Health &amp; safety has been a key focus for construction businesses for many years now, but in a new world of social distancing and infection control it has highlighted the need for us to continue focusing on developing new ways of keeping everyone safe.
Although the government didn't formally shut construction sites during the lockdown, I know many companies considered the health &amp; safety of the workforce and closed operations for several weeks.
Now as we are encouraged to go back to work where it is safe to do so, we are working closely with our customers to quickly establish care packages and develop new ways of working to ensure that everyone on site remains safe and well.
<h3>Keeping every person safe</h3>
Throughout this pandemic, our focus has been on making sure all our existing workers have had access to required PPE such as face masks, sanitiser and hand soap. And in these challenging times we've had to come up with some creative solutions to make sure these resources have been continually available.
Now as we transition into what is a new normal, I am partnering with many of our customers to make sure we have sustainable solutions to maintain social distancing, and that all workplaces remain clean and sanitised for all workers.
No one yet knows the answer around the best way to do this, and as advice continues to be released, we will keep our promise to continue to work closely with our customers and develop new and innovative solutions to keep businesses running and every person safe and well.

In a new world of social distancing and infection control, we need to continue to focus on developing new ways of keeping everyone safe.

Working in the Socially Distant Future

Change is an ongoing challenge for businesses, and this means getting the best talent is more important than ever. Whether it&rsquo;s technological advances, shifts in customer behaviour, or the &lsquo;new normal&rsquo;, your success will depend on having the right people in place.
The use of contingent workers has been rapidly growing over the years, and the demand is set to accelerate. In a recent study by McKinsey, 70% of business leaders said they were planning on hiring more contingent workers after the COVID-19 pandemic than they did before.&nbsp;
The knock-on effect is increased pressure on businesses to manage their expanding contingent workforce. It&rsquo;s why partnering with a Managed Service Provider (MSP) is becoming a popular option. By using an expert third party to take on the responsibility for your contingent workforce programme, you can gain a better oversight, whilst reducing the demands on your own teams.
Here, we look at some of the main benefits of teaming up with an MSP.
<h3>1) Operational and cost control</h3>
When you engage an MSP, the decision of what gets managed by them and what stays in-house is completely yours. This allows you to outsource the tasks which are more repetitive and time consuming, whilst still having managerial responsibility for the service. It becomes a win-win situation, as you and your team can focus on things that add greater value to the business, without losing control of what matters. You will also find significant cost savings by using an MSP. Their pricing models are more predictable (for example outcome-based pricing), and third-party recruitment fees will also decrease.&nbsp; Finally, your supply chain will become much more efficient, as all contractor and supplier engagement is done through one single provider. This not only saves you time, but many MSPs will reduce the number of suppliers in your network, therefore bringing costs down even more.
<h3>2) Global talent pipelines</h3>
If your business operates in multiple countries, or if you&rsquo;re about to expand heavily, your talent pipeline needs to be global. This can be a challenge, and is one of the reasons organisations like to partner with an MSP that also operates globally. They will have the ability to attract and retain the best people in all of your locations, as well as valuable local know-how.&nbsp; This last point is especially important as each country has its own labour laws and working culture. Rather than you having to get to grips with each one individually, you can allow the MSP to use their on-the-ground expertise.&nbsp;
<h3>3) Access to cutting-edge technology</h3>
When it comes to recruitment technology, things are constantly evolving. Internal recruitment teams are either not aware of the latest tools, or unable to purchase them. This is because investing in single-use technology is not commercially viable for most businesses.&nbsp; An MSP on the other hand, will have access to all of these tools and will use it for your talent acquisition needs. Not only does this give you an edge over your competitors, but it means you get the benefits of the technology without having to invest your own capital.
<h3>4) Agility</h3>
As mentioned earlier, change is a constant challenge, and this means agility is key. When the market shifts, you need to shift with it and adapt your recruitment accordingly. An MSP will have the experience and ability to not only guide you in the right direction, but actually take the actions required. This means that even in highly competitive markets, you can attract the talent that&rsquo;s best for you, at the exact time you need it.&nbsp;
<h3>5) Flexibility</h3>
When it comes to hiring, there can be peaks and troughs throughout the year. One of the reasons businesses look for an MSP is because they can scale the programme up or down depending on their hiring needs. It&rsquo;s far more difficult to do this if everything is kept in-house, or if you&rsquo;re trying to work with multiple agencies on a piecemeal basis. But an MSP will see themselves as a partner rather than a supplier, so will always be able to provide that flexibility.
<h3>6) Visibility</h3>
As touched upon earlier, using an MSP allows you to outsource parts of the programme without losing control. Part of this control relates to visibility &ndash; you will always want full oversight of your contingent workforce. Most MSPs will provide you with a bespoke Vendor Management System (VMS). This means you can keep a handle on all the key metrics and build a better workforce strategy.
<h3>7) Best practice methods</h3>
Just in the last few years, many HR teams have had to deal with the complexities of Brexit, IR35 and the COVID-19 furlough scheme. It can become a bit of a bureaucratic nightmare, but partnering with an MSP give you access to experts in all legislative and governance requirements. This gives you the peace of mind that your business is fully compliant. Quite often, the MSP will also offer to train and educate your team on upcoming changes.
<h3>8) Employer branding expertise</h3>
With so much demand for contingent and flexible workers, you need to make sure you&rsquo;re appealing to the best talent on the market. This is particularly important in a post-pandemic world, as the needs and expectations of candidates have changed.&nbsp; A good MSP can work with you, as well as any of your suppliers, to develop a strong employer brand and Employee Value Proposition (EVP). This is an end-to-end process, from research into what candidates want, right through to practical recruitment marketing strategies.
<h3>The key takeaway</h3>
Engaging with an MSP is a win-win for any business that has a substantial temporary workforce. It provides control without overwhelming your resources, and allows you to access high-class expertise in a cost efficient way.&nbsp; Finding an MSP that can become a strategic partner is key to attracting, onboarding and retaining quality contingency workers. Get this right, and your business will be well positioned for success.
<div>&nbsp;</div>

With the use of contingent workers growing rapidly an MSP can help position you for success.

Why should you work with a managed services provider?

Trust. A word defined by the Cambridge English Dictionary as: "to believe that someone is good and honest and will not harm you, or that something is safe and reliable."
Most of us understand that trust forms the basis of personal relationships, but did you know that it's just as paramount when it comes to business and professional relationships too?
The most successful organisations across the globe are built on trust and that means developing strong, trusting relationships between not only your employees and colleagues, but external contacts as well. It's a fact that people buy from people they trust, so ensuring that your customers believe and have confidence in you is essential in ensuring your ongoing success.
In this article we'll explore the importance of building workplace trust and how forging trust in you and your company are crucial steps to ensuring you're smashing those all-important business objectives.
<h3>Trust me, I'm an engineer!</h3>
We've already mentioned how important trust is in any organisation, but it's perhaps especially important in industries such as engineering. From the perspective of employees, engineers often work in challenging or high-risk environments, meaning that having trust of your management and peers comes down to much more than simply feeling warm and fuzzy at work - it can in fact have serious implications when it comes to safety and wellbeing.&nbsp;
From the point of view of a client, the risks are similar, and your customers will want to know that their potentially high-risk, high-value project is in safe hands. Your primary route to convincing them of that is to ensure you gain their trust in both you and your abilities.
<h3>Meeting objectives through trust</h3>
There's no doubt that trust is a key component to business success. Statistics have shown time and time again that teams instilled with trust are higher performing. But why is this the case? And why is it so important that you're gaining trust in your workplace and amongst your teams?
Well firstly, let's consider&nbsp;morale and motivation. When team members trust their management, and to some extent their colleagues too, morale is naturally higher. Like it or not, employees are inherently inclined to mistrust managers, but where leaders are able to turn this preconception around and actually gain the trust of their staff, the result is an increase in both morale and motivation. Employees working for individuals they believe 'have their back' are automatically more efficient, hardworking and greater performing.
Decreased workplace stress&nbsp;is something that can be achieved through ensuring a culture of trust as well. This spans not only your management/leadership team, but peer-to-peer trust too. Employees want to know they can trust that your Board will demonstrate openness when communicating on things like change, profit and loss figures and their career progression.
And, where team members have trust in one another, there's less hostility and increased&nbsp;teamwork and collaboration&nbsp;- all factors that will greatly benefit your organisation, productivity and retention.&nbsp;
Next, let's look at&nbsp;loyalty and retention&nbsp;- equally important considerations when thinking about both your employees and customers.
It goes without saying that having sound relationships built on trust in place, will ensure that you're able to retain valuable customers and that they're returning to use you time and time again. A business' reputation depends heavily on trust - not only so that your customers know they can rely on you and your services, but so that you can in turn, rely on them to pay invoices, bring return business and recommend you to others.
Having robust customer relationships in place will also help you to build market-place credibility through gathering things like case studies and testimonials that demonstrate to others that you are a trustworthy and professional partner.
Focusing on the loyalty and retention of employees,&nbsp;all businesses strive to lower their staff turnover rates, and a major consideration in achieving excellent staff retention ratios is whether your people place trust in you as their line manager and employer. There's a well-known saying that 'employees don't leave bad companies, they leave bad managers', and this is never truer when thinking about the levels of trust that your employees are able to place in you and your leadership team.&nbsp;
Where trust isn't apparent, your people will feel uneasy, demotivated and are more likely to move to another organisation. Where trust is evident, employees will be more loyal, committed, productive and are much more likely to stay with your company for the long-term.
Closely linked with staff retention, trust should also be of significance when&nbsp;hiring.&nbsp;An individual's perception of you and your business will normally begin right from when they interview with you and you'll want to instill a sense of trust in order to attract new talent to your organisation.
And let's not forget things like&nbsp;remote working.&nbsp;Several recent surveys carried out on employee benefits have revealed that the most sought-after employee benefits are no longer necessarily linked to salaries and bonuses. Nowadays, and overtaking money-related benefits as employees' top priorities, are things like work/life balance and flexible/remote working options. But to successfully implement these kinds of opportunities into your workplace, there has to be a strong sense of trust between management and workers. Employees want to know they're trusted enough to carry out their work remotely, and managers of course want to be reassured that work will still be completed to a high standard under more flexible conditions. Once trusting relationships are built however, these more modern ways of working can function well in your organisation - and often result in a happier, more efficient workforce.
<h3>A culture of trust</h3>
There's no denying then, that building trust in the workplace is important, and it's obvious to see how gaining the trust of your colleagues and customers can play a vital role in helping you to achieve your critical business goals.
A key point to remember though? Building true trust into a relationship can be a very slow, steady process - but breaking that trust irreversibly can happen in an instant.
Make sure therefore, that trust is at the centre of your strategy for success and promoted throughout your business as an integral part of its culture.
<a href="https://calendly.com/chrispblackburn/the-importance-of-building-workplace-trust?back=1&amp;month=2020-05&amp;utm_source=carbon60&amp;utm_medium=blog&amp;utm_campaign=llmay20" target="_blank" rel="noopener noreferrer">&nbsp;</a>

Trust. A word defined by the Cambridge English Dictionary as: "to believe that someone is good and honest and will not harm you, or that something is safe and reliable."

Why is workplace trust so important?

The video games industry is&nbsp;expected to grow from &pound;73.9 billion (2015) to a staggering&nbsp;&pound;95.5 billion&nbsp;by 2019.
Video games are popular for many reasons, including the boost in self-esteem from solving puzzles or trivia games, to the relief of stress by focusing your mind on something else by escaping to another world for a few hours. Games release&nbsp;dopamine in the brain which is the chemical responsible for the excitement we feel when we chase a reward, something which video games are full of, and is also one of the reasons many people find them addictive.
A fun, addictive, stress relieving escapism for many people which employers are starting to utilise in different ways to make more mundane, everyday tasks more exciting.
<h3 style="text-align: justify;">What is gamification?</h3>
You can&rsquo;t get further from a &lsquo;game&rsquo; than when you&rsquo;re at work, but gamification refers to the use of game theory, mechanics and design in non-game situations and environments.
By the end of 2015, 40% of the world&rsquo;s top 1000 organisations used gamification as the primary mechanism to transform their business, and it&rsquo;s predicted that the worldwide gamification market will grow from &pound;195 million in 2012 to an incredible &pound;2.2 billion in 2016.
Gamification as a concept is used in various scenarios in different ways. It&rsquo;s already heavily used in fitness (<a href="https://www.myfitnesspal.com/">MyFitnessPal</a>), productivity (<a href="https://habitica.com/">Habitica</a>), mood/mental health (<a href="https://www.mindbloom.com/">Mindbloom</a>) and managing your finances.
Gamification taps into peoples&rsquo; basic intrinsic motivators, the top 5 being:&nbsp;Autonomy &ndash; &ldquo;I control&rdquo;, Mastery &ndash; &ldquo;I improve&rdquo;, Purpose &ndash; &ldquo;I make a difference&rdquo;, Progress &ndash; &ldquo;I achieve&rdquo; and Social interaction &ndash; &ldquo;I connect with others&rdquo;.
These motivators are common to everyone and research has shown that satisfying them can make an activity more productive and enjoyable.&nbsp;By making tasks feel more like games, it becomes a lot more effortless to encourage people to complete the tasks if they appear to be getting instant gratification or a buzz from them. People will then be rewarded for completing certain tasks which could be in the form of achievement badges, filling a progress bar or even being rewarded a virtual currency. Also, making these rewards visible to other players (i.e. work colleagues) in the form of leaderboards, will encourage others to compete against them in the quest to become the best.
A range of industries are now utilising the concept of gamification within the work environment for various reasons whether it be improving the motivation of their staff or attracting people to work for them.
<h3 style="text-align: justify;">In the workplace</h3>
Regardless of how much someone enjoys their job, being able to keep everyone engaged fully is a challenging task. Traditionally, KPIs are put in place to show staff what targets in particular they need to achieve on a regular basis, but sometimes these tasks can prove tiresome and repetitive, causing interest to fluctuate and people to become less interested in the job at hand.
Employees are strongly motivated by recognition, rewards and the sense of accomplishment, so taking the essence of games such as fun and competitiveness and applying them to non-game contexts, people are more likely to want to participate, driving positive behaviours and therefore becoming more driven to complete the task or hit the target.
Research by Gallup shows that companies are increasing their interest in gamification because only 31% of employees are engaged at work. The least engaged generation are Millennials with only 28.9% engagement compared to 32.9% for Gen X &amp; Baby Boomers. Considering that Millennials are going to make up 75% of the global workforce by 2025, you can understand why companies are having to adapt.
The issue with the traditional method of performance management is that your weekly/monthly/yearly targets and objectives can become stale, but using a real-time performance management tool - where you could visually keep track on how you&rsquo;re doing towards target, how you compare to others, how far to your next milestone and perhaps even how you&rsquo;re doing compared to this time last year &ndash; can keep things relevant and interesting.
<h3 style="text-align: justify;">In recruitment</h3>
From a recruitment perspective, it can be used to measure a candidate&rsquo;s potential suitability and commitment before you&rsquo;ve even looked at their CV.
Unilever have a digital recruitment programme which uses online games to help with candidate selection. To help them narrow down the 250,000 graduate applications they receive every year, they now invite each candidate to play a series of games which are used to determine the candidate&rsquo;s potential and how well they connect with the company&rsquo;s goals. The top performing applicants are then invited for a video interview which is then followed by a face to face.
PricewaterhouseCoopers in Hungary developed and launched a game called Multipoly which is made up of an online part and a section based on personal participation. The &lsquo;player&rsquo; submits a virtual application, takes part in the virtual interview process which presents them with tasks based on the competencies of the company. PwC then narrow down the applications to the best players and invite them in for a real interview. The outcome was that the candidates who played the game were much more prepared for the live face to face interviews because they had been pre-educated by the game. Time spent on their career page went from an average of 15 minutes to up to one and a half hours.
Using gamification, recruiters can become more efficient. Rather than organising an interview, why not send the candidate a game which can simulate the work environment and test their personality traits? This can then enable recruiters and employers to see upfront how a candidate may react in different scenarios. This can help decide whether someone is the right match for the company/job before they&rsquo;ve even stepped into the office.
Regardless of the skills required for a role, gamification can be tailored to target its content around those attributes. It saves time for the recruiter, but it&rsquo;s also is a good measure of the candidates&rsquo; commitment &ndash; if they can&rsquo;t be bothered to complete the tasks the game requires, chances are they would have dropped out of the process at some point anyway. It&rsquo;s also beneficial to the candidates; they get to build up a picture of what the company&rsquo;s like and figure out if it&rsquo;s the right fit for them.
Gaming is a way of injecting a bit of fun into the recruitment process, encouraging some friendly competiveness between candidates while providing valuable insight and information to recruiters.
Regardless of how gamification is applied - whenever you have a contest that has a winner, you create losers. If gamification isn&rsquo;t done right, it can have the opposite effect and end up demotivating people. In the workplace, the trick is to create more winners more often, and don&rsquo;t just keep it focused on individuals - also reward teams for working together.
Businesses need to adapt to changing technology and market conditions which won&rsquo;t work without a motivated team. Some people are concerned that Gamification is just a sugar-coated, game-like facade to make work cute and fun, which normally causes people to dismiss it at face value. Applied in the wrong context and that&rsquo;s exactly all gamification would be, however used in an ingenious, original and engaging way means it can be a game changer. Not just making it more fun to hit targets, but changing the culture and the way people tackle and perceive work could be the breath of fresh air employees need.&nbsp;
Interested to hear how we can improve your recruitment? Get in touch with us today:&nbsp;
<a class="button-secondary" href="~/link.aspx?_id=41A0870BBA104687B23323B701F21120&amp;_z=z">Contact Us</a>

Employees are strongly motivated by recognition, rewards and the sense of accomplishment, so introducing the essence of gaming into the workplace can really help boost employee engagement and bring out their competitiveness...

Why gamification can improve employee engagement

Whether you&rsquo;re hoping to find the perfect first role, or already have years of career experience behind you and are looking for the next step on your journey, the job search, application and hiring process can be daunting.
Thanks to the ever-changing job market and variety of approaches that recruiters and employers take, it is difficult to know what to expect from each specific job hunt.
But whilst we can&rsquo;t predict how each process will go; it still pays to be as prepared as you can and to benefit from as much as insight and helpful information you can get.
Our handy guide below is a great place to start.
<h2>What to expect during your job search</h2>
<ul>
<li>It may take some time to find the right role:&nbsp;When you begin your job search, you&rsquo;ll likely have a specific role, and specific expectations, in mind. And that&rsquo;s fine. But finding the job that is ideally suited to what you&rsquo;re looking for will likely not be a quick and easy process &ndash; it may take a fair amount of searching and time to find roles that you want to apply for, sifting through the variety of job listings and advertisements you&rsquo;ll find.</li>
<li>Prepare for a rollercoaster ride: A job search can be frustrating. Not only is it a potentially time-consuming process, but it is also one that can create a seemingly endless list of hurdles to clear too. Expect to find jobs that, after further investigation, aren&rsquo;t quite as initially advertised; be prepared to find that your &lsquo;perfect role&rsquo; isn&rsquo;t in a location that suits you or doesn&rsquo;t offer pay and benefits that you deem fair, and to face strong competition in a very competitive market.</li>
<li>Expect an employer-driven environment: Whilst you&rsquo;re busy looking for your perfect role, remember that potential employers are out there looking for the perfect candidate too. So, job listings and processes may seem overly specific, demanding or even critical, as employers look to narrow and streamline their own search &ndash; this can be a little disheartening if you don&rsquo;t know to expect it.</li>
</ul>
Carbon60&rsquo;s Job Search Advice: Don&rsquo;t let potential hurdles such as these put you off &ndash; the right job, at the right time, offering all the right opportunities, pay and benefits, is out there for you! Yes, it may take some time to search for and find the perfect role, but it will be time well spent. It is better to be patient and thorough, than to rush into something.
And don&rsquo;t be disheartened by employer&rsquo;s approaches in the market &ndash; use it to your advantage to focus your search and prepare yourself to showcase what you could bring to a role when you apply for any.
<h2>What to expect during a job application</h2>
<ul>
<li>No two application processes are the same:&nbsp;Long gone are the days of popping into a business and handing over your CV to Reception and asking to be considered for any roles that may be available. Today most job applications are through websites or online portals. Unfortunately, whilst online job applications are usually simple and offer the convenience of allowing you apply from practically anywhere, there isn&rsquo;t a &lsquo;one size fits all&rsquo; approach, and the systems and software used by one employer will likely differ to that of the next. So, expect to see, use and experience several different formats when applying for different roles.</li>
<li>You&rsquo;ll likely need more than just your CV:&nbsp;The job market is extremely competitive, with the number of people looking for and applying for certain roles often hugely outweighing the number of roles available. As such, to help them decide who would be most suited to their available jobs, and the best fit for their company, employers will usually want and need to receive much more than a CV from applicants &ndash; additional, supporting documents and information they may require could include a cover letter, a portfolio of relevant work, reasons for applying for the role and what you value feel you could bring, and much more.</li>
<li>You may not always get a response: As mentioned, employers will be looking for the ideal candidate for the role they have available. And as it is very likely they will receive a vast number of applications; they must be selective in their approach when deciding who to take to the next step. This can take considerable, valuable time &ndash; time that they may not be able to afford to use on replying to every single applicant. As such, unsuccessful applicants may not hear back regarding their application.</li>
</ul>
Carbon60&rsquo;s Job Application Advice: It is important to ensure you&rsquo;re as prepared as possible for what applying for a job entails. So, before you start looking to submit any applications, make sure your CV is up to date, create a generic, easily to edit and adapt covering letter, and research the companies that you&rsquo;re potentially going to apply to, to gauge an idea of their expectations, culture and their processes.
Be prepared to change your CV and covering letter in accordance with what may be required and asked for during the application process, and to promote yourself and your skills most effectively.
And don&rsquo;t be disappointed or aggrieved if you don&rsquo;t hear back regarding any application &ndash; it&rsquo;s not your fault. And don&rsquo;t be afraid to contact anywhere you&rsquo;ve applied to, asking for an update or feedback.
<h2>What to expect from a job hiring process</h2>
<ul>
<li>Initial Contact:&nbsp;Given that <a href="https://standout-cv.com/pages/job-search-statistics-uk#job-interview-stats">&ldquo;The average time it takes from applying for a job to &lsquo;landing it&rsquo; takes 28 days&rdquo;</a>, you may find &ndash; despite how long the rest of the finding and applying for a job process can take &ndash; that the hiring phase may actually develop and progress quite quickly. Having narrowed down their search for candidates to those they wish to proceed with, employers will likely want to contact chosen applicants and arrange interviews and next steps quickly. So, if you&rsquo;re a shortlisted applicant, expect a phone call!</li>
<li>Interview: If you&rsquo;re contacted as a shortlisted applicant for a role, it is likely that this contact will be made to arrange a first interview. Again, there may be a quick turn around between initial contact and the interview stage. In some cases, you could be asked to attend multiple interviews, and complete tasks that will showcase your ability to be a success in the role. Post-pandemic, many employers have adopted remote, online-hosted interviews, though in-person interviews are still preferred by many. Either way, the experience will be very similar, and it is your chance to present yourself and your skills and make an impression.</li>
<li>Background Checks &amp; References: During the hiring process, the company you&rsquo;ve applied to will likely reach out to applicants&rsquo; provided references and conduct background checks, to ensure that any potential hire is the right fit, professionally and culturally, have any required qualifications for the role, and have the right to work. This is very common, and completely normal &ndash; so don&rsquo;t panic!</li>
<li>Job Offer: If you find the right role, get your application right and do a great job during the interview stage, you&rsquo;ll hopefully move on to the final and most exciting part of it all &ndash; being offered the job! In most instances, job offers will be made via phone or email, with a follow-up afterwards to discuss further details, such as salary, start date and more about the role and company.</li>
</ul>
Carbon60&rsquo;s Job Hiring Process Advice: Even before any initial contact between you and any company you&rsquo;ve applied for a role at, it pays to be interview ready &ndash; you never know when you&rsquo;ll be reached out to and asked to attend an interview! Of course, all interviews are different, but to help you prepare as best as possible for what could be to come, be sure to <a href="https://www.carbon60global.com/blog/how-to-succeed-at-a-job-interview">read through our handy guide</a>.
Make sure your reference contacts are up-to-date on your CV at initial application too, just in case the company does wish to get in touch with them to carry out their checks and find out more about you, and ensure that anyone you list as a reference will speak will of you, your skills and your employability.
And, if you do receive a job offer, don&rsquo;t be afraid to give your potential new employer a counteroffer or negotiate the salary or any other aspects of the offer to ensure the role suits you, as well as them, before you accept or reject.

