​What is the point of a job title? The basic answer is, of course, to let others know what you do; if the office drain is blocked, it makes sense to search for someone who calls themselves a plumber. Or, if you find yourself in need of a salesperson to join your team, it makes sense to advertise for an open sales position, right?Well, whilst this may be the logic of many companies, a growing trend within the world of work seems to be doing away with the traditional function titles in lieu of far more extravagant and, often mystifying, new terms.For example, according to Glassdoor research, there has been a significant rise in jobs postings on the site for the role of ‘Paranoid in Chief’. Whilst the title may not relate to any job you’ve ever heard of, in layman’s terms, this role is actually for a security officer.And it doesn’t end there; research from Resume.io that analysed over 10,000 job ads found that there has been a 155% rise in titles with the word ‘champion’ in them, whilst 74% of all roles with ‘hacker’ in the title actually refer to marketing roles (such as growth hacker).Whilst instances of jobs with ‘jedi’ in the title are rare, the research still found over 100 roles with the Star Wars reference in the name, whilst the term ‘warrior’ saw 926 inclusions.So how do candidates feel about this move toward weirder job titles? According to the research, 87% of respondents stated that they wouldn’t apply for a job with hacker in the title, 86% wouldn’t look twice at a role with evangelist in the title and 77% would steer clear of any mention of the word ‘guru’.There’s also a stark gender divide to the use of masculine words like warrior and champion. Women are 30% less likely to apply for a job with a weird title whilst 38% stated that specific terms such as guru and genius were likely to put them off.Source: Executive Grapevine​

Equality and diversity in the workplace mean a lot of things. They're about respecting your staff for their individual age, gender, race, cultural background, career experience, skills, beliefs (religious and philosophical), sexual orientation, and more.Companies who have greater workplace diversity outperform their competitors and achieve higher profits! A variety of perspectives can lead to an increase in creativity, faster problem solving and better decision making. What you could be discriminating on Our brains use visual, verbal and behavioural clues to categorise others, for instance by age, gender, ethnicity, or social background, sexual orientation or education. These clues can be useful as we make our way through life. They help us to determine whether someone might be friendly or hostile. We do this through a process of rapid categorisation that is both natural and necessary. This process of rapid categorisation as suggested by the psychologist Joseph LeDoux acts as an unconscious danger detector, which helps us to determine whether someone or something is safe.From a basic human survival standpoint, developed through evolution, our unconscious judgements or biases are necessary and essential. The process of placing people into categories and pre-judging helps us to make rapid decisions that could literally be life-saving.In the hiring process, unconscious bias happens when you form an opinion about candidates based solely on first impressions. Or, when you prefer one candidate over another simply because the first one seems like someone you identify with. Tips for building diversity into your recruitment process Even very early on in the recruitment process, a candidate’s CV picture, their name, or where they are from could influence your opinion more than you think. In short, unconscious bias influences your decision – whether positively or negatively – using criteria irrelevant to the job.So how can we eliminate this for the recruitment process? Acknowledge Your Bias Be aware of our biases so that you are making decisions more consciously and look at every part of the recruitment process starting right at the beginning. Use Inclusive language in job adverts According to an article by Total Jobs - the use of some words to describe certain roles is often innate, which is the danger of stereotypes. For example, there are certain words which socially, culturally and historically carry a stereotypical weight towards a particular gender and although employers and recruiters are not explicitly targeting male applicants, they are unintentionally positioning their advert in a way to appeal to a specific gender. It’s not just gender bias that you should be aware of when writing adverts, phrases such as fast-paced, digital native – meaning you have grown up around technology - or recent graduate could put off older candidates or worse be seen as discrimination. Remove personal details from CVsIt's a good exercise to ask a member of the team to remove, names, date of birth and addresses from CVs, so you can be sure you are judging each candidate based on their ability to do the job and nothing else. Ask for work samples Base your decision on concrete evidence rather than feelings by requesting a sample of their work or setting a task to completed. This can be a useful way to compare applicants and it’s an effective predictor of future job performance.  

