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​Boris Johnson this week confirmed that COVID restrictions would ease on 19 July.But what does this mean for business? Whilst some industries are set to reopen, others may still have various challenges to consider.In today's story, we're looking into three of the biggest road bumps many businesses are still to face. On Monday of this week Prime Minister Boris Johnson once again stood at a podium inside Number 10 Downing Street flanked by Professor Chris Witty and Sir Patrick Vallance, addressing the nation about England’s continued fight against the coronavirus.In this address, he confirmed that plans to largely do away with coroanvirus restrictions on 19 July will go ahead, despite surging cases – adding that employees will no longer be told to work from home from this date.The news will likely be welcomed by many industries that have been struggling to remain viable as social distancing and bans on certain kinds of hospitality, such as the opening of night clubs, have persisted beyond previous proposed opening dates.However, it may not be the cause for celebration that many had hoped, with many challenges still set to face the business world.The one key rule still in placeFor many businesses, the greatest remaining challenge may well be the threat of enforced isolation – one of the few restrictions to remain past the 19 July opening date. The Guardian reports that increasing numbers of businesses are coming under pressure because staff have to stay at home for 10 days if one tests positive for COVID-19.Kate Nicholls, the Chief Executive of UK Hospitality, noted that ‘blanket notifications’ covering whole teams may well cause huge disruption among hospitality and dining, among other industries. “Lots of businesses are reporting blanket notifications of entire teams, meaning no option but to fully close for 10 days with no revenue,” she said in a Twitter post on Wednesday. “We urgently need a test-to-release-and-test-to-remain approach to allow hospitality to continue operating.”“Asking whole teams of people who don’t have Covid to isolate for 10 days will very quickly result in a lockdown of hospitality in all but name. We can’t go on like this – urgent action is required,” tweeted Alex Reilly, Chairman of bar and restaurant group Loungers.Under the current rules, even those who do not test positive must remain in quarantine for the full period.Worker shortagesWhilst all industries will once again be able to reopen with full capacity this summer, a key concern for many will be the inability to source the talent that they need. Currently, UK job vacancies have hit their highest level since the start of the pandemic, and whilst it seems that all industries are facing the impact of the shortage, hospitality, dining and food-service sectors are currently feeling the brunt.The Director of the Institute for Employment Studies, Tony Wilson, recently highlighted in a BBC interview that the hospitality sector struggles to retain staff, even in non-pandemic times, with high turnover impacting knowledge and recruitment costs soaring. "This sector has a very high turnover. Nearly half of people change jobs every year. A lot of firms have found people just move on to other things."And the future doesn’t look to be too bright for those currently struggling to source staff. Kate Shoesmith, Deputy Chief Executive of the Recruitment and Employment Confederation (REC), noted that the hunt for key talent across all industries is set to get “quite brutal,” with hospitality currently facing a serious crisis. "[Workers] transferred to other sectors where they can work during the day, have proper breaks and more time with their family," she says.LiabilityThere is also the worrying concept of liability in the face of relaxed restrictions that businesses may face as a result. David Jepps, employment partner at Keystone Law, tells Grapevine Leaders that whilst measures can be removed from 19 July, employers should think carefully about whether or not they move forward with removing such measures as they have a duty of care to protect staff in the workplace.“With COVID-19 infection rates rising again, employers may think it is appropriate to maintain mask wearing and social distancing in their workplaces, irrespective of government policies and be seen to do so in risk assessments,” he says. “This is important to allay concerns and manage risks, particularly to those that may be clinically vulnerable. It will also demonstrate that employers are observing their duty of care, which will be fundamental to minimise their legal and reputational risks.”“Employers should update and follow their own workplace risk assessments and listen to the views of staff. Communication with employees will be key. If it is difficult to maintain social distancing in the workplace or staff are very apprehensive then it is common sense that such measures should continue for now, perhaps with a review date,” Jepps concludes.​Source: Grapevine Leaders