Finding yourself a new job can be a daunting task, one that could be made tricky if you’re not fully prepared for what to expect. Therefore, it pays to be ready for what to expect from a job search, application and hiring process. 

What to expect from a job search, application and hiring process

As specialists within the Engineering and Technical markets, we work with a range of different businesses, and it&rsquo;s abundantly clear why so many of them are choosing the executive search route. When you think about the well-documented skills shortage within this sector, combined with the demand for people who can really accelerate business growth, it makes sense to go for a highly specialised service.
That said, at times people can misunderstand what executive search is. Often, the term gets used interchangeably with &lsquo;recruitment&rsquo;. Both terms do relate to the art of hiring, but executive search is a very different model.
To provide some clarity, we&rsquo;ve put together an overview of executive search, and the differences compared to traditional recruitment. This is also a way for you to analyse which solution could work for your business.
<h3>What is executive search?</h3>
Executive search is a highly specialised service, used when companies need talent that&rsquo;s hard to find. Often this is for senior level roles, such as Vice Presidents, Directors or Chief Operating Officers. Alternatively, it may be because the role is in a niche sector where the candidate pool is small. Either way, these are high-impact and strategically important roles.
This is where executive search comes in.&nbsp; Unlike other recruitment models (such as contingency recruitment), it involves a highly bespoke and targeted approach. Your executive search partners will have industry expertise and a proven track record of sourcing hard-to-find people. They&rsquo;ll also have a strong network of contacts, and the ability to conduct searches in a highly confidential manner.
It&rsquo;s more than just hiring as well. Executive search consultants offer a range of other bespoke talent related services. Examples include market mapping, employer branding, benefits analysis and Diversity &amp; Inclusion advice. Many businesses go down this route because they need the extra expertise to build out their hiring strategy.
<h3>Is executive search the same as headhunting?</h3>
Headhunting is another word used interchangeably with executive search, but the two aren&rsquo;t the same. Headhunting is actually one of the techniques used during a search.
Put simply, it&rsquo;s when your executive search partner identifies and approaches a passive candidate &ndash; someone who&rsquo;d be a good fit for the position, but isn't actively looking for a new role.
Headhunting plays a part in executive search, but there's a lot more to the process.
<h3>What about a retained search?</h3>
Retained search is when you have a consultant working on an exclusive basis to fill your role. Many companies like this exclusivity, knowing that they&rsquo;ll have someone completely dedicated to their vacancy.
To secure this, an up-front fee (known as the &lsquo;retainer&rsquo;) is paid. There are then normally two additional payments &ndash; one when a shortlist of candidates has been provided (you can specify how many people need to be on the shortlist), and then a final payment when a candidate has been placed.
Some agencies may operate on a fixed-fee basis, where they receive a specified amount if they can fill the role within an agreed timeframe.
<h3>How would a retained executive search actually work?</h3>
When using a retained executive search agency, the service you&rsquo;ll get will be bespoke. Think of them as partners rather than suppliers.
Once you&rsquo;ve finalised the agreement and paid the retainer fee, the executive search consultant will have detailed conversations with you to find out what you want from the candidate.
This isn&rsquo;t just about a simple job description. They will want a full picture of your needs, your Employee Value Proposition (EVP), and crucially, the type of person you want. This is important because if someone is being hired in a business-critical role, you&rsquo;ll want them to fit in from a cultural point of view. An executive search consultant will sometimes use psychometric testing or other profiling tools, to see how aligned a candidate is with your values and how likely they are to stay for the long-term.
Because this is an exclusive agreement, they can dedicate maximum resources into filling the role, both in terms of their time and the tools they&rsquo;ll use to analyse the market and reach out to quality candidates. Usually, these candidates won&rsquo;t be actively seeking opportunities, so they wouldn&rsquo;t register on your radar, or that of a traditional recruiter. Executive search teams on the other hand, will have the network and tools to find them, as well as the track record to engage them in a discussion.
<h3>Should I use retained executive search for my business?</h3>
This depends on the type of role you are hiring for. There are normally some key factors you should consider when deciding what type of agency to use for your hiring needs.
<ul style="list-style-type: disc;">
<li>Candidate pool size If the type of talent you&rsquo;re looking for is readily available, you should go to a traditional recruitment provider. If it&rsquo;s hard to find, then executive search is a better option. </li>
<li>Sensitivity of recruitment In some cases, a candidate search needs to be confidential. This may be because you&rsquo;ll need to hire someone from a competitor, or because the person in your role currently is leaving and you don&rsquo;t want the news to leak. In this scenario, executive search is your best bet.</li>
<li>Geographical spread Are you looking for someone purely from the UK, or is the search more global? If it&rsquo;s the latter, opt for executive search. </li>
<li>Market data If you&rsquo;re not sure about the typical compensation and benefits packages in the market, a search team will be able to provide you with this data. </li>
<li>Time-critical Do you need to find someone urgently? As mentioned earlier, a retained executive search agreement means you have a dedicated consultant, so this may be a good option for you. </li>
</ul>
Ultimately, the quality of your hires will determine the growth of your business. That&rsquo;s why choosing the right recruitment model and partner is so important. By analysing your business needs, you can make an informed decision and increase your chances of landing the right talent.
<h3>SEARCH by Carbon60</h3>
Our STEM focussed search offering combines the technical expertise of Carbon60, Lorien &amp; SRG to offer a data-led approach that delivers much more than just a list of CVs.
<ul style="list-style-type: disc;">
<li>SEARCH BY CARBON60 &ndash; offering senior technical hires within the product lifecycle.</li>
<li>SEARCH BY LORIEN &ndash; Digital, transformation &amp; technical recruitment.</li>
<li>SEARCH BY SRG &ndash; Scientific, Technical &amp;&nbsp;Operations, Commercial,&nbsp;Medical &amp; Clinical Development, AI, Machine Learning and Bioinformatics.</li>
</ul>
Specialising in your niche we can help you to attract and retain the right talent with:
Find out more here:&nbsp;<a href="../../../../../../our-services/search">https://www.carbon60global.com/our-services/</a>

In recent years, executive search has become a popular option for employers looking to hire top talent. This is especially the case within the STEM sector.

What is executive search and how does it differ from other recruitment models

"We don't use agencies" you hear yourself saying for the fortieth time that week as you put down the phone to another recruitment agency.
We can probably hazard a guess as to why you don't use agencies:
<ul>
<li>You don't need to</li>
<li>They cost too much</li>
<li>They're ineffective</li>
<li>They're old-fashioned</li>
<li>They don't know your business</li>
</ul>
You know something? I'm sure in some cases, you're absolutely right. However before you write agencies off completely, read on to see the reasons it would benefit you to use a specialist technical recruitment agency such as Carbon60.
Get the best talent
According to <a href="https://business.linkedin.com/talent-solutions/blog/2014/03/active-vs-passive-candidates-the-latest-global-breakdown-revealed" target="_blank" rel="noopener noreferrer">LinkedIn</a>, only 12% of the workforce are actively looking for a new job, but 85% are open to hearing about new opportunities. This means that only a small minority are likely to be responsive to advertising, as the rest just aren't looking - peculiarly referred to as 'passive candidates' in recruitment circles. Agency recruiters don't sit around and wait for a quality candidate to walk through the door (or respond to an advert), they'll proactively target your competitors and scour the marketplace for people in similar positions, to see if anyone is interested in new opportunities.
A specialist agency either already has a database of excellent candidates, or if not then they know the best places to find them. As they live and breathe recruiting, they have more time to identify and reach out to passive candidates in a way that's probably just not possible for your recruitment team or hiring managers.
There are strong brands out there, yours may be one of them. But a candidate has greater access to the employment market through registering with a third party. Many who decide to start actively looking for a job are more likely to register with a specialist agency first. This increases significantly in the temporary workforce and specialist contractor marketplace.
More efficient
Most agencies are able to manage the whole process. Agencies can save you time sifting through countless CVs and provide you with only the best. For instance, Carbon60 can provide vetting, arrange interviews, relay feedback and negotiate the offer. In addition, due to the large pool of candidates, temporary roles can be filled at short notice. We can turn a month-long search into one that lasts only a few days, as our experts can understand your niche and find the right people quickly.
In small companies especially, employees' time is already stretched thin, therefore recruiting in-house doesn't make for a wise investment of resources, so reducing the in-house resource you use for recruitment saves not only your time, but money too.
As recruitment is their core function, agencies can invest more in recruiting tools, job-board credits and candidate management technology, automating where possible, resulting in both time and cost efficiencies.
Cost saving
Posting job adverts is expensive, so we cover that cost and not only post them on your behalf, but create awesome adverts for you too. A decent agency will always provide replacements or rebates if they provide someone that you're not happy with.
<blockquote>"Within our Engineering Technology division, we have a diamond guarantee that goes beyond recruitment standard practices. We are so confident that your new hires will be the right fit for your business, that if you're not happy with one of our candidates or the service we provide, you don't pay. In fact, we go further than that - if we place someone in a permanent position and they leave within the first 100 days, and we aren't able to re-fill it for you, we refund you 110%." - James Spurling, Associate Director, Carbon60.&nbsp;</blockquote>
Give us a try!
We hope those are enough compelling reasons to use a specialist recruitment agency if you don't already, and we would love to chat to you if you're looking to use our services in future.
Call us on 01329 227000 or email us at&nbsp;<a href="mailto:enquiries@carbon60global.com?subject=Specialist%20Recruitment">enquiries@carbon60global.com</a>

Hear us out - this is why you should use Carbon60.

We don't use agencies

Several aspects of the recruitment process have changed over the years, for both employers and candidates. In many sectors, one of the biggest changes for candidates has been the increase in choices available to them. This has had a knock on effect for employers.
With so much competition for the best candidates, using traditional recruitment methods is no longer enough, while it also takes more than just a good salary to attract and retain people. Businesses now need to promote themselves in the best possible light to candidates.
This is commonly known as employer branding. By showcasing your culture, benefits and ways of working, you can position yourself as an attractive place to work. The likes of Google and Apple are commonly mentioned as desirable employers, and it&rsquo;s not just because of their business success, but their Employee Value Proposition (EVP). Meanwhile, data from LinkedIn suggests that companies with a strong employer brand see 50% more qualified applicants.
This makes it a critical part of your recruitment process, and one of the fundamentals of your overall business strategy. You&rsquo;d do everything you can to build an appealing brand that brings in customers &ndash; why not pay the same attention to candidates?
Of course, employer branding isn&rsquo;t a magic bullet solution for all of your talent acquisition needs, but it certainly plays a big part. Here are just some of the ways it can benefit you.
<h3>Attracting top talent </h3>
More and more candidates want to work for a company that aligns with their values. By marketing your business in the right way, you will get them coming to you. Think about employer branding in a similar way to storytelling &ndash; you have to let people know what you do, what you stand for and what it&rsquo;s like to work for you.
Authenticity is key &ndash; communicate your mission, vision and values in a way that&rsquo;s real and believable.
A big part of employer branding is using the right channels to tell your story. For example, Millennials and Generation Z make up a big part of the workforce, and will continue to do so. These groups are highly active on social media platforms like Instagram and LinkedIn, so use them to promote your employer brand. Things like employee stories or behind the scenes snapshots of your business always go down well.
Some companies also incorporate these channels into the actual candidate journey. For example, they use social media to build connections and have conversations with potential hires, making it a two way conversation rather than pure promotion.
<h3>Saving time&hellip;.</h3>
A strong employer brand will mean a bigger pipeline of talent is available to you, perhaps following you on social media, or having registered on your website. This means you can actually start the process of screening and vetting candidates earlier, and begin interviewing almost as soon as you have a vacancy.
In addition, candidates who you reach out to are likely to respond to hiring managers or recruiters a lot sooner, as they will already be familiar with your brand.
All of this speeds up the recruitment process, reducing your time-to-fill. In such a competitive market, this could be the difference between bringing in a top tier candidate, and losing them to another company.
<h3>&hellip;.and money</h3>
A quicker process also means you can fill more roles in a short period of time, bringing down your cost per hire &ndash; and this isn&rsquo;t the only financial saving.
Having an attractive employer brand also means you need to spend less money on recruitment marketing and other hiring process. In some cases, you may even be able to get a candidate on a lower salary than expected if they&rsquo;re eager to join.
After all, research from Talent Now shows that 50% of candidates wouldn&rsquo;t work for a company with a bad reputation, even for a pay rise. So while your budget may only stretch to a figure that&rsquo;s lower than a competitor, having a better reputation may just tip the scales in your favour.
<h3>Increasing staff retention</h3>
The employer brand isn&rsquo;t just about new candidates and their perception of you. It also incorporates the employee experience &ndash; in other words, how your existing staff feel about you.
It&rsquo;s difficult to position yourself as a desirable employer if people are constantly leaving. That&rsquo;s why a solid employer brand strategy has to take the employee experience into account. This starts from onboarding &ndash; the first 100 days in particular are key. Make sure staff buy into your culture and values and are staying engaged. Attrition can always be a problem for organisations, but if you create a good working environment, this can be prevented.
Don&rsquo;t forget that existing employees are the ones who offer the most reliable insight into what working for you is actually like. They could be your biggest advocates, but also do the most damage to your employer brand. Social media and dedicated employee review websites such as Glassdoor have made it easier than ever for employees to tell people about your business, so ensure you create a positive experience at all times.
If you get this part of your employer brand right, you will naturally find your staff becoming ambassadors. Not only will they stay with the company, but they&rsquo;ll recommend you to others &ndash; further increasing your pipeline and reducing recruitment costs.
<h3>Building trust with customers</h3>
Good recruitment leads to good business. There&rsquo;s a famous Richard Branson quote that&rsquo;s often used when talking about this subject:
&ldquo;Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients.&rdquo;
The reason it&rsquo;s often used is because it&rsquo;s true. The success of a business depends on having talent and motivated people working within it. Focusing on your employer brand will help you attract the best people, and keep them engaged. This will translate into a better experience for your customers, and increase your credibility with them.
One common factor which links all of the best employer brands, is a focus on people. The days of being able to attract candidates with just a good salary and pension are gone. Things like work-life balance, company culture and employee wellbeing are big priorities for candidates, and should be for businesses too. This then needs to be communicated to them in the right way, using the right channels.
The employer brand was once seen as a nice-to-have, or an expensive addition to traditional recruitment. But with so many companies fighting for the same talent, and the needs of candidates also changing, it&rsquo;s now an essential part of your recruitment toolkit.
If you would like to know more about how Carbon60 can help with your employer branding, <a href="https://www.carbon60global.com/contact-us">please get in touch.&nbsp;</a>

By showcasing your culture, benefits and ways of working, you can position yourself as an attractive place to work, helping to attract top talent, save time & money in your recruitment process.

Using employer branding to boost your recruitment process

The IR35 legislation has now been delayed for a year, until 6th April 2021, as a result of the uncertainty caused by the coronavirus pandemic. It's still important to prepare for IR35, so if you have any questions, please don't hesitate to contact us.
With the reform to the IR35 legislation coming to the private sector in April 2020, now is the time to start preparing. With the onus of assessing compliance to this tax law now shifting to the fee-payer (be that your business if you engage directly, or your recruitment agency partner) rather than the individual contractor themselves. Failure to prepare could result in hefty fines, increased costs or loss of talent.
However, this process doesn't need to be difficult! There are some simple tasks you can do right now to start this process:
<h3>Work out if your business will be affected</h3>
These reforms are first being rolled out in the private sector to medium and large businesses. That means if you qualify as a small business then you don't yet need to make any changes.
A business is deemed to be 'small' if it meets 2 or more of the following criteria within a 12-month period:&nbsp;
<ul>
<li>Turnover not more than &pound;10.2 million</li>
<li>Balance sheet total not more than &pound;5.1 million</li>
<li>Fewer than 50 employees</li>
</ul>
As a tax legislation, this also only applies to contractors, so you will only need to consider this if you are actively engaging contractors who will still be working on the April 2020 deadline.
<h3>Map out the operating structures of your contractor workforce</h3>
If you don't classify as a small business you need to move on to the next step, which is understanding the contractor base you have.
The legislation is aimed at targeting 'disguised employment' of those working as a PSC (Personal Service Company) also known as Limited Company Contractors.
It is essential that you understand which of the contractors in your business are operating in the way so you can assess their roles. Other operating structures that could be in place are:
<ul>
<li>All PSCs (high risk)</li>
<li>PAYE Umbrella (no risk)</li>
<li>Direct PAYE (no risk)</li>
<li>Agency PAYE (no risk)</li>
<li>Other* (high risk)</li>
</ul>
*if you don't know how the contractor is operating, this is also high-risk, and we would recommend moving on to the next stage for these individuals too.
It could be that you don't have access to this information, especially if you're working with a recruitment partner, so you may need to request this information from them. With this information you will then be able to work out which roles in your business are high-risk, and make the necessary preparations.
<h3>Use the CEST tool to assess high-risk roles</h3>
CEST (Checking Employment Status for Tax) is a tool from HMRC which allows you to answer a series of questions about a role to assess if they would fall inside or outside IR35.
You only need to do this for every role type, not every contractor, providing that they are managed the same, and you will likely need to work closely with the Hiring Manager/Line Manager of that role to gather all of the information you need to be able to complete the questions.
If this tool considers the role to be inside of IR35 and you have contractors operating via a PSC, you will need to start communicating with them that they will need to change the way they operate from April 2020.&nbsp;
If the role is deemed to be outside IR35, great! This means that your contractors working via PSCs are compliant and will not need to make any changes to how they operate. We recommend that you produce an SDS (Status Determination Statement) and share this with the worker and their relevant the recruitment agency. This is your defence in the event of a claim from HMRC.

April 2020 is just round the corner, so now is the time to start preparing.

Three ways you need to be preparing for IR35

The IR35 legislation has now been delayed for a year, until 6th April 2021, as a result of the uncertainty caused by the coronavirus pandemic. It's still important to prepare for IR35, so if you have any questions, please don't hesitate to contact us.
With the IR35 legislation reform coming to the private sector in April 2020, now is the perfect time to familiarise yourself with the preparations necessary for contractors who are operating via a Personal Service Company (PSC).
Here are three easy ways to make sure you are aware of how this might impact you:
<h3>How do I know whether I'll be affected by the change to legislation?</h3>
You will only be affected if you are working as a PSC, also known as a Limited Company Contractor.
Up until now it has been the contractor's responsibility to determine whether they fall inside or outside of the scope of IR35, but the change in legislation now means that the onus is on the company with which you are providing services ('client') to notify you.
Should you be notified that your role is inside IR35, you may want to change the way you operate from April 2020. If you are providing services through a recruitment agency, and they pay your company fees, it would be worth discussing your options with them.
It is also worth noting that IR35 only applies to medium and large companies who meet at least two of the following criteria:
<ul>
<li>An annual turnover of &pound;10.2 million or more</li>
<li>A balance sheet of &pound;5.1 million or more</li>
<li>Over 50 PAYE employees</li>
</ul>
You can find most of this information on Companies House <a href="https://www.gov.uk/government/organisations/companies-house" target="_blank" rel="noopener noreferrer">here</a>, but in any event you should confirm with the client.
<h3>I have been informed that my role is inside the IR35 legislation. What do I do now?&nbsp;</h3>
Firstly, don't panic! It might seem overwhelming, but it just means you need to make sure that the way you operate is compliant. Should you choose to remain as PSC, then the organisation paying your company feed will need to make appropriate deductions for employment taxes, and this is likely to result in a change in your contract. However, there are alternative methods of payment for you to consider.
By becoming a PAYE employee, either directly with the end client, with your agency or through an umbrella company, IR35 will no longer apply and you will become eligible for additional benefits as an employee.
<h3>What should I do if I'm not happy with the response from the company or my recruitment agency?&nbsp;</h3>
The client has a duty to carry out the assessment using reasonable care but if you do not agree with their findings you can challenge the decision and the client shall have 45 days to respond.
You can make your own assessment by using the CEST tool on the gov.uk website <a href="https://www.gov.uk/guidance/check-employment-status-for-tax">here</a>. Please note however that the client may stand by their original decision. When completing the tool, you will be asked to provide a range of information including:&nbsp;
<ul>
<li>Your responsibilities</li>
<li>Who decides what work you do</li>
<li>Who decides when, where and why the work is done</li>
<li>How you are paid, and if the contract includes benefits or reimbursements</li>
</ul>
HMRC has stated they will stand by the results of the CEST tool in the event of an investigation or legal dispute, provided that the tool has been used correctly.
IR35 may sound complicated, but getting advice from appropriate sources will help you through the transition period. This could be from your own tax advisor or the organisation that pays your company fees.
For more information, or if you have any questions, please don't hesitate to contact us <a href="https://www.carbon60global.com/contact-us">here</a>.

Contractors, get ready for IR35 with our latest blog.

Three ways for contractors to prepare for IR35

I regularly speak to Training &amp; Engineering managers in leading MRO businesses and many of them are faced with the same challenges.&nbsp;
There is a chronic shortage of licensed engineers within the industry, which is resulting in more and more pressure on training departments to train up individuals to fill this void.
It makes sense. If you don't have them, train them. Yet in reality this training is expensive and takes staff away from the business and out of productive work in other roles.&nbsp;
That is where we need to look at this problem differently. There is apprenticeship funding available in the form of your apprenticeship levy, meaning you could make your costly aviation engineering training cost neutral. Now I know you want to know more.
The apprenticeship levy isn't just another tax for big businesses
When the apprenticeship levy was introduced in 2017 many corporate businesses saw it as an additional tax. It is true that all businesses with a wage bill over &pound;3m need to pay 0.5% into the apprenticeship levy, but this isn't a tax, it's an investment piece.&nbsp;
You can draw down from this pot to fund training and development for your workforce and, if it runs out, you only pay 5% of the training costs, with the rest funded by the government.
If an employer has not paid the levy and would like to train an apprentice, they need to co-invest. For new starters from 1st April 2019, the employer has to pay 5% of the cost of training and assessment for their apprentices. Government funding of 95% is provided to cover the remaining costs.
I thought apprenticeships were for 16-18-year-olds?
It's a common misconception that apprenticeships are reserved for school leavers as an entry to the world of work. Yet apprenticeships are available to everyone in your workplace, regardless of age or ability. It doesn't just have to be for new employees either. You can enroll your current staff on an apprenticeship at any time.
Over a third of employees at Carbon60 are enrolled in an apprenticeship, from Level 2 Business Administration to Level 5 CMI Management, aged from 18 to our oldest learner in their late 50s, and all funded by the apprenticeship levy.&nbsp;
You have 24 months to use it, or you'll lose it
Once money is added to your levy pot, it has a life span of just two years, so this really is a use-it-or-lose-it scenario.
But this shouldn't discourage you from accessing it, as you are adding to the levy every month with your payroll. So as &pound;1 expires it is likely another is being added and can continue to fund training.
I would encourage you to take the time to consider accessing your apprenticeship levy, so as not to lose out, and to ensure the funding is utilised to increase productivity and ultimately aid the growth of your business. Your estimated funds that are due to expire can also be viewed in your employer digital account.
Need more information on apprenticeship or how to unlock your levy? Book in a call with me to chat through your options.&nbsp;

Making the most of your Apprenticeship Levy could be a key part of your company's future. Find out more about what means for you. 

