“Using Winningtemp’s real-time engagement platform can dramatically change the wellbeing of workers in adult social care.”

A shift in focus to the health and wellbeing of the individuals caring for the vulnerable is crucial. To care for your people, is to care for clients.

Most people will be familiar with the Iceberg of Ignorance in some capacity. It highlights an organisation that potentially has either poor leadership or poor information flow.From speaking to the thousands of HR professionals I have had the privilege of exchanging calls and conversations with, it is more evident that most organisations experience the " Credit: https://corporate-rebels.com/[/caption]Most organisations have tried to implement some form of feedback loop - whether it is feedback sessions with Line Managers, or implementing a solution that collects information in the way of survey questions. However, the issue with these forms of feedback is they are not truly anonymous.I know for certain we have all probably worked in organisations where feedback is said to be "anonymous" and yet it is very easy to determine who it is that is replying. I know for certain I have not answered some feedback questions honestly as I knew for certain it was easy to identify who it was that was giving feedback (in one company I had to give my job title as part of the survey, and yet I was the only person with that job title. Am I truly going to be honest if it's that easy to work out it is me? NO!)Especially if you don't understand the reason for giving feedback. Most organisations do surveys because they think that it is a normal thing to do. However, they don't necessarily understand what to do with all the feedback once it is collected. And even if they do, then once it is collected and analysed, it is normally reviewed 4-8 weeks after the original survey. Therefore, is the feedback even accurate any more?

As the clock struck midnight on New Year’s Eve, 2019, millions of people sang Auld Lang Syne together and made resolutions to lose weight, travel more, and no doubt, stop smoking. What is almost guaranteed however, is that no one assumed their biggest achievement that coming year would be to make it through a global pandemic.A pandemic that almost one year on still has a stronghold over the political and economical landscape of not only the United Kingdom, but the rest of the world too. Rich or poor, black, or white, naughty, or nice, Covid-19 cares not at all about your personal circumstances. And while there is now, finally, light at the end of a very long tunnel thanks to the rapid development of a vaccine, we can be sure of one thing, the way we live and how we work has forevermore been changed.The spring of 2020 should have brought with it a flourish of optimism. The reality of course was very different. Coronavirus had officially hit our shores and with it, lockdown life began. Remarkably, the data on employee engagement during this time and the proceeding months was exceptionally high. It seems that as people struggled with the day-to-day challenges that Covid-19 brought about, they took comfort in their work. They weren’t necessarily happy – that is an altogether different metric, but their work did give them a focus and opportunity to carry out some aspect of their lives in a normalised manner. For a time, it could be a distraction from the mounting anxiety and collective stress of a nation.Unsurprisingly, mental health issues have seen an exponential rise during the pandemic. Redundancies, home-schooling, the breakdown of relationships and the caring for elderly relatives, alongside the worry of the unknown, have all had an impact on employee wellbeing. > Companies must invest in various programs and solutions that help people maintain themselves, get rest, and learn how to deal with this uncertainty.” “It goes to the real issues of public health and collaboration. People helping each other and people supporting each other, checking in and listening. A lot of the human skills that are needed in any kind of a crisis, that is what companies are going to have to do. Because people aren’t going to stay on high alert for two years, they just can’t, it’s impossible.”

The term work-life balance may have first been coined by Brits in the 1980s, but it is a term that is still relevant and much debated today. Evolving over the decades, the phrase was originally used by the Women’s Liberation Movement, advocating for flexible hours and maternity leave. Today, and with the dawn of the digital revolution that generated an ‘always on’ culture, the work-life balance has become a complex, genderless conundrum.With the forced closure of offices nationwide in March 2020, it became more important than ever for business leaders to safeguard the work-life equilibrium. HR expert > You don’t go to the workplace; the workplace comes to you."

SUNNY RAVAL DISCUSSES Leadership. An emotive subject that often ignites the critic in us. The delicate balance of keeping calm under pressure, offering guidance but allowing for autonomy. Keeping control whilst encouraging innovation. From the side-lines, leadership is akin to watching a game show on television. We know all the answers from the comfort of our armchairs. Stood in front of a live audience under the blinding glare of the studio lights on the other hand, proves an altogether different experience.2020 however, has been no game. Leaders have faced unprecedented pressures, having to make unimaginable decisions. Household names such as Debenhams,

TIM CONROY DISCUSSES “Even the darkest night will end and the sun will rise.” Victor Hugo’s sanguine line from his literary masterpiece, Les Misérables was first published in 1862. More than 150 years later, in what’s been the most challenging year that the world has collectively faced in living memory, those words feel particularly pertinent.As a nation, we’ve shown true British grit against the coronavirus pandemic. From clapping together-but apart on our doorsteps in recognition of our NHS heroes, risking their lives. To our children painting the windows of our streets with hopeful rainbows, all the while adapting to their parents assuming the role of their teacher. To standing in endless lines for a pint of milk and some toilet roll. AT WHAT COST?

When the pandemic hit back in March, organisations’ first priority in response to the crisis was ensuring workers' health & safety. As organisations begin to emerge from this phase, what factors must leaders now focus on to successfully address the next set of workforce challenges as they plan for the return of their workforce, and for the recovery?In this latest report, Gary Brown of Winningtemp outlines the key factors organisations are seeking to address, and the 3 actions to help take your organisation and people on the right path to recovery.In the latest surveys with HR professionals, the #1 topic in “back to work” was “ TODAY’S NEW BUSINESS ENVIRONMENT IS CHARACTERISED BY DISRUPTION AND UNCERTAINTY. With high profile companies such as BP, Rolls Royce, British Gas, and Heathrow announcing new job losses almost daily, workers know that the economic outlook is uncertain. Add to that the expansion of remote working, the displacement of many services to tech-based solutions, and the requirement for many firms to consider reducing working hours or headcount in order to manage a slow climb back to previous activity levels, and it should come as no surprise that the Mental Health Foundation recently reported that

Recently we had the pleasure of hosting a lunchtime webinar on the challenges we face as leaders in an increasingly uncertain world. The current Covid19 pandemic, coupled with its after-effects (which will likely bring forward a recession), pose multiple challenges to how we lead our teams and, perhaps most important of all, ourselves.Responding to these obstacles has been a mixed experience for many. In the recent 2020 Talent Implications Survey, a majority of employees reported that they expect clear goals, better communication, and improved support from the organisation when it comes to task prioritisation.So, how are weeven supposed to respond?The short answer is - we need to adopt a new way of working - both as individuals and as an organisation. OUR WEBINAR FOCUSED ON THREE TANGIBLE PRACTICES FOR LEADERS, SOURCED FROM THE EXPERIENCES OF SOME OF OUR CLIENTS, AS WELL AS SOME OF WINNINGTEMP'S OWN OBSERVATIONS. Let’s start with PwC. They believe in practising