Keeping employees happy in their collective outlook is extremely important, as are banishing the Sunday night blues!

Currently, the speed of change is so quick, particularly in the broadcasting industry. Especially given during the pandemic, as there was a big focus towards the digital.

The challenge is change – how can we move forward? How can we support our employees but also people outside of the UK as well?

Kirstin Furber tells Bill Banham on our latest podcast about the challenges and opportunities associated with her role at Channel 4, and what the much publicised possible privatisation of the media group could mean for their employees and leadership team.

 

 “HAVING A CLEAR PURPOSE TO AN ORGANISATION GALVANISES EMPLOYEES. “

– Kirsten Furber

Kirstin highlights that at Channel 4, they have very active employee representation groups, which, for example, highlighted a gap around a lack of menopause support. This enables manages to greater support employees, and even take it outside of Channel 4. Kirstin highlights that this is crucial in times of change, as it enables employees to feel supported and empowered to do their best work.

Change can come in other forms too. Kirstin explores how the impact of the privatisation of channel 4 has had a large impact.

During this process, getting a sense of how important the purpose of the organisation is to deliver for the greater good is important. Culturally, dialling up this purpose even more given all this noise around what the privatisation could mean is also important.

 

“THERE WILL ALWAYS BE UNCERTAINTY ABOUT WHAT A ORGANISATIONS FUTURE LOOKS LIKE. BUT HAVING CLEAR COMMUNICATION, AND PEOPLE INFRASTRUCTURE AROUND PERFORMANCE CYCLE ARE BOTH CRUCIAL.”

– Kirsten Furber

 

This is especially important when we are working in a hybrid form. Having regular feedback mechanic, role modelling that, and then providing support and development around that. Kirstin suggests that organisations should have a holistic people strategy with these elements, ensuring that it is a two-way conversation.

 

“I AIM TO COME UP WITH PRAGMATIC AND PRACTICAL OUTCOMES THAT INDIVIDUALS AND LEADERS CAN DO TO REALLY REDUCE, IF NOT BANISH, THE SUNDAY NIGHT BLUES, SO THAT WE CAN START THE WORKING WEEK IN THE BEST WAY POSSIBLE.”

– Kirsten Furber

 

To listen to the full podcast, click here now

 

 

 

 

 

 

Editor at HRreview

Amelia Brand is the Editor for HRreview. With a master’s degree in Legal and Political Theory, her particular interests within HR include employment law, DE&I, wellbeing within the workplace. Prior to working with HRreview, Amelia was Sub-Editor of a magazine, and Editor of the Environmental Justice Project at the University College London, writing and overseeing articles into UCL’s weekly newsletter. Her previous academic work has focused on philosophy, politics and law, with a special focus on how artificial intelligence will feature in the future.