​As the summer draws to a close, many professionals will be making the return to work after furlough.And if you’re feeling nervous or apprehensive about it, you’re certainly not alone.After all, for some people, it may be the first time you’ve been behind a desk or back in the workplace for six months. This can make the situation feel incredibly daunting; even for the most experienced workers. While it’s perfectly normal to have some pre-work jitters, there are steps you can take to make your return to work much easier. In this article, we’ll run you through the best ways to ease yourself back in and set yourself up for long term success at work. Request a staggered return from furloughIf you’ve been away for a long period of time, it’s a good idea to arrange a staggered return to work after furlough. This will give you the chance to adjust to being back in the workplace, without making you feel overwhelmed; after all,working full-time can be very intense. Take some time to think about how you would like to ramp up your hours. Would you prefer to start by working one day a week and build your hours up from there? Or are you happy to work a few days a week? The flexible furlough scheme makes both options possible.Whatever you decide, be sure to have a plan in mind when you speak to your boss. However, it’s important to remain flexible when it comes to this plan. Your employer may already have an idea of the hours they’d like you to work. If this is substantially different to your plan, try to come to a compromise that suits you both. Get yourself into a good routineIf you’ve used your time off as a chance to catch-up on some well-deserved lie-ins, that’s great. But you’re probably going to want to change this up when you return to work after furlough. After all, you need to ensure you’re raring to go earlier on in the day.There’s no doubt that working a 9-to-5 job can be exhausting; especially if you’ve been away for an extended period of time. As such, it’s important to get into a good routine before you head back into the office. It may take a couple of weeks to get back into good habits, so try to go to bed at a reasonable hour and wake up earlier for a few weeks before your start working full-time. This means you’ll be well rested and ready for anything. And even back to being a morning person!Don’t be afraid to ask for help If you’ve been out of the game for a while, it’s completely natural to need a bit of support when you return to work after furlough.Whether you’ve forgotten a few processes or require a bit of guidance on certain tasks; it’s vital that you ask for help. We understand that it can be difficult to ask for support.However, it’s better for you and the business if you’re honest about what you need to succeed. Most managers will understand your situation and be more than happy to assist you. Plus, don’t be afraid to speak to your colleagues about how you’re feeling. Other people that are coming back in after furlough might also be struggling.Schedule regular catch-ups with your managerThey key to being successful at work is communication; regardless of whether you’ve been on furlough or not. However, regular catch-ups with your manager should make your transition back to work much easier. These meetings give you the opportunity to flag any issues, ask for support and stay up-to-date with changes to the company. Additionally, you may also find that it helps you to re-build rapport with your manager. The meetings can also be useful if you’re worried about your to-do list and getting through your workload. Your manager and/or team member can help you figure out what the priorities are; giving you a clear point of focus.So, if you’re due to return to work after furlough in the next few weeks, take the time to reach out to your manager and ask for a quick catch-up. It doesn’t have to be long, but it can make all the difference to your peace of mind. Return to work after furloughThere’s no doubt that heading back to work after a long break is difficult. It’s completely normal to feel some anxiety around your return to work, but don’t let this put you off. By following these simple steps, you’re putting measures in place to help you ease back into the world of work. Hopefully, this will set you up for success and make your transition as stress-free as possible. Alternatively, if you feel it’s time to change jobs, it might be time to register your CV online and start your search.Source: CV Library

​Pre-coronavirus, good work-life balance was relatively easy to quantify.​Those who were able to concentrate on work only when in the office and leave their anxieties at the door, whose companies ensure that they were able to balance parenthood with their roles and take annual leave when needed would have likely considered their balance to be positive, whilst those who were victims of ‘always-on’ culture suffered.  However, in the post-coronavirus age, work-life balance has blurred greatly. Remote working, living and operating out of the same space, caring for vulnerable family members and children and the powerful temptation to continue working outside of work hours without the definition in the day provided by commuting are all threats to the physical and mental health of workers. And this is without discussing the detrimental effects of potentially working and living alone and the isolation that this can bring.