Office & Professional Jobs

​Temporary working and short-term contracts have a lot going for them and may be the right solutions for many workers. Choosing temp work can be a lifestyle choice that enhances your work-life balance if you do it right. That said, temporary working isn’t always an option at all, and for others, it only makes sense in the short-term. The important thing is to consider whether this is an option that works for you.​Temporary working is a permanent choice for many businesses and workers.What we mean by that is the requirements of the working world have changed for many businesses. It is not uncommon for a company to work with temp working as a permanent operational choice. Project work and the rise of the ‘gig economy’ approach means employers sometimes simply do not need the traditional 9 – 5 workforces anymore. As a result, there are some excellent job opportunities available. Temp working is about your lifestyle as much as the available work. Work-life balance matters because it is important for your emotional and physical wellbeing. Temping puts you in control of where and when you work—assuming that the work is available where and when you want it, of course. Undoubtedly, the biggest worry people have around temping is the concern of the available roles suddenly drying up. Yes, that is possible, and it has happened before, but right now, the opposite is very much the case. If you are thinking of temp work, then the first thing to do is speak to your recruiter about what is available around the hours and jobs you want to work in. It gives you time back. Many people choose the temporary option if they are in a situation where working the usual hours is difficult or not possible for them. Caring for others or childcare requirements are two very good reasons for wanting a job that supports your other commitments. For some, though, it is simply that they want to focus on other aspects of their life such as building a new business, travelling, charitable work or just less stress so you can spend more time with the family, relax more and take the dog for a walk. Temporary jobs pay more over the short term. We need to be very clear about what this means, though. While it is true that some temp roles pay more per hour than permanent roles, there is a downside. In the run up to Christmas, for example, you may be able to build up cash very quickly by temping, but the time you can do that for will be limited. If you have periods of not working, the overall pay for a permanent worker soon catches up. Temping could allow you to decide on your actual career. If you are unsure of where your career path is heading, temping offers the opportunity to experience different jobs and work environments. It isn’t unusual for people to temp until they find something they are really interested in. It could ease you back into the workplace if you have been away for a while. If you are returning after a period of illness, giving time to childcare or any other reason, and you want to ease yourself back into the workplace, temping is a great option. So, there are a lot of benefits to not having a permanent contract. The freedom it offers alone makes it worth considering. As we said at the start, though, it isn’t for everyone. Permanent may well be less exciting and less flexible, but it does have security and consistency. The guaranteed pay packet at the end of the month and the long-term job are not things to be discarded lightly, particularly if you have a partner and children to consider. There is also the long-term advancement and training that often comes with permanent working to throw into the mix. In the end, the decision to become a temporary or permanent worker is about how it fits with your lifestyle and budget as much as it is about the available work.

​If you have been trying to get new people on your team recently, you may have found it slightly more difficult than usual. The current employment landscape is not quite as easy to navigate as it was in the past. It’s no wonder then the most common questions we are being asked right now are around how to attract and hire the right people in a skills and candidate shortage. The good news is that not only is it possible to attract the right people, but a few small changes in approach can make a big difference. Keep in mind that if you have a fair offer, money isn’t the only motivator. The first instinct in a skills shortage is often to increase the salary offer, but a huge pay hike may not be necessary if the job itself is appealing. That said, there is a noticeable rise in salary levels for skilled workers and in shortage areas, so it may well be a good time to do a review of your offer. We are happy to help with this if you need our input. Your employer brand really matters to candidates. One of the reasons for the first point about salary is that there are so many other motivators in the mix. Your employer brand is the shop window for your business. In a reduced candidate pool, it’s not just about attracting the right people, your brand also needs to encourage them to connect with you. Look to employ to train where possible. One option to increase your potential pool is to widen your search criteria. We have seen some very successful hires where employers have accommodated the idea of training someone into the role rather than demanding full experience. Of course, this may not always be an option in very specialist jobs, but where it is possible, it can open up new possibilities. Make the offer quickly, then follow up as soon as possible. If you need that great candidate, then other potential employers will also be looking. Once you see the person you want to hire, we suggest you make the offer right away. Hesitating could result in the candidate being snapped up or receiving a counteroffer from their current employer. Once the offer is made, it’s important to keep in touch before the start date to help offset any counter offers. Make the most of your recruitment partner. Talk to us about what you need, and let’s look at options together. With our combined experience, we will be able to work together to make sure you are reaching the right people. Building a development pipe of internal growth will help future proof your key areas. The skills shortage isn’t likely to go away quickly. One option is to build an internal development pipe and employ further down the experience chain to grow people into roles. Having a clear and appropriate development policy will also help attract new talent at all levels. It may take a while to fully develop, but this way, you have a pool of skills rich internal options for new roles. Think benefits, bonuses, and perks. Candidates are often swayed by ‘fringe’ motivations as much as they are by salary. Simple things like gym memberships, a parking space, the option to work from home as well as health plans and similar can mean a great deal to employees. Most importantly, though, they can be the deciding factor when weighing similar offers. If you want to future proof, then remember that Gen Z are not the same as Millennials. They are digitally native, flexible in their approach to the notions of ‘the workplace’ and invested in the ethos and brand of their employers. According to research by the Carson College of Business in the US, Gen Z workers are likely to be worried about their career and have a high level of drive to succeed. It would be wrong to mistake this as a success at all costs approach, though. 75% of Gen Z respondents said they look for an employer to prioritise work/life balance and almost as many felt it was important that the employers’ values matched their own. In terms of defining traits, though, it is the importance of inclusivity, diversity and positive impact that strikes you as high on the Gen Z agenda with the latter being important to over 80%. If employers want to attract and keep a new generation of skilled workers, then clearly, they need to encourage an inclusive workplace, display their business values and be prepared to allocate time to development. Small changes like these will pay off in increased applications and help offset the skills shortage problem. Despite what some of the doom and gloom merchants are saying, there are available candidates. To attract them, you need to have a good recruitment partner and reach out to them in the right way. 

