A new study, Brexit: Age of Uncertainty, reveals the UK workforce’s anxieties as Brexit negotiations unfold*.
The study, examining the perspectives of employees across the UK in the run up to Brexit, found just 11 per cent say their organisation has clearly communicated its Brexit plans to employees. With little insight over how Brexit might impact individual workers, there’s clear desire for open conversations with management with fears ranging from grinding career progression and sky-rocketing workloads to the very survival of their company.
According to the study, a third (33 per cent) of employees expect a freeze in pay or promotions after the UK leaves the EU, and over half (54 per cent) say Brexit will put extra pressure on the workforce. Furthermore, only 38 per cent are confident their organisation will survive Brexit, and just 21 per cent say their company is ready to make it a success. Importantly, 45 per cent say a ‘no deal’ Brexit will have an adverse impact on their company.
David Duffy, General Manager at Right Management, commented,
It’s important to keep in mind that Brexit is a process, not an event. These might be uncertain times, but the best businesses will use Brexit as an opportunity to examine and reassess talent strategies. This includes ensuring they have the right programmes in place to address skills gaps, build leadership pipelines and foster a culture that invests in employees’ careers. Regardless of external market conditions, every employee needs a sense of direction and security.
Specifically, 42 per cent of UK workers want more clarity on how Brexit will impact their role. Over the course of this year, employers will need to consider how to engage with staff on a more meaningful level, balancing the quarter of workers (26 per cent) who say Brexit is a taboo topic to discuss with management with the half (53 per cent) who believe they should have a say in their company’s stance towards Brexit. Failure to handle this sensitively could have an adverse effect on company culture.
The report recommends 4 key actions for all organisations to take to plan for periods of uncertainty, such as Brexit. These are: Invest in people’s careers – from embedding career conversations into performance management to developing careers maps, take talent to the next level by rethinking career management strategies; Develop a coaching culture – identify the right coaching needs to support development planning and business goals simultaneously; Assess talent needs – plan to create a career focused culture that sustains success through your employees; Turn employees into leaders – use data-driven insight to develop and measure leadership effectiveness and ensure the right people, with the right skills, are in place to lead the organisation through period of uncertainty
David Duffy commented,
An organisation’s success or failure depends on its people. Periods of change, like Brexit, test both company and personal resilience. Rather than inadvertently drive talent elsewhere, management teams need to proactively engage with their workforce to positively align their career and talent strategies with business objectives. Although workers don’t expect management to predict the future political process, they will want to know what plans are in place to navigate these and how their careers might be affected.
*Right Management worked with leading research agency Censuswide to survey 1,045 UK employees, in companies with a 1000+ headcount, to understand their perspectives on Brexit regarding their career development, what expectations they have of their employer in relation to Brexit, and whether their experiences measure-up. Respondents worked in various sectors including automotive, financial services, professional services, retail, hospitality, and healthcare.
Interested in recruiting after Brexit? We recommend the Immigration for Recruiters: Right to Work in the UK training day.
Aphrodite is a creative writer and editor specialising in publishing and communications. She is passionate about undertaking projects in diverse sectors. She has written and edited copy for media as varied as social enterprise, art, fashion and education. She is at her most happy owning a project from its very conception, focusing on the client and project research in the first instance, and working closely with CEOs and Directors throughout the consultation process. Much of her work has focused on rebranding; messaging and tone of voice is one of her expertise, as is a distinctively unique writing style in my most of her creative projects. Her work is always driven by the versatility of language to galvanise image and to change perception, as it is by inspiring and being inspired by the wondrous diversity of people with whom paths she crosses cross!
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Aphrodite is also a professional painter.