Dr Andrew Taylor, Senior Lecturer, staffordshire business school
During disruptive times small scale can
be a key advantage. The management
writer Mintzberg (1989) describes most small companies as either simple
structures or adhocracies. My research
(Taylor 2013, 2019) indicates that in both cases innovation is central to their
mission and survival. The strength and
the weakness of simple structures is that they are driven by one or two key
individuals. This both makes
decision-making fast and flexible.
Adhocracies are project based, mission driven places, with little
respect for traditional idea’s of good management practice, where
inefficiencies are the price of high growth.
There is often a tendency, in both cases, as they grow, to define
becoming professional as having more formal and robust processes. The trouble is that as they seek order and
stability, innovation and commitment often crashes as resent a perceived loss of purpose or human
During disruptive times it is often
better to leverage the flexibility and commitment of peoples in smaller scale
organisations to adapt, rather than seek to optimise. Small companies, like speedboats, are fast
and nimble compared to the large oil tankers of corporate business,. Asking what are the right things, rather than
how do I do things right Argyris (1991) is easier where best practices are less
Small companies can most effectively do
this through identifying their core competencies (Prahalad & Hamel 1990)
competencies are the source of how you create value – those things that you do
for your customers better than your competitors. They:
access to a wide variety of markets
Should make a significant contribution to
the perceived customer benefits of the end product
Should be difficult for competitors to
Knowing these allows
you to ask yourselves how they could, using what Gavetti (2011) calls
associative thinking, be transferred into new, more distant, marketplaces.
Managers are good at identifying opportunities that are cognitively close to
their business, but need to learn to recognise similar underlying patterns in
distant markets and make the cognitive leap.
we are familiar with, successfully doing this include Fuji-Film, Honda, Danone,
Dyson and Virgin.
Often leaders of small companies familiar
with doing this as anyway as a matter of survival. Learning to use such knowledge to leverage
the strength of organisation and its people, in a joined-up way, can, however,
both transform the effectiveness and legitimise existing practices, such that
small companies can harness their scale and people to flourish.
C. (1991), ‘Teaching Smart People to Learn’, Harvard
Business Review, May –
Gavetti, G. (2011), ‘The New Psychology of Strategic Leadership’, Harvard
Business Review, July -Aug.
Mintzberg, H. (1989), Mintzberg on Management:
Inside Our Strange World of Organizations, New York, The Free Press.
Prahalad, C. K. &
Hamel, G. (1990), ‘The Core Competence of the Corporation’, Harvard
Business Review, May-June.
Taylor, A. & Krouwel W. (2013), Taking
Care of Business: Innovation, Ethics & Sustainability, Cluj-Napoca (Romania), Risoprint.
Taylor A. & Bronstone A. (2019), People, Place & Global
Order: Foundations of a Networked Political Economy. London, Routledge.
Carol Southall, Senior Lecturer, Staffordshire Business School
If current shopping trips offer any food for thought, beyond that is “not just any food”, it is that retail has much to learn from the leisure industry in terms of how to treat their customers. Beset with the accessibility issues raised by Covid-19, retailers with a physical high street or retail park/shopping mall presence are having to rethink how they do business. The ‘new normal’ is a commonly used phrase and yet, to date, the ‘new normal’ has, in so many ways, been anything but new, and anything but normal.
Two of the key areas in which there are clearly lessons to learn, are those involving queuing, so much a part of life in the UK even before Covid-19, and provision of toilet facilities. Recent news has highlighted scores of people rushing to shops on their reopening, and the ensuing lengthy queues to access those shops. Additionally, there has been negative press around the lack of available toilet facilities in public space, with councils being urged to reopen any closed public toilets. The Government’s drive to reopen the hospitality industry will further reinforce the need for public access to toilets.
Most of us know how to queue, we understand the need to do so, even if we don’t always like it. Queuing in fact is a stereotypical British institution, much like eating fish and chips and discussing the weather, it’s what people do. Given this high level of queue awareness, we might be forgiven in thinking that the organisation of a queue system is almost embedded within our psyche, and yet the variety of queue systems on any given retail park, at any given retail outlet, anywhere in the UK, is astonishing. On a recent visit to a well-known retail park, there were at least 20 different queues, all snaking in different directions, for different stores. Some made good use of barriers, some offered marked walkways to which they anticipated their shoppers would adhere. Some required people to queue past the store exit, meaning that shoppers had to walk straight past people, within a metre, as they left the store. Some had security, some didn’t. The variety was endless. What was quickly apparent however, was that queue etiquette was unilaterally present in them all. We accept whatever queue we’re placed in and wait, not always patiently, to progress along the line.
