- 56% of workers without office say that the best remuneration would improve retention – but only 20% of HRDs and Chros agree.
- 75% of workers feel overworked, against only 60% of HR managers who recognize this problem.
- Only 59% of workers think they are paid fairly – but 80% of HR managers and 92% of all business executives think that this is.
HR leaders do not understand what really counts for their workforce without office (DF) – and, in doing so, can compromise long -term productivity, staff retention and effects. New data Onéré report (“A private workforce: distorted reality threatening your business”) highlights an extended disconnection between HR leadership and workers (DF) who feed essential operations in various industries.
While workers without office call for a fair salary, manageable workloads and clearer communication, many managers ignore or underestimate the extent of these problems. Seventy-five percent of workers say that their workload is unmanageable, but a little more than half of leadership recognizes it as a reality. Likewise, DF workers require higher remuneration, with only 59% saying that they are paid fairly. On the other hand, 92% of people occupying management positions (including C-Suite, directors of directors and chairs) think that their workforce is already paid fairly.
Perhaps most concerning long-term workforce planning, more than half (56%) of workers say that the improvement in wages and benefits would reduce staff turnover, but only 20% of DDRs and 24% of other executive administrators agree. These figures suggest that many HR managers and other higher colleagues may miss a critical opportunity to keep experienced staff and reduce high costs of unsubscription.
The next bill on employment rights also generates differences in perspective. While half of the workers without office are delighted to see the end of zero hour contracts, looking for a greater commitment from employers and social benefits, 47% of HR managers say they rely on such contracts to manage costs, many of which indicate that they can reduce staff or pay hours in response. In fact, 53% of HRD / CHROS say they can avoid hiring unproven or inexperienced workers under the new legislation – a decision that could limit access to the opportunity and slow down all the progress made on skills gaps.
Communication seems to be another weak point. Ninety percent of those who have the most older roles-the presidents, the CEOs and the MDS, and 81% of all the leaders think that performance expectations are clearly communicated, but only 67% of workers agree. And while no DMR or CEO admits any confusion in the ranks, 10% of DF workers say they often do not know what is expected of them.
Anwen Robinson, Vice-President Director at OneAdvanced, said: “Persons leaders have an essential role to play in the filling of office decision-makers and office-free teams. Remove the way people are hired, supported and preserved. »»
“Rather than retreating risk of recruitment or flexible work models, HR managers should focus on better workforce planning, clearer communication and more equitable reward structures. This is how we were the test of our workforce without office – and we ensure companies to operate effectively and responsibility. ”
Other key results:
- BLIND BLIND BERNS retention: 56% of DF workers claim that remuneration and benefits would help retention, compared to only 20% of DCH.
- Disconnecting the workload: 75% of DF workers feel overloaded, but only 60% of DCRs recognize it.
- Wage perception gap: 92% of executive leaders and 80% of DRS think that remuneration for DF workers is right – but only 59% of real workers agree.
- Risk for young workers: 53% of DCRs can stop hiring non -exhausted candidates – a potential block for entry -level talents.
- Communication Dischange: Only 67% of DF workers say that expectations are clear, despite 90% of managers say that this is the case.