​Let’s start with a clear statement about the employment market as it stands. As a candidate either actively looking for a new role, or perhaps one who is just considering the possibility of a change, you are currently in a very strong position. There are a lot of jobs available, and in many cases, the candidate pool for those positions is smaller than it has been in recent times. That means employers will be a little more competitive when it comes to attracting the right people. As a result, you will probably notice an increase in the potential salary and benefits for roles you are interested in. All of which sounds like good news for candidates, and it is. If you are considering a move, then the chances are, now is a great time to look.Here are a few things to think about:Look at your career, not just the money on the table. Be very careful of making salary the only motivator for your search. Money, as they say, isn’t everything, and that can be particularly true when it comes to moving to a new role. You should look for a pay rise if one is on the table but keep perspective. A few pounds a month is no compensation for a poor career move or missing a long-term opportunity.Think about that skills gap, not the candidate shortage. Skills are always in demand, but the number of available jobs changes. A good career move is about long-term gain, so we will always suggest thinking about what skills or experience the role will give you and how that relates to where you want to be in years to come. With a shortage of candidates, employers may well be more open to training you and upskilling.Take the guesswork out of it all and get a good recruitment partner. Talk to us about where you want to go and what you want out of your career. The more we understand what you want out of your next job, the better we can find the perfect position for you.Look for the opportunity to move up. One of the effects of a candidate shortage is that employers can be more open to moving people into a more senior role. Now may be the right time to think about progression.Take your time and lose the FOMO. It can feel like there are jobs everywhere and hundreds of great opportunities that you should grab, but don’t let the Fear of Missing Out rush you into a decision. Instead, let’s sit down and refine what will be the best for you. Ignore the noise and make the right choices.Once you have made the decision, stick with it. Be very careful about accepting counteroffers from your current employer. Statistically, it is very unlikely that you will end up staying with them anyway, and all the reasons you wanted to move on are not going to go away because you suddenly earn a little bit more. Finally, just a reminder to keep your perspective. Despite the candidate shortage, no employer is going to take someone who is totally unsuitable for the job. So, take some advice on what is and isn’t practical. Probably the biggest advantage of a favourable market for candidates is that you may have the opportunity to work with the employers you really want to work with on more favourable terms than you could previously have hoped for. If that is what you want (and why wouldn’t it be?), then make that your goal. Keep a clear head about where you want to go and aim to go there. The next offer may seem nice, but it won’t be as satisfying as getting that job you always wanted.Contact your nearest Meridian branch and let’s chat about how we can help you cut through all the noise and find the right track. 