Three things you might not know about the apprenticeship levy

There are a lot of things out of our control but a great way for us to help ourselves and our teams to look after our mental health is to focus on what we can control.
<h2>The Research</h2>
Sleep has long been a mystery to the scientific community, however we know that getting enough sleep is essential in maintaining good mental health. As part of #mentalhealthawarenessweek we want to explore how employers can support their employees to create better sleeping habits.
<a href="https://www.sleepfoundation.org/articles/how-much-sleep-do-we-really-need" target="_blank" rel="noopener noreferrer">Studies have shown</a> that 7-9 hours of sleep every night are needed to allow the body to restore and rejuvenate. Sleep is an essential part of the body's process of controlling our emotions by triggering the right hormones. Not getting enough sleep disrupts this process, which in the short term can cause mood swings and in the long term can increase the likelihood of mental health problems.
And in a world where people face a number of personal and professional challenges, there's an increased risk of negative thoughts and anxiety becoming overwhelming, leading to problems with sleep, and if someone has an existing sleep problem this can make things even worse. This close relationship between sleep and mental health can lead to a vicious cycle if either the initial sleep or mental health issue goes unaddressed.
A sleep-deprived workforce can be 57% less productive, 1/3 less alert, suffer from a lack of engagement and creativity, and decreased powers of decision-making and problem-solving. Working 70 hours a week might mean they get everything done, but is it worth it if they have to take time off for stress?
<h2>What can employers do to help employees create better sleep habits?</h2>
Pressure at work can be a big contributing factor to stress, worry &amp; anxiety, so it's part of an employer's responsibility to support their people to counteract this. Here are some simple things you can do to help your team:
<h2>Recognise the importance of sleep</h2>
<ul>
<li>Have open conversations about the importance of sleep with your employees, and make sure they know how important it is to you to provide support.</li>
<li>Ask if there's any help they need from you specifically.</li>
<li>Set up training sessions with tips on how to improve their sleep, including changing their routine, sleep environment &amp; lifestyle choices. Mentalhealth.org have some useful information, which can be found <a href="https://www.mentalhealth.org.uk/publications/how-sleep-better" target="_blank" rel="noopener noreferrer">here</a>.</li>
</ul>
<h2>Managing workload</h2>
<ul>
<li>Make sure your employees don't have too much on their plates. This can be a difficult thing to admit for some people, so make it an open, positive conversation and set your expectations, so that no-one feels chastised for not feeling able to complete all the work they've been set.&nbsp;</li>
<li>Help them to prioritise their workload by explaining which projects or tasks are most important to you as a manager, and set aside ones that aren't, allowing them to free up some time in their schedule.</li>
<li>Once the burden of an excessive workload has been taken away, stress &amp; anxiety levels may decrease, making falling asleep easier.</li>
</ul>
<h2>Assess working hours</h2>
<ul>
<li>We've all had to get used to working in different ways in recent years, and lots of businesses have realised that although having people in the office together can result in a really positive working environment, they've been forced to see the benefits of working from home some of the time.</li>
<li>The lack of a commute means people get to spend more time at home, and maybe even more time asleep - although we're sure the parents among you would disagree!</li>
<li>A better work-life balance can give people more time to focus on personal relationships and hobbies, resulting in reduced levels of stress and anxiety, and a better night's sleep.</li>
</ul>
<h2>Set boundaries</h2>
<ul>
<li>If your employees are in a 9-5 role, encourage them to log off and shut down when they're supposed to. If they've got too much work to finish on time, then you need to refer back to&nbsp;managing their workload&nbsp;and make sure they haven't got too much on. Some people enjoy working longer than necessary, but it can have a detrimental effect on their mental health that they might not notice until it's too late.</li>
</ul>
<h2>Set an example and put an embargo on emails</h2>
<ul>
<li>If you're encouraging your employees to clock off on time and get a good night's sleep, then you should follow suit. Sending them emails late into the night that they don't see until the next morning can cause them to feel guilt that they're not putting in as many hours as you, which can be a source of stress.</li>
<li>If they won't see your emails until the next morning, then don't send them until then, to prevent any angst that they're missing out.</li>
<li>Although the welfare of your workforce is important, managers have to be fighting fit as well in order to lead a team, so think about how your own work-life balance is affected by your workload.</li>
</ul>
For more information on the relationship between sleep &amp; mental health, take a look at these resources:
<a href="https://www.mind.org.uk/information-support/types-of-mental-health-problems/sleep-problems/sleep-problems/" target="_blank" rel="noopener noreferrer">https://www.mind.org.uk/information-support/types-of-mental-health-problems/sleep-problems/sleep-problems/</a> <a href="https://www.mentalhealth.org.uk/publications/how-sleep-better" target="_blank" rel="noopener noreferrer">https://www.mentalhealth.org.uk/publications/how-sleep-better</a> 
<a href="https://www.sleepfoundation.org/articles/why-do-we-need-sleep" target="_blank" rel="noopener noreferrer">https://www.sleepfoundation.org/articles/why-do-we-need-sleep</a>

Getting enough sleep is essential for maintaining good mental health, and we want to explore how employers can help their employees create better sleep habits.

The Importance of Sleep for Good Mental Health

As we strive to make the world a more diverse and inclusive place for all, workplace inclusivity is of huge importance. Afterall, many people spend more time at work than they do anywhere else, so the experiences of working life have the power to positively or negatively impact employee performance and, most importantly, their mental health, happiness and life in general.
With this in mind, join us as we investigate how inclusive workplaces have been, and currently are, for LGBTQ+ people; the power of ensuring your workplace is LGBTQ+ inclusive; and top tips for ensuring a working environment is as inclusive for all as it can be. &nbsp;
<h2>Unlocking Potential: The Power of Making Workplaces LGBTQ+ Inclusive</h2>
It should go without saying that a more diverse, inclusive workplace (and workforce) is likely going to be a stronger, more skilled and experienced, and more productive. And, most importantly, people will feel like they are able to be &ndash; and blossom as &ndash; their most authentic selves, working in friendlier, happier, and more welcoming places to be.
However, with some organisations still behind the inclusivity curve, it is important to continue to promote the potential and power of making workplaces LGBTQ+ inclusive, and there are no better ways to promote it than through sharing the experiences of LGBTQ+ employees.
Below are just a few of the benefits of an LGBTQ+ inclusive workplace, <a href="https://www.stonewall.org.uk/about-us/news/8-lgbtq-people-describe-power-workplace-inclusion">according to a blog from Stonewall, who asked 8 LGBTQ+ people for their first-hand opinions and experiences</a>:
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Great HR teams and procedures help employees inside and outside work
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Healthier working cultures make for more confident employees
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Employees can discover and celebrate their authentic selves
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Championing LGBTQ+ inclusion from the top down dramatically changes employees&rsquo; experiences
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Embedding LGBTQ+ inclusion transforms the entire culture of an organisation
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; LGBTQ+ employees bring unique perspectives across your work
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; LGBTQ+ inclusion means attracting and retaining excellent staff
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Inclusive workplaces give hope to isolated LGBTQ+ people
<h2>How LGBTQ+ Inclusive are Workplaces Currently?</h2>
Various pieces of research and articles offering insights into LGBTQ+ workplace inclusivity suggest that, whilst many employers are taking action to ensure the environment for their people is diverse and inclusive for all, there is still plenty of work to be done, with many LGBTQ+ workers citing negative bias and experiences, including &ndash; in the worst cases &ndash; discrimination, harassment and bullying.
Examples:
-&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <a href="https://www.tuc.org.uk/research-analysis/reports/being-lgbt-work">The TUC&rsquo;s &lsquo;Being LGBT+ at Work&rsquo; study from June 2023</a> found that, whilst people have seen progress, &ldquo;homophobia and biphobia are by no means extinct in the workplace&rdquo;. Many respondents described, for example, &ldquo;discriminatory and bullying experiences such as being outed by colleagues or being persistently misgendered&rdquo;; and that workplace culture is &ldquo;slower to improve&rdquo; than workplace policies. It was also found that trans and non-binary stuff faced the most workplaces challenges, with progress of trans inclusion going backwards.
-&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <a href="https://www.deloitte.com/global/en/issues/work/content/lgbt-at-work.html">Deloitte&rsquo;s Global 2023 LGBT+ Inclusion @ Work report</a> also found evidence of the challenges LGBTQ+ workers experience in the workplace, both directly and indirectly. It found that whilst six out of 10 respondents &ldquo;believe it is important to be able to be out at work about their sexual orientation&rdquo;, less than half felt comfortable being out with everyone in their workplace, and that a third of them would only be out with select colleagues. Many worried about being treated differently if they were out in their workplace, even citing fears for their personal safety.
-&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Meanwhile, the <a href="https://www.cipd.org/uk/knowledge/reports/inclusion-perspectives-lgbt/">CIPD Inclusion at work: perspectives on LGBT+ working lives</a> research found that &ldquo;Forty percent of LGB+ workers and 55% of trans workers have experienced such conflict, compared with 29% of heterosexual, cisgender employees. In addition, a higher proportion of LGB+ workers (16%) feel psychologically unsafe in the workplace compared with heterosexual workers (10%), while for trans workers, this figure is even higher at 18%.&rdquo;
<h2>Top Tips for Creating a LGBTQ+ Inclusive Workplace</h2>
As previously mentioned, and as supported by some of the research and experiences discussed above, many employers and organisations have made, or are in the process of making, their workplace inclusive for all.
But they can&rsquo;t rest on their laurels. And those companies which are still lagging must be prepared and ready to make a change.
That&rsquo;s why expert guidance, advice and support is essential, and why tips and suggestions such as <a href="https://www.stonewall.org.uk/about-us/news/top-10-tips-lgbt-inclusion-workplace">Stonewall&rsquo;s Tips for LGBT Inclusion in the Workplace</a>, as listed below, are so important to not only learn about, but implement too. &nbsp;
1. Ensure that your policies are fully inclusive of LGBT people
2. Get people involved across your organisation
3. Reward those involved in your LGBT network group
4. Decide upon a clear strategy and tactics
5. Engage staff members who don&rsquo;t identify as LGBT
6. Ensure senior support
7. Speak to your staff
8. Understand your staff
9. Celebrate your successes

The workplace should be a diverse and inclusive environment for all; somewhere where every employee can feel safe, accepted, can perform to their very best, and always be their true, most authentic self. 

The Importance of LGBTQ+ Inclusive Workplaces

The Labour Government&rsquo;s 2024 Autumn Budget announcement revealed significant changes to various policies, including some that would include increases to taxation and costs.
Whilst such increases are being implemented with raising funds to reduce the UK&rsquo;s fiscal deficit in mind, the potential impact of them on industries, organisations and their employees are expected to be considerable, with&nbsp; impacts on recruitment, growth potential and talent retention expected.
Understanding the challenges of the employer National Insurance contributions and their implications are vital to understanding how a company can react to them with the growth of their business and their workforce in mind.
<h2>How can employers react to impact of the National Insurance change?</h2>
Planning and implementing effective strategies for talent recruitment and retention can help to minimise the potential impact of the NI increase and enable an organisation to continue the growth and development of their workforce and business, with a focus on the objective of finding, hiring and keeping the right people, with the right skills required.
This is where Carbon60&rsquo;s recruitment expertise and experience of connecting engineering and technical organisations with the best talent available can pay dividends.
By investing in our talent solutions, from specialist search to temporary and permanent workforce services, a company benefits from our ability to create strategies and plans suited to their specific goals, and find, attract, hire and retain people &ndash; from a diverse, multi-skilled pool of talent &ndash; who&rsquo;ll help their business grow too.&nbsp;
<h2>Potential Impact on Recruitment and Talent Retention</h2>
The National Insurance increase has the potential to influence an organisation and the way it operates way beyond its expenditure, profits and overheads.
Whilst a hike in company spend and taxation will always make headlines, implications often unseen from the &lsquo;outside world&rsquo; may have the biggest impact. It is rather what the increased spend and cost will influence that&rsquo;ll potentially matter most, leading to changes in the way that an organisation, its working environment and its people operate.
Talent recruitment and retention, for example, is always affected by economic changes, and it is safe to expect the employer National Insurance rise to alter the way businesses approach the hiring of new talent, as well as keeping hold of existing workforces.
As a result of the higher employment costs, companies could face various challenges including, but not limited to, the following:
<ul>
<li>Changing recruitment plans - with higher costs there may be less budget available to make new hires, particularly for higher-salaried, full-time roles. This could significantly alter recruitment and growth plans and objectives.</li>
<li>Pay structure and promotion reviews -&nbsp;any planned pay reviews and increases could be considered unmanageable when factoring in the new additional costs involved with employer contributions and tax. Additionally, staff promotions &ndash; to higher responsibility, and therefore higher-paid roles &ndash; could become less likely.</li>
<li>Limited training and development budgets - growing employer costs can impact employees beyond their pay packets. In addition to the potential for pay and promotion reviews, training and development opportunities could decrease as part of cost cutting measures.</li>
<li>Potential layoffs - some businesses, in particular SMEs, may not only have less scope to hire for growth, but in extreme cases may in fact struggle to afford to retain their existing workforce, who could look elsewhere to find the growth opportunities and wage increases they were hoping for.</li>
<li>Financial Strategy reviews - growing employment costs will naturally impact the overall costs for a company, leading to a need to reassess overall budgets across an organisation and review how overall operations may be impacted.</li>
<li>Higher costs for consumers/clients - profits are power. Always. In the fact of higher costs, companies may be forces to raise the prices for the products and/or services they provide &ndash; knocking on the effect of employment costs on to consumers/clients who may find themselves forced to look elsewhere to save money themselves.</li>
</ul>
<h2>How We Can Support You</h2>
Carbon60 and our experts are here to help you navigate the changes to the employer National Insurance contributions, and ensure that you remain agile and competitive as you strive to find, hire and retain the very best talent for your requirements.&nbsp; This is not just a compliance challenge; it is also an opportunity to reimagine how your business engages with its workforce. We&rsquo;re here to work in partnership with you and help you do just that. If you&rsquo;d like further insights or need support in preparing for these changes, feel free to get in touch with Andy Morris, Client Solutions Director, via email: andrew.morris@carbon60global.com

With significant increases to employer’s National Insurance contributions announced in the Autumn 2024 Budget, companies must react to potential impacts on recruitment and retention. 

The Impact of the National Insurance Change on Employers and Recruitment

The UK may be a small country, but it&rsquo;s never been short of big ideas. Just look at our history. We&rsquo;ve repeatedly innovated, invested, and invented to improve the way we work and meet our goals. Long before official recruitment partners existed, employers were looking further afield to find talent that could help make their dreams a reality. 
In the first industrial revolution, it was mainly Irish workers (known as &lsquo;navvies&rsquo; &ndash; short for &lsquo;navigators&rsquo;) who helped to build our canals and railways. The second industrial revolution, involving the rapid growth of Britain&rsquo;s factories, also brought in migrant workforces to support. And it was Irish nationals once again who made up a large percentage of the labour responsible for constructing the UK&rsquo;s major motorways in the 1950s. Fast forward to the more recent evolution of IT and technology and we continue to witness huge shifts in the world of work. Our businesses are online - remote working is not only possible but conventional &ndash; and social media and video calls are part of everyday life. Not to mention the technological advances in big data, machinery and equipment that make our workplaces more productive, efficient, and often safer. 
But did you know we&rsquo;re about to see the next big shift in the way we work? It&rsquo;s time to prepare for the Green Industrial Revolution. But unlike historical developments, this is the first revolution of its kind that has the potential to be truly global. Change is required from first and third-world countries equally, and could result in skills and services levelling out like never before. For recruitment, could this mean a revolution that actually slows skills migration and adds to already challenging skills shortages?
<h2>What is the green industrial revolution?</h2>
Now a top priority for government and private sector companies alike, the Green Industrial Revolution is set to change the face of how we work for good. The Green Industrial Revolution is designed to slow down and/or reverse global climate change, with the government committing to invest &pound;12bn to create and support up to 250,000 green jobs. They&rsquo;ve cited that this period of recovery following COVID-19 provides the UK with an opportunity to &ldquo;build back better and invest in making the UK a global leader in green technologies.&rdquo;
The government&rsquo;s ten-point plan includes:
<ul>
<li>Advancing offshore wind </li>
<li>Driving the growth of low-carbon hydrogen</li>
<li>Delivering new and advanced nuclear power </li>
<li>Accelerating the shift to zero-emission vehicles </li>
<li>Green public transport, cycling and walking </li>
<li>&lsquo;Jet zero&rsquo; and green ships</li>
<li>Greener buildings</li>
<li>Investing in carbon capture, usage, and storage </li>
<li>Protecting our natural environment</li>
<li>Green finance and innovation</li>
</ul>
<h2>The effect of the green industrial revolution on our sectors</h2>
But what does the Green Industrial Revolution mean for Carbon60 and our clients? 
Immersed in our specialist areas &ndash;<a href="~/link.aspx?_id=2670D41778E74B48B9D4696088017EE8&amp;_z=z"> aerospace &amp; defence</a>; <a href="~/link.aspx?_id=0481B8B12DF34C1A8620ECA2163DEF13&amp;_z=z">building, construction &amp; infrastructure;</a>&nbsp;<a href="~/link.aspx?_id=68D1FB64687643F787DFD1986A595CC0&amp;_z=z">manufacturing &amp; technologies</a>; <a href="~/link.aspx?_id=BBAF32C0196449289D70758EBDDA63FD&amp;_z=z">energy &amp; renewables</a> &ndash; we&rsquo;ve been considering the effects the green industrial revolution may have on each. 
For aerospace and defence, we&rsquo;ll likely see the sector looking at improvements in fuel efficiency, energy consumption and the investment and development of alternative non-fossil-based combustion fuels. In building and construction, the spotlight will be on things like insulation improvements and energy efficient heating and cooling systems. Demand for modular construction will almost certainly increase too. 
And in manufacturing, we&rsquo;re expecting to see proactive steps towards waste reduction, automation, and a rise in sustainable materials.&nbsp;But while this latest revolution will undoubtedly alter the future work across all our sectors, it&rsquo;s energy &amp; renewables that will be affected the most. 
The energy sector has been under pressure to reduce its carbon emissions for some time &ndash; long before the government&rsquo;s most recent plans. And in response, many traditional oil and gas companies are now switching their focus&nbsp;to greener, cleaner energy and renewable investments. Where diversifying into more environmental forms of energy generation (such as hydropower, biomass, geothermal, wind and solar energy) simply isn&rsquo;t viable, businesses are implementing alternative innovative solutions to lower their carbon footprint. 
Like other industries, energy giants are streamlining processes and improving efficiencies. But they&rsquo;re also recycling water and used oil in their operations and are working to reduce methane emissions using the latest tech. Technology is also helping oil and gas specialists to measure and monitor their outputs, providing them with insight for making safer, more sustainable business decisions.
At Carbon60, we have a specific interest in renewables. As well as hydrogen, biomass and energy from waste being a current focus, solar energy is fast becoming increasingly popular in the UK. With household names like Amazon investing heavily in solar energy to power their distribution centres, we&rsquo;re excited to support our client&rsquo;s growth in this budding area. As we move into a new era of greener, cleaner working, we&rsquo;re keen to achieve our own goal of helping to engineer a more sustainable future for us all.
<h2>The future of recruitment</h2>
In the recruitment world, the knock-on effect will be an increase in greener jobs,&nbsp;particularly those in solar power. With research and development in progress for a solar power plant in space, the possibilities are clearly limitless!
We&rsquo;re also anticipating a shift in the way people work. Remote and flexible options aren&rsquo;t going away any time soon; in fact, we envisage them increasing. Where people do travel to work, expect to see a surge in the use of public transport, alongside a decline in business travel.&nbsp;The use of suppliers is also likely to move towards local and/or more ethical, environmentally-sound companies.
 It&rsquo;s these kinds of trends that are currently shaping the ever-evolving world of recruitment. To support our clients, we&rsquo;re building teams of specialist green recruiters and are using our skills and reach in more traditional engineering markets to identify workforces with skills that can migrate into the emerging green engineering sectors. 
Internally, Impellam, our parent company, has already moved to green energy and we&rsquo;re encouraging our company car drivers to select electric vehicles through salary-sacrifice lease schemes.&nbsp;Are you ready for the Green Industrial Revolution? Changes are coming, and companies need to be prepared. While it may mean some rethinking and adjustment, the outcomes will benefit us, and our planet, long-term.
&nbsp;
We&rsquo;re excited and ready to assist employers as they invest in workforce skills that align with the aims of the Green Industrial Revolution.
&nbsp;

The green industrial revolution is the first of its kind that has the potential to be truly global. But how will this affect the future of engineering?

The Green Industrial Revolution: How will it affect our sectors?

2018 is the Year of Engineering in the UK. There are numerous campaigns running this year that aim to promote diversity within the broader engineering sector, and which celebrate initiatives that support industry changes to demographical imbalances. Such campaigns aim to ensure construction industry work forces mirror the communities for whom they develop, construct and maintain societal infrastructure.&nbsp;
The benefits of a diverse and inclusive workforce are extensive, and the scale of skill shortages in the industry is a well-known, ongoing challenge. Sobering statistics such as those in a <a href="https://www.arcadis.com/media/3/B/0/%7B3B0EED0D-0F16-4414-9540-F3C51A0AE199%7D9784_Talent%20Scale%20180817.pdf" target="_blank" rel="noopener noreferrer">2017 report from Arcadis</a>&nbsp;indicate that the industry needs to recruit one construction worker every 77 seconds to meet 2021 project demand.
One of the fundamental problems with truly making changes is looking at how - and from where - the industry recruits. STEM and apprentice initiatives are being encouraged within the industry, but these initiatives are strong leadership solutions for a future generation.
The race and desire post-recession to rebuild capability, to second into clients ahead of competitors - to fill vacancies quickly in tight market conditions &ndash; have contributed to an industry tendency to search for individuals from within ever-decreasing talent pools. There is a risk that these recruitment practices could hold back the diversity agenda.
According to findings from the 2017 RICS All Party Parliamentary Group for Excellence in the Built Environment, &lsquo;only 13% of chartered surveyors and 28% of trainees are women and across the whole of the construction sector, employing over 2.5 million people, women comprise just 11%.&rsquo; It is inevitable then that if we only consider individuals with construction-specific industry experience, it won&rsquo;t be possible to make significant changes to that demographic in the short term.
If we are going to truly look at diversity, we need to look more broadly than just protected characteristics and look at diversity of culture, perception, skills, and experience. We need to look at potential, transferable skills, and the ability to adapt. As well as valuable career returner&rsquo;s initiatives, we need to promote the benefits of the industry to other sectors as part of a career changer initiative.
If we are going to address short term skill shortages, we need to start to think bigger and broader. We need to consider where else we can find people who have the stakeholder skills, entrepreneurial ability, drive to deliver, to innovate and adapt. After all, technical ability can be trained, or directed by those who&rsquo;ve already learned to think strategically, understand the needs of clients, lead and innovate in other industries. LEAN construction methodologies are a good example of where the industry has benefited by looking at how things are done elsewhere.
We&rsquo;re currently talking to industry associations and leaders to understand how we can evolve the landscape. If you want to be part of the discussion contact <a href="mailto:ian.potter@carbon60global.com?subject=Drive%20for%20Diversity">ian.potter@carbon60global.com</a>&nbsp;
&nbsp;

Promotion of diversity within the construction industry will help address critical skills gaps.

