3. Pay transparency and equity
Pay transparency is a recurring theme across sectors, particularly in industries with global operations like Electricity and Renewables. These organisations are refining job architectures and pay structures to support equity and pay progression, with an emphasis on communicating the rationale behind pay decisions. For those with international operations, they will be designing their approach to pay as one organisation, taking into account the impact of the EU Pay Transparency Directive.
Balancing affordability and paying competitively is a key concern for many. Many noted the impact of national living wage and real living wage increases, which causes pay compression, requiring a review of reward strategies. Some are prioritising data cleanses on their systems to ensure pay decisions are robust.
4. Digitalisation and system upgrades
Many organisations are implementing or upgrading HRIS systems to streamline operations and data management. This digital transformation is crucial for improving efficiencies and supporting remote or hybrid work models, which remain contentious in some sectors, with varied office attendance expectations.
5. Learning and Development investments
Training initiatives, especially for management and leadership, are prominent across Renewables, PACCs, and Housing Associations. The focus on upskilling is often a response to organisational restructuring, employee retention, and the evolving demands of specialist roles. There is also a greater focus on training the next generation of leaders, with greater management training courses being offered across a number of sectors.
6. Employee surveys and culture
Across various industries, especially organisations in Professional Associations and Institutions and Housing Associations, employee surveys are being carried out to better understand workforce sentiment. Organisations increasingly understand the need to act on survey insights to show they value employees’ feedback. There is a greater focus on fostering positive workplace cultures and aligning with organisational values, particularly amid restructures and strategic reviews. Many are reviewing their policies to ensure they adequately define the right workplace environment – from tackling bullying to sexual harassment. Wider wellbeing initiatives were also discussed across industries.
Policies around flexible working have a direct bearing on the type of culture the organisation wishes to build. Many are reviewing their employee value proposition, what they promise and deliver for employees, and their expectations for office attendance. Organisations are trying to balance trusting employees with utilising office spaces and driving collaboration within and across teams. For those working with unions, hybrid work remains a thorny issue as they balance operational needs with union constraints. Many industries noted that they were taking stock of the government’s latest Employment Bill alongside the October Budget to see what it means for them.