The British have taken shopping tourism to a whole new level. Days spent at retail outlets are considered as a leisure pursuit in their own right. Overnight stays near shopping malls often combine retail ‘therapy’ with dining out, a visit to a cinema, and opportunities for a range of additional leisure pursuits, including bowling, skiing, swimming, indoor mini-golf, and a host of other leisure activities aligned to family fun. Whilst lockdown has prevented such activity in recent months, anybody venturing out to a retail park or shopping mall could be forgiven in thinking that nothing has changed. Except it has, as the queues and lack of toilet facilities show.
The leisure industries have much acquired knowledge to pass on to retail. From queue management, through experience design, to provision of necessary facilities. When asked on a radio interview what people really needed when they attend theme parks, the suggestion “a loo, a view and a brew” was proposed as fundamental to enjoyment of the experience offered by attractions. Having toilet facilities, something entertaining and visually stimulating to look at, and somewhere to eat and drink were suggested as necessities to a day spent visiting an attraction of any sort.
When we go to a theme park, we understand that we will queue. The difference is that theme parks are designed with queuing systems in mind. Queue theory supports the argument that crowding and lengthy waiting times are major causes of visitor dissatisfaction. Enhancing the queue experience will encourage the customer to not only enjoy their shopping experience but will also increase the likelihood that they will revisit, which is particularly important if the high street is to stand any chance of a recovery, post Covid-19.
In the short-term putting more thought into the systems used to ensure shoppers are able to access retail outlets in more structured, better thought-out and even more entertaining way, will pay dividends, both in terms of visitor satisfaction and the ensuing profits. Added to this the installation of easily accessible, even temporary or portable public toilets, openly cleaned and sanitised at regular intervals, will help to ensure that the current economic recovery phase is facilitated and the transition to the ‘new normal’ made easier by this attention to detail, so integral to the leisure industry.
Simon Hughes, BA (Hons) Business Management student
The journey began back in 2017, I decided to start studying the business management degree at Staffordshire University. I knew that this journey was going to include unexpected learning strategies and unknown situations. One of the main challenges was when I got the diagnosis of having dyslexia, I knew that there was something not right regarding my reading, writing and spelling. With having dyslexia, I knew that I would need extra support. The university study skills had helped by supporting me in how I needed to process the information and to give me a better understanding of how I retained the information. When I came to start my first assignment, I felt like this was a setback as I was unsure of if I had completed it correctly. When the results came out, I saw that I had passed, and it reassured me that I could pass my first year. I feel like I was able to do this as I had the support of my university lecturers Hazel Squire and Vicky Roberts, as well as my friends and my family. There were many times within that year where I was very close to giving up, this was due to how challenging I was finding it to believe in myself. However, after I had spoken to the lecturers and my family about how I was feeling, they gave me the support and said that I can do this, this gave me the boost to keep moving forward which resulted in completing the first year without having to resit any of the module subjects, this gave me a great relief.
Going in to the second year, I was feeling very anxious and apprehensive as I did not know if the year was going to be too much for me and if I was going to be able to meet the deadlines on time. The subjects were different from the ones I took in my first year in both semester one and semester two, however I was able to meet the deadlines on time. During the end of semester two I was diagnosed with a condition called PPPD (Persistent Postural-Perceptual Dizziness), this made it more difficult to focus on my assignment as I was not able to look at a computer screen for days on end due to it giving me migraines and dizziness. This condition made me feel like I could not get my assignments in on time which resulted in me nearly giving up. However, as the year progressed, I managed to hand in my assignments even though I do not know how. I had a push of support from my wife and my supportive lecturers Paul Dobson and Bharati Singh, just to name a few. They told me that I had come too far to give up now, this took place just before I had received my results for the second semester of the second year however I found out my hard work had paid off and that I had passed.