The Drive for Diversity in Construction

For a STEM industry, engineering and construction (E&amp;C) is surprisingly tech shy. McKinsey Global Institute&rsquo;s Industry Digitization Index once named <a href="https://www.mckinsey.com/business-functions/operations/our-insights/decoding-digital-transformation-in-construction">E&amp;C as one of the least digitized industries globally</a>. And more recently, <a href="http://constructioncloud.autodesk.com/rs/572-JSV-775/images/Autodesk-IDC-Digital%20Transformation_The-Future-of-Connected-Construction.pdf">research from IDC and Autodesk</a> found that just 13% of construction businesses were striding ahead in their digital transformation journeys &ndash; despite 72% citing digitization as a key strategic priority.
Yet the potential for digital in the E&amp;C sector is significant, not least because some of the most pressing issues worldwide rely on this intersection &ndash; such as the development of smart cities and faster construction to house a growing population, the threat of climate change and the role of sustainable development, and the rise of cyberwarfare over the last decade.
At an industry level, digitisation also promises to improve project efficiency, management, costs, and planning &ndash; according to McKinsey, <a href="https://www.mckinsey.com/business-functions/operations/our-insights/decoding-digital-transformation-in-construction">digital transformation in the E&amp;C sector could improve productivity by 14-15% and reduce costs by 4-6%</a>. With rising demands for construction projects (<a href="https://www.constructionnews.co.uk/data/industry-hails-jump-in-construction-workloads-14-01-2022/">workloads in the UK rose by 3.5% between October and November 2021</a>), compounded by a tough market (<a href="https://www.constructionnews.co.uk/contractors/mace/mace-hikes-tender-price-inflation-forecast-for-2022-again-11-01-2022/">Mace Consulting has recently predicted a 4.5% tender price hike in 2022 due to material and labour shortages</a>), this is no small thing.
The industry can&rsquo;t deny the inevitable for much longer. But to digitise the sector, first we must ramp up our data capability. Here&rsquo;s my view on how data could reinvent the E&amp;C industry.
&nbsp;
<h3>Collaboration and co-ordination</h3>
One of the biggest sticking points in E&amp;C is communication. E&amp;C projects are traditionally made up of different contractors, subcontractors, and suppliers. Moreover, each project can vary significantly, making it difficult to ever establish consistent tools, methodologies, or ways of working. These independent moving parts make it all too easy for anomalies to slip through the cracks, impacting project timelines and budget. Part of this boils down to a lack of integration &ndash; <a href="https://assets.kpmg/content/dam/kpmg/xx/pdf/2021/08/global-construction-survey1.pdf">60% of E&amp;C companies acknowledge they need to increase integration and visibility across risk functions</a>.
Another challenge facing the industry is accessibility and visibility of data<a href="https://www.forconstructionpros.com/business/press-release/21031884/fmi-corp-study-95-of-all-data-captured-goes-unused-in-the-ec-industry">. Almost 96% of data captured is not put to proper use in the E&amp;C industry</a>. This lack of available information then bleeds into onsite experience &ndash; according to a 2018 report by FMI <a href="https://www.forconstructionpros.com/business/press-release/21031884/fmi-corp-study-95-of-all-data-captured-goes-unused-in-the-ec-industry">constructions teams spend 13% of their time looking for project data and information</a>, meanwhile an ACG survey found that <a href="https://www2.deloitte.com/content/dam/Deloitte/nl/Documents/energy-resources/deloitte-nl-eri-2022-industry-outlook-engineering%20and%20construction.pdf">75% of E&amp;C firms experienced project delays due to longer lead times and market shortages</a> &ndash; suggesting the industry struggled to make accurate predictions on the market. This becomes even more concerning in secure environments like defence - <a href="https://www.gov.uk/government/publications/data-strategy-for-defence/data-strategy-for-defence">a recent policy paper on data strategy in the UK&rsquo;s defence industry</a> found that only a quarter of systems had data that was easy to access.
Naturally, there is an opportunity here for digital to join the dots and help the industry move from guesswork to insight-led decision making. Artificial intelligence and machine learning models are invaluable for unpicking historic data to anticipate future trends and needs, such as predicting market-wide resource or material shortages, identifying alternative solutions (and their likelihood of working), and identifying risks and process blockers. Digital supply networks (DSNs) can also use data (e.g. blockchain) to monitor materials through the supply chain and link up communications between different parties, meanwhile augmented reality (AR) can help E&amp;C companies demonstrate the finished environment, ensuring that everyone is kept on the same page.
&nbsp;
<h3>Prediction and patterns</h3>
When data is used to its full potential, we can understand trends and forecast to a scarily accurate degree. Part of this power comes through the Internet of Things (IoT) &ndash; a network of interconnected devices that capture and exchange information about the environment around them (a smart home is a great example of IoT in action).
Within construction, IoT can help us make predictions about future trends (such as energy consumption and growth of renewables by analysing consumer data), to improve communication within projects through real-time data across different sites (such as within logistics and fleet management), and for site maintenance. For example, we can anticipate machine failure before it happens by using IoT sensors to monitor real-time conditions and by using machine learning to interpret these readings against failure trends. The machine can therefore be removed, repaired, or replaced before it impacts the project. This information can then be relayed to everyone onsite using IoT-enabled smart devices, like mobile phones. In part one we saw one example of how using cutting-edge technology like drones and digital twins could take IoT to the extreme.
Another example of how IoT and data can enable predictive engineering is in urban planning. IoT can analyse a city&rsquo;s traffic &ndash; such as population size and footfall in different regions, popular commuter times, and congestion areas &ndash; using technology like contactless travel and mobile data, in order to pinpoint areas for streamlining (such as requiring additional transport routes in high-traffic areas). This can then also feed into technology like autonomous vehicles (which themselves are data based), to improve the efficiency, quality, and environmental impact of the cities we live in.
&nbsp;
<h3>Workforce reskilling and automation</h3>
Rising demand &ndash; <a href="https://www2.staffingindustry.com/eng/Editorial/Daily-News/UK-Job-vacancies-in-real-estate-and-construction-reach-record-highs-60543">job vacancies in the UK&rsquo;s real estate and construction markets rose by 107% year-on-year in 2021, an all-time high</a> &ndash; and a growing need for a more highly skilled, technical workforce, is causing a severe talent shortage in the E&amp;C sector.
To meet this growing need, businesses will need to recruit and reboot digital skills internally &ndash; potentially even working with specialist suppliers (like Carbon60 and Lorien) to acquire the best talent. But digitisation can also help resource challenges too. Whether that&rsquo;s using AI and machine learning to accurately resource plan and ensure the right skills are mapped to the right projects, or using technology such as automation or drones to remove some of the more repetitive, manual, or dangerous elements of work in E&amp;C. For example, a robotic arm that can perform bricklaying or a digital twin that can precisely simulate the conditions in high-rise buildings, free up people that can be upskilled into more technical roles.&nbsp;
&nbsp;
<h3>Final word</h3>
E&amp;C has recovered phenomenally well from the chaos of the last two years. But E&amp;C now requires a cultural shift to harness digital and accelerate into this demand. Cutting-edge technology doesn&rsquo;t always land, especially where there is a lack of project consistency and an unfamiliarity with tech potential. Locating common pain points (both across projects and teams), identifying test cases, and focusing on upskilling the workforce to pivot from transactional activity to end-to-end, iterative, and agile working, will all ease digital adoption. In establishing this digital mindset, HR has a core role to play by helping E&amp;C companies upskill their people, recentre their workforce and improve communication and collaboration between once disparate functions. If you would like to talk to me about how to hire the best people into your business to support your strategy, you can get in touch with me <a href="https://www.carbon60global.com/contact-us" target="_blank" rel="noopener">here</a>.
&nbsp;
&nbsp;
Are you interested in learning more about data trends and how they could impact your business this year? Download our sister company Lorien&rsquo;s free whitepaper <a href="https://www.lorienglobal.com/insights/data-domination">Data Domination: the data trends transforming your business in 2022 and what HR and talent acquisition need to know about them</a> to get an inside perspective on one of the most significant tech trends for this year.
&nbsp;

A look into the use of data in engineering and construction.

The data imperative in engineering and construction, by Paul Nolan, Managing Director at Carbon60

There&rsquo;s a misconception in the developed world that slavery is a thing of the past. Ironically, it&rsquo;s perhaps due to that misconception that the archaic exploitation of construction workers has silently been allowed to prosper within the industry&rsquo;s direct business operations and supply chains.
The International Labour Organisation estimates that there are 21 million people in forced labour around the world, generating a staggering $150 billion profit in the private economy. 13,000 modern slaves are currently employed in the UK. Alarmingly, many of the businesses perpetuating and profiting from this practice don&rsquo;t even know it&rsquo;s happening. Forced labour is hidden in plain sight. Forced labour is the silent threat of the construction industry.
Since the introduction of the Modern Slavery Act in 2015, slavery in global supply chains has become an increasing concern for the UK construction industry. The Gangmasters and Labour Abuse Authority (GLAA) recently mounted a joint operation with the Health and Safety Executive (HSE) targeting construction sites across London. In view of the rise in detected cases of forced labour in the UK, Prime Minister Theresa May pledged last July to spend &pound;33 million on tackling modern slavery.
Legislation and enforcement represent a start. But like all hidden threats, the problem needs to be fought from within. So what can you do to identify and prevent these practices within your organisation?
<ul>
<li>Ask where your labour is coming from. Audit your supply chain and ensure all your suppliers are working within the law.</li>
<li>Look out for unusual practices. If payment for a number of workers is going into a single account or workers are being dropped off and collected at the same time, the chances are that something isn&rsquo;t right.</li>
<li>Find out what your suppliers are doing to monitor and manage this issue. This not only keeps you in line with the law but also helps to shut off supply avenues for exploitative individuals.</li>
<li>Ensure you have flags in place to raise awareness of illegal activity and the action employees should take if they see anything suspicious.</li>
</ul>
At Carbon60, we feel the industry can do a lot more to tackle this issue. By highlighting the risks involved and raising awareness among your employees and suppliers, you can help to direct the industry&rsquo;s gaze to illegal practices that are happening right under its nose.
&nbsp;
We carry out relevant background checks on all our candidates to validate their identity, their legality and their skills. If you&rsquo;d like to talk to us about bringing in the right people for your business, please get in touch.
&nbsp;
You can find more information on forced labour, illegal trafficking and other forms of third party exploitation from the <a href="http://www.ciob.org">Chartered Institute of Building (CIOB)</a> and Stronger Together.

13k modern slaves are currently employed in the UK. Forced labour is hidden in plain sight. Forced labour is the silent threat of the construction industry.

The danger within: facing up to forced labour in the UK construction industry

The benefits of a strong employer brand are well-known. Statistics show that 96% of companies believe your employer brand can positively or negatively impact revenue. From increasing productivity and staff morale, to improving retention rates and attracting even more great talent, there are huge advantages for businesses to get it right.
According to Glassdoor, 75% of active job seekers are likely to apply to a job if the employer actively works on its employer brand. Google, Greggs, HubSpot, John Lewis and Capital One have been cited as some of the top brands to work for. So how can you follow in the footsteps of these star employers?
For many organisations, employer brand falls short when it comes to authenticity. The challenge is creating an employer brand that&rsquo;s a true reflection of your company values and that supports your objectives. Businesses doing this best have a joined-up approach that resonates throughout everything they do. They don&rsquo;t only say they&rsquo;re great places to work &ndash; they demonstrate it daily. And they use an authentic employer brand to propel their success.
<h2>Sustainability - The New Agenda</h2>
So, what exactly are candidates looking for in an employer? While things like salary and holiday allowances have traditionally been important (and are still bound to bear influence), in recent years work/life balance and flexible/remote working options have become just as pressing deciding factors for candidates.&nbsp;
But according to data gathered by Employer Brand specialists, Link Humans, there&rsquo;s a new consideration for companies looking to attract candidates. They found that ESG (Environmental, Social and Governance) was the second highest mentioned attribute of an attractive employer brand. And interestingly remuneration sat at the bottom of the 16 listed features.
These findings are perhaps no surprise given that sustainability is a growing concern for many businesses now. As more and more of us accept increased responsibility for lowering our environmental impact at home, it&rsquo;s only natural that companies are being expected to take steps to become more sustainable too. At Carbon60, we&rsquo;re actively working to reach our own sustainability goals. We&rsquo;re setting up verticals specifically for greener roles and are looking at where existing skills can be transferred to more sustainable specialisms. Our wider Impellam Group has already moved to renewable energy and we are working to encourage company car owners to opt for EVs.
From recycling and reducing waste to using less power or switching to greener energy sources &ndash; these are things that can be implemented by households and corporates alike. But when it comes to businesses looking to expand, carrying out sustainable activities is no longer enough. Companies need to be visibly taking accountability for reducing their carbon footprint and improving the environment we live in.
Why? Well, not only is it the right thing to do for our planet, but it&rsquo;s also now a key factor for talent on the lookout for their next position. Younger generations are now starting to choose an employer based on their sustainability credentials.
It&rsquo;s a growing priority for all of us as we rebuild and reshape our economy in the wake of COVID-19.
<h2>Top tips on creating a sustainable brand</h2>
Get everyone on board - Particularly senior management. Any change in strategy must come from the top and be embraced by your company as a whole.
Conduct an audit - Look at how green your business is already and where changes could be made to improve.
Educate your people - Lay out what&rsquo;s expected of employees to help you achieve your ESG objectives. Explain why people need to pull together to make a difference. Look at what activities you can implement to become more environmentally friendly.
Rewrite job ads - Remember how important sustainability is to today&rsquo;s candidates. Be sure to include your commitment on adverts and other communications.
Shout about it - Partner with your marketing team to promote the great work you&rsquo;re doing to be more sustainable. There&rsquo;s no point keeping it under wraps!
Revisit your values - Plus, your vision, mission, and purpose. They need to align with your sustainability goals. Remember authenticity is key.
Follow it through - Don&rsquo;t forget sustainability in all you do. From your hiring and onboarding process to daily BAU &ndash; for sustainability to be ingrained in your business, it has to underpin every department, each activity, and your entire strategy.&nbsp;In our experience, candidates are now willing to accept lower salaries to work for sustainable companies. In my career as a recruiter, I have had people approach me on LinkedIn from outside of the industry to say they are looking for a future-proof career and want to work with a sustainable employer. By showing how we are achieving this, we can attract talent away from competitors and from other sectors.
Further evidence of the importance of crafting an employer brand that&rsquo;s sustainability-focused is TotalJobs&rsquo; 2019 survey. It found that millennials would be willing to take a pay cut of up to &pound;11,400 to work for a company working to help the environment. According to the report, Generation X and Baby Boomers would also accept a pay reduction for the same reason.
 For advice on building your employer brand, why not <a href="../../../../../../contact-us">get in touch</a> today to find out how we can support you.

Find out our tips on how to look at your sustainability credentials and using them for your employer brand

Sustainability credentials and your employer brand

There&rsquo;s no better way to launch our Spotlight series than with our Managing Director Paul Nolan, bringing over 26 years of experience within the recruitment and engineering space. It was a pleasure to be able to have this chat with Paul and learn more about the two sectors. So, we headed straight in&hellip;
<h3>What are your thoughts on the evolution of the recruitment industry?</h3>
I have been in the recruitment industry now for 26 years and during that time, the industry and sector has changed massively. I think it's fair to say that when I started it was a little bit like the Wild West, it wasn't regulated in any way.
Temporary workers didn't have anywhere near the same rights as they do now, so if I think about some of the fundamental changes over that period, national minimum wage was one of them, and the AWR requirements in terms of ensuring that temporary workers are paid the same as their full-time equivalents. We&rsquo;ve also had the introduction of pension for temporary workers and the whole recruitment industry has become a lot more regulated and really serves now as a vital part of the economy in terms of how I see it moving forwards.
Early technology has played a massive part in a way that the recruitment industry has changed, and I think that will continue to play a part in terms of automating some of our interactions with both our candidate base and our client base.
<h3>Where do you see the future of engineering going?</h3>
Engineering principally is the art of solving a problem. And engineering specifically has got a huge task ahead of it in combating what is probably the biggest worldwide crisis, which is climate change and that's broadly a result of the massive amount of CO2 that we pump into the atmosphere.
I think the airline industry will be a part of some of the big projects that will be worked on from an engineering basis and reducing the amount of fossil fuels that airlines use.
Clearly, the production of electricity through power stations is another one. We're seeing a massive evolution within the UK in terms of moving towards renewable energy.
So, I think in 2022 (if the statistics prove me right), there are a couple of days where we got up to well over 50% of our power being produced by renewable energy across the UK but that's clearly not the case on a global scale.
I also think that there will be a lot of engineering focus across the globe in terms of reengineering the way that countries produce power. I think transport, infrastructure and housing stock are all big engineering problems that people need to find solutions from for how we move around, how we live, how we insulate our houses, how we provide effective low emission transport both for public and obviously for the haulage industry itself, which still relies on big diesel engines chunking stuff up and down the motorways.
Overall, the problem is climate change and underneath that there are a number of siloed engineering projects that will need to be undertaken to support the global aim.
<h3>Would you say engineering is one of the fastest growing sectors right now?</h3>
It is, probably for that very reason. Engineering has transformed itself as 50 years ago it was a dirty business - tools, factories and oil.
Now obviously most of the engineering takes place behind a desk in terms of a laptop and a very cheap piece of software. And so, I think it's becoming more attractive for school leavers, and we have to continue to drive new talent into the engineering sector.
<h3>What advice would you give to someone starting out in the recruitment industry?</h3>
My advice for somebody starting in the recruitment industry is firstly to be to be patient, recruitment is a craft, and it takes some time to develop that craft.
However, it is still one of the few industry sectors in the country that you can enter with no formal qualification and potentially over time, if you learn your craft well, earn as much as a doctor or lawyer.
It&rsquo;s unique in that sector, so patience and listening is key. I was taught at a very early part of my recruitment career to listen twice as much as you speak. I think that's still serves anybody well entering the industry and doing the little things consistently and doing them well. That would be my main advice.
<h3>What about somebody that's looking to start a career in engineering?</h3>
I would say for someone looking at a career in engineering, you need to have a passion for something, and you need to have a passion for a problem.
Generally, whether that problem is transporting somebody from their home to an office or transporting somebody from Heathrow to New York, or changing the way we develop power, the engineering industry is vast and being clear on where your passion lies is key.
Developing solutions to problems within that sector I think is really, really important.
<h3>Moving into the more fun part, have you got a funny or interesting story that's happened in your career so far?</h3>
Gosh, fairly early on in my management career I picked up a contract with a logistics company in South Wales. In the first weekend, there was a bit of a spotlight on service and we wanted to ensure we had the right amount of staff but were also able to convey to future staff exactly what the job requirements were, working conditions etc.
I actually volunteered to do a night shift at the weekend in the warehouse. And just so I could convey to the teams exactly what was going on, I was absolutely hopeless. I had to be taken aside because I dropped the whole palette load of stuff.
It gets worse - I then went on my break and got caught smoking in the wrong place and got asked to exit the site.
I never actually told them that I was the manager of the recruitment agency that was supplying the service to them.
<h3>Have you got any amusing things that you have heard or seen in the external market?</h3>
Probably an amusing thing that happens more often than you think is that I get recruitment consultants contacting me, thinking that our business is a construction or engineering business and offering me candidates.
And the first thing I always do is reply to them and say, as I would tell any of my own consultants, it's worth doing a bit of research on the company that you're targeting before you send that email because it makes you look really silly if you don't.
I had one just last week offering me the construction professional that we had on our database.
<h3>Are there any iconic things that we have been involved in as a brand and business?</h3>
Over a period, I would say many.
I think about the Millennium Stadium in Cardiff when that was that was built, we had a huge team of guys on that in preparation for the 1999 Rugby World Cup in Cardiff.
We support some of the largest brands from an airline perspective in the UK. Virgin and British Airways in particular, and we've been involved in the HS2 project in terms of supplying engineers and the design phase of that.
We've also done underground stations, roads, schools, shopping centres, you name it, we've been involved in it.
One of the quite exciting projects that we have been involved in recently is for an organisation that's manufacturing component parts to reduce our reliance on microchips from China. The car industry in particular is being slowed up significantly over the last couple of years in terms of ability to get these particular parts. There's a big project going on in terms of building Europe's capability to build their own, and we&rsquo;ve placed over 300 permanent staff with that organisation over the last couple of years.
It was an insightful conversation to have with Carbon60&rsquo;s MD Paul Nolan, with some great stories and advice. But not only that, in a few more years Carbon60 will be celebrating an amazing half a century!

There’s no better way to launch our Spotlight series than with our Managing Director Paul Nolan, bringing over 26 years of experience within the recruitment and engineering space.

Spotlight on Paul Nolan: our MD and industry expert with over 26 years’ experience in the recruitment and engineering space

For the latest edition of Spotlight, we spent some time with Matt Roach, Client Relationship Manager at Carbon60, to learn about his role and his career so far; hear his thoughts on recruitment, engineering and client-recruiter relationships; and to get his advice for anyone looking to follow in his footsteps.
<h3 class="MsoNormal">Q. What is your current role? And what does that entail? </h3>
A. So my current role at Carbon60 is Client Relationship Manager, and I primarily focus on building relationships and creating business for our Engineering Division.
I actually haven&rsquo;t done any direct recruiting per se for a few years now; my job is to is to identify prospective clients and connect them with our teams, with the objective of winning the client&rsquo;s business and providing them with our services and the solutions they need.
Then, in conjunction with the delivery team, I also make sure that we deliver on what we&rsquo;ve promised, overseeing the project from a programme management perspective.
<h3 class="MsoNormal">Q. Tell me a little bit about your background and career so far. </h3>
A. I&rsquo;ve been in recruitment, working in various roles, for about 20 years now, with most of that spent in engineering recruitment.
When I first joined Carbon60 a few years ago, I was tasked with starting a new division centred on automation and controls, but soon moved into an Operations Management role. I&rsquo;d always leant toward the sales side of the role however, which is a big reason why I am in a more sales-focused position now.
I actually took on my current role just before the COVID pandemic, so there have been plenty of challenges and changes to navigate along the way, with the recruitment landscape constantly evolving. But it&rsquo;s these challenges that make my job so interesting, varied and rewarding.
<h3 class="MsoNormal">Q. What are your thoughts on recruitment at the moment? </h3>
A. The recruitment industry is starting to settle down a bit now, following a COVID boom of sorts. During the pandemic, demand for talent was high, markets were competitive. Oh, and so were salaries! As companies looked to rebuild workforces, offers were probably 20% higher than the pre-pandemic norm. Counteroffers were up considerably too.
Now though, in line with trends we see across all industries, markets have levelled a little. Cost of living is up, and so is the cost of business too. So, recruiter-client relationships are a bit more &lsquo;normal&rsquo; again now, with a return to a more aggressive approach to finding and hiring talent.
<h3 class="MsoNormal">Q. Is there anything in Engineering that particularly excites you right now? Are there any trends to look out for? </h3>
A. The way technology is influencing engineering right now is very exciting. Tech has always had a bit part to play in the sector of course, but new technologies seem to be infiltrating the space at a pace.
Artificial Intelligence is an obvious one. In my experience, I&rsquo;ve always found manufacturing and engineering companies to take an old school approach to the way they do things. But A.I is driving them towards a more automated approach. Workforces are embracing the power of A.I and the benefits of working with it, rather than against it.
I think it aligns with the demographic of today&rsquo;s workforces; many of the people who fill skill gaps in engineering have recently graduated, and have hands-on experience with the latest tech. What&rsquo;s more, existing workforces are being encouraged to upskill, learn how to use and benefit from such technologies.
<h3 class="MsoNormal">Q. What would you say makes a great client-recruiter relationship? </h3>
A. I think all relationships are built on trust and understanding of what&rsquo;s required and how we&rsquo;re going to achieve what is required.
Before COVID, recruitment was very transactional. Now it is much more solution based. So, recruiters work closely with clients, identify their requirements, and adapt their solutions accordingly. It is for the recruiter to deliver on what they offer, and for the client to trust in them to deliver.
It really is about collaborating and working together. It benefits both parties, and makes for a more successful project.
<h3 class="MsoNormal">Q. What advice would you give to any clients and/or recruiters? Any &lsquo;must do&rsquo;s&rsquo;? </h3>
A. Be prepared and ready to work harder than anyone else. The market is hard. For everyone. There aren&rsquo;t as many roles out there, not as many clients are recruiting. And it would be easy to make excuses. But those who don&rsquo;t and focus on making the most of any opportunities out there will be successful.
The key is to continue to harvest and build on existing relationships. They are your foundation. You can take key learnings from those and put them into future relationships and projects, to make yourself stand out in such a competitive space. I firmly believe in the power of repetition and repeating good habits. And hard work, of course! &nbsp;
<h3 class="MsoNormal">Q. Do you have any tips for anyone starting in recruitment? </h3>
A. Above all, have realistic expectations. Many companies will sell you the world, talking up earnings of six-figure salaries within a year. The reality is that such things are highly unlikely, especially in the current economic climate.
Be ready to start from the bottom and put the hard yards in to get to the top. Failures will perhaps trip you up along the way, but that&rsquo;s the same for everyone. And there is no shame in that.
I&rsquo;d suggest breaking your career beginnings into a 3-to-5-year cycle. If you&rsquo;re settled into your career within 3 years, and progressing by 5, you&rsquo;ll likely be in it for a long and prosperous period.
<h3 class="MsoNormal">Q. What about for anyone looking to start a career in &ndash; or find a new role in &ndash; engineering? </h3>
A. Technology is such a big part of engineering, so I think one of the most important things to do is to keep a finger on the pulse when it comes to innovations and trends. We&rsquo;ve already seen how important A.I has become, but in a few years &ndash; or even months &ndash; the next big thing might have come along, changing the game again.
So, it pays to be really well researched, well versed, and willing to invest time in constantly learning.
<h3 class="MsoNormal">Q. Finally, do you have any funny stories/experiences from your career so far that you could share? </h3>
A. Ah, yes. So, I won&rsquo;t mention any names, but a few years ago myself and a colleague were booked to attend an all-day event in Ireland. Everything was all sorted. Well, so it seemed. When we arrived at the airport to fly-out, it turned out that said nameless colleague had printed out the wrong boarding pass and couldn&rsquo;t get through security.
So off to Ireland I went. Alone. And then attended the 7-hour-long event. Alone. I met loads of stakeholders, having quite intense conversations all day long, answering questions and promoting our business. Once again, all alone.
Finally, absolutely shattered, I got to the hotel we were booked to stay in, only to find my colleague sitting comfortably at the bar, relaxed, and enjoying their second pint having got a later flight over.
Alright for some!