​After a long period of homeworking, new research from Instantprint has looked into the habits that UK employees want banned from the office post-coronavirus.Not washing your hands after visiting the toilet (43%), heading into work with a cough or cold (37%) and air kisses (33%) topped the list of habits that Brits want banned from the workplace, according to research from the online printing firm.Hugging work colleagues (28%) and ensuring that dirty gym kits are kept out of the office (27%) were also high up on the list of taboo activities.​‘Returning will be a huge adjustment’Head of Instantprint, Laura Mucklow, said that returning to the office will be a “huge adjustment for many” particularly if staff haven’t worked face-to-face in more than one year.Mucklow explained: “Giving your employees everything they need to feel safe and hygienic at work is going to be key.“Whether that’s making hand sanitiser readily available or encouraging them to talk through their concerns with their manager.“Communication around how satisfied your team is has never been more vital than it is right now,” Mucklow added.Elsewhere, Instantprint’s research also found that food and drink was a key theme among survey respondents.The sharing of snacks (16%), the communal tea round (16%) and storing food in the work fridge overnight (16%) were also identified as habits that Brits want to wave goodbye to in future.​Calling out bad habitsWith hygiene and social distancing a top priority, and with measures still in place in the UK, it comes as little surprise that four in 10 said they would be quick to call out colleagues in the office habits that they deem to be “gross”.Men were found to be the least tolerant, with 45% explaining that they would pull someone up on their bad habits. This is compared with 37% of women.Conversely, only one in 10 survey respondents said that, although they do pick up on these bad habits, it isn’t likely that they will be strict about them with their work friends.​Health & safety concerns when returningWhen returning to the office in future, health and safety will continue to be a top priority for employers and HR.Separate data from the Supporting Your Remote Workforce in 2021 and Beyond study found that social distancing appears to be the biggest concern with 60% stating this as a worry.With workplace safety (56%) and workplace cleanliness (55%) also being up on the list, giving staff “everything they need to feel safe and hygienic at work is going to be key”.Aside from health and safety, communication and learning and development should also play a big role when returning staff to a physical workplace.​Source: HR Grapevine

​Foot Locker’s CEO told the BBC: "I don't think it'll go back to 'more formal'. I think it will still be fairly casual, it will be a new level of business casual in my opinion"However, currently just 36% of companies plan to totally relax their dress codes - up from a mere 19% in 2014So what impact does this have on business? 87% of employees believe a casual policy improves morale, whilst 47% feel that it positively impacts their productivity.When you think of office attire, you’re likely picturing uncontroversial grey suits, pressed buttoned shirts and neckties, high heels and long skirts. Yet, every worker who has donned a suit or a thick skirt regularly knows the extreme discomfort of sitting at a desk in a non-air-conditioned office on a sweltering summer day, or the feeling of relief that comes from arriving home, and taking off a particularly uncomfortable pair of smart shoes.And this was still largely the norm in many businesses until recently, when the coronavirus forced even the most senior sharp-dressers to their home offices, and suddenly there was no need to consider any factor in work clothing other than comfort. Yet, as offices start to reopen and white-collar workers once again consider their clothing choices before heading back to the office, now is the time when leaders need to consider whether traditional work attire is really necessary.‘A new level of business casual’Speaking to the BBC recently, Foot Locker, Chief Executive, Richard Johnson, spoke on this very issue, noting that he believes the benefits of prioritising comfort over formality will propel most workers to shun their smart clothes."As people do go back, I think their wardrobe will change, their uniform will change a bit. But I don't think it'll go back to 'more formal'. I think it will still be fairly casual, it will be a new level of business casual in my opinion," he said, adding that his company had seen a massive surge in the purchase of casual, comfortable clothing over the past 18 months.The top executive even noted that he personally refuses to wear shoes that aren’t specifically designed for comfort in any given circumstance – unsurprisingly, his choice is often sneakers. "I have my wedding sneakers, my baptism sneakers - I even have my funeral sneakers because I'm getting up in age and you've got to have the right shoes,” he