​As a result, some of the key points of a healthy work-life balance simply don’t apply anymore. Earlier this month, Amanda Stansell, Senior Research Analyst at Glassdoor, told Bloomberg that she considers the following to be indicators of a healthy balance: “Some of the best companies for work-life balance have really great paid-time off policies, flexible working schedules, good parental leave, sabbaticals and gym credits.” However, since workers shifted to a remote working schedule, those key indicators may well have changed.Annual leave, once a chance to put literal distance between you and your job, is still embroiled in COVID-related controversy, with new countries being added to what amount to ‘no fly’ or ‘fly with extreme caution’ lists. Largely, many of the classic destinations for holidaymakers are considered out of bounds or risky – hardly helpful for those who need to unwind. Similarly, the ‘staycation’ has become a key fixture of annual leave but if you work from home, this puts very little ground between your role and your chance for relaxation.  Some are readdressing the concept of work-life balance by simply integrating anti-burnout measures into their daily schedules. For example, SurveyMonkey has an unlimited leave policy called ‘responsible paid time off', where employees decide how many vacation days they should take. Such policies, however, can sometimes cause workers not to take time off, rather than risk being seen as taking too much.  Another key example is Slack. Since April, all of Slack’s employees get a Friday off together once per month – a change the company says it’s keeping until the end of the year (and which works because its employees are spread over different global regions). This, the company said, forces employees to take more downtime to account for their higher stress.  Slack also has a top-down approach to advocating balance. When the company CEO took a week off, he encouraged those under him to do the same. Robby Kwok, Senior Vice President for People at Slack, told Bloomberg: “If your leaders are not taking time off, it does not matter how much you say to the company ‘take time off’. They’re going to model that behaviour.” So, does the traditional view of work-life balance still apply? It’s really too early to tell whether life will return to some form of normality in the near future, but data such as that created by the Office for National Statistics (ONS) has found that the vast majority of employees want to readdress the amount of time they spend in the office, meaning regardless of what comes next, things have changed and as such, leaders need to be thinking about what that means for the health and wellbeing of their employees.  ​Source: Executive Grapevine​

​Hundreds of offices across the UK closed their doors this March in a bid to curb the spread of coronavirus, however slowly but surely, employees are being encouraged to return to the workplace following the easing of lockdown measures.Throughout that time, UK businesses have claimed upwards of £80billion in loans through the CJRS and other business support loans, so it’s likely that finances will be tight for many organisations as they start to re-open.According to money experts TheMoneyPig.com, cutting down costs in the new world will require creativity, openness to trying out new things and the ability to go paperless.​A spokesperson for the business added: “Office managers across the country have a lot on their plate at the moment, having already implemented new rules to minimise the possible transmission of coronavirus in offices. “When workplaces start bringing employees back full-time, they will return to a very strange and new environment. With all workers needing to adapt, now might be a perfect time to work towards saving office costs. Efficiency is a big buzzword in business, and some changes can be so easy to make, but offer big savings.”With this in mind, TheMoneyPig.com has shared some suggestions on how to lower office costs post-lockdown:Make use of natural light​Having natural sunlight has benefits for both the business and employees, as it can cut utility costs and also have positive effects on employee eyesight. TheMoneyPig.com recommends shifting furniture around an office to maximise the light available, plus well-placed mirrors can also help to spread sunlight in harder to reach places.​Go paperlessUsing less paper is not only cost-effective, but it’s a great measure to support the environment. Therefore, consider storing documents and files digitally and move to new processes that are paperless.Remote meetingsSuggesting a remote meeting instead of traveling to see someone will cut down costs dramatically. Plus, with more businesses now using video software such as Zoom, never before has this been easier to implement.Free online toolsMany businesses choose to purchase online tools to help assist getting jobs done, however, having a quick browse online will show that there are many free alternatives available.Energy-saving productsThe office uses many electrical products including lamps, lights, kettles and dishwashers, and all of these likely will have energy-saving modes. Undertake some research into this and check whether any bulbs can be replaced by energy-saving ones.​Source: Executive Grapevine