Hear from Matt Roach, Client Relationship Manager at Carbon60, as he offers insight into his career in recruitment, the future of the industry and much more. 

Spotlight on: Matt Roach – Client Relationship Manager at Carbon60

For this edition of our Spotlight blog series, we enjoyed a few moments with James Spurling &ndash; Carbon60&rsquo;s Operations Director &ndash; to find out a bit more about him, his career so far and his insightful views on the future of recruitment and the engineering industries&hellip;
<h3 class="MsoNormal">Tell us a little bit about yourself / career journey so far?</h3>
I started in the industry when I was 19 and have been in it ever since, having worked my way through the ranks from a trainee to Operations Director. I have only ever worked within the engineering and manufacturing sector, a sector that for me is forever changing and critical to the UK&rsquo;s economy.
<h3 class="MsoNormal">What are your thoughts on evolution of the recruitment industry?</h3>
The industry has evolved massively from when I started. Back then I used to send a cv via a fax machine! However, some things remain very much the same &ndash; for example, building good relationships will always be at the heart of everything we do internally as business and externally with our customers.
<h3 class="MsoNormal">Where do you see the future of the Engineering industry going?</h3>
I foresee than many more technological advancements will lead to new sectors emerging, so I think there are exciting times ahead.
<h3 class="MsoNormal">How do you think Covid affected the industry overall?</h3>
Working from home is now much more common, and this has changed recruitment dramatically, because traditionally it was an officed based industry. The ease and convenience of being able to meet online, via teams for example, has meant that there are fewer face-to-face interactions now. I will say that there are pros and cons to both!
<h3 class="MsoNormal">What would you say makes a successful engineer?&nbsp;</h3>
Knowledge, skills, and a willingness to constantly learn and develop are key. However, it is also very important for engineers to have an employer or mentor who will nurture their talent with coaching, training, and advice, to help them fulfil their potential.
<h3 class="MsoNormal">If you were to start from scratch in the recruitment sector, what would you tell yourself?</h3>
Be the best you can be at whatever you do, stick at it and don&rsquo;t take anything too personally!
<h3 class="MsoNormal">What advice would you give to someone starting out in the Engineering industry?</h3>
Find your passion and pursue it with everything you can.
<h3 class="MsoNormal">Now into the fun part. Have you got a funny or interesting story that's happened in your career so far?</h3>
I recently had the privilege of being taken around a racetrack at speed by an advanced driver who works for one of our clients. We are supporting them on a project, and this is one of the reasons why I love engineering you get to do things you would never do.&nbsp; I&rsquo;m not too proud so say that when he took his hands off the wheel at 100 mph, I was a tad uncomfortable!
He explained that when you go around the concave of a race track the vehicle will automatically stay in lane hence the hands can come off the steering wheel. Two days are never the same in recruitment that&rsquo;s for sure.

Join us as we find out more about the life and career of James Spurling, Carbon60's Operations Director, in this edition of our Spotlight series. 

Spotlight on James Spurling: Our Operations Director gives us an industry insight into the Recruitment and Engineering space!

One of the most important parts of a business strategy is identifying gaps or weaknesses you may have, and delegating accordingly. There used to be a time when outsourcing elements of your business to external providers was frowned upon, but it&rsquo;s now regarded as a routine and common sense option.
One area that tends to get outsourced is recruitment. It makes sense &ndash; the growth of any business depends on having the right people in place, so the recruitment process is key.
But how do you know when the right time is to reach out to experts and outsource your recruitment? Here are six red flags that might tell you.
&nbsp;
<h2>Flag 1: You&rsquo;re wasting valuable time and money</h2>
In an ideal world, you&rsquo;d hire the best people as quickly as possible - especially in a competitive market &ndash; while also keeping recruitment costs down. It&rsquo;s not always easy to achieve in practice though.
Many businesses miss out on good people because of a lengthy time-to-hire process, which means they have spent time and money without the talent to show for it. On the other hand, some try to go for a quick and cheap solution, but this usually costs more in the long run due to inefficiencies or poor hires.
Outsourcing your recruitment allows you to save both time and money, which is often the number one reason this model is used. A good provider will have the market expertise you need, allowing you to concentrate on running your business, rather than screening CVs or managing various agencies.
They will also have a number of solutions to restructure the recruitment process and reduce your costs &ndash; whether it&rsquo;s streamlining supply chains and job boards, or increasing the number of direct hires through their talent pipelines.
The quality of their hires should also mean a decrease in staff turnover, saving you further time and money.
&nbsp;
<h2>Flag 2: Your internal team are struggling with peaks and troughs</h2>
Many organisations have busy and quiet periods for recruitment &ndash; perhaps because the business model is based on seasonal fluctuations, or its needs can change throughout the year. Often this can leave internal recruitment teams with very little to do, before all of a sudden they are hit with a large volume of vacancies.
This could mean that at peak times, when they&rsquo;re struggling with the load, candidate quality drops and time-to-hire increases. Alternatively, the quiet periods can leave them feeling demotivated and disengaged.
Outsourcing is the perfect solution for businesses in this situation. It offers scalability - the ability to flex delivery teams up or down, based on your hiring needs. It means you have the peace of mind that any spikes in hiring demand can be met, without inefficiencies on your own payroll.
&nbsp;
<h2>Flag 3: You&rsquo;re not making use of data</h2>
Every time you hire someone, there is a wealth of information that should be getting picked up along the way and analysed. This will help you with future decision making and highlight any areas to improve. If you&rsquo;re not doing this &ndash; either due to time constraints, or because you lack the expertise &ndash; your recruitment outsourcing partner can help.
This is a highly underrated benefit of outsourcing to an expert. They are able to offer real-time reporting and detailed insight on everything recruitment related. Ultimately, this will improve the quality of your recruitment process, and help you achieve business objectives faster.
In addition, your outsourcing partner will have access to external market data, which will give you a better idea of what candidates want in terms of salary, benefits and more.
We live in a data-driven age, and if you don&rsquo;t think you&rsquo;re making the most of what&rsquo;s available, outsourcing your recruitment should be a strong consideration.
&nbsp;
<h2>Flag 4: Your talent acquisition is reactive rather than proactive</h2>
Workforce planning is one of the main building blocks of a good recruitment strategy. If you&rsquo;re constantly reacting to requirements and trying to meet deadlines, you may struggle to get the right quality of candidate on a consistent basis.
It&rsquo;s understandable why this slips off the radar though. Planning for the future takes an incredible amount of resources and knowledge. How do you predict the type of talent you&rsquo;ll need a few years down the line? Will the skills you currently have be enough or will the market have changed rapidly?
This is where recruitment outsourcing comes into its own. Your outsourcing partner will have a specific remit which includes analysing your requirements and any skills gaps you could have. They can anticipate what will be needed, and will focus on building strong talent pipelines for you &ndash; covering the short, medium and long-term.
&nbsp;
<h2>Flag 5: The quality of candidates isn&rsquo;t up to your standards</h2>
&nbsp;
Are you constantly finding yourself having to make up for bad hires? Perhaps you&rsquo;re experiencing regular dropouts, leading to you choosing a candidate who wasn&rsquo;t your first choice?
The business impact of this can&rsquo;t be underestimated. Not only is it unsustainable from a cost perspective, but it also drains the time of your hiring managers and the morale of your employees.
When you outsource your recruitment, one of the first things your provider will do is audit your existing processes. This will cover everything from the way you source, screen and interview candidates, to the technology systems you&rsquo;re using. They will even interview existing employees.
Sometimes a bad hire can be down to the candidate not being a good personality fit, rather than lacking the skills. One of the benefits of outsourcing your recruitment is the presence of a dedicated business partner who will embed themselves within your organisation. This is not simply an Account Manager &ndash; they will be based onsite and see themselves as an extension of your HR department. This allows them to get an idea of your culture, and therefore make the right hires.
&nbsp;
<h2>Flag 6: Your processes no longer feel fresh</h2>
The recruitment market is ever-evolving and methods that worked well just a couple of years ago can quickly become stale and outdated.
Internal teams dealing with the usual daily challenges of their job may find it difficult to keep up with the newest trends and tools. Those that do, still find it hard to get budget for new innovations, which are sometimes seen as &lsquo;risky&rsquo;.
Outsourcing recruitment allows businesses to keep their finger on the pulse. Many outsourcing companies will give you access to market insight at no extra cost, while the best ones will also provide things like whitepapers, and seminars with key industry figures.
Crucially, they also constantly invest in new tools for sourcing candidates, and will provide this to you. This means your processes stay fresh, without you having to commit to the investment.
&nbsp;
&nbsp;
Outsourcing your recruitment is an established way to improve results, free up your resources, and reduce costs. While trying to keep everything in-house is a natural inclination, it can end up being quite damaging in the long run. If you feel like some of the warning signs above apply to you, then it may be time to reach out to specialists.&nbsp;
&nbsp;

How to know the right time to start outsourcing your recruitment.

Six signs that its time to outsource your recruitment

As countless organisations have now proved, it is possible to adapt and undergo digital transformation to enable many roles, and even certain roles previously considered possible only in a face-to-face environment, to be successfully fulfilled from any location.
As remote working has become the norm for millions of workers in light of the pandemic, questions surrounding the relevance of geographical pay differences have unsurprisingly surfaced.
Where jobs can be realised from anywhere in the country, or even anywhere in the world, are differences in pay because of where you&rsquo;re based becoming as unethical as, for instance, gender pay differences?
It&rsquo;s these kinds of questions that led me to think about our own industry. As Operations Director for our Engineering business, I recognise that the majority of our workers have in fact been in the minority throughout the crisis &ndash; the nature of their roles means they haven&rsquo;t been able to work remotely at all. For many, it&rsquo;s been business as usual.
So, I wanted to explore, in an industry where remote working isn&rsquo;t ever likely to be an option for most - even amid a pandemic - should location ever have a bearing on engineering salaries?
&nbsp;
<h2>What are engineers earning?</h2>
Within our business, we regularly carry out salary surveys to identify any similarities and variances in pay rates across different categories. These include, but are not limited to location, years of experience, sectors, and disciplines.
We recently collated information to provide insight on four main disciplines: electrical maintenance engineers, mechanical design engineers, project engineers and quality engineers.
As may be expected, there were some slight variations in rates of pay between the different disciplines, with project engineers earning an average of &pound;2k-&pound;5k more than the other engineering specialisms. Electrical engineers appeared to receive salaries that were generally at the lower end of the four. But the most obvious and greatest inconsistencies in salary were due to the region in which the engineers were based.
Perhaps expectedly, and as is common across most sectors and industries, those based in London, regardless of their specialism, were enjoying the best rates of pay. In our business currently, we see higher salaries not just in London, but also on the South Coast. But however, there&rsquo;s an argument to suggest that these southern locations are generally where a lot of the required skillsets are based, and costs of living are higher in both.
Electrical maintenance engineers based in the Northwest further stood out as receiving some of the top salaries, as did quality engineers in the East of England.
Consistently displaying some of the lowest rates across all disciplines were those engineers in regions including the West Midlands, East Midlands, Wales, and the Southwest.
&nbsp;
<h2>What&rsquo;s the average cost of living in the UK?</h2>
Data released by the Office of National Statistics (ONS) for the financial year ending 2019, showed that the average cost of living in the UK was &pound;592 per week1 for a single person. (Stats do not include mortgage interest payments or council tax.) Whilst another source, Numbeo, calculates the average cost of living for a family of four as &pound;2,270.48 per month, again this is exclusive of rent.
Further research also carried out by the ONS on regional variances confirms that the highest costs of living relate to London. Prices in the capital are on average 7% higher3 than the rest of the UK for certain goods and services. This figure however does not relate to food and non-alcoholic beverages, where, according to the ONS, there is little difference in price between each of the country&rsquo;s regions.
Costs do vary significantly though when considering expenditure relating to recreation &amp; culture or restaurants &amp; hotels. The same piece of research highlights that those costs are on average 14.8% and 13% higher respectively when comparing the same goods and services against the remainder of the UK.
In contrast, Wales&rsquo; costs for recreation &amp; culture and restaurants &amp; hotels are revealed as being around 1.5% lower than the UK average3.
&nbsp;
<h2>Which regions have the most disposable income?</h2>
When looking at disposable income, the ONS illustrates in an additional report that regions such as the Northeast, Yorkshire and Wales have some of the lowest percentages of disposable income4.
Both East and West Midlands, along with the Northwest follow closely as having considerably less disposable income available to them than areas featuring highly on the list such as the Southwest and Scotland. And, even London, which despite offering relatively high rates of pay, and topping the list when it comes to the cost of living, manages to take first place for the most disposable income too.
&nbsp;
<h2>In conclusion</h2>
When considering data from the ONS and our own engineering salary survey, it appears that engineers in some locations could be losing out. Areas costing the most to live in, do normally offer the higher salaries, but the amounts of available disposable income do not always align.
In an era where remote working is at an all-time high for many industries, could we see the gap between salaries in differing regions closing? And should this aligning of pay rates also be applicable to the engineering industry, despite remote working not always being a viable option for many?
It&rsquo;s important to remember though, that the term &lsquo;engineering&rsquo; is broad. Working remotely is more commonly seen amongst engineers working in research, development, or sales, whereas service and repair professionals will always need to work &lsquo;on site&rsquo; and in person, regardless of their seniority.
What I&rsquo;m seeing in our business at the moment is three types of roles we&rsquo;re recruiting for &ndash; those relocating or looking for a career move, those who are office based and those who want to work in a hybrid role.
We recruit for each quite differently and asking if there&rsquo;s a need for a role to be office/site based has become a key part of the information gathering process for building an accurate job specification.
With this in mind, I&rsquo;d argue it&rsquo;s personal skills that are more pertinent to someone&rsquo;s salary, rather than the location in which they&rsquo;re based.
Should engineering salaries be the same regardless of geographical location? Or should an individual&rsquo;s skill set be the predominant factor in any salary differences? It&rsquo;s a hot topic in our industry currently, so let me know your thoughts.
&nbsp;
Sources&nbsp;
<ol>
<li><a href="https://www.ons.gov.uk/peoplepopulationandcommunity/personalandhouseholdfinances/expenditure/bulletins/familyspendingintheuk/april2018tomarch2019">https://www.ons.gov.uk/peoplepopulationandcommunity/personalandhouseholdfinances/expenditure/bulletins/familyspendingintheuk/april2018tomarch2019</a>
&nbsp;
</li>
<li><a href="https://www.numbeo.com/cost-of-living/country_result.jsp?country=United+Kingdom">https://www.numbeo.com/cost-of-living/country_result.jsp?country=United+Kingdom</a>
&nbsp;
</li>
<li><a href="https://www.ons.gov.uk/economy/inflationandpriceindices/articles/relativeregionalconsumerpricelevelsuk/2016">https://www.ons.gov.uk/economy/inflationandpriceindices/articles/relativeregionalconsumerpricelevelsuk/2016</a>
&nbsp;
</li>
<li><a href="https://www.ons.gov.uk/economy/regionalaccounts/grossdisposablehouseholdincome/bulletins/regionalgrossdisposablehouseholdincomegdhi/1997to2018">https://www.ons.gov.uk/economy/regionalaccounts/grossdisposablehouseholdincome/bulletins/regionalgrossdisposablehouseholdincomegdhi/1997to2018</a></li>
</ol>
&nbsp;
&nbsp;
&nbsp;

In an industry where remote working isn’t ever likely to be an option for most - even amid a pandemic - should location ever have a bearing on engineering salaries?

Should location affect engineering salaries?

To help shape the future of STEM, it is imperative to develop, engage and empower the next generation of STEM talent; individuals with the knowledge, skills and drive to make an impact now, and in years to come.
STEM organisations and education institutions have a responsibility to not only provide emerging talent with opportunities to learn, grow their skills and gain experience, but also open gateways to exciting, prosperous STEM careers. In turn, this has a vital role in narrowing the skills gaps across STEM too.
At Carbon60, we are proud to play our part through the development and delivery of alternative and non-traditional routes for talent that tap into the power of training and apprenticeships to drive talent development, career growth, inclusion and social mobility.
<h2>Introducing Recruit, Train, Deploy&hellip;</h2>
Working closely with Early Talent and industry-leading organisations in the technical and engineering sectors for decades, Carbon60 have helped develop experts and leaders who drive innovation and growth in their field of expertise.
As the skill and workforce requirements of industries and companies evolve, the way we find and nurture talent to meet those requirements must too. That&rsquo;s why we have now developed a new solution to continue empowering the next generation, providing them with career opportunities, and bridge skills gaps in STEM too.
Our Recruit, Train, Deploy model is a strategic approach designed to enhance the workforce with a pipeline of diverse, skilled professionals who are trained and ready to innovate. Put simply, we recruit promising individuals, provide them with comprehensive training through apprenticeship courses and deploy them into roles where they can immediately impact. &nbsp;
<h2>How is Recruit, Train, Deploy Delivered?</h2>
The initial phase of Recruit, Train, Deploy involves creating a rigorous recruitment strategy; identifying your skills shortages and/or ED&amp;I goals enables to find out exactly what your requirements are before we leverage an extensive STEM talent community to source potential candidates.
Subsequently, suitable candidates are enrolled onto training programmes tailored to align with their individual goals and your business team needs. These training courses are financed by us, using our apprenticeship levy fund. This training is provided in combining with, hands-on, on-the-job learning experiences that are both practical and relevant to the needs of the company and the candidates. Learners are also supported by our dedicated in-house Apprenticeship Manager, who provides a crucial conduit between training providers, learners and businesses, ensuring every apprentice thrives personally and professionally.
Taking the journey beyond training, we finally deploy these trained and qualified professionals into your organisation, placing them in permanent positions in which their skills and values will fit your technical and cultural requirements.
What&rsquo;s more, we can adapt this framework to suit both the apprentices and the organisation. This solution can be employed to secure and mould young talent or enhance the skills of experienced candidates, with a choice of courses and qualifications, to create a custom, sustainable pipeline of empowered people with the exact skills you need.
The result is a growing workforce of passionate, skilled and dedicated people driven to excel and contribute to your business, whilst contributing to a bolder, brighter future for STEM.
<h2>Why our Recruit, Train, Deploy solution works</h2>
The power of the Recruit, Train, Deploy is in its agility, adaptability, and focus on making a direct, long-lasting impact on STEM industries and the talent that will carry them forward; driven by the passion, expertise and experience of Carbon60.
At the heart of the solution are:
<ul>
<li style="font-weight: bold;">Industry expertise</li>
</ul>
With a deep understanding of the technical and engineering sectors, we tailor our solutions to meet the unique demands of your industry.
<ul>
<li style="font-weight: bold;">A proven track record</li>
</ul>
Our successful engagements with leading firms across the UK speak to our ability to deliver impactful results.
<ul>
<li style="font-weight: bold;">Comprehensive support</li>
</ul>
From recruitment to training and deployment, we offer an end-to-end solution that&nbsp;ensures your workforce is skilled, motivated, and ready to drive innovation.
<ul>
<li style="font-weight: bold;">Custom-trained teams&nbsp;</li>
</ul>
Our programs are tailored to individual learners and business teams, fostering STEM excellence and custom-built teams to resolve skills shortages.
<ul>
<li style="font-weight: bold;">A drive towards ED&amp;I</li>
</ul>
We provide better access to fulfilling work for underrepresented demographics and opportunities for social mobility, actively contributing to a more dynamic, diverse workforce.
<ul>
<li style="font-weight: bold;">Sustainable Growth</li>
</ul>
Going beyond the here and now, Recruit, Train, Deploy enables sustainable growth and the development of future talent, to not only meet the current demands of your business but anticipate future needs too.

Carbon60 have been helped to find and develop future talent for the technical and engineering sectors for years, through solutions driven by passion, experience and expertise. Recruit, Train, Deploy is the latest of these innovative solutions. 

Recruit, Train, Deploy by Carbon60 – empowering fresh talent; bridging skills gaps

Carbon60 are proud to be partnering with GHD, an international professional services company, as they look to grow their water engineering team in the UK. GHD&rsquo;s mission is to make water sustainable for generations to come, driven by the vision of a future that genuinely benefits everyone.
Water may cover 70% of the surface of the world, but it remains complex to manage this essential resource to be safe for human consumption. The UK water collection, treatment, &amp; supply market was valued at &pound;6.8bn in 2021 and the UK is known for its strong network of engineering professionals with this experience.
Established in Australia in 1928, today GHD employs over 10,000 people across 200 offices in five continents. But their journey is far from over, in fact, their UK market is just getting started. While poised from the growth they also have immediate projects in Australia and New Zealand. Think of it as gaining international experience from your own backyard.
Gareth Williams, Account Manager is passionate about how our partnership with GHD aligns so well with Carbon60&rsquo;s values:
&ldquo;Water is the single biggest resource on earth, which touches every area of engineering to ensure it is safely managed for future generations to come. As a specialist technical recruitment business Carbon60 couldn&rsquo;t be closer aligned to support GHD find the talent they need to create a sustainable future.&rdquo;
Despite their global size, GHD retains a start-up mentality within the EMEA region . It is renowned for rapid response times and lightning-fast ability to take projects to market without being hampered by legacy businesses. Employee-owned, they don&rsquo;t have shareholders to report to, empowering every one of their people to collaborate, share knowledge and pursue new opportunities.
Richard Larkin, Talent Acquisition Lead at GHD adds:
&ldquo;One of the most interesting and challenging resources we work with, water, has huge societal and economic value. Working in the Water sector brings challenges and opportunities that require innovation, creativity, and compassion. But it&rsquo;s these contradictions and aspects that make the industry such a challenging and rewarding career.&rdquo;
Find out more about what it is like to work with GHD&rsquo;s water team and view all vacancies <a href="~/link.aspx?_id=C9B9DA802E3648CD9D77E5D00F522CAC&amp;_z=z">here</a>.

