Poor work-life balance (WLB) has been linked to negative outcomes such as increased stress, anxiety, depression, and a perceived reduction in the overall quality of life. At an institutional level, these may include lowered employee commitment and decreased productivity at work. The advent of COVID-19 has necessitated fundamental alterations to work experience and the ways in which WLB may be perceived. This phenomenological study employed qualitative, in-depth interviews to explore higher education academics’ lived experiences of remote working and how they perceived this had impacted their well-being (WB) and WLB. Using purposive samplings, respondents were drawn from HE sectors in the Netherlands, and the UK. The findings offered an understanding of how remote and hybrid teaching delivery during the pandemic affected academics’ actual experiences of WB and WLB. These findings serve to enhance policymakers’ understandings of significant occupational health and WB issues within a post-pandemic education service paradigm.
At present, COVID-19 has caused a possible paradigm shift in education, especially in education delivery for higher educational and learning institutions. To align with the national government and relevant national/international authorities’ policies and to avoid the spread of the virus, educational institutions in many nations have decided to temporarily suspend the traditional classroom-based education and replace it with online-based education. This studyaims at exploring the impact of COVID-19 pandemic and obligatory remote working on work-life balance, mental health and productivity of faculty members working in higher education institutions (HEI). The study is exploratory and uses a qualitative approach using an online survey strategy to include voices of faculty members from different countries. While the results of this study indicate both positive and negative effects of obligatory remote working on faculty members’ work-life balance, well-being and productivity at the same time our findings indicate that university administration must pay heed to address concerns presented in the results.
MULTIFILE
In our increasingly global society, organizations face many opportunities in innovation, improved productivity and easy access to talent. At the same time, one of the greatest challenges, businesses experience nowadays, is the importance of social and/or human capital for their effectiveness and success (Backhaus and Tikoo, 2004; Mosley, 2007; Theurer et al., 2018; Tumasjan et al., 2020). High-quality employees are crucial to the competitive strength of an organization in the global economy, as these employees have a major influence on organizational reputation (Dowling at al., 2012). An important question is how, under these global circumstances, organizations and companies in the Netherlands can best be stimulated to attract and preserve social capital.Several studies have suggested the scarcity of talent and the crucial importance of gaining competitive advantage with recruitment communication to find the fit between personal and fundamental organizational characteristics and values for employees (Cable and Edwards, 2004; Bhatnagar and Srivastava, 2008; ManPower Group, 2014; European Communication Monitor (ECM), 2018). In order to become an employer of choice, organizations have to not only stand out from the crowd during the recruitment process but work on developing loyalty and a culture of trust in their relationship with employees (ECM, 2018). Employer Branding focuses on the process of promoting an organization, as the “employer of choice” to a desired target group, which an organization aims to attract and retain. This process encompasses building an identifiable and unique employer identity or, more specifically, “the promotion of a unique and attractive image” as an employer (Backhaus 2004, p. 117; Backhaus and Tikoo 2004, p. 502).One of the biggest challenges in the North of the Netherlands at the moment is the urgent need for qualified labor in the IT, energy and healthcare sectors and the excess supply of international graduates who are able to find a job in the North of the Netherlands (AWVN, 2019). Talent development, as part of the regional labor market and education policy, has been an important part of government programs and strategies in the region (VNO-NCW Noord, 2018). For instance, North Netherlands Alliance (SNN) signed a Northern Innovation Agenda for the 2014-2020 period. SNN encourages, facilitates and connects ambitions focused on the development of the Northern Netherlands. Also, the Social Economic council North Netherlands issued an advice on the labour market in the North Netherlands (SER Noord Nederland, 2017). Knowledge institutions also contribute through employability programs. Another example is the Regional Talent Agreement (Talent Akkoord) framework issued by the Groningen educational institutions, employers and employees’ organizations and regional authorities in which they jointly commit to recruiting, training, retaining and developing talent for the Northern labor market. Most of the hires with a maximum of five year of experience at companies are represented by millennials. To learn what values make an attractive brand for employees in the of the North of the Netherlands, we conducted a first study. When ranking the most important values of corporate culture which matter to young employees, they mention creative freedom, purposeful work, flexibility, work-life balance as well as personal development. Whereas attractive workplace and job security do not matter to such a degree. A positive work environment and a good relationship with colleagues are valued highly (Hein, 2019).To date, as far as we know, no other employer branding studies have been carried out for the North of the Netherlands. Further insight is needed into the role of employer branding as a powerful tool to retain talent in Northern industry in particular.The goal of this study is to provide a detailed analysis of the regional industry in the Northern Netherlands and contribute to: 1) the scientific body of knowledge about whether and how employer branding can strengthen the attractiveness of a regional industry in the labor market; 2) the application of this knowledge and insights by companies and governments in local policy development in the North of the Netherlands.
Everybody has conscious and unconscious experiences during their holidays. They usually impact your life to a limited degree, but sometimes you have an experience as a result of which you will have a new outlook on life from that moment onwards: a life-changing experience.There are travelers who consciously seek a place in which they can have this type of experiences. Think, for instance of a wellness resort in Bali, in which you learn to eat healthy food and monitor your work-life balance. When returning from this holiday, you are likely to change course and take the plunge.You could also have an unconscious (spontaneous) experience during your holiday. An experience of which you did not know you would ever have it. You are being triggered, and when arriving home, you are going to take action to change things for the better. You may have visited an orphanage or a nature reserve during a round trip for which you are going to set up a fund-raising appeal after your holidays.This PhD research will seek answers to the following questions:• Can a life-changing experience be designed?• To what degree can a life-changing experience lead to a sustainable behavioural change? Partner: University of Surrey