added.Mounting trend in leadershipOf course, not all businesses or leaders stuck vehemently to the concept of work wear pre-pandemic. Some of the more notable executives across the Silicon Valley have been extolling the benefits of a more casual wardrobe for over a decade. No conference featuring Apple’s leader Steve Jobs was complete without a sight of the tech guru’s iconic black turtleneck. Twitter’s Jack Dorsey is also known for his penchant for hoodies and beanies in corporate settings, whilst Facebook’s Mark Zuckerberg is never seen without his customary grey T-shirt and blue jeans.Zuckerberg has even spoken out previously on his choice of clothing, telling Business Insider in 2014: “I really want to clear my life to make it so that I have to make as few decisions as possible about anything except how to best serve this community.“I'm in this really lucky position, where I get to wake up every day and help serve more than a billion people. And I feel like I'm not doing my job if I spend any of my energy on things that are silly or frivolous about my life.”The business caseSo, there are a myriad of reasons why making your company’s future casual-first may be an effective business decision. As previously mentioned, the pandemic has allowed people to choose comfort over style and as Zuckerberg stated, being able to wear just a few casual clothes in any circumstance eradicates outfit-driven decision fatigue.However, there are a range of studies that also put forward some surprising statistics on the benefits of casual wear within the workplace. In fact, a study from Stitchmine found that 87% of employees believe a casual policy improves morale, whilst 47% believed that it actively positively impacts their productivity. A surprising 57% noted that they believe that they are judged more on performance and less on their choice of clothing and, possibly the most important, 43% said that their boss was more approachableA separate study from Stormline, conducted in 2020, found that 61% of employees are more productive when the dress code is relaxed, and 80% of people who work in an environment with a dress code responded that they don’t find them useful. Yet, even in 2020, just 36% of companies planned to totally relax their dress codes – and even this was an increase on 2014, when research found that just 19% had a relaxed dress code.Where should you stand?It seems that even pre-pandemic, many sectors were progressing to an unrestricted model for work dress codes. And this is something that Cary Cooper CBE, Professor of Organisational Psychology & Health at the Manchester Business School, believes can only be a positive.“Employers should trust their people enough to let them dress how they please,” he recently told Recruitment International. “They may wish to advise on items they don’t want to see in the office, but to specify what they must wear is highly patronising,” he concluded.So, as the world of work continues to change and progress, it seems that the formal dress code may well look set to become a thing of the past. How do you feel about formal wear at work? Let us know in the comments…​Source: Executive Grapevine

​Watch your language: Three ways your job ads can boost diversityDiversity in the workplace isn’t just the right thing to do, it’s good for business. A study from McKinsey has shown that companies ranking higher for gender, racial and ethnic diversity make more money than their less diverse peers.So it pays to make sure your job ads appeal to as diverse a group of talented people as possible (they’re adverts, after all). And yet, the language used in job ads can often put people off. Consciously or not, they can feel biased or suggest a culture where not everyone fits and thrives.​Here are three simple things you can do to make sure your ads are making people of all ages, gender, race and abilities consider hitting apply.1. Check your job ads for gendered wordsA 2011 study by Gaucher, Friesen and Kay showed that we see words as gendered – either male, female or neutral. And that, regardless of expertise and skills, women found job ads with male-gendered language to be less appealing, and they felt they’d belong less in those jobs. Similarly, men found job ads with female-gendered language to be slightly less appealing.According to Total Jobs, the five most frequently used male-gendered words in job ads are: lead, analyse, competitive, active and confident. And the most frequently used female-gendered words are: support, responsible, understanding and committed.By using lots of either male or female-gendered words, you’re setting yourself up to appeal to a particular gender, and have talented people deselect themselves.Of course, we can’t do away with gendered words altogether. But we can check our job ads to make sure they’re not unfairly weighted in one direction. This gender decoder tool is helpful.And like with any piece of writing, get a second opinion before you sign off on job ads. You could make it the norm to even get