Carbon60 are proud to be partnering with GHD, an international professional services company, as they look to grow their water engineering team in the UK

Proud to be partnering with GHD

For as long as there has been flight, there have been great women in aviation. From pioneers such as inventor Emma Lilian Todd, who opened America&rsquo;s first female-focused aviation training club in 1908, and legendary adventurer Amelia Earhart, to the many women who build, repair, service and fly aircraft around the world every day, some of the biggest influences in the industry have been female.
However, the number of women in aviation is still considerably lower than that of men. Thankfully though, as the industry &ndash; along with the wider world &ndash; realises the importance and benefits of diversity, inclusion and providing equal opportunities for all, women are starting to find their wings in aviation. 
Read on to learn more about the difference-making people, organisations and policies which are driving a better future for women in aviation, as well as the sort of opportunities that are available to talented females in the industry today. 
<h2 class="MsoNormal">Women in Aviation: The Challenges</h2>
In the UK, the number of women in aviation continues to be a challenge. For example, even as recently as late 2023, it was found that of the almost 30,000 pilots in the UK only 5% were female. &nbsp;Meanwhile, the <a href="https://www.wiaacharter.com/about/" target="_blank" rel="noopener">Women in Aviation and Aerospace Charter</a> (WIAAC) highlights a well-recognised shortage of women studying STEM subjects and subsequently moving on to careers in engineering &ndash; including vital roles within the aviation industry. 
But of course, the problems extend way beyond British borders. <a href="https://www.wai.org/mission" target="_blank" rel="noopener">Women in Aviation International (WAI)</a> &ndash; the world&rsquo;s largest organisation dedicated to increasing the number of women in aviation and aerospace &ndash; report that women make up less than 20% of the global aviation workforce, across all the industry&rsquo;s roles, pointing to dormant levels of female introduction to aviation caused by lack of education and opportunities.
<a href="https://www.wiaacharter.com/wp-content/uploads/2020/11/Propelling-a-Gender-Balanced-Industry.pdf" target="_blank" rel="noopener">Research carried out by WIAAC</a><a href="https://www.wiaacharter.com/wp-content/uploads/2020/11/Propelling-a-Gender-Balanced-Industry.pdf" target="_blank" rel="noopener"> </a>suggest the problems extend further than a shortage of education and opportunities however, with perceptions and expectations of careers in aviation &ndash; and the experiences of those already within the industry &ndash; impacting female participation too. 
For example, 84% of females asked by WIAAC perceived that pay may not be equitable between men and women working in aviation &ndash; a potential inhibitor to the progression of women in the industry; whilst one-third of female respondents already working in aviation and aerospace believed they would potentially need to leave the industry to progress their career, with many citing negative experiences endured only by them and other females.
<h2 class="MsoNormal">Women in Aviation: The Actions</h2>
Faced by challenges such as those outlined above, there is a global drive to ensure aviation becomes more inclusive and diverse, not only to ensure greater, fairer, and more diverse opportunities for all, but also to build a better, more sustainable future for the industry by attracting, retaining, and advancing the talents of women and minority groups around the world.
Driven by organisations such as the Women in Aviation and Aerospace Charter and Women in Aviation international, as well as key figures and companies including some of the biggest in the world, not just aviation, key objectives and goals have been set such as: 
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Investing in current and future workforces across aviation.
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Building a diverse, inclusive, and sustainable industry.
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Inspiring women and girls to pursue aviation careers, through education and employment opportunities.
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Providing support at every step of the aviation career journey. 
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Promoting progression and gender balance for all. 
And, whilst there is still plenty of work to be done, thanks to the dedication and commitment of everyone involved, we are already seeing results from the efforts already made. Insights from <a href="https://www.wiaacharter.com/wp-content/uploads/2020/11/Propelling-a-Gender-Balanced-Industry.pdf" target="_blank" rel="noopener">WIAAC&rsquo;s Propelling a Gender Balanced Industry study</a> found that almost all women in aviation they interviewed had been inspired by an early age to see an aviation career as fulfilling and exciting, and to make the most of their passion and drive for STEM. &nbsp;
<h2 class="MsoNormal">Women in Aviation: The Opportunities</h2>
Putting the spotlight on women in aviation (or rather the lack of) and the need to close the gender gap within the industry has already started to pay dividends, with companies across the sector &ndash; from airlines and air forces to manufacturing and engineering specialists &ndash; committing themselves to being more diverse and inclusive across their workforce and in the way they operate. 
In the UK alone, over 250 aviation and aerospace companies &ndash; such as Airbus, BAE Systems and major airports including Heathrow and Gatwick &ndash; have become <a href="https://www.wiaacharter.com/signatories/" target="_blank" rel="noopener">signatories of the Women in Aviation and Aerospace Charter</a>, promising to provide roles for women in aviation from apprenticeship level upwards, and support the progression of females into senior roles, and ensuring a commitment to &ndash; and accountability for &ndash; driving diversity change. 
British Airways, one of the major signatories, is an outstanding example of the efforts being made to make a difference in the diversity of aviation.<a href="https://www.britishairways.com/content/information/about-ba/ba-better-world/people" target="_blank" rel="noopener"> </a><a href="https://www.britishairways.com/content/information/about-ba/ba-better-world/people" target="_blank" rel="noopener">Working toward their goal to achieve 40% representation of women at senior management level by 2025, and equal representation by 2030, they already reached 39% by the end of 2023.</a> 
<span style="font-size: 10.0pt; mso-bidi-font-size: 14.0pt; line-height: 107%; font-family: 'Aptos',sans-serif; mso-ascii-theme-font: minor-latin; mso-fareast-font-family: Aptos; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin; mso-bidi-font-family: 'Times New Roman'; mso-bidi-theme-font: minor-bidi; mso-ansi-language: EN-GB; mso-fareast-language: EN-US; mso-bidi-language: AR-SA;">Beyond senior management roles, BA are focused on diversifying their entire workforce, including in areas &ndash; such as engineering &ndash; which are more challenging to attract women. <a href="https://www.carbon60global.com/job-seekers/british-airways" target="_blank" rel="noopener">At Carbon60, we&rsquo;re proud to support British Airways with their recruitment project</a>s, including their diversity drive, providing our engineering recruitment expertise and knowhow to help find, hire, and develop talent for a brighter future for aviation.

The number of women in aviation is, even today, considerably less than that of men. Thankfully there is a brighter future ahead for females in the industry, with a drive towards diversity, inclusion and equal opportunities for all. 

Prepare for Take Off: Looking Ahead to a Brighter Future for Women in Aviation

<h2>What job opportunities are available in Offshore?</h2>
The offshore energy sector is ever growing, with job opportunities predicted to increase by 50% by 2030.
Offshore wind plays a crucial role in promoting economic growth and reducing the reliance on fossil fuels to create energy, through its reliable method of using the high wind speeds at sea to transmit energy.
The Economy and People Report 2024 recognises the UK energy sector and its sustainable energy projects as the key to achieving net zero targets that will create a blueprint for the rest world.
The effective energy policy, implemented to support sustainable projects within the energy sector, has been shown to create more high-quality jobs and economic benefit to communities across the country. Over 150,000 skilled people are to be in jobs directly or indirectly supported by the energy sector, including offshore wind, growing the sector by 50%.
By working within the energy sector, you will be able to support the sustainable energy projects aiming to build a better future energy system, one that is fuelled by clean electricity. In the Offshore wind sector, there are a variety of high-quality jobs for skilled workers aiming towards promoting a sustainable future for the environment and benefits for billpayers and the industry.
<h2>What Skills and Qualifications are suited to the sector</h2>
There are various qualifications and skillsets needed to become a high-quality worker within the offshore wind sector, however all of them are achievable with the correct mindset.
At the core of every worker within offshore wind are skills including:
<ul>
<li>Communication skills with internal and external stakeholders</li>
<li>Organisational skills</li>
<li>Leadership and management skills</li>
<li>Problem-solving skills</li>
<li>Health and safety skills</li>
<li>Teamwork and collaboration skills</li>
<li>Offshore-relevant behavioural skills</li>
<li>Cultural awareness</li>
<li>High-level electrical technical and engineering skills, particularly in turbine components, high-voltage cables, and substations.</li>
</ul>
As for qualifications, what will be required will depend on what specific role or sector within offshore wind an individual is interested in and, as with any job, it pays to take time to research what is needed before deciding which path to take.
To become a wind turbine technician &ndash; one of the most popular career paths in offshore wind &ndash; for example, taking a mechanical, electronic or electrical engineering course would be an excellent source of education and experience. Many of these courses offer NC, NQ, HNC or HND accreditation in a related engineering field too.
<h2>What will the future look like</h2>
As additional projects enter the pipeline over the coming years the demand for skilled workers to seek careers within the energy sector will grow. Therefore, the demand for high quality skillsets and qualifications will remain, with a continued demand for degree level qualifications and a growth in demand for technician level skills.
<a href="https://www.gov.uk/government/publications/offshore-wind-net-zero-investment-roadmap/offshore-wind-net-zero-investment-roadmap">Government plans for a shift to offshore wind energy</a>, chasing the UK&rsquo;s 2050 Net Zero targets, suggest that up to 90,000 direct and indirect jobs could be created. What&rsquo;s more, several pledges have been made to drive and support the education required to create talent to fill such a significant number of roles, including a pledge to support Institutes of Technology&nbsp;across England with &pound;120 million for institutes specialising in delivering high technical education and developing green skills.

Offshore wind is a sustainable method of transmitting energy through the power of high-speed winds at sea and creating clean electricity and is at the heart of promoting sustainable economic growth and reducing the reliance of fossil fuels. With the ever-increasing demand for skilled workers and a plethora of high-quality jobs available in offshore wind, your skillset could land you a career within this growing energy sector. 

Offshore Wind: Powering Employment Opportunities

Carbon60 is proud to be supporting Mind UK as our chosen corporate charity via our &lsquo;Miles for Mind&rsquo; initiative.
<h3 style="text-align: justify;">What is Miles for Mind? </h3>
Exercise can be a great way to help improve your mental health, plus it&rsquo;s good for the rest of your body too. As Carbon60 is now a truly global business, wouldn&rsquo;t it be great if colleagues across the world could come together to raise some money for Mind UK and help to support the great work they do? With this in mind, we came up with Miles for Mind.
Did you know that the furthest distance between two Carbon60 office locations is 10,514 miles, from Glasgow to Sydney? We pledged to walk, run, cycle, swim &amp; cross-train our way there (without actually going down-under), while raising money for Mind UK in the process. Whoever wants to take part makes a promise that includes the number of miles they&rsquo;re going to travel, and how much money they think they can raise. A tracker captures your daily activity, miles promised, and miles completed, and a weekly total-tracker will show us how many miles we&rsquo;ve clocked up against our target. The initial challenge was to hit that target in 2018, and I&rsquo;m pleased to report that we smashed it! We travelled 14,313.56 miles, and raised over &pound;1500!
<h3 style="text-align: justify;">Who is Mind UK?</h3>
Mind UK is a charity that is working to break the stigma around mental health, increasing awareness, offering support to sufferers of mental illnesses and raising money to support initiatives all over the country. Their mission statement is as follows:
&ldquo;We won&rsquo;t give up until everyone experiencing a mental health problem gets support and respect.&rdquo;
This is something we&rsquo;re passionate about, as poor mental health can affect anyone. 1 in 4 people in the UK will experience a mental health problem each year, and 1 in 6 people in England are experiencing the most common problems (anxiety and depression) in any given week. So in an office of 40 people, 10 of them will experience poor mental health at some point during the year. This makes it a problem that everyone needs to be aware of, as it can affect work performance, and lead to sick days that could otherwise be avoided. As an employer and a recruiter, it&rsquo;s our responsibility to make sure we&rsquo;re providing adequate support to our employees and candidates if they&rsquo;re suffering.
Employees need to feel like they can openly discuss any problems they might be having, and take time off if they need to recharge, just like they would if they were suffering from a physical illness.
<h3 style="text-align: justify;">But we&rsquo;re not finished yet&hellip;</h3>
In a bid to shift the evidence of Christmas over-indulgence, we&rsquo;ve decided to extend Miles for Mind for another 3 months, ending on the date of our company conference, 29th March 2019. With lots of new promises already this year, we&rsquo;re feeling very positive.
Keep your eyes peeled for an update after the deadline to see our final totals!
For more information on the services offered by Mind UK, click <a href="https://www.mind.org.uk/" target="_blank" rel="noopener noreferrer">here.</a>

Carbon60 is proud to be supporting Mind UK as our chosen corporate charity via our ‘Miles for Mind’ initiative.

Miles for Mind

1 in 4 people will experience some form of mental health issue each year in the UK. It should therefore come as no surprise that 1 in 6.8 people will experience mental health problems while at their place of work and 12.7% of all absence days in the UK can be attributed to mental health conditions.
Although mental health problems are by no means uncommon, it is still a taboo subject. Many workers fear they will be stigmatised for needing time off or having particular requirements, but things are rapidly changing.
Today (10 October 2017) is World Mental Health Day, a day in which people all around the world speak out to encourage recognition, understanding and support for mental health conditions. As suffering in silence can often worsen one&rsquo;s mental state, it is important to feel able to open up at work about your personal situation, especially if there&rsquo;s something that can be done to benefit you.
Here are five tips about speaking to your boss about mental health:
1 &ndash; Honesty
Speaking out about mental health at work is likely to benefit your condition, but if you feel hesitant about divulging personal information you could always keep the conversation strictly medical. Explain your diagnosis or the conversation you&rsquo;ve had with your doctor and print out information sheets to clarify your symptoms and requirements.
2 &ndash; Setting
Ensure you set up the meeting in a quiet, private space so both you and your boss feel comfortable and can speak freely about this sensitive subject matter. It will make you feel more confident and will also give your boss an opportunity to ask questions if they need to. If you think you&rsquo;ll find it useful, take in some notes to remind you of what you want to say.
3 &ndash; Cooperation
The best way to improve the treatment of mental health issues in the workplace is to work collaboratively with your boss. Although it is important to be honest and speak out when you&rsquo;re in need of help, it is ultimately up to your boss to decide how that help is given. The more reasonable and logical you are about the situation, the more understanding your boss will be of your point of view.
4 &ndash; Benefits
By speaking up you could potentially be helping your colleagues. You may be working alongside many other people who have been suffering in silence, and this in turn will help your boss; better mental health support in the workplace could save UK businesses up to &pound;8 billion per year. It might be worthwhile mentioning this during your meeting and suggesting changes that would help everyone in the company.
5 &ndash; Rights
Under the Equality Act 2010, you have both the right to protection against discrimination as well as the right to request for reasonable adjustments at work to support you with your mental illness. Make sure to do some research beforehand so you know exactly what you can expect as a result of a meeting with your boss.
&nbsp;
If you need further guidance about mental health, we highly recommend visiting the <a href="https://www.mentalhealth.org.uk/">Mental Health Foundation</a> website. They have lots of information about your rights, statistics and how to get the help you need. Alternatively, if you need more urgent assistance, <a href="https://www.mind.org.uk/need-urgent-help/?ctaId=/need-urgent-help/using-this-tool/slices/using-this-tool/">click here</a> to visit the Mind website.

To raise awareness of World Mental Health Day, read our five tips about speaking to your boss about mental health...

Mental health in the workplace

STEM brands within the Impellam Group portfolio have appointed Chris Blackburn as Head of <a href="~/link.aspx?_id=19AE09FD5A3740718AC90050ACC9F30C&amp;_z=z">Corporate Social Responsibility</a>&nbsp;to target STEM skills shortages.
Chris will support Lorien (technology and digital recruitment), SRG (life sciences recruitment), and <a href="~/link.aspx?_id=F570F2BB583742158D124800DF30981B&amp;_z=z">Carbon60</a>&nbsp;(engineering recruitment) with addressing known skills shortages in STEM, as well as to drive local and regional charity initiatives.
In 2021, the <a href="https://eandt.theiet.org/content/articles/2021/11/engineering-and-tech-giants-join-forces-to-stem-15bn-annual-skills-gap/">IET reported that the UK had a shortfall of over 173,000 workers &ndash; costing the UK economy an estimated &pound;1.5bn a year</a>. Chris&rsquo; role will lead the STEM brands to play their part in bridging this gap by generating new STEM talent, invigorating talent communities, and improving accessibility to STEM careers. Chris joins with over 20 years&rsquo; experience in training and skills development.
Commenting on the appointment, Kelly Morton, STEM CEO, said:
&ldquo;I am delighted to welcome Chris into this newly created role for Lorien, Carbon60 and SRG. In today&rsquo;s world, we need to consider the ethical, moral, and social impact of our decisions for both people and the planet. With Chris at the helm of Lorien, SRG and Carbon60&rsquo;s CSR and STEM talent strategy, I can be confident that we are always working towards the greater good and leaving behind a better world for future generations.&rdquo;
Chris said:
&ldquo;I am thrilled to join Lorien, SRG and Carbon60 at such an important time. I&rsquo;ve loved meeting the passionate people that are already driving CSR all over the business, working with our senior leaders to develop our CSR strategy for STEM, and building a roadmap for the future. I&rsquo;m excited to see the difference we can make.&rdquo;
Chris has already begun implementing change, including setting up a new CSR alliance, running workshops at schools as an official STEM ambassador, developing a structured work experience programme for school leavers interested in a career in STEM, and running a STEM-wide survey to select a new charity partner for 2022/2023 &ndash; Lucy Air Ambulance for Children (registered charity 1138457).
Lucy Air Ambulance for Children (Lucy AAC) is a national charity that flies babies and critically ill children to hospital by aeroplane to receive specialist treatment and care.
For Chris, the decision is a significant one:
&ldquo;It&rsquo;s been wonderful to see how engaged everyone at Lorien, SRG and Carbon60 are and I feel really positive about our ability to drive change. Lucy AAC has links to our STEM background, but it&rsquo;s also such a deserving charity and one that needs our support &ndash; only two in four children that need help receive it due to current funding. &nbsp;I&rsquo;m hoping we can change that!&rdquo;
Charlotte Young, Chief Executive Officer at Lucy Air Ambulance for Children, said:
&ldquo;Lucy Air Ambulance for Children is so proud to have been chosen as&nbsp;Lorien, Carbon60 and SRG's charity partner. The enthusiasm, creativity, and energy that we have received from their talented employees has already given this small charity such a boost. The funds raised will make a huge difference to the lifesaving work that we do with children. We know that together we will achieve more".&nbsp;
&nbsp;
<a href="http://www.carbon60global,.om">carbon60global.com</a> | <a href="https://www.impellam.com/">impellam.com</a> | <a href="https://www.linkedin.com/company/carbon-60/">LinkedIn</a>

Chris Blackburn joins Impellam Group STEM brands to spearhead new initiatives, including a charity partnership with Lucy Air Ambulance for Children

Lorien, SRG and Carbon60 appoint Head of CSR to target STEM skill shortages

For International Women&rsquo;s Day, Impellam brought together employees from around the world in our London office. We shared our thoughts and reflected on inclusive workplaces in a session supported by Emily Esfahani Smith, the author behind the ground-breaking book &lsquo;The Power of Meaning&rsquo;.
Over the last few years, many of us have had our lives turned upside down by global events that according to Emily&rsquo;s research, have made sources of happiness an increasingly scarce resource. Emily&rsquo;s work suggests that happiness is a fleeting source for wellbeing, and that &lsquo;meaning&rsquo;, the connection we have to others, can inspire a more stable foundation for resilience and success.
At SRG, we want to reignite our people&rsquo;s sense of meaning, belonging and enthusiasm at work in an authentic, meaningful way.
Our panel delved into some of the pillars behind finding meaning in the workplace as women, and how the world of work can better facilitate equality and fairness.
Led by Jemma Pritchard Smith, Innovation Lead, the panel features:
<ul style="list-style-type: disc;">
<li>Kelly Morton, STEM Portfolio CEO</li>
<li>Hayley Klaff, STEM Director of Projects</li>
</ul>
This is what they had to say&hellip;
Emily spoke about the four pillars upon which meaning rests: Belonging, Purpose, Storytelling and Transcendence.&nbsp; Which pillar most resonates with you and why?
&nbsp;
Kelly: The pillar of storytelling stood out to me. I think it is incredibly important to value your own journey and what identifies you. For me personally as a female CEO, that means being open about my humble beginnings, practicing radical candour and being authentic.
&nbsp;
Taking ownership of my story in a conscious way doesn&rsquo;t mean erasing the challenges I&rsquo;ve overcome, rather, I proactively make the challenges the context, and my success the focus.
&nbsp;
Hayley: For me, it&rsquo;s probably the pillar of belonging. &nbsp;I think it&rsquo;s enormously important to find a workplace that strengthens a sense of belonging. 
&nbsp;
Personally, feeling part of something has always been a core value, from attending youth clubs as a child, to searching for a work environment where I feel like I truly fit in. In my earlier career I would move jobs every 2-3 years, before I found Impellam, where I feel I&rsquo;ve finally found the right environment for me.
&nbsp;
&nbsp;
What drives equality in the workplace?
&nbsp;
Hayley: I believe that role modelling is really important. When I talk with my friends, it becomes clear that sometimes women do things that we think we should do, and that sometimes people take things on more than they think they do. 
&nbsp;
When role models and female leaders in the workplace can demonstrate and showcase a strong balance, it becomes easier to feel empowered and comfortable in your own successes.
&nbsp;
Kelly: I personally returned to work when my son was just 3 months old, and soon after my husband returned to his role where he largely worked abroad. 
&nbsp;
Working with a young child was challenging; there&rsquo;s a mental load associated with balancing wider responsibilities both inside, and outside of work. This mental load culminates in feeling emotionally exhausted, and as though there&rsquo;s no space for enjoyment. I believe this is a challenge that most women, and many working parents &ndash; mums and dads alike, often experience.
&nbsp;
I&rsquo;ve found that the women within the senior leadership team are empowering, and we often discuss the importance of caregivers &ndash; both male, and female, attaining a sense of balance in the workplace. Realizing this balance and enabling employees to achieve a strong work life balance can help drive equality and reinforce the success of women in the workplace. 
&nbsp;
Hayley: On the subject of mental load, women (and men) can often discount themselves in the workplace. It&rsquo;s up to colleagues, and team leaders alike to uplift each other, and identify and express the great things that we&rsquo;re all doing together. We need to talk through the highlights as well as the challenges and encourage each other through our successes.
&nbsp;
Kelly: As a leader, I&rsquo;ve always veered away from a hierarchal approach. I don&rsquo;t want to be inaccessible to people. I believe that a responsibility to manage people goes alongside a responsibility to be honest. I believe in a culture of radical candour, by actively communicating the truth, you can help people practice their role in a more thoughtful way and set them up for success.
Doing this across the organisation means carving out equal opportunities for growth, opportunities and progression for every employee &ndash; rather than solely for those individuals that feel confident enough to seek progression.
&nbsp;
If you could give one piece of advice to women in the workplace, what would it be?
Kelly: I would advise you to be the best version of yourself, not a second-rate version of someone else.
Hayley: Keep striving and pushing, it&rsquo;s important to know that when you try new things &ndash; you can fail and sometimes failing is when we learn the most. If you try and stay in your comfort zone, you&rsquo;ll never learn what could be, so never be afraid of failure.
Jemma: It&rsquo;s not important what anyone else thinks of you, you can only beat the person you were yesterday &ndash; that&rsquo;s who your competition is.

Find out how we celebrated International Women's Day this year.

