The biggest cause of long-term absence is mental illness (CIPD, 2021).  Poor employee mental health doesn’t just affect absenteeism. It impacts productivity, staff retention, and ultimately, your business’ bottom line.  But that’s not the core reason why mental health should be at the top of your agenda. As an employer, you have a duty of care for your people.  Lead with this attitude. It’ll help you cultivate a people-focused culture that helps employees be the happiest versions of themselves.  In the process, you become an employer of choice.  Improving your wellbeing strategy is the first and most important step. ​The benefits of a workplace wellbeing strategyMental health is as important as our physical health, and the majority of candidates (especially millennials and Gen Z members) you encounter will share this sentiment.  This is why an effective workplace wellbeing strategy matters in our hyper-competitive climate. It will help you stand out as an employer:  89% of workers at companies that support well-being initiatives are more likely to recommend their company as a good place to work.​ Beyond that, wellbeing strategies have significant benefits that can impact your overall profitability via:●     Better attendance●     Improved productivity●     Reduced staff turnover●     Improved staff retention What does a workplace wellbeing strategy look like in practice? We explain below so you can implement stronger mental health initiatives into your business and reap the benefits.​What to include in your workplace wellbeing strategyHere are some suggestions on what to implement into your wellbeing strategy to boost its effectiveness. You don’t have to include them all, and some may not suit your business. But they’ll give you an idea of what is effective at helping you support your employees’ wellbeing. A mental health first-aiderA mental health first-aider is trained to spot the signs and symptoms of common mental health conditions to ensure individuals get the support they need when they need it. Individuals can also go to a mental health first-aider for confidential advice. For example, they might be signposted to services available in the company, like counselling.You can either hire a mental health first-aider or provide training for an existing employee, like a line manager. There are lots of services available to help you do this. ​Mental health daysIn addition to annual leave, you can offer your employees one mental health day per month. This time off work gives them the space to take care of their wellbeing and supports a better work-life balance. This is especially important with remote working on the rise; when you’re working from home, it's easier for the boundaries between work and life to blur. That’s a recipe for burnout.  Some companies use community days as mental health days. They encourage their employees to volunteer in a community project - it gets them out of the house doing something fun that is also beneficial for local communities. Mentoring sessionsReplace appraisals with mentoring sessions. They give individuals a chance to talk about how they feel about work, rather than focusing solely on their performance. This also gives them the confidence to discuss their ambitions and how you can help fulfill them.  Mentoring sessions help employees feel heard. When an individual believes their manager has their back and feels supported in their goals for the future, they become much more invested in their work and happier overall.Leadership wellbeing trainingLeaders, especially line managers, need a deep level of self-awareness, mental fitness and empathy. It puts them in a stronger position to support their people, helping them build quality relationships based on trust.When an employee trusts their manager, it encourages them to seek their support when struggling with an occupational health problem. And if the manager is trained in mental health first-aid, they can have a genuine impact on an employee’s wellbeing.You could seek professional training from a clinical psychologist who specialises in occupational health. Workshops or 1-to-1 sessions on topics such as imposter syndrome, emotional fitness and managing conflict are a great place to start. ​Financial health supportHalf of people in debt also have a mental health problem, according to a Money and Mental Health survey completed by 5,500 people. And debt can happen to anyone. Illness, divorce, a death in the family - these are just some of the life events that can throw us into financial turmoil. Having support in place that helps your employees manage their debt or budget more effectively can make a huge impact on their wellbeing. It could be a series of workshops, an in-house debt advisor or an information pack filled with valuable resources. Just knowing that the support is there can make all the difference.​Additional wellbeing initiatives to exploreThe suggestions above are by no means exhaustive. Here are some other projects you could include in your wellbeing strategy:●     Nutrition and exercise plans●     Job satisfaction surveys●     Flexible working hours ●     Employee Assistance Programmes (EPAs) Think about your wellbeing priorities and how they align with your business’ overall goals. This will give you direction when improving your wellbeing strategy. ​Include employees in your wellbeing strategy’s evolution Employee engagement is key to the success of your wellbeing strategy. It ensures that your people are fully aware of the services on offer and actively use them.This is tricky if you have a remote workforce, but not impossible. Success relies on effective communication. For example, engage your people using confidential surveys. You could ask them:●     What mental health services would you find most beneficial? ●     What format would you prefer in terms of support (e.g. face-to-face or virtual meetings)?●     What areas of mental health are a priority?●     Would you prefer more flexible working options? You could also coordinate online (or offline) focus groups. What’s important is that you listen to what your employees are saying and act on that insight.When employees see that their suggestions are being taken into account, they’ll be much more inclined to engage with your services as part of your wellbeing strategy. ​Protect your people, protect your businessThe improvements you make to your wellbeing strategy will have a huge impact on your employees, helping them navigate challenging times and strengthen their emotional fitness. In the process, you encourage sustainable success for your business by boosting performance and enhancing your employer branding