a third or a fourth. Especially from people who can give you a different perspective from your own.2. Tune in to ageist languageIn 2021, more than a third of the UK workforce is over 50 (ONS), a stat that will be similar around the world. And it stands to reason that working for longer means many people will want to move jobs or even try something new.Just like with gendered language, there are terms and phrases that slip into our job ads that will put older applicants off. The Centre for Better Aging found that older workers said they were put off from roles when the language seemed to appeal to a younger group.And we’re not talking youth speak or slang. Words like ‘innovative’ and ‘dynamic’ made some older workers feel they’d be less likely to get an interview or offer – while ‘tech savvy’ made them doubt they’d fit in.So what can you do to avoid being unintentionally ageist?Avoid non-specific terms like innovative. Instead talk about the skills needed or the tasks the person will need to do.Use more neutral terms that would appeal to older workers, like knowledgeable or dependable (which it seems younger people are just as drawn to.)Don’t ask for criteria that will exclude certain age groups. Like ‘recent graduates, which would make a career changer feel unwelcome. Or asking for 5 years of experience in something, which could put off people with less experience but transferrable skills.3. Ban business-speak and jargon – it can exclude peopleThe problem with business-speak, internal language and jargon is that it almost always falls to the reader to work out what it means. Who reads the words ‘synergy’ or ‘holistic approach’ and doesn’t have to translate it into normal speak? And do you always work out exactly what someone is talking about?When you’re not in the know – when you can’t immediately call to mind what that three-letter-acronym means or why you’re being told to ‘peel the onion’ – you feel excluded.So there’s no place for internal language in job ads. You wouldn’t put it in your marketing ads, and you shouldn’t here. Not only that, but your job ad is the successful applicant’s first interaction with your brand. Do you want business-speak to set the tone for how they communicate with customers and staff from day one?So, unless you are 100% sure that everyone will understand you, cut the business buzzwords and acronyms. Instead tell people what you actually mean, using everyday language that everyone understands. You’ll be more welcoming to more people, and get more talented people through the door.And finally, never stop examining your wordsThese three tips are just for starters. As workplaces become more aware of diversity and inclusion, there’ll be more you can do. You train your people to give them the skills they need. Or look at your employee journeys, your policies, your forms, and see how those can improve and include?That can sound like a lot of work. You can’t do it all at once. But by starting with the job ads, you’re laying strong foundations.​Source: HR Review

​Prime Minister Boris Johnson has confirmed that the scrapping of coronavirus lockdown measures – which were set to take place on June 21, 2021 – has been delayed by four weeks in England. In a televised national address last night (June 14, 2021), it was announced that the last step in the Government’s ‘roadmap’ out of lockdown is now set to take place from July 19, 2021. This final step, according to the Mirror, should have seen the removal of most remaining restrictions in England. Johnson said that the spread of the Delta variant resulted in them being “faced [with] a very difficult choice”.What does this mean for HR?With the news that lockdown easing has been delayed, HR will be thinking about its role within this. From the furlough scheme to employee wellbeing and health and safety, HR Grapevine spoke to several experts to find out more.Employee wellbeingStaff wellbeing has always been a top priority for HR. As such, it is crucial that workers who are struggling have access to appropriate levels of support. Shelly Asquith, TUC’s Health, Safety and Wellbeing Officer told HR Grapevine: “The delay might feel like a setback for some workers who want to get back to their workplaces and see their colleagues. But, with cases rising, everyone who can work from home should continue to do so.” Asquith went on to explain that employers and HR have a responsibility to protect the health of workers – whether this is physical or mental health.With data published in Close Brothers’ Expecting the unexpected: a spotlight on preparing for a crisis report, finding that 51% of staff have experienced an increase in worries relating to mental health due to the pandemic, this should continue to be a top priority for HR. She added: “Workers who are finding the pandemic challenging for their mental health can talk to their union reps and line managers about accessing support, and the best ways of tackling causes of work-related stress. "When the time is right for the Government to remove