London International Women's Day Panel

Carbon60 are proud to collaborate with some of the biggest STEM companies around the globe, finding them the best and brightest talent available to help shape the future of industries that have a big impact on world and the way we live our lives, such as engineering, technology and more.&nbsp;
One of our long term partnerships has been British Airways and to assist them in discovering and hiring people to not only fill, but thrive and develop in, fantastic Aircraft Mechanic, Technician and Licenced Engineer roles &ndash; an unmissable opportunity to begin or build a technical or engineering career with an iconic company in aviation.
<h2>Who are British Airways?</h2>
British Airways are, without doubt, one of the world&rsquo;s largest and most recognisable aviation brands. A global airline connecting people, places, and cultures from each corner of the earth, the iconic British Airways branding is seen in the skies and on the ground 24-hours-a-day, 365-days-a-year.
Behind the terminal gates, teams of thousands of talented people are powering every single journey that their aircraft makes, from those who care for and prepare every British Airways aircraft, to the crew on the ground who make sure they&rsquo;re always &lsquo;fit to fly&rsquo;. They are the beating heart of the engineering department at British Airways; and that&rsquo;s why the airline continues to invest in its people, their skills and potential, and they&rsquo;re always looking for the talent that will help build a better future for aviation and the world.
<h2>Why has the Carbon60 &amp; British Airways partnership been so successful?&nbsp;</h2>
Carbon60 are passionate about the future of STEM and helping the next generation of STEM talent grow, and partnering with companies such as British Airways on projects like this can lead to amazing opportunities for candidates, clients, and industries as a whole.
With our expert knowledge, over 25 years of aviation recruitment experience and an unrivalled track record of helping to discover and place talent in roles at various points of their career, from apprentice to senior management, and British Airways providing passionate individuals an exciting, unique chance to embark on a career journey that could help shape the future of engineering and technology in aviation, our partnership is a no-brainer.
<h2>Which roles are British Airways recruiting for in this partnership with Carbon60?</h2>
Assisted by the recruitment expertise, experience, and knowledge of Carbon60, British Airways are currently looking for people for to join their technical and engineering teams in Aircraft Mechanic, Technician and Engineering roles.
Not only will these roles offer incredible opportunities to work for an iconic aviation brand and get &lsquo;hands on&rsquo; with their aircraft, such as Boeing B777s, B787s and Airbus A380s, A320s, A350s for example, but also excellent career progression, training and development programs alongside personal development and a multitude of benefits &ndash; including a pension scheme, discounted flights, discounted car hire, and more &ndash; to take advantage of too.
British Airways are recruiting for people to join them throughout 2025, so now is a great time to get on board and let your career take flight.&nbsp;
<a class="secondaryBtn" href="https://www.carbon60global.com/job-seekers/british-airways" target="_blank" rel="noopener">Find out more</a>

Carbon60 are proud to collaborate with some of the biggest STEM companies around the globe, finding them the best and brightest talent available to help shape the future of industries that have a big impact on world and the way we live our lives, such as engineering, technology and more. 

Land a career in aviation with British Airways & Carbon60

The recession of 2008 was, for a lot of people, the spark that ignited the need to make extra money to make ends meet. Due to redundancies coupled with the increased difficulty of finding employment, people turned to &lsquo;gig working&rsquo; over the internet on website or app-based work platforms where they could earn money by doing one-off, odd jobs.
The Gig Economy is the name given to the uprising of freelancers finding work via specialised websites or apps aka &lsquo;digital work platforms&rsquo; where they can get paid work (gigs) by selling their skills.
You could work in retail 9-5 but fancy doing some graphic design in the evenings. You could be a stay-at-home mum with a couple of hours spare to do some web design, or a retiree who wants to earn some extra money as a proof-reader. The number of these on-demand startups are growing quickly. Popular examples of these include: <a href="https://www.upwork.com/">UpWork</a>, <a href="http://www.freelancer.co.uk/">Freelancer</a> and <a href="http://www.peopleperhour.com/">PeoplePerHour</a>
The market for gig economy platforms and related services will be worth almost &pound;43billion globally by 2020 with &pound;2billion in the UK alone forecasts consultancy&nbsp;PricewaterhouseCoopers. However it&rsquo;s still early days as by their estimation it only makes up a mere 2% of the total recruitment market.
In the UK, the number of self-employed people has increased to 4.7million, closing in on the number of people who work in the public sector which has decreased to 6.9million. According to the International Business Times, &ldquo;87% of Brits see &lsquo;gig economy&rsquo; taking over from 9&ndash;5 working days in 10 years.&rdquo;
The Gig Economy is a trend that is gaining momentum at a significant rate with people who work for themselves becoming an economic force to be reckoned with. The rise of self-described &lsquo;Entrepreneurs&rsquo; and people classed as Self-Employed has grown more in the last 8 years since the recession than in the 30 years previous.
The question is - Is the Gig Economy a threat to the recruitment industry?
<a href="-/media/3d80de5000874e81a9f9eb4920253503.ashx">Download our FREE white paper to read a more in depth analysis</a>

The Gig Economy is a trend that is gaining momentum at a significant rate with people who work for themselves becoming an economic force to be reckoned with...

Is the Gig Economy a threat to the Recruitment Industry

Chris Blackburn, Director of Skills Growth at Impellam Group, was recently named a finalist and received high commendation in the Skills Champion category for the Yorkshire and Humber Region at the <a href="https://appawards.co.uk/" target="_blank" rel="noopener">Apprenticeships and Skills Awards</a>.
Now in its 21st year, the awards were established to celebrate the achievements of apprentices and those who champion apprenticeship programs. <a href="https://appawards.co.uk/categories" target="_blank" rel="noopener">Judges look for</a> individuals who "actively promote apprenticeships and skills, going beyond their usual roles to advocate these pathways as outstanding career options."
On receiving the recognition, Chris expressed, "I&rsquo;m incredibly honored to have been highly commended in this category. The journey has been remarkable, and to be acknowledged alongside such inspiring people makes it even more special. Together, we are driving change, promoting early careers, and helping others carve their own paths."
This is Chris&rsquo;s second accolade in 2024, following his receipt of the &lsquo;Biggest Impact to the Network&rsquo; award from the <a href="https://www.yorkandhumberportal.com/" target="_blank" rel="noopener">Yorkshire and Humber Apprenticeship Ambassador Network</a>. He earned this recognition for his leadership in guiding apprentices through presentations, career events, workshops, and social media campaigns.
For additional insights, <a href="https://www.carbon60global.com/blog" target="_blank" rel="noopener">click here</a> or follow our <a href="https://www.linkedin.com/company/carbon-60" target="_blank" rel="noopener">LinkedIn for more updates</a>.
<h3>About Impellam</h3>
Impellam is a connected group providing global workforce and STEM talent solutions. Our 1700 people and market leading brands work across a broad spectrum of industries and job categories throughout North America, the UK and Europe and Asia Pacific. Our award-winning Global Managed Services provide a diverse range of digitally enabled, multi-disciplinary workforce solutions to organisations. We are upper quadrant industry leaders in Managed Service Provision and Services Procurement, and IT. Our STEM businesses are specialists in recruiting and engaging talent in the key growth markets of technology, digital, data analytics, science, clinical and engineering and work with customers across all sectors and sizes. We believe in the power of work. Through the power of work, we build better businesses and help people lead more fulfilling lives.
&nbsp;Our brands include: Comensura, Guidant Global, SRG, Lorien, Carbon60 and Bartech.
&nbsp;For more information about Impellam Group:&nbsp;<a href="https://www.impellam.com./">www.impellam.com</a>.

Brands across the Impellam Group, including Carbon60, are celebrating Chris Blackburn - our Director of Skills Growth - receiving high commendation at the 2024 Apprenticeship and Skills Awards. 

Impellam Group’s Chris Blackburn earns high praise at the 2024 Apprenticeship and Skills Awards

Carbon60 are proud to be part of the Impellam Group.
Impellam Group, a leading Global Talent Acquisition and Managed Workforce Solutions provider that delivers bold promises to help build better businesses, has announced the appointment of Becky Upton as Director of Client Solutions and SOW (Statement of Work) across its STEM portfolio of brands.
Becky will join Impellam&rsquo;s STEM Senior Leadership Team, where she will play a key role in shaping and developing the Impellam Statement of Work strategy across the STEM staffing brands: Lorien (tech and digital), SRG (life sciences) and Carbon60 (engineering and defence).
Becky joins with over ten years&rsquo; industry experience in delivering services defined in statement of work or scope of work contracts in the life sciences and healthcare industry. A highly versatile director with a 20-year track record of strategic and operational development in global corporations and SMEs, including at her own consultancy, she brings a strong understanding of designing and delivering defined client solutions.
<h4>Commenting on her recent appointment, Becky said:</h4>
&lsquo;I&rsquo;m really looking forward to unifying the strength of our STEM brands to bring a complete service to our customers. Global STEM shortages and rapid changes in internal skill requirements are demanding organisations to rethink how to acquire the skills to deliver their strategy. In particular, I&rsquo;m looking forward to growing our Statement of Work solutions in the European market and supporting our clients to think outside the box when it comes to talent.&rsquo;
<h4>Kelly Morton, Group CEO of STEM at Impellam Group in the UK, said:</h4>
&lsquo;I&rsquo;m delighted to welcome Becky into her new role as Director of Client Solutions and SOW. Becky&rsquo;s appointment will align our client services strategy for Statement of Work contracts across sectors where STEM skills and talent make a difference to our customers and where our markets intersect, such as in pharma, biotech, and chemicals. This is a key strategic role for Impellam, and I&rsquo;m looking forward to seeing how our client delivery evolves under Becky&rsquo;s leadership.&rsquo;

Becky joins Impellam’s STEM Senior Leadership Team, playing a key role in shaping and developing the strategy across STEM.

Impellam Group appoints Dr Becky Upton as Director of Client Solutions and SOW

Employers and recruiters look at a CV for an average of 8 seconds, so yours must stand out to be noticed. Here we have put together a list of 11 easy to follow hints and tips to help you make the perfect first impression.
<h2>1. First things first: Get the basics right</h2>
When making a start on your CV, try not to overthink or overcomplicate the process. Begin with the beautiful basics; so that includes adding important information such as your name and contact details, so that they're easily accessible when someone's trying to contact you.
Include your first and last name, job title or profession if you&rsquo;re currently employed, email address, phone number (that you can be reached on easily), and your town &amp; country of residence. There's no need to include your full address, or a title that says "CV", "Curriculum Vitae" or "resume".
<h2>2. Make it personal</h2>
Add a short personal statement or a covering letter (sometimes these are requested separately as part of an application process) that explains why you're interested in the job, and what aspects of your personality and skillset you think would fit with the employer's culture.
It is so important to research the company you&rsquo;re applying to, and tailoring your CV to each application you send. There isn&rsquo;t a &lsquo;one size fits all&rsquo; approach &ndash; recruiters will see right through it.
Pick out requirements from the job advert that you're confident you can match and tailor your personal statement to compliment them. Recruiters and employers will appreciate the extra effort.
<h2>3. Employment history</h2>
Include details of current and previous employment, with the most recent at the top. Include the company name, your job title, the dates you were there, and a simple description of your responsibilities.
We suggest not going into too much detail here; save some insight back to discuss in more length during your interview, when you can really delve into your experience and what you can offer. But of course do make sure you mention things that are as relevant as possible to the job you're applying for.
<h2>4. Fill those gaps</h2>
If there are gaps in your employment history, don't hide them. You're better off including them and explaining them, rather than hiding them and having to lie on your CV. Try to think of things you did during that time, other than job-hunting. Did you learn a new skill or gain a qualification? Or perhaps you spent some time travelling, gaining new experiences or volunteering? I
t is likely that you weren&rsquo;t just lazing around during your time of unemployment, so don&rsquo;t let anyone assume that you were!
<h2>5. Skills and Qualifications</h2>
Write a skills section that is relevant to the role you're applying for. Remember that it may be worth making alterations to your CV for each application you send, to ensure that it perfectly matches the job description and the culture of the place you&rsquo;re applying at. Also, search the job title you're applying for online to see what skills are desirable, and if you've got any of those, add them in.
When it comes to your qualifications, what you include depends on what level you've reached. If you've got a bachelor's degree, a masters and a PhD, then you probably don't need to include your GCSE results. But if you've got A Levels or an apprenticeship, then including your GCSEs might still be relevant as supporting qualifications. It's a judgement call and if in doubt, more is more in these circumstances.
<h2>6. Tell the truth and back it up</h2>
This is pretty simple: don&rsquo;t lie on your CV. Even if you think you can get away with it, you don&rsquo;t want to take the chance. When you&rsquo;re asked about your CV in the interview and you&rsquo;re either trying to avoid certain points or, much worse, double down on a few fibs you&rsquo;ve told, the interviewer will see right through it.
And even if you don&rsquo;t get caught out, get through the interview and get the job, it&rsquo;s worth remembering that you&rsquo;ll likely trip up once you start your new role, which won&rsquo;t be a good look.
If you&rsquo;ve lied about a previous employer or gap in employment and your new boss finds out while you&rsquo;re still in your probationary period, the likelihood is you&rsquo;ll be out of the door.
It&rsquo;s all very well saying you increased sales in your last role, provided great customer service, or carried out a task successfully, but numbers will help back up your claims. You increased sales by 70%. You had 92% customer satisfaction. You carried out this task in one week rather than two. Back. It. Up.
<h2>7. Keep it short(ish)</h2>
It&rsquo;s best to keep your CV to two pages or under, but it&rsquo;s important not to just squeeze stuff in. If you&rsquo;ve got so many relevant skills, qualifications and previous jobs that you can&rsquo;t fit them all in, then go to three pages. On the other hand, overloading your CV with information can dilute the details and points you really want to get across. It&rsquo;s a tricky balancing act.
Relevant is the most important word here &ndash; be brutal and only keep things in that the employer will actually care about.
<h2>8. Check, check and check again</h2>
Employers and recruiters get so many CVs that any with errors will be likely be assigned to the &lsquo;no pile&rsquo; immediately, simply because it shows a lack of care and attention.
If you can&rsquo;t be bothered to spell-check your CV (even when the computer does it for you), then why should a recruiter be bothered to consider your application? It doesn&rsquo;t show a level of care and attention either, and these are vital traits for any employee.
Make sure you sense-check, too. Does your CV flow well and make sense? And, if you can, get someone else to check it, so that you can get an outside perspective.
<h2>9. Make it look good!</h2>
With so many CVs to read, employers and recruiters will want something that displays its information in an attractive, easy-to-read format.
So use a simple font, and include paragraphs, short sentences and bullet points, with plenty of white space around each text element to make it easy to read. Don&rsquo;t go OTT, though.
Microsoft Word gives you all sorts of options from WordArt and borders, to colourful text and ClipArt, but you want to keep it simple. Having one simple colour scheme throughout is fine, but no bright or clashing colours. Images aren&rsquo;t necessary and just take up space.
<h2>10. Keywords are key</h2>
Including the job titles you&rsquo;re interested in and buzzwords related to them makes your CV pop up when those words are searched for on search engines and job boards. If you&rsquo;re not sure what to include, search your job title on Google and see what related terms come up.
This might seem like a lot of things to think about, especially if you&rsquo;re changing your CV for each job you&rsquo;re applying for, but if you&rsquo;re serious about getting the perfect job for you, it&rsquo;ll be worth it. Plus, once you&rsquo;ve got a perfect format in terms of look and layout, you can just change the details when necessary and save the new version.
<h2>11. Keep it up to date</h2>
Every time you leave a job, achieve a new qualification or gain a skill, get it on your CV as soon as possible that when it comes to applying for jobs in the future, you're all set with the best possible version of your CV.
If you&rsquo;re looking for more help and advice about applying for jobs, you can contact us <a href="~/link.aspx?_id=41A0870BBA104687B23323B701F21120&amp;_z=z">here</a>.

Learn how to write a solid CV and nab that dream job...

How to write a solid CV

April marks Stress Awareness Month and in the current climate, as we all adapt to significant changes in our working and personal lives, there's perhaps not better time to discuss this increasingly important topic.
Stress Awareness Month is an annual initiative that's been in place since 1992. It sees healthcare professionals join forces to increase understanding of this important subject.
Stress awareness is now a key focus for the majority of organisations across the globe, because the likelihood is that some element of pressure from time to time is inevitable within any role.
At Carbon60, we believe that the health and wellbeing of our contractors, candidates, customers and employees is paramount. So, whilst it would be impossible to eliminate all elements of pressure at work, we wanted to share our top tips on managing workplace stress.
<h3>The statistics</h3>
A 2019 <a href="https://www.hse.gov.uk/statistics/causdis/stress.pdf" target="_blank" rel="noopener noreferrer">report published by the Health and Safety Exective (HSE)</a> revealed that an estimated 12.8 million working days are lost each year in the UK due to work-related stress, depression or anxiety. It further showed that in 2018/2019 stress, depression and anxiety accounted for 44% of all work-related ill-health cases.
It also uncovered that employees working at larger organisations were more likely to experience stress and whilst females had a greater likelihood of encountering workplace stress, figures for men weren't that far behind.
It's clear that in today's fast-paced world of work, stress is a very real issue.
<h3>Stress in engineering</h3>
Whilst the HSE's report cited the highest volume of cases of stress within occupations such as public administration, sales and health &amp; social care, the figures spanned just about every industry. Technical and skilled trades were certainly not exempt and showed that significant numbers of professionals within these areas were also missing time from work due to stress.
Looking specifically at engineering, it's a career offering excellent prospects and is often described as one of the most exciting, innovative and rewarding jobs. But it's also sometimes one of the most challenging - and this is where stress can creep in.
Factors such as tight project deadlines and long working hours are frequent concerns for engineers, along with technical challenges and the need to regularly multitask. Long commutes can be an issue - engineers often have to travel to where their large-scale project is based. Lots of responsibility can occasionally feel overwhelming and the intellectual brainpower needed to be an engineer can sometimes lead to burnout.
<h3>Managing stress</h3>
Whilst it would be unrealistic to suggest that we can remove all elements of stress from your role, the good news is that there are lots of ways of managing your stress. Here are just a few:&nbsp;
1. Identify what's causing your stress
It may seem obvious, but the first step of managing your stress or anxiety is to understand where it's coming from. As we identified earlier, there are a number of reasons why engineers can feel workplace pressure, so take some time to think about what could be causing yours. Is it a lack of support? Is it unrealistic deadlines? Or are you experiencing burnout because of long hours?
There are no 'silly' reasons for feeling stressed, so understand the root of yours to ensure you can take the necessary steps to eliminate it.
2. Speak out
Many people, and particularly men, have historically felt some stigma attached to stress. But as the stats showed us earlier, workplace stress is extremely common and it's important that you talk openly about your feelings. Be open with your colleagues, management and/or HR department. Be armed with facts about what's causing you to feel stressed. Often being frank about things such as unrealistic deadlines or a lack of support, can lead to practical solutions being put in place that will improve the situation, whereas keeping problems bottled up will only heighten your stress levels.
3.&nbsp;Get organised
Engineering projects can be vast. Divide your tasks into smaller bite-sized steps, create a to-do list and tick things off once they're complete. Enormous assignments can come with a lot of responsibility and feel overwhelming, but by breaking them down into lots of smaller projects, you'll be less likely to miss something crucial. You'll also see progress being made and recognise your achievements every day.
4. Focus on your health
'Healthy body, healthy mind': it really is more than just a cliche. Whilst at work remember to drink plenty of water - good hydration is key for physical and mental health. And remember to take a lunch break, even on the busiest of days. A physical break away from your working environment means you're more likely to return to your tasks refreshed, relieving feelings of stress and improving productivity for the remainder of the day.
Outside of work, aim to exercise a few times a week. Not only is this great for your physical and mental wellbeing, it'll improve your sleep too. Health professionals recommend getting seven to eight hours' sleep each night. If you struggle with sleep, try going to bed an hour before you plan on actually sleeping, switch off all electronic devices and instead read a book or listen to some calming music to help you wind down.
5. Challenge negative thoughts
Well all get them. It's human nature. But trying to make a conscious effort to turn negative thoughts into positive, really does help with our mental health. Whatever the cause of your stress, take a deep breath and try to find some perspective. Take your role one day at a time, instead of looking too far ahead. Often, we unrealistically build things up to feel much worse in our own minds than they actually are in reality.
6. Create some 'you' time
We all get busy, inside and outside of work, but one of the best stress-busters is to simply set some time aside for you. Make sure you switch off from work once you get home. Don't be tempted to constantly check work emails or make unnecessary calls outside of hours. Try relaxation techniques such as mindfulness, meditation or yoga, but if they aren't for you just allow yourself some time out to listen to music, read a book or go for a run. It's amazing what a difference some 'you' time can make, even after the most hectic of days at work.
7. Remember why you love engineering
You chose your career for a reason, and whilst it can come with challenges, don't forget the positives. Engineering careers give people a sense of purpose and allow you to make a real difference in the world. Reminding yourself of that regularly will help when things get tough.
Why not take some time to re-energise and refocus by assessing your own stress levels? Remember, if you're feeling particularly stressed, to take advantage of the whole host of help that's now available. Carbon60 proudly supports the mental health charity Mind whose <a href="https://www.mind.org.uk/" target="_blank" rel="noopener noreferrer">website</a> is a fantastic source of information on this topic.
From online resources, to professional counselling services and simply chatting to a loved one, it's important to reach out to others. No-one needs to face stress alone.

April marks Stress Awareness Month 2020, and due to the current climate, there's no better time to discuss this increasingly important topic.

How to Manage Stress at Work

We all know how frustrating job hunting can be. Sifting through countless ads to find a role you can do is difficult enough, but finding a role you actually want to do can sometimes feel like an impossible task.
Say you do manage to find your dream job but your CV does not quite match up to the employer&rsquo;s spec &ndash; is there any point in taking time out of your day to apply, or should you just forget about it and move on?
The good news is you don&rsquo;t have to let dream jobs pass just because your working history isn&rsquo;t identical to the wording on the advert. There are many ways to better your chances of getting to the next step in your career simply by making some changes to the way you apply.
<h3>Be positive but realistic</h3>
It&rsquo;s important to approach this type of situation with a can-do attitude. Successful job hunting always requires an element of confidence, but when you&rsquo;re going for a position you&rsquo;re not entirely qualified for you need to prove how the job is an inevitable step in your career &ndash; It&rsquo;s just a matter of finding the right opportunity. Explain how invested you are in achieving your goals with examples from your working history. That being said, you will also need to be realistic and honest about the shortfalls in your<a href="~/link.aspx?_id=84EBC59FA113435BACDDAA4624E6D78A&amp;_z=z"> CV</a>. You should openly acknowledge the fact that you&rsquo;re not the ideal candidate and there may be other people better suited to the role on paper, but you should follow this up with the reasons why you&rsquo;d be a sound investment in the long-term. If additional qualifications are required, show your willingness to learn. If experience is what&rsquo;s missing from your CV, show the research you&rsquo;ve done and how you cope with this in your day-to-day tasks. Perhaps you would even be willing to accept a smaller salary or reduced benefits package as a compromise.
<h3>Two words: &lsquo;transferrable skills&rsquo;</h3>
These are two important words to focus on if you want to increase your chances of getting a job that may be a little out of reach. Typically, during the j<a href="~/link.aspx?_id=84EBC59FA113435BACDDAA4624E6D78A&amp;_z=z">ob application process</a> you will equate any required qualifications and experiences in the job description with real-life examples from your career, but if you don&rsquo;t have any direct examples you can reinterpret your experiences as transferrable skills. Show your prospective employer what you can do and how this can be beneficial for the role. For example, if the role requires management experience but you don&rsquo;t have any, list the qualities of a good manager and give examples of times you have demonstrated these skills.
<h3>Show your passion</h3>
If this job really is your dream job, show it. Show how excited you are about the things you want to do. Show how everything you&rsquo;ve achieved so far in your career has led up to that role. Show that your Connecting talent, carbon60global.com improving business hobbies and interests complement this next stage in your life. Allow yourself to talk animatedly, for your prospective employer will want to see how invested you are and how hard you&rsquo;ll be willing work.
<h3>Research</h3>
Finally, find out everything you can about the role and the company you want to be part of. What you lack in experience should be made up for in personal drive, enthusiasm and self-sufficiency. These are the kind of traits that any hiring manager should want for their company, so help them to recognise your worth.
If you&rsquo;re looking for your dream role or the next step in your career, our consultants at Carbon60 want to help you find it! Simply contact us today to hear about the <a href="~/link.aspx?_id=9B8E55D4258B4013A2D3A119F57984B6&amp;_z=z">latest engineering roles.</a>&nbsp;
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What to do if you find your dream job but you don't match the requirements on the job description.