​The importance of onboarding, and why it extends far beyond the first day of a new hire You’ve spent a huge amount of time, money and effort hiring the best candidate for your team. Great job! But it doesn’t end there. In fact, this is just the beginning. Now you’ve secured your new hire, you need to make sure that they integrate well, get up to speed quickly so they can perform effectively, and most importantly - make sure they stay (otherwise it’s all been a huge waste of time and money!) How do you achieve this? Effective onboarding.Onboarding - the action or process of integrating a new employee into the workplace, helping them to adjust to their new environment, learn everything they need to learn, and become accustomed to all aspects of their role, quickly and efficiently. Why? So they feel welcomed and valued, and can function effectively in their role and start producing results. However, onboarding is more than just an initial welcome, and it should extend far beyond the first day, continuing until the new hire has fully adjusted to their role and environment.Onboarding process - the stepsOnboarding can consist of multiple formal and informal processes or activities to help a new employee adjust to their new position. Formal onboarding can include official, coordinated activities away from the team or colleagues such as classroom or one-one-one training. Informal onboarding steps can include ad-hoc or semi-organised activities such as meetings with managers or team members, shadowing a colleague, deskside or on the job training. All organisations are different, and there are many different ways to welcome and onboard a new hire. Congratulate your new hireOnce an offer has been accepted, congratulate them! Send them a welcome message - whether it’s an email, a card, or a welcome package with company goodies. Announce their appointment on the company’s website or social channels. An informal team lunch or social gathering is also a good way to welcome them into the team to break the ice and make them feel special. Keep lines of communication openThere’s usually a period of time between a new hire accepting the position and actually starting, and it’s imperative you keep in touch with them during this time. Drop them your contact details, let them know they’re welcome to get in touch with any questions they may have before starting. Include them in team celebration emails, company updates, or invite them to any team events or social activities to make them feel included. This will make them feel welcome and keep them excited and enthused about joining you. Get the paperwork out of the wayUse this time to send out any reading material or formal paperwork so your new starter can understand any policies or complete any necessary paperwork or documentation.Plan aheadShow them you’re organised and prepared. Make sure when they arrive for their first day they’re not sitting around while people rally around trying to find them a desk or set up their workstation. And most importantly, have a plan for what their first day / first week will involve and share it with them so they know what to expect. Make sure they have meaningful work or something they can achieve so they feel like they’re adding value from day one. Day 1 welcomeYour new hire may well be feeling first day nerves. Have their workspace ready and welcoming, inform team members and the front desk of their arrival so they can welcome them with open arms. Be friendly and positive, and introduce them to their immediate colleagues and the wider team.Set expectationsCreate a clear definition of your new starter’s role, responsibilities and what’s expected of them, and communicate it clearly. CultureEmbrace them and familiarise them with the company’s culture, values and vision. Help them to feel part of the group and get them involved by introducing them to any groups or social / company initiatives you may offer. Coaching and trainingSet them up for success with coaching, learning opportunities, training, feedback and reviews. Supporting their growth within the company is an ongoing investment. Integrate them into the team Assign a buddy or mentor so they know who to go to if they have any questions or need any help in those early days. Help them to build relationships and create a personal support network.Don’t stop thereThe onboarding process isn’t intended to last only for the first day or the first week, it should continue until the new hire is fully integrated into the team and their role. Check in with regular meetings and catch ups to review how they’re getting on, give them positive feedback, and address any concerns or questions they may have. Let them know they’re supported. Maintain the good impression they had of you at the start so they don’t regret their decision to join you. Get the balance rightToo much of anything is not good - starting a new job is mostly exciting but it can also be overwhelming, and sometimes difficult to retain a huge amount of information in one go. So don't rush it! Rome wasn’t built in a day, so spread activities, meetings or training