​Dyslexia is a learning difficulty that affects 10% of the population. It primarily affects reading and writing skills so is often picked up at school. However, it can be much more than this and many dyslexic people have issues with processing and remembering information and it can impact on other areas such as organisational skills.  There are many hugely successful people living with Dyslexia, including our very own CEO Derek Skelton. They are often very creative people with incredible problem-solving skills.  Derek commented: “People in authority, such as teachers and Business leaders need to stop looking at dyslexia as a problem and labelling dyslexic people as unintelligent or lazy. People with dyslexia have amazing attributes and talents and we should be promoting and celebrating these qualities. After all, where would the world be without dyslexic people such as Winston Churchill, Albert Einstein and Steve Jobs.”Many people with Dyslexia struggle with the recruitment process, in 2018 a report by the Westminster AchieveAbility Commission (WAC) found that 43% of the people interviewed felt discouraged from applying. Another 52% claimed to have experienced discrimination during the interview or selection processes.So if as an employer, you are not supporting people with dyslexia through your recruitment process, you could be missing out on a wealth of untapped potential and creativity. So what should employers be doing? Identify it earlyA person with dyslexia doesn’t have to disclose this information at any stage, however, it is best for both the candidate and the company if they do. The candidate will not only have a better experience, but they will be better protected legally if they disclose this to the employer as soon as possible. Dyslexia is recognised as a disability within the meaning of the Equality Act 2010. As such employers are obliged to make “reasonable adjustments” to help individuals with dyslexia overcome any disadvantages caused by the condition. Offer supportThere are many ways you can support a candidate with dyslexia through the recruitment process, firstly, make sure you raise awareness of dyslexia within your organisation and ensure that everyone involved in the process is fully briefed on the practical help you can offer, such as extra time on written assessmentsand a quiet room to avoid distractions. Embrace TechAccording to an article by the BBC, Hampshire Police, for example, are actively embracing assistive technologies and adjustments for workers with dyslexia as part of their working day.These include coloured hard-backed exercise books to help officers track words on the page in interviews; coloured overlay screens to make reading easier on computers; smart pens for meetings, which can record audio and digitise notes; extra time for paperwork, exams and assessments; and a quiet room to avoid distractions.Sources: BBC, BDADyslexia     

​Learning and Development has always been at the top of the agenda at Meridian and we are pleased to say that even during the COVID-19 pandemic, when many other companies where putting L&D on hold, here at Meridian we have remain committed and delivered more courses than EVER! We have moved from classroom training to online learning over the last few months in response to the Covid-19 pandemic, and this change has involved 3 main areas of Learning and Development support:Internal ProgrammesWe have delivered 50 courses/workshops to a total of 253 delegates since April. Online Learning Platforms Since April, we have seen a large increase in the use of online, on demand learning platforms, such as Litmos Heroes, which is the primary site available to our employees and workers and have seen over 100 courses completed in the last 30 days. We also have access to the TEAM Recruitment Gym online learning platform. ApprenticeshipsOur external apprenticeship provider partners have also adopted remote and virtual learning tools to maintain our levy funded programmes and we have a number of different programmes currently running or recently completed.If you want to work for a company that is committed to investing in it's employees, click here to view of latest vacancies. ​

Covid-19 meant that we had to change the way we delivered our internship programme Change 100 almost overnight. It was challenging. By the end of May, with employers having to make some very difficult decisions about their futures, we found that many of our internships could not go ahead. This has meant that around two thirds of our successful cohort, all of whom were invited onto the programme before the true effect of the pandemic hit, could not be matched with a role this summer. Still, we knew we could keep going. We had to find the best possible version of the scheme. And I have to say, I’m proud of what we managed to do – the changes we put in place are showing real benefits already for interns and employers alike. "The team’s willingness to step back and remodel Change 100 was brilliant. They were focussed on finding the best outcomes for our interns – who would be most negatively impacted by lost roles. Organisations want – and need –the fresh talent and skills that our cohort has. We took the opportunity to find working solutions that still offered positive opportunities for the candidates, but were flexible enough to assist our employers.”Victoria Passant, Programme Manager, Change 100Adapting to the ‘new normal’Quickly, we learned that a shift to remote delivery was key. We partner with employers all over the UK, so we’ve always done some things long-distance,like our check-ins during placements. But now we needed to deliver the entire programme according to the ‘new