restrictions, all workers must know their workplaces have been thoroughly risk assessed for [COVID-19]. “The Government must consult unions and employers on updated safety guidance for all types of workplace ahead of the final unlocking,” the TUC’s health, safety and wellbeing officer added.Health and safetyKaren Holden, CEO of A City Law Firm told HR Grapevine that there isn’t anything that will really change in a practical sense from today onwards for businesses and its staff “as we maintain the same restrictions and provisions”. She explained: “The same risk assessments, masks and social distancing is required. Many were not anticipating a full workforce return on June 21 and its dependant on also vaccination role out.” Another consideration for employers, according to the legal expert, is that cashflow could become a “real issue”. This is because “…some businesses may have recalled staff from furlough especially those that work in a nightclub in anticipation of re-opening so will need to potentially reissue a further furlough agreement”.FurloughIn addition to this, with reports suggesting that the UK Government won't be adjusting the furlough winddown timeline to address this extension, this could be a problem for some employers. As of July 1, 2021, furlough contributions will go down to 70%, with this reducing even further to 60% between August and September. “So, businesses will need to find more money to cover its staff salaries, whilst potentially not operating fully or at all,” Holden added. “This is where communication, budget and replanning is going to be essential. We strongly recommend HR give as much notice and clarity to staff as possible.  “HR may now face additional redundancies, that are now inevitable, or questions from staff due to return, but now asked to remain on furlough,” the legal expert continued.Elsewhere, the TUC has urged ministers to extend the furlough scheme in line with the restrictions. Frances O’Grady, TUC General Secretary, said that last night’s announcement means that many staff and employers will need greater help – particularly those in the hospitality or arts sectors. O’Grady added: “Ministers must step up and provide targeted support for these industries. We can't afford for more companies to go the wall, taking good jobs with them.  “Government must delay asking businesses to make contributions to the furlough scheme in July and extend the scheme as long as needed.” Biggest HR challenges & overcoming themBen Willmott, Head of Public Policy at the CIPD, told HR Grapevine that while the extension of the current restrictions was anticipated, it will “still be a blow”, for sectors including hospitality and tourism. He said: “Trade bodies in both sectors have warned that businesses could go under because of this latest extension. “It’s likely that many employers in the worst affected sectors which were planning to bring workers back, will now keep them furloughed or re-furlough them.  “Workers themselves could be worried about their job security and frustrated that their return to work has been delayed.” When mitigating these challenges, the CIPD expert suggested several things including keeping in touch with furloughed staff, signposting them to support services if needed and checking in on wellbeing. “They should also use the opportunity to provide any additional training for employees including those furloughed, to make productive use of the time available. “Employers can also use this extra time by engaging with staff to consider the best way of optimising future home and hybrid working arrangements for both individuals and the business, as well as enhancing other forms of flexible working,” Willmott concluded.​Source: HR Grapevine

​Back in May 2019, the World Health Organisation (WHO) confirmed that it would recognise the growing issue of corporate burnout as a medical condition.Since this development, burnout has become more and more recognised among workforces, with employers working to tackle the issue that employees may be facing, particularly throughout the global pandemic where stress levels have rocketed.A recent study from RSA’s Matthew Taylor and Vitality supports this, as it discovered that multiple lockdowns worsened employee physical health and mental health.Now, a new report of NHS and care staff in England has found that they are so burnt out that it has become an “emergency” and risks the future of the health service.Burnout before the pandemicThe House of Commons Health and Social Care Committee’s report, Workforce burnout and resilience in the NHS, stated: “The emergency that workforce burnout has become will not be solved without a total overhaul of the way the NHS does workforce planning.”It added that workers are “exhausted” and “overstretched” due to staff shortages and that these issues existed before the pandemic struck. However, it noted that the crisis has exacerbated these pressures.The report noted: “Against a context of workforce shortages, funding pressures and reconfiguration of services, concerns about the morale of the NHS and social care workforce are not new.”It pointed out that even before the pandemic that one-third of doctors who responded to a survey published by the BMJ in January 2020 were described as burnt out.