sessions out over time. This will allow your new hire time to retain all the new information they’ve received, try things for themselves, ask questions, get to know people and watch them. Conversely, scrimping is not good - a lack of care, attention, instruction, training etc will impact your new hire in a less than positive way.Why is onboarding so important?The benefits of a good onboarding process are untold…Research shows that the quality of onboarding can drastically affect engagement, performance and longevity of service. A good onboarding process makes people feel welcome. It helps them to settle in quicker, feel valued, and gives them the power, tools and techniques to do good work and reach productivity faster. And it ultimately improves retention. It results in higher employee engagement, increased job satisfaction, increased productivity, long term loyalty and commitment, and it builds a stronger company culture. And if that isn’t enough, all of this leads to easier talent attraction when it comes to hiring future employees, too! Retention retention retention 25% of new hires quit their jobs after the first 3 months which is a huge loss for a company who has spent a great deal of time, money and effort hiring and training, only to have to repeat the process again. What happens in those first few weeks and months is crucial to an employee's long-term success within the company. The most obvious benefit to a successful onboarding program is increased retention. Employees that are happy and well adjusted in their jobs are more likely to stay with their employer. A well-thought-out onboarding program can make all the difference in successful employee retention and engagement. ConclusionThe solution is to make sure employees feel confident and comfortable in their jobs from Day 1 instead of just hoping things will work out. After the initial onboarding process, continue to offer your new hire any relevant training and development opportunities.Once you’ve attracted the right talent, it’s crucial you’re doing everything possible to keep your hire on board and engaged. Care, listen, and always be willing to adapt and improve. ​Let Meridian Business Support help youMeridian Business Support is an award winning recruitment agency that operates in multiple specialist markets throughout the UK. We specialise in temporary, permanent and contract recruitment across four key sectors, Built Environment, Health, Office & Professional and Industrial. Whether you are a candidate looking for your next job, or a client looking for the ideal candidate, see what Meridian can do for you!Call us now: 0161 929 3849Drop us an email: enquiries@meridianbs.co.ukVisit our website: https://www.meridianbs.co.uk/

What are the biggest skills shortages in the UK, and most importantly, what can we do about it?A blossoming economy After a turbulent sixteen months for the UK economy, we’re beginning to see a more optimistic economic outlook with covid recovery plans well underway. We've seen growing evidence of the resilience of the labour market in the first half of 2021, and with restrictions easing we’re looking at a brighter second half of the year! Data from REC’s JobsOutlook survey highlights the increasing optimism amongst UK employers, suggesting confidence is returning when it comes to making new hires. According to the survey, hiring plans for permanent staff in the short and medium term has risen to the highest levels since December 2018. However, as the economy begins to blossom and the hiring market gathers momentum, businesses are once again faced with the challenge of finding skilled candidates, a problem that has been further exacerbated by the pandemic and the EU trade deal (Brexit).We’re going to look at which industries and occupations are facing the worst skills shortages in the UK, and why so many vacancies are increasingly difficult to fill. ​Skills shortage by locationWhen it comes to the UK labour market there are notable disparities between regions in terms of the existence of skills shortages. Although workers are not infinitely mobile, the recent pandemic has shown that many people can successfully work from home, therefore employers are now able to widen their nets and attract remote workers. Which industries and occupations are suffering most?There’s a general consensus on which industries and occupations are deemed to be facing the worst shortages, although certain job roles stand out more than others, including:Healthcare professionals - frompublic health managers and directors to biological scientists, lab technicians, residential care staff, psychologists, dentists, ophthalmologists, physiotehrapists, occupational therapists, nurses, midwives, social workers, paramedics, and residential and domiciliary care managers and staffScientists - All manner of science-based roles are included on the Home Office’s Shortage Occupation List, from Biological Scientists and Biochemists to Engineering Geologists, Geophysicists and Social and Humanities Scientists. Engineering - As with scientists, Engineers are in high demand across the UK. Roles on the Shortage Occupation List include Civil Engineers, Design and Development Engineers and Process Engineers.IT and Digital - There’s an ever increasing demand for IT and Digital skills in the UK which has been exacerbated by Covid and the rise of the digital age, and a recent think tank has warned that the UK is heading towards a catastrophic digital skills shortage disaster. In-demand roles include Project Managers, Business Analysts, Architects, Web Designers and Developers, Software Engineers, Testers, Cybersecurity specialists, and AI and Robotics specialists. Hospitality - Many hospitality businesses suffered tremendously during the pandemic despite government support, and thousands of people lost their jobs. However as restrictions ease, businesses are