Shock! Gig Economy Is Not The Only Show In Town

 

The future workforce of Britain – where the jobs of the future are  going to be and what they are like – has been spotlighted by new research. And the findings will surprise you.

The Changing World of Work, by NIESR’s Jonny Runge (edited by Becky Wright), will be premiered at the Unions21 conference tomorrow.  In a landscape over-populated by talk of robotics, artificial intelligence and the use of technology, one universal truth is that certain industries will rise, and others will begin or continue their descent in the labour market.

This gives three inescapable questions:

  • Where will workers of the near future be?
  • How will they be represented at work?
  • What changes will we need to make in light of the future of work?

For trade unions, the questions are all the more pressing – existential really, given the low levels of union membership amongst the young and also amongst certain sectors pf the economy – retail, hospitality, and social care – especially when the predominant form of employment is precarious.

There are challenges to an “establishment” view that unions are technophobes and laggards when it comes to connecting with the so-called “Young Core Workers”. There is excellent work being done by the TUC and the Good Innovations outfit.  But a key point of the new research is that crucial as it is, we should not put all our eggs in the one Gig economy basket.

This is interesting and innovative territory, and it seems to me to be well-founded.  Runge and Wright have identified and tried to extrapolate  five key  influences on the labour market – demography (growing and ageing population will lead to increase demand/consumption in particular sectors), technology (automation of certain human-only occupations will take place,  but  the extent is arguable), productivity (and what is the post-crash stagnation  become entrenched in the short  to medium term), globalisation (certainly a factor,  but its impact now obscured by resurgent nationalism and protectionism), and changing contractual arrangements of certain services (from, yes,  worker-status contracts (as opposed to employee status), demands  for  a better work-life balance, and  the rise of the “collaborative economy”).

Clearly there is a degree of uncertainty about some of these influences, but using data from the estimable UKCES, Runge and Wright have identified three industries with expected high employment growth – the retail trade (surprised?) hospitality and management services.

Collectively, these three sectors will see employment growth by an estimated 900,000 jobs in the period to 2024, accounting for half of all the new jobs in the UK economy is this period.  There is a noticeable decline in self-employment, a growth in those in workers in these sectors with at least a first degree, and  no dramatic change in the balance between part-time and full-time working, or between percentages of men and women employed.

Three “ones to watch” are also suggested – Construction, Social Work and Information Technology, who between them are projected to add over 600,000 jobs between now and 2024.

The report concludes with a brief over view of UKCES employment projections for over 70 industries, with a preliminary view on the likely impact of Brexit.

From the perspective or worker representation and employee voice, this analysis – with its detailed demographic, hours-worked and occupational breakdown – is very helpful indeed.  The snapshots of the level of  union membership and collective bargaining  give grounds for cautions optimism  that there is a platform for trade union growth in each sector.

Runge and Wright give us the answer to the first of our three questions, and paint a vivid picture of the dynamics and challenges of union organising in these sectors.

Whether it is the overall constructive engagement with workforces that is part of the Taylor review, or practical questions of the extent to which unions focus on particular sectors, geographies and roles, the Changing World of Work is an important contribution.

The Changing World of Work can be downloaded here.

Full disclosure:  I am a board member of Unions21, on whose website this piece also appears

“Access Denied” to Workplace Mental Health?

 

(photocredit: Dimitri Otis/Getty Images)

In my 30 years of working in employee relations, I have seen mental health relentlessly climb the ladder of workplace issues. Historically, poor, even abusive, performance management and intense economic challenges have contributed significantly.

But levels of literacy in this area have also increased, so now employees, workers and employers at least have the words to start necessary, difficulty and often suppressed discussions.

Organisations such as Samaritans, MIND, SANE and See Me in Scotland and Papyrus for younger people, have been campaigning on this for years, but it is good see the relatively new groups such as Minds@Work join the fray.

There has been a new push by Geoff McDonald’s outfit, and it’s “USP” in a well populated space is its foundation on the direct experiences of its founder.  Full marks for McDonald for having the strength-in-depth to turn a crisis into something positive – and to continue to promote its good cause personally.

And I have to say I like  M@W’s mantra – “We want to create mentally and emotionally healthy and human workplaces where individuals can flourish and organisations prosper”.  This really does push all the right buttons: productive enterprises are those that nurture individuals and understand we are dealing with people not machines.

But the transition into reality is fraught with difficulties. Let’s start with the two steadfast obstacles of access and affordability. With all respect to McDonald,  his own  story, as  recently  recapped in the  Daily Telegraph, seems to be an illustration of someone  who  can afford to dramatically alter his working (and presumably salary) arrangements.  Seniority arguably gives greater access to or understanding of what remedies and help are available. It has been long-held that more junior employees will typically have less control over their working lives, and those who are workers in the gig economy have even less.

In companies who have committed themselves to doing more on mental health, often at the behest of the unions who represent their staff,(for example, the CWU) getting the message across can be difficult.  Take junior and middle management in a large company in a competitive sector – simultaneously you need to look after the wellbeing of your direct reports, whilst hitting those KPIs.  Both are stated goals of the company, neither takes account of each other.

Even in McDonald’s own plight seems not to have dented the prevailing idea that some roles are – and can only be – all-consuming.  If you can’t manage to do it all, then that is something for you to deal with, not the firm.

Will companies ever, truly be able to both prosper and have those “healthy human workplaces”?  This is a potential dividend from increased automation-driven productivity, and it is good to see the debate on “6 hour days” moving from “if” to “how”.  But set against that is the seemingly unstoppable rise of precarious forms of employment. Uber drivers, session musicians and Deliveroo couriers will, I am sure, secure “worker” status, but if companies are not willing to make the commitment of offering a contract of employment, then expecting investment in mental and emotional health seems far-fetched.

And of course all this takes place against the backdrop of what is accepted as inadequate mental health provision in society as a whole and for the young especially.  So the “safety net” if ever there was one, certainly is in very poor repair.

It seems to me that as well as proper, robust funding of mental health services, business needs to square the circle of wanting to take mental health seriously, whilst at the same time delivering operational success. At the moment these seem often contradictory, but they surely do not need to be.  The more the issue is brought into the mainstream – by government, unions, campaign groups – the greater the capacity and likelihood for action.

In the long run, I would argue that M@W is not ambitious enough. Individuals will only really flourish and organisations will only truly prosper in mentally and emotionally healthy and human workplaces.  Business needs to truly understand that.