F
FRONT OF HOUSE
USE IT OR
LOSE IT
The Apprenticeship
Levy
As of April 2017, all
firms with an annual
payroll over £3m have
had to pay into the
Apprenticeship Levy, a
government initiative to
encourage employers
to invest in training.
2 . 7
billion pounds:
total employer deposits
into the levy (as of
September 2018)
14
per cent: the proportion
of the levy that has
been reinvested into
training and development
programmes
2
years: the time employers
have to make use of
payments before they are
lost to HMRC.
Nice to meet you?
541 13 2 37 33
billion dollars:
the cost of
pointless
meetings
around the
world in
2019 days:
the amount of
time the average
worker spends
each year in
pointless
meetings hours:
the amount of
time the average
worker spends
each week in
pointless
meetings per cent:
the proportion of
workers who feel
unnecessary
meetings are the
biggest cost to
their organisation per cent:
the proportion of
workers who find
themselves unable to
contribute to most
of the meetings
they attend
Pointless meetings were also found to be more irritating than a stubbed toe, delayed
commute, running out of loo roll or getting caught in the rain without an umbrella.
*The Doodle State of Meetings Report 2019 featuring research with 6,528 professionals in
the UK, US, Germany and Switzerland.
Welcome back!
In a global marketplace, sending staff to work abroad can provide both individual
and company with a distinct competitive advantage. But coming home can be
tough. Professor Betina Szkudlarek from CEMS, the Global Alliance in Management
Eduction, provides practical tips to help organisations support their returners.
1
Don’t underestimate
the challenges of
repatriation. Returning
home and the consequent
reverse culture shock can
be more challenging than
the move abroad.
2
Offer comprehensive
support for the entire
family, including
children. Their smooth
transition will facilitate an
employee’s readjustment
and performance.
3
Coach the team on
how to welcome
repatriates back
and how to include
them effectively.
4
Help returners learn
how the workplace
and work practices
have changed since
they left. Post re-entry job
placement needs to be a
part of repatriate’s career
planning – starting prior
to expatriation.
5 8
6
7 9
Use ex-repatriates as
mentors; they have
first-hand experience
of the challenges
of transition.
Be patient. It might
take some time to
relearn social norms
and behaviours.
Position repatriates
where their new skills
and experience can
be used and appreciated.
Ensure the returner’s
manager fully
understands the
new skills the repatriate
can bring to the team;
managers are key to
successful reintegration.
Develop
an
in-depth knowledge-
t ra n s fe r syste m
with opportunities for
formal and informal
capturing and sharing
of expertise.
March – May 2019
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