When going into my third and final year, the first semester was a challenge due to my migraines and not being able to concentrate for a long period of time, however I still had the support of all the lecturers. During the second semester, the world was hit with Covid 19, this meant that everyone had to engage in social distance learning which made it more difficult for me as I was not able to spend a lot of time looking at the computer screen. This situation was difficult as the rest of the year was uncertain, I did not know whether I would be able to make it to the end of my final year. Even though I was not able to see my lecturers face to face I was able to have a video meeting with them if I needed their support on the lectures or the assignments. They encouraged me to get through my assignments and to get them handed in so that I could fully complete the last year of my three-year degree.
Click here for more information on Dyslexia and how we can support you at Staffordshire University
Paul Dobson, Senior Lecturer, Staffordshire Business School
At Staffordshire Business School we support businesses as part of our courses and I’m aware that some takeaways are doing really well, especially as their customers do not want to go to the shops, queue up, be too close to other people, etc. But we’ve been told to expect a recession, possible depression, plus we have Brexit and there are concerned about the environment, so the way ahead is going to be tough. My last blog to help hotels and bed & breakfasts post lockdown received a lot of positive feedback but the restaurants and takeaways I support requested that I could do a blog for them so, I’ve written some top tips.
Look throughout your organisation where you can reduce running costs, for example I’ve helped takeaways reduce their online ordering costs by over 50% by looking around for better and cheaper systems, enabling ordering direct and not through other platforms, Facebook now has a free online ordering system, other e-commerce systems including a website has substantially reduce their cost and are now just a small one-off price. See if you can reduce your supply costs for example: a local restaurant and takeaway to me has reduced their electricity costs by 15%.
2. Watch and learn what’s happening abroad and in retail
Keep an eye on what is happening with restaurants in countries ahead of the curve and how they are adapting. Retail shops are opening but in a post-Covid-19 more spaced and structured way. There are some good learning points being shown but also what issues/blockages they have and how they’ve got over it. Look at how the best are using their social media such as YouTube to raise their profile and showing how they’re safe. Trust is becoming a key area of importance in many areas ahead of this pandemic curve, use your social media to help gain this trust.
3. Transition to online
If you haven’t already; go online properly. Don’t rely on third-party platforms who take a percentage of your money and don’t think that a PDF document showing your menu is enough. It’s going to get even more competitive. There are some I’ve already seen that are burying their head in the sand…don’t do this or you could be one of those closing.
4. Do not suddenly re-appear post lockdown
There are great examples out there how restaurants and takeaways are continuing to market their restaurant on social media in areas that are important to customers, for example takeaways showing disinfecting their insulated food delivery bags, extensive cleaning in their kitchens, personal protection equipment, how they’re developing their customer protection and so on. Social media videos are working really well at the moment so you need to enhance your marketing.
5. Mobile is king
One of the takeaways I support has over 70% of their orders via smartphones. It is no longer the case their customers look on their mobile and order via a laptop or computer, they do the whole lot on their mobile. If your website isn’t mobile friendly, you can lose at least 53% of your online clients and your website needs to load in less than 3 seconds because around an additional 27% drop off if it’s too slow. Your website speed can be easily tested at http://testmysite.withgoogle.com/
6. Try and develop your entrepreneurial spirit
develop other products and services. Some
restaurants I work with have:
setup subscription boxes where they include cooking instructions or paid membership sites with videos and food deliveries
some have developed frozen versions to be cooked at home
a pizza takeaway has developed a separate salad takeaway business
some have developed drop off points for their meals
I’m working with one restaurant to develop and sell aprons, baseball caps and t-shirts with their brand on. What can you do?
7. Learn from the best
Domino’s marketing is really good, they know my last order, they email me a prompt at the same day and time as my ordering time from the previous week offering me an easy click option to re-order plus they have what looks like great offers for my customer type (family with adult kids). They don’t make the best pizzas in my area, but they do a good prompt at the right time and make it very easy to order. Other local takeaways know my details and order preferences as I’ve signed into their website giving my contact details…and yet they don’t prompt me. I don’t even get emails or offers from most of them. Have a look around at what others are doing and learn from the best. As a minimum you should be capturing your customer contact details and keeping in touch.
In addition, look to develop and improve your marketing in all areas not just online, the graphics, the text, the menus, what your offering, and so on. Look for what the best organisations are doing, for example in the US and how can you adapt this to improve your marketing.
8. Go paper and contact free
Your customers are concerned about hygiene and avoiding contact, use technology to be better and cheaper. Your customers should not have to touch a pen or receipts or have their card taken away to be put in a card machine. Everything should be contact free. They should be able to go totally contactless using their mobile phone and their receipts should be emailed to them.
