Innovation Fellowship 3 - Enhancing organisational effectiveness by modernising support for working carers

创新奖学金 3 - 通过现代化对工作护理人员的支持来提高组织效率

• 批准号: ES/S002480/1
• 负责人: Mandy Cook
• 金额: $ 33.48万
• 依托单位: University of Sheffield
• 依托单位国家: 英国
• 项目类别: Fellowship
• 财政年份: 2018
• 资助国家: 英国
• 起止时间: 2018 至 无数据
• 项目状态: 已结题
• 来源: https://gtr.ukri.org/projects?ref=ES%2FS002480%2F1
• 关键词: Innovation; Fellowship; Enhancing; organisational; effectiveness

This research focuses on improving support for working carers. Recruiting, retaining and returning carers to the workplace have been identified as major economic and social issues in the UK. They are likely to become even more important as a consequence of demographic and economic pressures on families and employers (HM Government et al., 2013). Employers for Carers was launched in 2009 as an employers' membership forum, with the aim of supporting employers to retain and manage employees with caring responsibilities. Employers for Carers (2017) states that 3 million of the UK's 6.5 million carers combine paid work with caring for older, disabled or seriously ill relatives. Eight in 10 carers are of working age, with that proportion increasing to one in five of people aged 45-64, the peak age for caring (Carers UK, 2015). Caring responsibilities are a key reason why workers leave employment. One in six employees reduce their working hours or leave work altogether to provide care (Ipsos MORI, 2009). Often, these workers are the most experienced in any organisation, an issue that is gaining recognition among employers and policymakers (Employers for Carers, 2017). This is explicitly acknowledged, for example, in the UK government's 'Fuller Working Lives Strategy' which focuses on supporting workers aged 50 plus (DWP, 2017). The research will be aligned to the UK Industrial Strategy (HM Government, 2017), which sets out the government's plan to create an economy that boosts productivity and earning power throughout the UK. Ten pillars have been identified, which the Government believes are important to drive forward the Industrial Strategy across the entire economy in the UK. This research has the potential to contribute to Pillars 2 (Developing Skills), 4 (Supporting Businesses to Start and Grow) and 9 (Driving Growth across the Whole Country) of the strategy. Pillar 2: The Innovation Fellow will address deficiencies in the management / HRM skills vital for productivity improvements, particularly in small to medium sized enterprises and 'lagging' sectors (O'Mahony & Van Ark, 2003). It will promote upskilling of managers and team leaders and enable them to introduce innovative approaches to supporting and managing employees with care responsibilities which can reduce the costs of absence and recruitment and enhance productivity. Pillar 4: The potential for businesses to start up and grow is highly reliant on their success in attracting, investing in and retaining employees. Working carers often face difficulty combining their carer and employee roles; many quit their jobs, causing disruption to business and excess recruitment/training costs and holding back organisational capacity for business growth. The Innovation Fellow will support smaller businesses to design innovative approaches to reducing turnover/absence, promote flexible working, and increase their ability to recruit and expand. Pillar 9: Caring is more prevalent in deprived areas, and the need for work-care support more acute in areas with low skills or productivity. The Innovation Fellow will gather evidence on how adopting measures to retain/support working carers helps businesses in under-performing regions address challenges in expanding their business and improves their productivity. Better working practices and management arrangements for workers with care responsibilities, in organisations of all types and sizes, will ensure organisational efficiency and lead to a more productive economy both locally and nationally. Major efficiencies are achievable via HR initiatives to reduce care-related retention, absence and recruitment costs and wasted human capital investments. The focus in the Industrial Strategy (2017) on business leadership, innovative high-performing organisations and the challenges of operating in localities with skills gaps and/or low productivity is also highly relevant to the focus of this research.

这项研究的重点是改善对在职照顾者的支持。在英国，招募、留住和重返工作场所的护理人员已被确定为主要的经济和社会问题。由于家庭和雇主面临的人口和经济压力，它们可能变得更加重要(英国政府等人，2013年)。雇主照顾者论坛于2009年启动，作为雇主会员论坛，目的是支持雇主留住和管理有关爱责任的员工。《照顾者雇主》(2017)指出，英国650万照顾者中有300万人将有偿工作与照顾年长、残疾或重病的亲属结合在一起。十分之八的照顾者处于工作年龄，这一比例上升到五分之一的45岁--，这是护理的高峰期(英国，2015年)。照顾责任是工人离职的一个关键原因。每六名员工中就有一人减少工作时间或完全离开工作岗位以提供护理(Ipsos MORI，2009)。通常，这些工人在任何组织中都是最有经验的，这一问题正得到雇主和政策制定者的认可(《照顾者的雇主》，2017)。例如，英国政府的“富勒工作生活战略”明确承认了这一点，该战略的重点是支持50岁以上的工人(DWP，2017)。这项研究将与英国工业战略(HM政府，2017)保持一致，该战略制定了政府创建一个在英国各地提高生产率和盈利能力的经济计划。已经确定了十大支柱，政府认为这些支柱对于推动英国整个经济的工业战略非常重要。这项研究有可能对该战略的支柱2(发展技能)、支柱4(支持企业创业和发展)和支柱9(推动全国增长)做出贡献。支柱2：创新研究员将解决对提高生产率至关重要的管理/人力资源管理技能方面的不足，特别是在中小型企业和“落后”部门(O‘Mahony&Van Ark，2003年)。它将促进提高管理人员和团队领导人的技能，并使他们能够采用创新的方法来支持和管理有关爱责任的员工，从而减少缺勤和招聘成本，提高生产率。支柱4：企业创业和发展的潜力在很大程度上取决于它们在吸引、投资和留住员工方面的成功。在职护理者往往难以将护理员和雇员的角色结合起来；许多人辞去了工作，导致业务中断和过高的招聘/培训成本，并阻碍了业务增长的组织能力。创新研究员将支持较小的企业设计创新方法，以减少营业额/缺勤，促进灵活工作，并提高它们招聘和扩张的能力。支柱9：关怀在贫困地区更为普遍，在技能或生产率较低的地区，对工作-护理支助的需求更加迫切。创新研究员将收集证据，说明采取措施留住/支持在职照顾者如何帮助表现不佳地区的企业应对扩大业务和提高生产率的挑战。在各种类型和规模的组织中，为负有护理责任的工人提供更好的工作实践和管理安排，将确保组织效率，并导致地方和国家更具生产力的经济。主要的效率可以通过人力资源举措来实现，以减少与护理相关的留任、缺勤和招聘成本以及浪费的人力资本投资。产业战略(2017)中的重点是企业领导力、创新的高绩效组织以及在技能差距和/或生产率较低的地区运营的挑战，这也与本研究的重点高度相关。