​Burnout is a problem that affects all types of people in all types of organisations, and it can sometimes be hard for employers to spot the early warning signs. Sadly, this means sometimes it can progress to the point where it seriously starts to affect a person’s motivation, productivity, and sense of self-satisfaction.In addition, the darker nights drawing in can increase instances of Seasonal Affective Disorder (SAD), which can exacerbate any problems with stress and burnout by causing depression, lack of energy, loss of concentration, loss of appetite, and feelings of being under a black cloud. Causes of burnout at work could be due to many reasons, such as lack of control over factors that affect the job, dysfunctional workplace dynamics, unrealistic job expectations, lack of support, work-life imbalance, and many other factors.According to the WHO, when burnout is left untreated, it can lead to serious physical and psychological illnesses such as depression, heart disease and diabetes. In this blog, we look at ways to spot the tell-tale signs, protect your employees and keep your business running smoothly. ExhaustionAn overload of stress at work can cause problems with relaxing at the end of the day and trouble sleeping, which leads to constant fatigue. If your employees seem overly tired or are complaining about not getting enough sleep, this could be a warning sign. IrritabilityHave you noticed someone suddenly struggling to get along with everyone and being irritable? This could be a sign the person is under a lot of pressure and may need some reassurance or help with their workload. Irritability can leave people feeling ineffective and unimportant. MistakesOne of the signs of burnout is an inability to concentrate and remember things, ultimately leading to mistakes being made. You can help staff by being supportive and giving them space to talk about which aspects of their job are overwhelming them. Perhaps some of these can be delegated or made easier? Reassure them that they are not at risk of losing their job and that you just want to help. DepressionBurnout can frequently lead to depression, which can manifest itself as a drop in confidence, acting withdrawn and worrying about workload and deadlines. Encourage employees to talk about how they are feeling in a safe, non-judgemental environment. SicknessWhen people are stressed, they are much more vulnerable to colds and viruses. Have you noticed staff taking more time off sick recently? Perhaps it’s time to dig a little deeper and see if there is more to it than meets the eye.​Cynical and negative outlookAre there signs of a negative outlook and cynicism in the workplace? This can also be a sign of burnout. Cynicism also affects trust and loyalty in co-workers or management and can lead to low productivity. Make sure you have transparent processes and that employees know you are there if they need to talk. Perhaps try changing their routine to see if this helps them feel enthusiastic again. Re-engaging burnt-out employees isn’t easy and can take weeks or months of work on both sides to find the best solution for everyone. Managers need to be aware of their own role in creating workplace stress so it can be addressed and prevented from happening again in the future. It’s important to keep talking to employees individually about how they feel mentally as well as professionally. Make sure you listen properly to their concerns and don’t dismiss them or give negative feedback, and it’s vital not to apportion blame. Ultimately, it’s important to find a solution that works for both the employee and the company to keep everyone performing at their best and promote a happy and healthy workplace. Is a lack of resource causing high workloads in your organisation? Contact your local Meridian branch for advice on how we can support you find your new hire.

​As we explored in a recent blog, the largest cause of long-term absence from work is mental illness. Mental ill-health has been a growing challenge for organisations in recent years and is further exacerbated by the COVID-19 pandemic. A recent article in Forbes stated that 57% of employers say employee burnout is affecting turnover, retention and productivity at their company and approximately 40% are concerned about declining employee engagement and morale. Therefore, it’s no surprise that employee wellbeing is top of the agenda for most companies. Yet, despite there being approx. 1.6million temporary employees in the UK, they can be missed when organisations put together their employee wellbeing strategy. At Meridian, the wellbeing of our employees is important to us and never more so than during the COVID-19 pandemic. That is why we have been holding wellbeing webinars for our temporary workers. Working with our friend, life coach and former employment rights lawyer, Suhail Mirza, this webinar will examine why wellbeing is important, explore some of the challenges people may be experiencing and provide practical guidance and tips. About this event, Suhail said:“Research is coming out that shows over half of adults have had a negative impact on their wellbeing due to the COVID-19 pandemic, and that’s nearly 60% when it comes to younger adults. With a large segment of the workforce - the temporary workforce - being overlooked in terms of support for their wellbeing over the course of the pandemic, I applaud Meridian Business Support for their positive actions and feel privileged to be partnering with them for this webinar.”Meridian’s Operations Director, Pete Cheshire added:“The wellbeing of all our employees has always been at the top of our agenda, so I am delighted to be working with Suhail, focusing on our temporary workers. Suhail’s techniques have been used across the NHS to help support the wellbeing of their temporary workforce to help them during the pandemic, so this webinar is not to be missed. I’m looking forward to rolling out similar events in the near future.”The next event will be held on Wednesday 20th October at mid-day and will be available to all our temps in Next. If you are a temporary worker in any of the Next locations, please get in touch with your Meridian representative for more information on how to register for this and any future events. About Suhail----Suhail Mirza is an international inner wellness coach and speaker. He has supported the NHStemporary workforce over the pandemic, as well as supporting teams and individuals globally. Suhail completed his coach training at Robbins-Madanes Training under his teachers the legendary Tony Robbins and world-renown Chloe Madanes. He brings a highly inclusive perspective to his coaching and his vision is to give people simple and transformative tools to enhance their wellness immediately. Suhail is a former employment rights lawyer and someone who has been involved in the healthcare and staffing sectors for 20 years.

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