struggling to fill thousands of vacancies (most notably waiting staff, bar staff and chefs) to cope with the surge in demand. Industry experts have warned of an impending staffing crisis due to huge gaps left by EU workers who left the UK due to Brexit or the pandemic.Graduates - SMEs are experiencing an acute shortage of graduates in comparison to larger organisations, who graduates tend to favour. IT graduates (in particular Developers), Nurses and HR professionals are sitting at the top of the list for hardest to fill graduate vacancies.Recruitment and Sales - again SMEs are finding it harder than their larger competitors when it comes to attracting much sought after sales professionals and recruitment consultants. Other roles - other difficult to fill roles include management consultants, financial professionals (actuaries, economists, statisticians, accountants), directors and CEOs, middle management, HR professionals, secondary school teachers and mechanical engineers. Why are these positions increasingly difficult to fill? The latest Employer Skills Survey undertaken by the Department for Education (DfE), shows that one in four (24%) of all difficult-to-fill vacancies were simply due to skills shortages. 60% of these shortages appear in middle and high-skilled occupations, due to poor investment in skills development. Regarding IT and Tech roles, the number of students enrolling onto IT courses has declined over recent years. A survey by Prospects highlighted the following reasons employers are experiencing difficulties filling their roles:Low number of applicants with the required skills 43.0%Lack of work experience the company demands 28.6%Low number of applicants generally 19.3%Not enough people interested in doing this type of job 16.5%Low no. of applicants with required attitude, motivation, personality 16.5%Lack of qualifications the company demands 12.6%Remote location/poor public transport 12.6%Poor terms and conditions (e.g. pay) offered for post 12.4%Job entails shift work/unsociable hours 9.8%Too much competition from other employers 7.9%Poor career progression/lack of prospects 3.3%Lack of funding for the position 3.1%Low number of suitable applicants inc. age of applicants 2.1%Source: https://www.sepnet.ac.uk/Another factor that has impacted the supply and demand of skills across the UK is Brexit. Ending the free movement of labour between the continent and the UK means employers are no longer able to fill gaps in their workforce with workers from the EU. As previously mentioned, the hospitality sector has been most affected by this.  What’s the answer?Government help - the governments’ multi-billion pound plan for jobs (including the Kickstart scheme) aims to support employers across the UK to create jobs and help jobseekers get the relevant skills/experience needed to fulfil these roles. Education sector - the education sector is adapting and encouraging more paid apprenticeships. A huge investment has been made into apprenticeship schemes and the apprenticeship hiring incentive has been increased to £3,000 per new apprentice hire. This will hopefully encourage more people to gain new skills and qualifications via on the job learning. Employer action - employers are being urged to look at their packages (salary / benefits), and consider the demand for flexible/hybrid working in order to attract employees.  ‘Our research shows that UK companies will need to respond to skills shortages threats by transitioning up to a third of their workforces into new roles or skill levels over the next decade. If they fail to meet this challenge, they could find themselves with even more acute shortages of talent than today. Businesses can get ahead of the game through creative talent strategies. By identifying the roles and skills that will be needed in the future, companies can find the most effective and creative ways to acquire and nurture the right talent. The first is to build new skills among existing employees.’ Source: mckinsey.comRecruiter help - recruitment firms play a vital role in supporting businesses to fill their vacancies. REC’s Recruitment and Recovery report shows how the industry helps place over a million workers in employment each year. Recruiters play a crucial role in social mobility, helping over 300,000 people to leave unemployment for a permanent role annually, helping skilled workers gain access to new jobs as they arise. Source rec.uk.com.​Let Meridian Business Support help you Meridian Business Support is an award winning recruitment agency that operates in multiple specialist markets throughout the UK. We specialise in temporary, permanent and contract recruitment across four key sectors, Built Environment, Health, Office & Professional and Industrial. Whether you are a candidate looking for your next job, or a client looking for the ideal candidate, see what Meridian can do for you!Call us now0161 929 3849Drop us an emailenquiries@meridianbs.co.ukVisit our websitehttps://www.meridianbs.co.uk/