9. Look at the numbers
If you have
a website, you should be getting weekly statistics including what your
customers are doing and where the blockages are. This is important information, in just 10
minutes I enabled a 100% increase in takeaway orders just by pointing out where
the barriers are for customers and how to get over them.
Do a user
test, find someone who’s not seen your website before, give them a task, for
example buy a vegetarian or meat feast pizza for delivery, and watch how they
use your site. Do not prompt or guide
them and see if you can learn from this to improve the customer journey to
The websites analytics should also give you the keywords customers are using to find your website. Are they looking for meals or services that you don’t currently provide, and you could? – If customers are looking for these meals you know your onto a winner.
10. Create a Wow factor
As a family of four we take turns to order one takeaway per week so we like to try different meals. In our town the pizzerias all offer the same types of pizzas, there’s virtually no difference between them and none of them have tried to educate and sell Roman, Sicilian or Detroit style pizzas. None have talked about milling their own flour onsite or getting their flour from a local stone mill and therefore they have a low carbon footprint. I’m not aware of any of them demonstrating their special techniques or trying to raise their personal brand. Have a look around and see what you can use to develop a wow factor in your restaurant and takeaway.
Angela Lawrence, Associate Dean, Staffordshire Business School
are lots of things that make me happy, but not many of them are material
things. My “thing” is more profound, more enduring and gives me a far greater
sense of purpose and contentment. Over the years, my thing has changed, adapted
and moved in different directions, but it comes down to this – seeing things
grow and develop into beautiful entities that I appreciate and am proud of yields
more happiness than anything tactile you could gift to me.
So, watching my children grow into independent, hard-working adults that I am so proud of makes me happy. Seeing them enjoy the delights of parenthood themselves brings me great delight. Watching their children, my grandchildren, blossom and thrive in a world full of confusion and mixed messages, knowing that they love me unconditionally, is priceless.
Greeting students on their first day at university, nurturing them through the highs and lows of academic life, watching them mature and grow over years of study, applauding proudly at their graduation and then following the development of their careers on LinkedIn or Twitter gives me a huge sense of pride and hope for the future. Over my career, few jobs have ever made me as happy as I feel on graduation day.
I must make mention of the gift of nature and the delights of watching seedlings emerge from warm soil in the springtime, cultivating and raising those seedlings at my allotment to be strong independent plants that delight me and provide sustenance, both for my dinner table and to share with others – never forget the delights of sharing. The pleasures I gain from growing at the allotment are more profound and not only make me happy but provide head space for me to escape from the complications of modern life. I am in my absolute element when rummaging in the soil and watering my crops. Thinking time is so good and fresh air so invigorating.
I never would have thought 40 years ago that I would say studying makes me happy, but it does. Who would have known that I would still be studying? Yet here I am, halfway through my Doctorate in Education and thriving on it. Pondering why this should be so, I believe it is about being able to express myself, able to share with others what fascinates and challenges me, in the knowledge that I will bring something fresh and new to my field of study. At times I forget how much this matters to me, when deadlines are looming and time is precious, but it is always worth the effort and undoubtedly will be so when I cross that platform to receive the title of Doctor.
of this there is a theme of nurturing, be it people, plants, thoughts or words.
Incredibly we don’t need money or objects to nurture, we just need to be
ourselves and to learn to derive happiness from the small things that we can
control in our lives. It’s true what they say – all the money in the world
cannot buy you happiness. Find your “thing” and create your own – smile and be
Paul Dobson, Senior LEcturer,Staffordshire Business School
It’s been a challenging, confusing and worrying time for
most industries during this current Coronavirus Crisis. But the hospitality
sector in particular stands to be one of the hardest hit as it struggles to
contemplate how it can continue to trade successfully keeping social distancing
in mind, coupled with a rapidly shrinking economy. As part of Staffordshire Business School’s
support to organisations I’ve been supporting the local and international hospitality
sector and as the French businesses are ahead of us in coming out of lockdown
I’ve noted some points to help prepare UK organisations.
After 2 months enduring some of the strictest lockdown
controls in Europe, France is slowly opening up its economy and society. And
the vast, hugely varied accommodation sector, which historically welcomes
visitors across the world, is undergoing a rapid and radical revolution to
ensure it can continue to attract customers in these unprecedented times.
