 6600 or via email at langleyjames@langleyjames.com.
We’d love to hear your views on this blog. Tweet us @ITRecruitment, or follow us on Facebook or LinkedIn
Employee retention is a hot topic right now. With the jobs market at pre-pandemic levels already, more and more people are moving on to a new challenge. On top of this, the skills shortage we all experienced before Covid is now back with a vengeance. So it’s more important than ever that you look after your top talent.
After over 20 years in IT recruitment, we know why people move on. So we’ve put together our top tips to help you hold on to your most valuable commodity, and arguably your only true competitive advantage – your staff!
As many as 76% of companies are not onboarding their new hires properly! And when you consider how difficult it is right now to attract the best candidates, this is truly remarkable. When someone starts with your company, they are full of enthusiasm and are open to learning more. Use this time wisely.
Last week, we wrote a blog on counter offers and the shocking truth remains – these are the least effective way to solve your employee retention problems. Did you know that it’s proven that 80% of people leave within 6 months of accepting a counter offer? And what’s worse, 90% leave within 12 months. So, at best, you are just extending the time until you have to look for a replacement. Counter offers should be viewed as a short term strategy as they rarely work out in the long term.
It’s highly unlikely that salary is the only reason that is making someone in your team look for another job.
This is particularly important in IT. And, when it’s shown that companies who do make growth and development a priority experience 53% lower attrition then it’s worth investing your time. It doesn’t have to be anything formal, although this will help, but simply giving people the opportunity to learn and develop with you, will not only benefit them as individuals. According to LinkedIn, as many as 94% would stay longer if their company invested in their professional development.
Think about where your company may be in 2 – 5 years’ time. Have you got the technology in place to help take you on that journey? If not, then this is the perfect opportunity for some development for your team. Get them involved!
There areseveralways to approach recognition and reward and we would always recommend a combination for the best results.
Firstly, there are the tangible rewards. A thank you for a job well done. These can be shopping vouchers, additional days off or a bonus. But these rewards have an expiry date and people are loyal up to the point that they receive the award. Unless you are happy to run these incentives on a monthly or even quarterly basis, they are unlikely to prevent someone from moving on to a new job.
What will really make you stand out from the crowd are intangible rewards and recognition. These are the only things that are truly unique to your company. You’ll have heard the phrase ‘people don’t leave jobs, they leave managers’ and we see this on a daily basis. Being appreciated by your manager and having a good relationship with them is something that can’t easily be replaced.
Longer term rewards like promotions and pay rises that show you are paying attention to what your employees are achieving and rewarding them accordingly. This goes a long way!
What people wanted from their benefits has changed dramatically in the last 18 months. Are you up to speed?
There has to be more focus on employee wellbeing as we begin the slow return to the office. if your employees feel supported, accommodated and empathised with, no matter the situation, then you will be repaid in loyalty. 90% of employees are likely to stay with a company that is empathetic to their needs, plus they are also willing to work longer hours too. To prove how important this is, as many as 60% would take slightly less pay if it meant that their employer was empathetic!
With vacancies above pre-pandemic levels and unemployment at an almost record low, it’s important to choose your IT recruitment partner carefully. You need to partner with someone who knows the market. Someone who knows how to find excellent candidates in times of a skills shortage. Not all recruiters are the same! Yes, there’s some basic principles we all stick to, but that’s not enough right now!
Wouldn’t you rather work with an IT recruitment partner who has the market insight to ensure you attract the best candidates? And that you have the right amount in your budget to do so? We don’t just recruit for our clients, we share information on latest salaries, candidate availability and more! Each month, we produce a full IT salary guide showing the latest salaries and day rates for the most popular IT roles. We share the monthly increases and decreases for your area so you can see exactly what’s happening in the market.
Our salary guides can help you when scoping costs and budgets for new IT Projects, expanding a team, or comparing salaries in a competitive marketplace to ensure your remuneration is aligned accordingly.
We currently produce salary guides for UK, London, Yorkshire and the North West. But we can produce bespoke reports on request. So, if you want to know if you are allocating the right budget before you start the recruitment process, get in touch with us today.
We know that recruitment is something that gets added to an already pretty impressive to do list. So you need an IT recruitment partner who you can trust to manage the whole process for you.
When we register a vacancy order from you, we make sure that we understand your unique circumstances, your challenges, your organisation, your team, your culture and what the future looks like. Then you can leave it to the experts. When we work on a role, we do so on a project basis. Your dedicated resourcer will agree a campaign start and end date with you meaning that you will receive a full, qualified shortlist of candidates. We find that our clients prefer to work in this way rather than being drip fed CVs throughout the campaign. It’s a much more effective way of planning your time and also keeping the candidates engaged.
So not only do we ensure shortlists of qualified candidates are delivered in a timely manner, but we can also arrange interviews are to suit your agenda. And once you’ve chosen your perfect candidate we can look after everything from delivering the offer and confirming acceptance to negotiating start dates and helping candidates with resignations.