“But following that, the Covid-19 pandemic had increased workforce pressures exponentially. 92% of trusts told NHS providers they had concerns about staff wellbeing, stress and burnout following the pandemic,” it added.Dr David Wrigley from the British Medical Association continued: “Health and care staff suffered stress and work-related anxiety before the pandemic, but it is now far more serious and we believe the current level of staff burnout and stress presents a worrying risk to the future functioning of the health and care system and safe patient care,” as was reported by the BBC.How HR can tackle burnoutWith the issue of burnout continuing to impact NHS and care staff, it’s important for HR leaders to consider how it is also affecting the people function.This comes after data from last month suggested that UK HR professionals could be suffering more than global counterparts with things such as work-life balance and the potential risk of burnout.Culture Amp, who carried out the research, found that just over two-thirds (64%) of global people leaders said that they weren’t able to properly switch off from work and rest and recuperate in Q2 2020.Nick Matthews, General Manager and Vice President EMEA, at Culture Amp, told HR Grapevine that more work could be done to support HR leaders when it comes to burnout, particularly as people teams are likely to be the last ones to experience “the hangover from the pandemic so their wellbeing needs to be prioritised in the long term”.Employers should therefore think about how they can offer more support to HR leaders. This could be achieved by holding regular check-ins with staff and promoting an honest culture where HR leaders feel comfortable to discuss any issues they may be facing.Matthews also supported this: “HR has a unique and increasingly strategic role within the organisation. It’s important that support, such as regular check-ins, peer support and coaching, is provided which reflects this.“Employers should consider looking at how HR roles can be rescoped to alleviate the pressure and resource people teams appropriately” he added.​​Source: HR Grapevine

If changing jobs is a big step then changing careers is HUGE - we get it! Which is why we did a Q&A session with one of our very happy candidates, Nicola Collins, who we placed as a Disability Analyst at our client, Atos. If at the end of this blog, you still have some questions then why not get in touch with one of our experienced consultants who can talk you through the process in more detail.How long have you been in the job?I have been in my position for 6 months. This was the training period and I have now just been signed off as a Disability Analyst.  How did you find the application process?The application process was different to the NHS and agency jobs I previously held; it had been a long time since I held a more office-based role. I felt very supported throughout the process by Sam at Meridian. Atos also made the application journey clear. What did you do prior to this role?I was a 'jack of all trades' nurse so to speak. I started my career in renal nursing and then moved to the emergency floor/A&E. In the 2 years (approximately) to applying for this role I was working for a nursing agency. With the nursing agency I worked on many wards but mostly throughout the emergency floor.   What made you want to become a DA?I felt like a change was needed and preferably something that offered more of a work-life balance but still would keep my nursing skills relevant and let me speak to people. What’s a typical day on the job like?The job is always different! You never know what case you will open up on any given day. You may come across conditions that you had not heard of and learn something new. You will talk to claimants, and health care professionals throughout the day so it's always changing. What’s the best thing about the job?The people! You will have a manager and a clinical support lead as well as colleagues that are all on hand to help support you through the training journey. There are opportunities for reflection and training. This job has also provided me with a great work life balance.  What would you say to anyone thinking about becoming a DA?'What have you got to lose...?' I can guarantee any doubts, fears or anxiety regarding a change away from the clinical side of healthcare will have been experienced by others in your shoes. I certainly have had my doubts on whether I would be successful in my role, still do to a certain extent, but I love my job at the moment and am so glad I gave it a go. You never know until you try! If you still have some questions, then why not get in touch with one of our experienced consultants who can talk you through the process in more detail.