The newly forced need to keep distance and natural sense of
personal safety has fallen well into the hands of some of the self-catering
sector. Private homes and villas, especially those that can offer generous
outside space as well as little or no contact with others, have seen a huge
demand since the 11th of May when the French Prime Minister
officially declared that travel up to 100km was now permitted. The public, who
have been largely “imprisoned” with massively limited scope to be outside their
own homes since the middle of March inevitably have an overwhelming desire for
a change of scenery. However, this is not a universal permission and policy,
and restricted zones still exist across France, and indeed many local
governments, even in the less-infected “green regions” are enforcing the
continuation of heavy trading restrictions and forced closures of accommodation
providers. But where these rules do not apply, the flood gates have opened and
demand, all from customers within the 100km radius, has been significant. Also
worthy of note is that the average length of stay has seen a dramatic increase
for this time of year.
That’s not to say that this is return to normal times for these accommodation owners. French hospitality organisations have had a massive increase in questions about sanitation, personal responsibility and uniform industry standards on cleanliness and contact that the UK accommodation businesses will need to be prepared for when lockdown restrictions are relaxed. As of today, these restrictions haven’t been totally clarified in France, and only “best practice” guides from local tourism authorities exist online. Some of the leading booking platforms and websites for this sub sector are advising “safety gaps” between customers of, for example, 24 hours to allow any surfaces to become less likely to cross contaminate in the future. What is apparent from discussions with French hospitality businesses is that there is an increased desire for customers to have “direct online contact” with the service rather than through online booking platforms. This could be a welcome shift in attitude as this not only allows peace of mind for the customer, but also less commissions for the business owner to pay to the booking platforms which have come under much public criticism and scrutiny of late because of their high charges. One of the French businesses I’ve talked to has had an 800% increase in Facebook messages, their analytics has shown an increase in both mobile and desktop visitors to their website and the number of emails has increased by over 200% compared to last year.
The B&B (Chambres d’hote) and Hotel sector have reported
an uphill challenge. With a mix of different guests under their roofs, all with
potentially varying attitudes to respecting the new government guidelines, this
poses a significant threat to their short- and medium-term existence. However, those
that can offer genuine space, especially outside, have a clear advantage over
those that cannot. Going from one restrictive box to another isn’t likely to be
a great draw for the new discerning needs of the Covid-19 era traveller. Forced confinement has brought about a new
desire to be out and about in nature, and burn off all those excessive calories
consumed since March.
But with the high season fast approaching during which these
businesses would traditionally run at maximum occupancy, the reality is that
these organisations will be forced to not only give “buffers” in between guests
checking out and the next ones checking in, but also run at a lower occupancy
to ensure that interaction between different customers is minimized. Therefore
“Making Hay whilst the sun shines” will this year inevitably bring about a
lower yield, and reduce the vital cashflow which sustains many of these
businesses during the quieter months.
An example of changes implemented is the hotelier Tim Bell and Ingrid Boyer in the Auvergne region of Central France. Tim has developed their website to include a link to their Covid-19 guidance on their home page (see https://chabanettes.com/). This is updated on a regular basis and outlines their commitment to client’s safety. He implements rapid alterations to its usual offerings and has created the foundations for business continuity and customer confidence. He has also set up a Facebook forum for like minded accommodation owners in Europe seeking support and advice. Tim collates industry data, statistics and best practice ideas from all over the accommodation sector and share his opinions and advice with the group.
The sector in which he operates is having to rethink more
radically about its traditional services to ensure competitivity and customer
confidence. This ranges from the provision of catering which is leaning
initially more towards a “Room Service” culture to a complete overhaul of the
check-in/check-out customer touch points, looking to technology and globally
recognised physical safety barriers to reduce risk of viral spread. For an
industry which relies heavily on close, personal contact for their reputation
and overall experience, keeping a balance between customer satisfaction and
safety is proving challenging, but not impossible. Clients now expect a more
sterile and distanced world, with supermarkets leading the way in some innovation
and rethinking of the customer journey that the hotels are learning from, such
as one-way corridors.
Until the world is safely vaccinated against the virus, the accommodation industry will have to adapt quickly and radically to guidelines, legislation and customer fears. History has told us that businesses that do this will have the best chance of survival, and those that don’t not only fear a downturn in business, but also a very visible online reputation for ignoring what is now the number one priority for the 2020 traveller – Safety.