It seems over the past several decades the professional world has been married to the theory that the best chance of labour market success is through hiring candidates with a bachelor's degree. Therefore it’s not uncommon to read job advert after job advert that lists a degree under the ‘essential’ list, even when a particular job doesn’t necessitate such a level of education.  What are the rules around asking for a degree?There are plenty of rules around writing job adverts, mainly based around best practice, and to ensure you don't fall foul of discrimination law. The obvious ones are you can’t directly discriminate against someone on the grounds of gender, race, age, religion or disability. Asking for a degree isn’t direct discrimation but some may question whether it’s a form of indirect discrimation as you’re closing the door on a certain portion of people who can’t apply to your job because they don’t fit that criteria. After all, not everyone has the opportunity to start or finish a degree, for many reasons such as poor health, lack of finances, underprivileged background etc. It’s a grey area. With one in five (20%) job searchers admitting they’re turned off applying for a role that has an unclear job description, it’s essential you’re absolutely clear on your key requirements (qualifications, industry skills, soft skills). What is absolutely essential, and what are you willing to compromise on?You may want to ask… is a degree absolutely necessary? Many job adverts ask for specific qualifications like a bachelor's degree, sometimes related to the job industry (i.e. marketing or technology) and sometimes it’s left open - any degree will do. In some circumstances a degree is absolutely essential, for example teachers or medical professionals are required to have the appropriate professional qualifications, however the amount or type of qualifications requested for other roles may be up for debate. So, it’s important to get clear on whether you really need these qualifications or if they are just nice-to-haves, and why?You can also minimise your risk of discrimination claims by asking yourself, why am I including a specific requirement in this advertisement? What am I trying to achieve by doing so? Is there another way that I could achieve that aim which would not disadvantage people from a particular group of people? If specific subject knowledge isn’t essential and transferable skills can be gained elsewhere, should we persist in asking for a degree? With the skills shortage and unemployment rates we have today, do we have the luxury of asking for things we don’t absolutely need? A growing number of employers have suggested they’re willing to consider candidates without university degrees in order to fill positions in an increasingly tight labour market. Considering the skills gap and record unemployment rates today, this seems to make complete sense.If a degree isn’t absolutely necessary, but a nice-to-have, make it clear that you’ll consider candidates with equivalent levels of skill or knowledge. This way you’ll avoid closing the door on candidates (perhaps older candidates, candidates from other countries, or candidates who didn't have the means to go to university) who may not be able to meet this criteria.To sum up, if your role absolutely unequivocally requires a degree education, include it. If not, consider leaving it out. Keeping up with the times…Is asking for a university degree a thing of the past? Is our education system keeping up with the various needs businesses have today? Perhaps what’s more important is proof of skills, the ability to learn new skills, and the ability to deliver results, whatever a person’s educational background. Removing the requirement of a degree helps to create a more level playing field for applicants and it encourages diversity - another hot topic! The absence of a degree does not equal the absence of skills Degrees often give employers reassurance that the candidates they’re considering have, as a bare minimum, effective time management, teamwork and communication skills, as well as an ability to learn new things quickly, problem solve, and adapt to change. It can be said however, that in such a fast changing world like today, these are skills that are more often than not gained through everyday life, not just at university.Ditching the degree doesn’t mean lowering the barRemoving the requirement of a degree doesn’t necessarily mean dropping your standards or lowering the bar. In fact, by removing something you don’t absolutely categorically need, you’re not only levelling the playing field for other candidates, you could be increasing your chances of attracting phenomenal candidates who could turn out to be the future leaders of your business.Quality candidates come from everywhere, so let’s not be too quick to close the door on them.After all, there are plenty of notable people who didn’t attend university (or who dropped out part way through) who have gone on to achieve incredible things, for example Bill Gates, Mark Zuckerberg, Steve Jobs and Richard Branson. Can you afford to turn good people away?Removing the necessity for a certain educational background gives you access to candidates from underrepresented backgrounds. Diversity is a hot topic right now, and rightly so. Not only will you bring in hires with different backgrounds and life experiences, but you’ll also expand your talent pool to include more candidates from underrepresented groups. Another reason to hire candidates without degrees is also one of the simplest - by opening up or increasing your talent pool, you may attract top talent that has been overlooked by your competitors.Depending on the role you’re looking to fill, you might decide it’s more important to hire candidates with traits like grit, optimism, self-motivation, drive and ambition, and other skills that will set them in good stead to become future leaders. A willingness to consider candidates without a degree gives companies an edge in finding talent with the skills and potential to thrive in today’s fast moving environment.Final thoughts - focusing on building a more diverse team - one with varied perspectives and a variety of skills - is a solid reason to consider hiring candidates without degrees. In today’s volatile and highly competitive workplace, removing the requirement of a degree can give you a serious competitive edge and help you tackle issues such as diversity, inclusion and skills gaps, as well as widening your talent pool exponentially. Click here to find out how Meridian can help you find the best talent in the market. If you found this interesting click here for more blogs...Find your nearest branch.   ​

​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