Robbie: What does good people management look like in the first place? Robbie: Absolutely - sounds like something we\'re all working with to a degree. Robbie: And as part of the good work agenda, which is quite broad, we\'re talking specifically today about the importance of people management within that. So we felt that actually, given our combined roles to really shine a light on what does good work mean, that by promoting and supporting people managers, to really enable them and to help them to navigate some of the challenges ahead. And can help with wellbeing? It needs to be translated and it’s good people managers who can do that. Daphne: For us, and right now, given the current situation and the fact that we do know there is a skill deficit here, and we haven\'t paid enough attention to people management historically, we know that from some of the research we\'ve done, there\'s not clear expectations or accountability for people managers within organisations. You will lead and develop strategic relationships with existing and new investor members of the Good Work coalition and with partner civil society organisations. Daphne: The CIPD has recently carried out some research with Affinity Health where we\'ve identified 5 behavioural traits that all managers need to have, and really to be able to engage with employees and have productive working relationships.

And actually, a recent piece of research that CIPD does, there are still a significant amount of people who are not getting trained in people management, I think 40% in a recent survey are still not getting the people management development that they need. It needs to be accompanied by sectoral strategies engaging employers, employees and stakeholders to ensure that people - particularly in low-paid sectors - are not stuck at the living wage minimum or facing insecurity but can progress in their current and future work. And certainly over the last 12 months, we\'ve seen that where there are less than good employment standards, then we have sectors of the economy that will suffer more. Reducing the employment gap for vulnerable groups (including women, some BAME groups, disabled people) over the next five years. Ian: What we\'ve experienced over the last 12 months, and the way in which the workplace has had to adapt, have laid out huge challenges to people managers, especially those people managers who are perhaps stuck in a mindset around presenteeism, where if they weren\'t watching their staff, if they weren\'t standing over them, if you weren\'t seeing them delivering, then, they didn\'t know what they were doing, they lacked trust.

The government should retain the current 3-tier approach to employment status as it remains relevant in the modern labour market but rename as ‘dependent contractors’ the category of people who are eligible for worker rights but are not employees. In a fast-moving market, companies must also communicate their values and culture to would-be employees. And a lot of this is built upon trust and good values. There are a lot of things that can slow Windows XP startup and there are equally plenty of solutions that can resolve this problem. And we\'ve also been seeing a lot of organisations talking about the future of hybrid working - how do you see hybrid working in the future? And what did you do to try and move, say, organisations from possibly that your team is not so good work towards good work and help them with their line management and good management skills? Whether you are experiencing insecure work, need some financial support, or are out of work and don’t know where to start - Good Work Camden is here to help. We emphasised this commitment in the Industrial Strategy by setting out the importance of Sector Deals as an early opportunity to promote good work to boost productivity.

Policy activism in recovery and levelling up planning should include raising basic standards for good work to boost the ‘floor’ of protection; and incentives to raise the ‘bar’ of best practice beyond legal requirements. And that\'s why we\'re delighted to be working with Acas and CIPD on this particular campaign to raise the awareness of employers that people managers may need some help with some of the challenges. But if people managers don\'t understand them, it\'s very unlikely that those policies will have any traction. We see people management very much as an enabler of lots of things, for example, you could have some really, really good policies in your workplace. Creating a sense of belonging in the workplace is not a simple task, but one that, if done well, goes a long way to increase employee well-being and happiness, improve engagement and productivity, and prevent people from wanting to leave. That consultation should include whether work that is being done in the normal workplace could be done remotely - currently, 21% of those attending their normal place of work disagreed that their job couldn’t be done remotely. שיחות סקס Because I guess, when we talk about good work, and all of the characteristics of good work, it\'s those conversations, the capability and the maturity of those conversations that will enable flexible working - good conversations around learning and development, questions around job design, for example.