Paul Dobson, Senior Lecturer, Staffordshire Business School
Over the past three years, as part of our Digital Marketing courses, we’ve worked with one person per year and enabled them to be influencers earning over £3,000 per month working part-time so I know that there is a proven and systematic way of doing this. See our undergraduate BA (Hons) Marketing Management and Post Graduate MSc Customer and Data Analytics. As part of this, there are some top tips that I’ve learnt.
It doesn’t matter if you’re shy and not out-going.
Some of the best people in my area of Digital Marketing, such as Michael Stelzner and Pat Flynn, have admitted that they’re not extroverts. This helps make them more authentic and real in-front of the mic and camera. Remember as well that when you record your audio or video that no one is listening / watching, you have control and people only see this when you post on social media etc. So you can do this, even if you have uncertainty and fear.
It doesn’t matter if there is competition.
This helps prove that there is a market for your area and they have already set the ground work. You can also be different from them or even compliment them, so that you become partners with them.
Right now, is the best time to start.
When people are in lockdown and a potential
recession may be around the corner this isn’t a barrier. Some of the best
businesses out there such as Disney, Google, Facebook and FedEx started during
a recession. The start-up costs are very
low and the potential is high… There is no reason to delay.
Choose a niche that you love.
You need to treat this as a part-time
business that you need to develop to earn money. It needs working on, so choose
a hobby, past-time, area that you can learn (yes, you can learn a new area and
do this) that you enjoy… I hear people all the time saying I don’t have a
hobby or I don’t do anything and every single person after a chat
has had a good potential area. There are
interesting ways in all areas for example there is someone with over 1.5M
subscribers who cooks with their dog watching (see https://www.youtube.com/cookingwithdog
), so the world really is your oyster.
You do not need complicated equipment.
Some of the influencers we’ve worked with just use their mobile phone but ensured that the sound and video looked OK, e.g. enough light and not a lot of background noise. You can get cheap mobile stands or stands with light fairly cheap online, for example one of the influencers we’re working with at the moment has bought a basic one for less than £4, and a more comprehensive one with a stand etc for less that £13.
Yes, you do need to make time.
As noted above this does need treating like
a job, i.e. don’t put it off, and you do need discipline to keep developing
your materials etc for your niche on a timely regular basis that your audience
can listen to / watch. You will need to develop and post this material at least
once per week but the potential reward is fantastic.
It will need research and keeping an eye on.
You will need to research and consider your
audience and competitors. What areas are people interesting in, need help with,
want to learn, have problems or issues with that you can discuss? What areas are the competitors covering, how
and can you be different or complimentary?
When you start your journey what areas
work, what doesn’t and why? Use these as
learning points to develop your podcasts and videos etc. Always keep an eye on what your audience is
saying, sharing, and listening to / watching for a long time, so that you can
use to improve what you do.
Vanessa Oakes, Lecturer, Staffordshire Business school
Stress is no longer a mental
health condition that organisations can afford to ignore. In 2018/2019 12.8
million working days were lost due to stress, depression and anxiety (HSE,
2019) at a cost to the economy of £34.9bn. This cost is related to temporarily
replacing absent staff, the cost of disruption to the organisation and lost
opportunity costs, the cost of paid sick leave and the time required to manage
employees who are off work, with an average number of days lost per case at
25.8 (HSE, 2019).
These numbers make for
sobering reading, particularly if you are a business owner or a manager who has
seen sickness absence related to stress, increase in your team. However, there
is more than just a financial cost to the organisation. Your organisation’s
reputation as an employer diminishes with high rates of absence due to stress,
the engagement levels of your staff drop and in response, so does productivity
and all of this happens because you are sending the message to your staff that their
mental health isn’t as important as the performance of the organisation.
When it comes to proactively managing stress in the workplace, there is a lot that can be done to reduce stress before sickness absence takes hold. The CIPD’s 2019 Health & Wellbeing at Work Survey reports that 61% of organisations are recognising this as a priority, at Board level. But what can you actually do to reduce stress for your workforce?
Determine if employees are suffering from work-related stress or stress in their personal lives.