We understand that there’s always a risk when it comes to recruiting new members of your team. And that’s why we have an industry leading guarantee to help give you peace of mind. Whilst we, (and you) do everything we can to help prevent any issues, sometimes things just don’t work out. Our guarantee means that should the worst happen, we’ve got you covered. We will replace your candidate with no charge up to 3 months after they start.
With the market as it is right now, working with an IT recruitment partner that can not only find the best candidates, but also give you peace of mind is imperative.
Ask our team for more information on our guarantee today.
We know what you need on your job description to help attract the best candidates. But don’t worry, we won’t just leave you to get on with it if you need help.
Not only should each employee have a clear job description as part of the HR process, crafting the perfect job description can actually help you to secure the best talent. But it’s not just that! A poor job description, or none at all could actually be preventing you from hiring the best IT talent.
Often, candidates will ask to see a job description before they confirm that their CV can be sent. We help make sure that you’re presenting the best version of your company and your job to keep their interest.
Hiring a contractor shouldn’t mean lots of additional admin. We keep things simple with automatic billing. All you need to do is simply authorise a weekly timesheet and we’ll do the rest. We’ll organise payment to the contractor and ensure all the necessary legislation is adhered to.
Our self billing agreements with contractors makes it easy for them too. With invoices and payment automatically created from timesheet approval, it speeds up the payment process, reducing administration for everyone.
Did you know that Langley James has been helping companies to recruit someone worth recruiting for over 20 years? We take our role seriously and are ISO accredited which ensures quality in our procedures. Our years of experience (some of our recruiters have over 25 years’ experience!), means that we know our market!
Since opening in 1999, we have been consistently improving our processes to make sure that we provide the very best service possible. Here’s just some of the ways we’ve done this –
Big Pay Gap in HR Salaries Across England: East Tops the Charts
New data reveals a surprising gap in HR salaries across England. While London might be known for its high cost of living, it’s actually the East of England that boasts the highest average salary for HR managers and directors at a whopping £67,172!
Here’s a breakdown:
The Rest of the Pack:
Salaries drop significantly in other regions, with the North East and West Midlands coming in at the lowest, at £44,158 and £47,037 respectively. Here’s a full list for reference:
What This Means for HR Professionals:
This data highlights the significant difference in earning potential for HR professionals depending on location. While London might offer a bustling work environment, the East could be a lucrative option for those seeking a higher salary.
But It’s Not All About Money:
Claire Williams, Chief People and Operating Officer at HR software provider Ciphr, emphasises that salary isn’t the only factor. HR professionals play a crucial role in an organization’s success, and their compensation reflects that. Additionally, some argue that high salaries don’t necessarily create a disconnect with employees, as HR’s value is based on their expertise and the impact they bring.
The Takeaway:
This data is a valuable resource for HR professionals considering a job change. While location plays a role in salary, factors like specialisation and industry demand also influence compensation. Ultimately, the best fit will depend on individual priorities and career goals.
We’d love to discuss your IT recruitment needs and help you find your next superstar. Please call us on 0207 788 6600 or email us at langleyjames@langleyjames.com and one of our consultants will be happy to advise you. You can also follow us on Facebook.
A recent report by Telus Health has revealed a troubling trend: loneliness is a significant risk factor for mental health issues among UK workers. One-third of employees surveyed reported a high risk of mental health problems, directly linked to feelings of isolation and a lack of connection at work.
Younger Workers Hit Hardest
The report highlights a concerning disparity between age groups. Workers under 40 are 80% more likely to lack trusted work relationships compared to their older counterparts. This lack of trust and social support can lead to anxiety, stress, and ultimately, feelings of loneliness, even for those who have frequent social interaction outside of work.
The Cost of Loneliness
The consequences of loneliness at work extend beyond emotional well-being. Studies have shown a strong correlation between workplace loneliness and:Lower job performance
What Can Employers Do?
These findings emphasize the crucial role employers play in fostering a healthy and supportive work environment. Here are some key takeaways for businesses:
It’s a Shared Responsibility
Building a workplace that combats loneliness requires a collaborative effort. By acknowledging the issue, fostering connections, and offering support, employers can create a thriving work environment where employees feel valued, respected, and less susceptible to the negative effects of loneliness.
Taking Action for Employee Wellbeing
Loneliness is a serious issue with significant consequences for both employees and businesses. By prioritising mental health and fostering a culture of connection, employers can create a win-win situation for everyone.
We’d love to discuss your IT recruitment needs and help you find your next superstar. Please call us on 0207 788 6600 or email us at langleyjames@langleyjames.com and one of our consultants will be happy to advise you. You can also follow us on Facebook.
The way we work has undergone a dramatic shift. Gone are the days of strict office routines, with many employees now embracing flexible work arrangements. However, this newfound freedom has sparked a new trend: “coffee badging.”
What is Coffee Badging?
Coffee badging involves employees swiping into the office, grabbing a coffee, and then heading home to work remotely. It’s a response to companies mandating a return to the office (RTO) despite employee preferences for flexibility.
Why Does Coffee Badging Happen?