​​​There is no doubt that the impact of the coronavirus on the way we work will be long-lasting, if not permanent. Optimists highlight a silver lining of the pandemic’s disruption being the chance to rethink and improve our businesses for the better. ​Perhaps the biggest (or certainly most talked about) opportunity is around flexibility and the type of jobs companies offer. While there have been some high-profile pioneers, a fuller picture of what leaders' long-term plans are is still emerging. A recent survey sheds some light into what we could expect. ​The Institute of Directors surveyed 583 business leaders between March 11-29 2021, to gauge how they plan to change their long-term recruitment and workplace practices. ​Over half (57%) of respondents said they are considering or planning to use more virtual interviewing practices; 26% plan to hire under more flexible, short-term contracts. ​The benefits of doing so are clear when it comes to inclusion. Being able to dial in via video, instead of facing an arduous journey on public transport or in traffic, can make the process easier for some disabled candidates to apply for example - it also widens the net to talent outside of a firm’s immediate geographical location. ​But these practices also place greater demands on the broader skillsets of directors, says Joe Fitzsimons, a senior policy advisor at the IoD. “Recruiting and onboarding employees at a distance, particularly for less experienced individuals at the early stages of their career, can prove challenging.” ​The survey also suggests that companies, buoyed by the results of forced homeworking, plan to introduce more flexibility into their working day and workspaces - 81% said they plan to explore more flexible options, while 32% said that they plan to reduce office space. But only one fifth suggest that they plan to make use of a co-working space, suggesting that any dedicated office shrinkage will be in favour of home-working. For those keeping their physical spaces, 22% plan to repurpose offices to be more open plan or have more social spaces, and 21% are considering hot-desking. ​Quite how reflective this is of wider employer views is hard to say, but one thing is for sure, don’t expect to simply carry on as before. Businesses will need to adapt their ways of working, how they measure their staff and ensure that they have the adequate technology and skills to make it work long term. Managers will also need to be up to the task.

Interested in becoming a Disability Assessor but not sure it the right job for you? Well don't just take our word for it, here is a testimonial for someone we recently placed. ​5/5 stars really isn’t enough to express my thanks to Samantha (Hughes) for everything she has done for me throughout this process. I have had awful experiences with many different recruiters over the years and was a little sceptical I was in for the same again. I could not have been more wrong. From the moment we made contact, Samantha was warm and engaging, very easy to talk to with an honest, no nonsense approach that I clicked with straight away. She went above and beyond on every occasion, constantly updating me on every little step of the process. She even took hours out of personal weekend time to spend helping me prepare for interview! Her belief in me and all her time and efforts left me very well prepared for interview and confident I had all I needed to succeed. I was successful in securing the post but I know it would have been a very difficult process without Samantha’s support. Her patience and encouragement, as well as her fantastic sense of humour has made this whole experience thoroughly enjoyable, and I simply cannot recommend her highly enough! Thank you Samantha, you really are a star!I found the process very straightforward because my consultant Samantha was constantly updating me on what needed to be done and completed accordingly. The online portal also very easy to follow. No issues at all.Recruit more consultants like Samantha!! She is on top of her game and born for the role - I wish I had met her years ago and saved myself a lot of hassle and heartache!Click hereto view our Disability Assessor jobs.

A disability assessor is a caring and compassionate medical professional who is able to impartially and thoroughly assesses the personal situations of those with a physical and/or mental health disability to see if they qualify for Personal Independence Payment (PIP).As an Assessor, you will utilise your clinical knowledge and broad-based medical experience by carrying out face to face assessments and examinations in a holistic manner. Such assessments focus on how a person's health condition(s) may have an impact on day-to-day life. The role will require you to use IT systems and software to write clear and concise medical reports which will later be used for decision making purposes.​The Benefits Explained:There are lots of benefits to being a Disability Assessor but one of the main attractions in gaining a better work life balance - No weekends, nights or bank holidays are required. Here are some more of the benefits!25 days' annual leave + 8 bank holidays, with the option to buy and sell annual leavePension scheme, matching up to 10% of your contributionsLife assurance, private medical insurance and medical indemnity insuranceReimbursement of your annual NMC/HCPC registration feeHealth screening every two years, after one year's serviceThorough in-house and professional training and development, covering well over the required CPD hours to revalidate and maintain your professional registrationAll flexible benefits can be tailored to your requirement and lifestyle: travel or dental insurance, childcare vouchers, cycle to work scheme and many more​If you are interested in the Disability Assessor position and would like to start an application, then please click here for our latest roles. Alternatively, to find out further information or to have a confidential conversation please call 0151 556 2090.