If your employees are experiencing stress at home, this will also impact their productivity too, so help them to acknowledge it and provide as much support as you can. An EAP (Employee Assistance Programme) can help you to offer support to staff without having to pry into their personal lives and will show your employees that you are concerned about them.
employee is suffering from work-related stress, then there is a lot that can be
done to improve their environment. Firstly, take a look at your expectations of
them. Are they achievable and realistic?
Do they have the support and authority needed to do their job? Are they under
excess pressure to deliver? Can their responsibilities be shared by others or
Look at your absence management process – is it too harsh or too lenient? Can you build flexibility into your process to ensure you are able to support staff who are suffering with stress?
If too harsh,
it may be forcing staff back to work before they are ready because there is a
financial impact, or they may be afraid for their job security. These staff don’t
get the time to deal with their stress before they are plunged back into it,
and so may get worse over time. Are you conducting return to work interviews
consistently for all staff? This is the best opportunity to determine if you
employee is ready to be back at work.
your absence management process is too lenient, or you don’t have one, do you
know why your staff are off sick? If you don’t know then you can’t help. Maybe
your line managers don’t feel that they can ask such personal questions? If so,
provide training to boost their confidence.
Focus on health and well-being
regularly with staff about the importance of their health and wellbeing and ask
them about initiatives they think would improve health and wellbeing for all. It
might be that water coolers within easy reach of desks will mean they are
better hydrated; encouraging walks at lunchtime could improve the mental health
in many different ways; having a space for staff to eat lunch, away from their
desks means that their focus will be away from their work for at least a short
time during the day. Most importantly though, ask them what they think and
follow up on it! They will often have the best ideas about what would improve
things for them.
sure that you react proactively when you suspect an employee is under stress,
don’t wait for them to go off sick. This requires your managers to be more
alert to possible changes in behaviour, timekeeping and work productivity and
quality. Ensure that they receive training in how to start conversations about stress
and mental health, and that they can signpost employees to other services if
they are unable to help.
Finally, it may seem like
managing stress and the related absence is time consuming, costly and
unnecessary, but it has been proven to pay off. The CIPD’s survey found that
three quarters of organisations who implemented proactive health and wellbeing
strategies, however informal, saw a positive improvement in metrics such as morale
and engagement, lower sickness absence, improved employer reputation, better
retention of staff, a reduction in reported work-related stress, improved
productivity and better customer service levels. Supporting your staff through
difficult periods in their personal and working lives pays dividends when it
comes to the success of your organisation. Now is not the time to delay!
Currently, it is even more important than ever to consider the health and wellbeing of staff as they endure lockdown and furlough leave. One thing which no organisation can offer, is certainty but there are ways of encouraging staff to maintain their health and wellbeing whether they are on furlough leave, working from home and trying to juggle childcare and other caring responsibilities. Here are a few tips:
with them as regularly as you can – you may not be able to reassure them that
their jobs are safe, or that things will return to normal quickly, but at least
they will know that someone is still looking out for them.
staff on furlough leave, ensure that you have given them written details of
their remuneration – try to avoid uncertainly building about how much they will
be paid and when.
that managers are in touch with their teams to ensure that each gets individual
support – some employees might be coping well; others might be feeling higher
levels of stress and may need more support.
your staff about their importance to your business, what their strengths are,
how much they are valued and their latest achievements. They need to hear this
now more than ever.
These steps should help you to maintain an engaged and productive (if they are homeworking) workforce during this challenging time and beyond.
Fang Zhao, Professor of Innovation and Strategy & Associate Dean Research and Enterprise, Staffordshire Business School
Covid-19 outbreak is not only a global
health crisis but also an imminent economic shock. According to the Office for
Budget Responsibility (OBR), the UK economy could shrink by a record 35% by
June 2020 with over 2 million job losses. The International Monetary Fund
warned Covid-19 would push the UK into its deepest recession for a century.
For businesses, it is estimated that the
government’s lockdowns may cost 800,000 to 1 million business closures in the
UK. The sector that is affected the most and is also the most vulnerable is
small businesses which account for 96% of all businesses in the UK (Business
Statistics, 2019). To prevent the catastrophic structural economic damage and
mitigate the huge spike in unemployment, sound economic policy responses are
urgently needed, which goes far beyond government handouts.
Economic restructuring is already happening.