normal’, and make digital the default. A fully remote programme was also more flexible, freeing us up to help interns. We’ve found that instead of ‘digital-first’ making employers less engaged, the opposite was true. They were were more willing to commit to a webinar rather than in-person training. Many have moved closer to being ‘digital native’ during lockdown, too. Most organisations going ahead this year have simply committed to onboarding and supporting their interns remotely. We still have over 40 internships. Roles range across corporate, public and third sector employers including Greenpeace, National Lottery Community Fund and The National Gallery. Other ways we’ve adapted have been mirrored by our partners. We extended the duration of the internship programme for this year, and employers got behind the idea. Some continued roughly as planned from June, but many pushed start-dates back to allow themselves time to adjust to new ways of working. With both current students and graduates in our cohort, we’ve been able to reactively match roles starting as late as September. This has also shown us the value of doing so in years to come, to expand potential opportunities.Interns have already fed back that managers are putting their adjustments into place with ease, and building regular support and catch-ups in with them, as suggested. This is allowing them to thrive in work and get on with their projects independently.“Initially we did wonder if we could go ahead with the internship as it was really important to us that Sam had a good experience and we were concerned that working remotely might affect this for him. However, I didn’t want to let Sam down as I’d been to one of the assessment centres and seen how much the Change 100 candidates put into it so I re-thought what Sam could do and made the role more project based which would better suit remote working - Sam ended up doing a combination of day to day admin tasks and project work which meant we were able to keep him busy. We compiled a manual explaining all of our processes which Sam could refer to and we always went through any work we gave him thoroughly and checked he understood it before leaving him to get on with it.It was really important to us that Sam felt comfortable in his role so he spent his first day with the HR team in the office to go through induction, meet his mentor, Jeanette Barrowcliffe and meet a few other of the support services people so he could start to build relationships. After that I spent Wednesdays in the office with him and the rest was done remotely.  I called him every morning to check that he knew what he was doing that day and every Friday afternoon we had a Teams call toreflect on the week and prepare for the week ahead. During his first couple of weeks Sam had calls with all the Support Services managers to get an understanding of what the head office departments do and Derek our CEO had an hour long call with him on day two to welcome him to Meridian. I think the key to helping Sam settle in and find his feet was that initial day in the office, then daily communication from that point forward and regular mentoring sessions. Sam knew that he could contact the HR team or Jeanette at any time as he had our personal numbers so he never felt isolated or left to his own devices.”Sarah Ward, Head of HR, MeridianHelping bright graduates after covid-19We’ve had to find new ways to keep supporting talented students and graduates. Employers know this, and have been on board from the start. Fourteen different organisations are currently offering remote mentoring. Usually interns would only be matched with a mentor in their workplace, but we developed an offer this year for those high-scoring applicants without a role. Fifty-two are now matched with these remote mentors.We also innovated with our 6-month Professional Development Programme. These monthly sessions for successful candidates assist them to develop key professional skills and techniques. Some of our withdrawn partners have devised webinar content for it, with our input.  We run remote sessions in two hour blocks, across three consecutive days. This is more accessible; there’s less information to digest, and other ways to engagewithout the potential pressure of being there in-person. Candidates can contribute whenever and however comfortable. Some can choose to simply observe and processat their own preferred pace. These changes have meant attendance numbers so far are actually up on previous years. What’s next?We were determined to do Change 100 justice despite the difficult times. Going ahead, we already anticipate keeping many of these developments in place. With a team determined to provide the best outcomes, this unexpected challenge has led to better ways of working. We’re sure this experience chimes with those of many employers.We’re planning student outreach and assessment for next summer. We’re also excited to explore the prospect of further remote placements with 2021 employers. This could greatly open-up opportunities for brilliant candidates whose options for travel or workplaces may be limited simply by their conditions. And we’re pleased that many partners who had to withdraw are hoping to come onboard instead next year. We anticipate a strong year with great variety in internships. We’re so grateful to our 2020 partners and candidates for their participation, flexibility and resilience. It’s also a testament to our amazing team.