The Real Problem: A Disconnect Between Employers and Employees
Coffee badging isn’t the real issue; it’s a symptom of a deeper disconnect. Here’s what employers can do:
Moving Forward: Collaboration, not Control
Coffee badging highlights the need for a more collaborative approach to work. By fostering trust, embracing flexibility, and focusing on outcomes, employers can create a work environment that benefits both employees and the organisation.
Additional Points:
Remember: Coffee badging is a sign, not the problem itself. By addressing the underlying issues and working together, employers and employees can create a win-win situation.
We’d love to discuss your IT recruitment needs and help you find your next superstar. Please call us on 0207 788 6600 or email us at langleyjames@langleyjames.com and one of our consultants will be happy to advise you. You can also follow us on Facebook.
Employees now have greater rights to flexible working arrangements, with changes coming into effect on April 6th, 2024
This blog explores what employers need to know about these changes, including grounds for refusal and potential penalties.
Key Changes:
Possible Reasons for Refusal:
Penalties for Non-Compliance:
While there are no direct financial penalties for employers who don’t follow the process, there are significant risks:
Conclusion:
Employers should adapt to the new regulations by:
By embracing flexible working, employers can benefit from a happier, more productive workforce and a wider talent pool.
We’d love to discuss your IT recruitment needs and help you find your next superstar. Please call us on 0207 788 6600 or email us at langleyjames@langleyjames.com and one of our consultants will be happy to advise you. You can also follow us on Facebook.
With the new financial year just six weeks away, many companies have been holding off on recruitment, waiting for April 6th to kick things off. While this approach has its logic, it could cost you valuable time and access to top talent. Here’s why you should consider starting your recruitment process now:
It’s not too late! Take advantage of the remaining six weeks by initiating your recruitment process today. Contact us to discuss your needs and let us help you secure the talent you need to thrive in the new financial year. Remember, proactive companies attract the best. Don’t miss out!
P.S. Share this blog with your network – let’s spread the word that proactive recruitment is the key to success in the new financial year!
We’d love to discuss your IT recruitment needs and help you find your next superstar. Please call us on 0207 788 6600 or email us at langleyjames@langleyjames.com and one of our consultants will be happy to advise you. You can also follow us on Facebook.
Brace yourselves for the Entra wave. Microsoft’s recent rebranding of Azure Active Directory (AAD) is more than just a name change; it’s a strategic shift signaling their dominance in modern identity and access management. But here’s the catch: if you’re still searching for “Azure AD” expertise, you’re missing out on top talent.
Why Entra Matters:
Beyond the Name Change:
Don’t just stop at the name. Dive deeper into the Entra family of products, understand their unique features and benefits, and connect them to your specific organisational needs. This allows you to ask insightful interview questions, identify candidates who align with your security vision, and build a team prepared for future challenges.
Remember, recruiting isn’t just about filling positions – it’s about building a future-proof IT team. By embracing Entra and its implications, you can attract top talent equipped to navigate the dynamic security landscape and ensure your organisation stays ahead of the curve. So, don’t just look for “Azure AD”; actively seek “Entra” expertise and unlock the potential of your future IT team!
We’d love to discuss your IT recruitment needs and help you find your next superstar. Please call us on 0207 788 6600 or email us at langleyjames@langleyjames.com and one of our consultants will be happy to advise you. You can also follow us on Facebook.
Counter offering an IT employee who has resigned may seem like a logical strategy to retain talent, but there are several reasons why it might not be the best approach. Here are some considerations:
Conclusion:
While counter offering may be a tempting short-term solution to retain talent, it may not address the core issues that led to the employee’s decision to resign. A more comprehensive approach involving open communication, addressing concerns holistically, and creating an inclusive and satisfying work environment is likely to yield better results in the long run.
We’d love to discuss your IT recruitment needs and help you find your next superstar. Please call us on 0207 788 6600 or email us at langleyjames@langleyjames.com and one of our consultants will be happy to advise you. You can also follow us on Facebook.
In the dynamic landscape of the IT industry, change is the only constant. Often, the resignation of a member of the IT department, including the Chief Information Officer (CIO), is perceived as a setback. However, looking beyond the initial challenges, it becomes evident that such departures can usher in a wave of new opportunities, fresh blood, enthusiasm, and innovative ideas.
Conclusion:
While the resignation of a member of the IT department, including the CIO, may initially be viewed as a challenge, it is essential to recognise the myriad opportunities it presents. Embracing change in the IT department can lead to the infusion of fresh perspectives, the discovery of innovative ideas, talent upgrades, enhanced team dynamics, and increased agility. As organisations navigate the ever-evolving IT landscape, viewing such transitions as catalysts for positive change can contribute significantly to long-term success. Here at Langley James can help you reevaluate the role and find you suitable to your organisation and future plans
We’d love to discuss your IT recruitment needs and help you find your next superstar. Please call us on 0207 788 6600 or email us at langleyjames@langleyjames.com and one of our consultants will be happy to advise you. You can also follow us on Facebook.
Recent Comments