Cloud computing, e-commerce, online entertainment and delivery business are booming,
being inflated by a huge surge in demand while retail (e.g. shops, pubs and
restaurants) and entertainment industries (e.g. cinemas, theatres, and theme
parks) and many others are suffering from heavy losses. Policy makers are
confronting with the unprecedented daunting tasks to make strategic decisions
on how to deal with the pandemic economic restructuring and crisis.
The pandemic outbreak has fuelled disproportionately
the so-called ‘stay-at-home economy’. Working from home is becoming a new norm.
For many this is the beginning of a new life and a new way of work for years to
come. The implication for business is that it is time to rethink and reposition
existing business models, processes, and target markets because consumer
behaviours are changing fast and life will never be the same again.
Although small businesses are the hardest
hit, they are also the most agile ones. Some small businesses have already responded
and adapted quickly to market changes. For examples, some have moved their
businesses entirely online and some shifted their target market from
restaurants and hotels to individual consumers or new markets. New businesses
are also emerging surrounding the stay-at-home economy, such as virtual hair salons
and online gym classes. Over the longer term, Covid-19 has irrevocably changed
the way businesses will run and compete over the next decade.
Researchers at Staffordshire Business School are working hard to help better understand the impacts of Covid-19 on the economy and society and help policy makers develop strategies to tackle the economic fallout and revive the economy. Our staff are also conducting research on the changing behaviours of consumers due to Covid-19. For more information on our research and partnerships, please contact Professor Fang Zhao, Associate Dean – Research and Enterprise at firstname.lastname@example.org.
Karl McCormack, Lecturer, Staffordshire Business School
Being a student is a great time in your life, but living off
a budget can create stress and anxiety. We start university often with limited
skill in budgeting and managing our finances. Students frequently mention
spending mistakes that eat up chunks of their bank balances.
The key is to develop good spending habits starts with
budgeting. Yes, it is time consuming and a real pain, but it enables us to
track money coming in and going out.
By learning to budget well, you will be able to:
Understand your spending and adjust bad spending
Spend less on useless items
Save more money
Keep out of debt
Have money for emergencies or important future
Learn and prevent future spending mistakes
Learning how to budget will save you a lot of hassle and you
will be learning skills for life.
Not having a budget!
Sounds crazy doesn’t it? But failing to have a visual budget instead relying on memory for what you have to spend and what you have spent, often leads to thinking you have more money than you really do. It becomes difficult to gauge if something is over your budget and impossible to not overspend as you start to socialise more.
Using your debit card when you pay for something.
Everyone uses their card right? Using cash
is old fashioned? But there are many more pros than cons in using cash rather
than your card. Putting everything on a card creates the illusion of having
more money than you think, that you aren’t actually spending. The realisation
that you do not have unlimited funds, that you are a student living on a budget
(now with no money) will soon kick in.
Students often say they have no idea what
they were spending money on. Tapping a card and not even registering the amount you are
tapping for. This along with not looking at a bank statements or just being confused by the
names you see on it.
So stop using your card, use cash for daily
expenses. Yes you still need a card (online purchases, transport, larger
expenses) for necessities. But for fun expenses, things you don’t really need,
pay by cash. You will notice as the cash disappears and this will give you
greater knowledge of where you are spending your money.
Don’t buy textbooks before attending your first classes.
Every course has a list of recommended
texts and required reading. There are certain benefits to being organised and
preparing. But wait. Internet searching can often reveal the information you
But what if the book is compulsory? In some lectures the tutor may refer to a core book each week and the questions can only be found in them. You may need to get your hands on a specific book then. You could try:
The university library
Classmates and friends (may have copies they are happy to share)
Social media chats and groups (may get a battered old copy cheap)
Online, traditional and second-hand bookstores
Lazyness! Not packing your own lunch.
Ask any student they will say a lot of money
is spent on buying lunch on the days you are in uni. Often prices are not too
high, but they are higher than making your own. You may start with good
intentions, but as time passes the laziness creeps in and you stop packing your
own lunch. Purchasing a lunch can cost £7 or £8 then a drink etc… multiply this
by the number of days you are in uni and the weeks and suddenly you are talking
about a large sum of money.
By knowing what you spend your money on, learning from those
mistakes means you can take steps to ix it. Develop good spending habits, don’t
buy things that you do not need and learn from others.
What are your own spending mistakes? What are your tips?
Our Accounting and Finance courses at Staffordshire University will teach you how to guide every business decision from financial reporting, tax planning and business strategy.