And so, my time as an intern with Meridian comes to a close. Ten weeks gone in what seems just a blink of an eye! It truly has flown by, and enough credit cannot go to the Change 100 staff who made this all possible, and my now-friends and co-workers who have helped me out along the way. Meridian have been a pleasure to work full-time for, and I’m happy to be carrying on my journey with them into the new year. The last two weeks have been as busy as ever, and it’s been nice to have chats with people about my time here, what I’ve enjoyed most, any memories or stand-out moments etc. My colleagues in HR of Sarah and Richard have been amazing to work alongside, and they have taught me skills and techniques which I will carry on using for the rest of my life – thank you so much you two, I will never forget this internship. But like I said, Meridian have asked to keep me on part-time for the next 10 months or so whilst I continue my studies, so it definitely is not a farewell from Meridian. It will just be strange going from daily conversations and full weeks, to doing what I can where I can. Despite the initial shock to the system, it will be incredible to be allowed to carry on working alongside these amazing and inspirational people, and I am forever grateful you guys chose to take me on during such a crazy and unstable year.I will also continue doing my bit for the Change 100 team where I can, giving back what I can to those who gave so much for me, and many different people in similar shoes to mine not long ago. I cannot promote the people and the work they do enough, it is genuinely life-changing and an incredible experience, and anyone who fits the criteria should absolutely give it your best shot. When I reflect on this year, I am truly happy with what I have achieved. If someone told me twelve months ago that I’d be wrapping up 10 weeks of full-time employment, with an incredible company with amazing co-workers, after having completed an application process which included interviews and assessment days, and would be moving into a new house to complete my university studies for my final year, I would never have believed them. But twelve months can change everything. But it’s more than that; one decision can change everything. Push yourself to do more. Challenge yourself to step out of your comfort zone and do things you would never see yourself doing. There is truly no limit to what you can achieve if you put your mind to it! NEVER say NEVER. It is daunting, terrifying, nerve-wracking, and yet, it is thrilling, amazing, and life-changing. If you push yourself to go further, there is no limit to what you can achieve. And I am only just starting my journey. Thank you to everyone who has helped me along the way. Here’s to everyone who is on their journey too!

​It is now a fairly quiet Tuesday morning, after the Monday night chaos of sorting out payroll and making sure everyone has their correct hours on record and the other departments within Meridian have everything they need. It’s crazy to think that in less than two weeks’ time, my internship will be over! It has gone incredibly quickly. I can’t begin to thank the staff at Change100 enough for setting me up with this opportunity, and of course, everyone at Meridian who has made this not only possible, but one of the most memorable experiences in my life. My final job is now to just enjoy every last minute of this last 8 days on the job before I go back to university to complete my degree.Speaking of Change100, last week I was heavily involved with them in a couple of different ways. First of all, August’s Professional Development Sessions were on last week, and despite being too busy with other virtual training and such, I made sure to make some time to attend the last session of the week on Thursday 20th. I always enjoy the PDS sessions across Zoom, as they are accessible and super user-friendly, and much less daunting than a trip down to London each month, speaking as someone with anxiety. During the sessions, I also got to speak a bit more to some individuals that run the programme, such as Charlie and Victoria within the Change100 team. I had never previously had a conversation with Victoria, who is the Programme Manager of Change100. To have such a friendly and nice chat with someone so high-up was such a pleasant and valuable experience, and again, reinforces what I’m learning more and more: that I (and everyone else) must ALWAYS challenge themselves and keep pushing yourself to do more. In short, I now have another network connection, and allowed myself to properly introduce and get to know someone with lots of expertise and many years of experience. One thing that allowed me to speak so much to Charlie and Victoria that day was my experience of the previous day, in which I spent the morning filming an interview for Leonard Cheshire and Meridian, to further promote the idea of disability confidence. The aim was to show how easy and important it is that more employers follow in Meridian’s footsteps in not viewing mental and physical conditions as disabilities and problems, and more as something to learn from to help their business. It is always a little bit daunting sitting in front of a camera and speaking, but Emma (the interviewer from Leonard Cheshire), was super friendly and genuinely was interested in me and my life, which made chatting and sharing my experience much easier. Not only have I made another connection, and another achievement for me whilst I am here, but I have managed to explicitly give something back to those who have given so much for me. My only hope is that Meridian and Leonard Cheshire, and those on the Change100 team, get some good use from that video and it helps out future people who were in similar positions to me not long ago. I am going to carry on enjoying the rest of my time here, but in the meantime, I hope this blog continues to stress to people that ANYONE can do ANYTHING if you push yourself.