How to land your dream job

With the technology sector growing and developing at pace, year after year, attracting and recruiting the very best talent for its various technical industries and roles is increasingly important. But while the sector grows, talent pool growth isn&rsquo;t keeping up the pace.
This means that tech companies have a challenge on their hands; a challenge to not only find the right people, with the right skills, the passion, and the cultural traits to suit their business, but also set themselves apart from other companies and fend off competition for such talent.
However, with challenges come opportunities. Thankfully, there are plenty of opportunities &ndash; and ways &ndash; to find, hire, keep and develop tech talent that will not only impact your company, but the wider industry too.
In a highly competitive market, where top tech talent is often in the unique position to &lsquo;hold the cards&rsquo; when it comes to where and how they want to begin or progress their career, it is important to make the right moves when finding and hiring.
Here are a few tips to help you do just that:
<h2>&lsquo;Think like a recruit&rsquo;</h2>
The world has changed, and so has recruitment. Traditionally, the focus for HR departments and recruiters was to formulate and improve their own strictly formatted processes, ones which were centred around the business, rather than people.
Today, however, it is arguably more important than ever to put yourselves in the shoes of the talent you want to attract.
Consider who they&rsquo;d want to talk to; interviewing the right people&nbsp;with&nbsp;the right people will produce more insightful, informed conversation. Think about where you&rsquo;re active in your search, considering the variety of channels talent will use. And be ready to answer key questions, not just ask them; the best, most ambitious talent will want to know why they should choose you from their multitude of employment options &ndash; think of it as being interviewed by them.
<h2>Invest in (and use!) the right talent hiring tools</h2>
There are tools aplenty available for helping you find talent, assess their skills, and decide whether they are the perfect match for your company.
Ironically, the work of some of the brightest tech minds have created systems and tools that take advantage of the latest technological advances, from recruitment software to AI-powered programs that measure a candidate&rsquo;s task competency.
By using such tools, you can systematically narrow down your search to ensure that the hire you make is the right one, for your company and the specific role in question.
<h2>Alternatively, invest in a recruitment specialist&hellip;</h2>
If you really want to hone in on the very best tech talent available, the help and guidance provided by experts such as our&nbsp;<a href="../../../../../../business-solutions/specialist-recruitment">specialist recruiters at Carbon60</a>&nbsp;could be invaluable.
With knowledge and expertise built over decades of hands-on experience, and a network of people who understand business needs and what it takes to seek-out and secure candidates for a variety of roles in the technology sector, you can rely on Carbon60 to create effective recruitment campaigns that will deliver on your unique objectives.
Finding talent is tricky. For any company. Thankfully there are experts at hand to connect you to the exact talent you need.
<h2>Be brutal (in the right way)</h2>
You know what your company needs and the sort of talent you&rsquo;re looking for to meet those needs. So, while you should of course treat every potential candidate with care and respect, it pays to be focused on the talent you require, and the particular skills and attributes they&rsquo;ll need to bring to your company.
Think about specifics, be clear on your requirements and act accordingly &ndash; the market is too competitive, with other companies seeking the very same people you are, to spend time working with ifs and buts.
<h2>Be prepared to embed tech talent quickly</h2>
Technology doesn&rsquo;t stand still, and the tech talent with the brightest of minds will likely want to get moving quickly too.
You&rsquo;ve put in the time and effort to find the perfect hire for your role, so now it&rsquo;s time to put them to work. The reason you&rsquo;ve chosen a particular person to work with you is because you&rsquo;ve identified that they have the skills and attributes to do the job, so you should feel confident in embedding them in your company, team, processes, and projects.
It&rsquo;s best for both your company and your new hire to get going as quickly as possible &ndash; you benefit from their talent, while they get to learn, develop, and work towards producing results from the moment they join, which will not only help them settle, but provide a sense of belonging and trust.
<h2>Think beyond just hiring &ndash; you need to keep and develop your tech talent too</h2>
You&rsquo;ve put in the hard work, attracted the very best tech talent, and made the perfect hire for your company. Don&rsquo;t let that work go to waste by not providing opportunities for your talent to develop their skills, grow their knowledge and expertise and build a career &ndash; doing so risks losing them, setting you back to square one.
Here&rsquo;s a few ideas on how to help keep and develop your tech talent:
<ul>
<li>
<h3>Promote and provide opportunities for learning and skill development</h3>
As your new employee looks to build their career, with you and in general, they&rsquo;ll be looking to build on their skill set and experience too. It is imperative that any business provides opportunities for learning and development, but it is all the more important for companies in tech, as the game changes so quickly it is easy to be left behind.
Don&rsquo;t restrict learning opportunities to practical elements either; it is just as important to help your employees&rsquo; personal development too, providing them with all the knowledge and skills they need to perhaps progress to management or leadership roles, or simply to help communication, teamwork and to imprint the company&rsquo;s culture.
</li>
<li>
<h3>Offer clear, interesting career paths</h3>
After any hire, you should always think about the &lsquo;what&rsquo;s next?&rsquo; &ndash; you can be sure that your new employee will be. Whilst you will have found, attracted and secured talent for a specific role, it is beneficial for both employer and employee to have clear career paths ahead and consider which future roles the journey could lead to.
Employees will likely want to progress their career, and if you don&rsquo;t give them the chance to do so with you, they&rsquo;ll go elsewhere to take the next step. Therefore, it is important to have regular conversations about the future, give and take feedback that&rsquo;ll help progression and continually develop skills. Doing so will also hopefully ensure that the company continues to benefit from the talent they identified long into future.
</li>
<li>
<h3>Trust in talent &amp; let them work</h3>
Empowerment is, well, powerful. This is especially true for the tech sector and the way talent works within it. Trusting in the skills of the talent you hire, to allow them to get on with the work you hired them for, can have a huge impact on employee happiness, development, and the likelihood of them wanting to build their career with you, rather than elsewhere.
Guide, offer advice and support. Don&rsquo;t micromanage. You&rsquo;ll soon discover the benefits of doing so when you allow your company&rsquo;s bright minds to do what they do best.
</li>
<li>
<h3>Ensure effective ways of working </h3>
Having an effective, established working environment is as important as the people working in it. Bad practices, poor quality equipment, not providing the tools required to complete a task effectively; these are elements that can frustrate, restrict workflow, and prevent your tech talent from producing the results that they, and your company, want to achieve.</li>
</ul>
The very best companies not only invest in the very best talent, but they also invest in providing the very best working environments they can too. A functioning workplace is a happy, productive workplace, one that encourages people to thrive, develop and drives them forward.

At Carbon60, we know how tricky finding the right hire for tech companies can be. So, we’ve pulled together a few tips on not only how to hire top tech talent but keep and develop them too. 

How to find, hire, keep and develop tech talent

As we pointed out in our previous blog, trust can take some time to develop, but in contrast, it can take just one small action to instantly break it.
Building trust in a working environment is an ongoing process - not an immediate fix - and can take a considerable amount of time and effort. But, it's an essential component of any strategy as with trust in place your people will be more engaged, happy and productive, and your customers more satisfied and loyal.
Trust is built through an individual's or organisation's actions, as opposed to words, so here we'll explore exactly how you can demonstrate on a daily basis that you and/or your business are trustworthy.
<h3>Trustworthy traits of great leaders and successful companies</h3>
Being a successful leader relies on gaining (and maintaining) the trust of your employees and colleagues. Similarly, having a successful business relies on achieving the trust of your customers.
Employees in particular are sometimes predisposed to distrusting, or at least being suspicious of management, so it should be the aim of every leader to firstly be aware of this and secondly, work to abolish any distrust that does exist.
But how do you do this? Well, it doesn't have to be complex.
Building trust between you and your staff, or indeed your business and your customer, is all about building strong relationships. It's about being a manager who's friendly, approachable, supportive and who genuinely cares about the wellbeing and development of their staff. When it comes to customers, the theory is similar, and relationship building based upon a genuine interest in your customers' own objectives and experience with you, is key. That's because a large part of being trusted relates to being liked.
Earlier, we talked about trust coming down to actions, not words, and this is especially true in the workplace. A good manager should always follow through on their promises, remembering to be open, honest and transparent wherever possible with employees. Meanwhile customers will expect the same level of openness and authenticity when it comes to using your services.
And lastly, confidence is key! You need both your employees and customers to feel confident in you as a manager, or in your offerings as a partner.
Below we share our practical tips for building relationships, demonstrating openness and authenticity, and instilling confidence, all fundamental traits for building and maintaining trust.
<h3>Steps to building workplace trust</h3>
1. Be human
Just because you're in a professional environment doesn't mean that you can't be friendly. Asking about people's days, what they did at the weekend or their lives outside of work will provide you with the basis for a strong, trusting relationship. It comes back to our point about being likeable - people trust people (or companies) that they like. Consider working on relationships, where possible, outside of your workplace. A simple meeting over coffee or lunch can make employees, colleagues and customers feel more comfortable and relaxed in your company, meaning the ability to build trust with them is much easier.
2.&nbsp; Empower people
Making people feel empowered will significantly help in your quest to build trust. This point possibly applies to your employees more, but there's no harm in looking further into how you could empower your customers too.
For staff, feeling empowered often means allowing and encouraging autonomy. Let people plan their own days, taking on responsibility for their own tasks. You can support by laying out achievable objectives, development plans and career paths. Once people know that you're supportive of them, and that you trust them to complete their work autonomously, the feeling of trust is reciprocated, and employees are much more loyal.
3. Reward/celebrate success
Linked closely to our previous point, it's important for managers to instil trust through recognising and rewarding success. This doesn't always have to be in the form of costly employee bonuses but can be achieved through smaller weekly incentives/competitions, or by simply buying in lunch occasionally!
The same should be remembered for customers. If things are going well, whilst you'll want to avoid situations that could be construed as bribery, remembering to recognise joint successes or milestones in your working relationship are fundamental in building a trusting and lasting relationship.
4. Communicate openly
Open and transparent communications are a must when it comes to creating trust between two parties. There's no right or wrong way to communicate with your employees and customers but choose a strategy that fits your business and culture and however you decide to best communicate, do so consistently.
Silence from management or a partner causes concerns and suspicion - people wonder what you're hiding from them and start to fill in the gaps themselves. Ensure that you, as a line manager, are regularly communicating with your people, but also work with those at the top to make sure that larger announcements or updates are communicated directly by them.
Communicate with your people and customers regularly to enforce a feeling of openness and transparency. Always follow through on your promises. And probably most importantly, make sure you communicate even bad news. People need to understand that you'll tell them everything - warts and all - to fully trust in you/your organisation.
5. Take time to listen
Communication works both ways - don't get hung up on strategising how you will share your news/updates only. Make sure you're allowing your employees and customers to have a voice too and provide a comfortable, safe forum in which they can voice their opinions and/or concerns. This is crucial step in building trust in any situation.&nbsp;
6. Know where you're going
Do you have a clear vision, mission and values in place? If not, working to define them is central. It's difficult to instil trust in companies where a shared vision/goal doesn't exist.
Through outlining a collective vision, mission and values, employees will feel confident about where they and the organisation is headed, and trust that those in charge are able to lead them there.
For customers, it's no different. And if your values, vision and mission happen to be similar, or align with their own, trust between you is only strengthened even further.
7. Ensure trust is company-wide
Although this point can be slightly harder to enforce, it's helpful to understand that for an organisation to be truly successful, trust must be company-wise. Work with your Board and colleagues to make sure that activities and behaviours that instil trust are happening across all departments and within all teams. Whilst it's great if you've been able to build trust within your own team, it's fruitless if that trust ends with your own direct reports, or with just one client. Work, therefore, with your HR, training and culture teams to ensure that your ultimate goal is a consistent approach to gaining trust across your entire organisation.
<h3>A note on rebuilding trust</h3>
As we've identified, building trust is not always easy. Many of us will know from personal relationship that trust's often hard to gain and the same applies to professional relationships too.
Trust can be broken in an instant, typically when promises aren't followed through with action, or breakdowns in communication occur. It can take a lot of time and effort to regain broken trust, so our recommendation is always to ensure that you do all you can to maintain trust.
But mistakes do happen and if you find yourself in a situation where you're having to rebuild trust, start by admitting your mistake and explain clearly how you intend to rectify it. Be accountable and take responsibility. You'll gain more respect (and in turn, more trust) through doing so. Follow this up by revisiting and actioning the points above and in time people's trust in you should be restored.

Trust can take some time to develop, but in contrast it can take just one small action to instantly break it.

How to Build & Regain Trust at Work

Founded by Reed Hastings and Marc Randolph in California, Netflix began as a DVD-by-mail service in 1998 which eventually evolved into an online TV/Movie streaming service with 83 million global subscribers, generating over $7 billion a year and currently ranked the 15th most innovative company in the world according to Forbes.
They redefined the way people watch TV and movies and also produce their own original content &ndash; Stranger Things, House of Cards and Making a Murderer to name a few.
Netflix are a great example of a company rewriting the &lsquo;typical&rsquo; HR rule book while attracting and retaining the best talent. To do this they use a set of seven Cultural Behaviours which set out clearly what they expect from their 3,500 employees - and what they offer in return.
A 124 slide presentation was created by Reed Hastings and ex-Chief Talent Officer Patty McCord to highlight the behaviours that they follow. It shows that high-performing employees will eventually leave a process-driven culture. They suggest that the talented, responsible people &ndash; the people every company wants &ndash; are worthy of freedom which they can thrive on, the lack of rules allowing them to be the best version of themselves.&nbsp;
Instead of spending time and money creating HR policies to prevent issues that only a small number of staff might cause, they&rsquo;d rather try hard to not hire those people in the first place.&nbsp;
Rather than focusing on the amount of days or hours someone has worked, they focus on the output being of the highest quality. Letting people work through context rather than being controlled, meaning if they can link the job they do to what the company is trying to achieve, they will do better work. (However, if their work is not of high enough quality, they will be let go, with a generous severance package).
Also, rather than have formal performance reviews, managers and employees have regular, organic conversations about performance as a normal part of work. Most of the time it&rsquo;s pretty obvious if someone&rsquo;s not performing rather than waiting until their monthly review to be told.
Netflix are well-known for paying their employees extremely well, more than anyone else would pay so that each employee will be at the top of their market and also will have less chance of being wooed somewhere else because of a higher salary.
When it comes to holiday, employees are told to take whatever holiday they feel is appropriate. The Virgin Group have been inspired by Netflix with regards to their unlimited holiday policy and followed suit.
Netflix&rsquo;s expenses policy is refreshingly simple - &ldquo;Act in Netflix&rsquo;s best interests&rdquo; - common sense if you&rsquo;re working for a company you care about. Imagine you&rsquo;re spending your own money basically &ndash; and help the company save money by not putting through extravagant expenses.
Despite the great pay and the flexible attitude to holiday, the key to their success is hiring &ldquo;fully formed adults&rdquo; who actually care about the company&rsquo;s well-being, will work hard to do the best job possible and make decisions that benefit the company. Having employees you can trust negates the need for rules and is the ultimate way of proving how high trust their culture is, which has been reflected in their better hiring followed by a continuous feedback loop between managers and staff helping maintain consistency and being able to root out any issues early on.
Just because these particular behaviours work well at Netflix, it doesn&rsquo;t mean they will work everywhere. Their culture is a reflection on the community that currently exists within the company, which didn&rsquo;t happen overnight, it has evolved over time and is now something unique to them.&nbsp;
Most companies can learn something from their behaviours to apply to their own business in some way, it&rsquo;s just a matter of deciding which ones will work. The reality is, even if a company decide to follow suit on all or some of the things Netflix do, it probably won&rsquo;t have the same result, or at least not immediately.
It can take time to attract the best people and weed out the worst. It may even have the adverse effect - the best existing employees might not like the new changes and might leave. Working for a company with the same behaviours as Netflix won&rsquo;t be for everyone and regardless of what industry you work in, the behaviours they created for their company won&rsquo;t necessarily work as well elsewhere.&nbsp;
To be fair, not all companies are on an even playing field, a small start-up company versus an established company such as Netflix worth $41.1 billion is going to yield different results in terms of how much they can pay, what benefits they can offer and who they can attract.&nbsp;
Regardless of your company&rsquo;s reputation or bank balance, the important thing to take away from this is that all companies need to treat their employees like adults. Put trust in the people that work for you and who care about the wellbeing of the company and they will want to work hard because they want the company to do well and succeed.
If a company feels the only option they have is to micromanage their employees, the question you should be asking is &ndash; Are they the right people for the business?
&nbsp;

Sometimes it’s not just about attracting the right talent - it’s about attracting the best – and keeping them...

How Netflix hire the best people and keep them

As the economy looks to bounce back from the COVID-19 pandemic, one thing which is causing businesses in many sectors a headache is the skills shortage. This is undoubtedly true within Facilities Management, both in Hard and Soft services. Recent research by The Institute of Workplace and Facilities Management (IWFM) saw over a third of respondents say that a lack of skills had a negative impact on their business in the previous year and expect it to continue. At the same time, the profile of the FM industry has increased somewhat. Although it was already a key contributor to the economy &ndash; accounting for over 7% of UK GDP - the focus on having COVID secure environments has shone a light on the role FM companies play. In addition, the continued push towards a better and cleaner environment means these companies will inevitably be on the frontline in the fight against climate change. An increased profile is all well and good, but you need the talent to help fill the various needs. At Carbon60, we have over 2,000 workers in the field on a daily basis, so regularly deal with businesses across the FM industry. But in recent months, there&rsquo;s been a real increase in the number of companies who are approaching us and looking for ways to mitigate the skills shortage. It&rsquo;s no exaggeration to say this has become an area of real concern. At times like this, analysing and refining your labour supply chain is crucial.&nbsp; With that in mind, I thought I&rsquo;d provide some top tips which will hopefully help you in this process. 
<h3>Select strategic partners over suppliers</h3>
The big trend I&rsquo;m noticing is a preference for genuine recruitment partnerships. Companies now want strategic partners rather than just suppliers.&nbsp; There&rsquo;s a big difference between the two.&nbsp; A supplier will help you access talent and increase headcount &ndash; but that&rsquo;s where their remit normally ends. A partner on the other hand, will look at what your strategic objectives are and align their offering to it. This will help you gain a competitive advantage, because hiring isn&rsquo;t just about sourcing talent &ndash; it needs to be the right talent for your needs. By choosing a smaller list of strategic partners you can be a more important client to them getting a better service and ultimately the right talent.&nbsp;&nbsp; Another reason FM companies are now looking for partners is because of the candidate short market we&rsquo;re in. In times when supply is high and hiring managers have more options, you&rsquo;ll find your recruitment suppliers giving you the same level of service as their other clients.&nbsp; But now, many recruitment companies have 3-5 vacancies to offer every available candidate. If you opt for the supplier approach, will you get the bespoke service that you need? There&rsquo;s no guarantee, whereas a long-term partnership ensures you&rsquo;re a priority.&nbsp; &nbsp;
<h3>Choose sector specialists</h3>
Taking a &lsquo;spray and pray&rsquo; approach and using generalists might work when the labour market isn&rsquo;t so tight &ndash; and even then, it&rsquo;s a very inefficient way of working &ndash; but now more than ever, it&rsquo;s important to go for recruitment partners who are specialists in your area. They should have a wealth of experience and a proven track record of dealing with candidates in that market. I&rsquo;ve spoken to HR Directors who&rsquo;ve previously worked with generalist agencies and missed out on valuable market information. A classic example is salary and benefits benchmarking. They were convinced that their package was in line with the rest of the market, and only after missing out on good candidates did they realise this wasn&rsquo;t the case. Had they been working with specialists, this would have been flagged up ahead of time. 
<h3>Think broad</h3>
It&rsquo;s crucial that your recruitment partners have a proper national presence.&nbsp; If you have multiple locations, then this should almost be a non-negotiable when deciding which recruitment company should fill your role. But even if you have just a handful of locations, it&rsquo;s still worth picking an agency that has a wider presence, as they&rsquo;ll be able to draw on a broader range of talent.&nbsp; For example, in conjuction with <a href="http://https//www.bluearrow.co.uk/" target="_blank" rel="noopener noreferrer">Blue Arrow</a> (our sister company who specilise in soft services), we have over 60 offices across the UK and a database of over half a million candidates. While a lot of our clients require us to serve them nationally, even those who have smaller requirements appreciate our ability to give them more options. One question to ask any recruitment company is their average time-to-hire in your market. In times like this you&rsquo;ll have to cast your net wide and act quickly to get the best talent. The recruitment companies who already have an extensive network across the country are best placed to help you do this. 
<h3>Simplify the admin experience</h3>
Something which isn&rsquo;t always thought about during the selection process is how easy the administrative side of things will be. The last thing you want is to be bogged down with unnecessary paperwork or have to jump through several hoops to get what you need. Do a deep dive of your recruitment partner&rsquo;s back office. Do they have enough resource to meet your needs, and do you know exactly who needs to be contacted for different issues? Sometimes you may want an even simpler experience &ndash; we have some clients who want just a single point of contact for all their needs. Simplicity is especially important if you&rsquo;re dealing with temporary or contract staff, as legislation in this area is constantly changing. Meanwhile many areas within Soft FM services are dealing with the red tape around Brexit. A good recruitment partner will have a handle on all this and ensure that precious HR hours aren&rsquo;t being taken up by bureaucracy.&nbsp; You won&rsquo;t be able to fully mitigate the skills shortage &ndash; that's the unfortunate truth of the market. However, you can give yourself the best possible chance by making smart recruitment decisions. Now is actually the time to become selective with your supply chain. Engaging a specialist partner, with a wide reach and the ability to prioritise your needs, should be at the top of your list.&nbsp; It may be a clich&eacute;, but less is more.&nbsp;
<div>&nbsp;</div>

As the economy looks to bounce back from the COVID-19 pandemic, one thing which is causing businesses in many sectors a headache is the skills shortage.

How Facilities Management companies can deal with skills shortages

Company culture defines an organisation. It helps to shape values, behaviour and the overall working environment, while it can also affect how employees interact, make decisions, and achieve their targets. Below we take a look at the foundations of workplace culture, and why they are so important.
<h2>Workplace culture is built on several foundations</h2>
A vital element is behaviour, This defines how employees in the workplace interact with each other, clients and stakeholders, and includes work ethics, communication styles and building relationships with various colleagues and clients.
Another aspect is leadership. Those in managerial positions play a critical role in setting the tone for workplace cultures, with their actions and decisions and how they interact with colleagues. Their managerial style also plays a part in how the company is viewed internally, as well as externally..
Values and beliefs act as guiding principles which many companies iterate throughout your employment period. These values and beliefs are in place to ensure all employees have the same drive and ethics in the working environment.
Traditions and incentives can also have an important role in creating a workplace culture that helps keep employees motivated. The traditions can consist of monthly or weekly team calls/updates to keep everyone in the loop of what is happening around the business and having targets to achieve which can lead to incentives or awards.
<h2>So why do the elements above matter?</h2>
Clear communication and promoting a company&rsquo;s values and mission allows employees to understand what is expected from them and keep them on track of the main overall goal. This is where leadership plays a vital role as they actively promote the desired culture.
Having traditions and incentives not only keeps employees motivated too, but it keeps them involved and continuously helps to evolve the workplace culture. Certain traditions can help staff feel valued and shows recognition for their hard work.
Providing training and development opportunities that align with the culture fit helps employees to grow and excel in their positions.
<h2>Workplace culture conclusion</h2>
Workplace culture plays a vital role in shaping a company&rsquo;s future and the employees involvement in helping grow the company. It influences everything from employee satisfaction to business success. Businesses that invest and take time in creating a positive and inclusive culture are better set to thrive.&nbsp; Remember, culture isn&rsquo;t just a term used to define a business, it&rsquo;s the soul of the company and what sets you out from the rest in the marketplace.

Company culture defines an organisation. It helps to shape values, behaviour and the overall working environment, while it can also affect how employees interact, make decisions, and achieve their targets.   Below we take a look at the foundations of workplace culture, and why they are so important.

How Does Culture Play a Role in the Workplace

At Carbon60, we are passionate about helping to ensure the future of the STEM industries, its companies, and their workforces are as strong, multi-skilled and diverse as possible &ndash; not just now, but long into the future too.
We understand the importance of building a bright future for STEM, and that&rsquo;s why we are dedicated to helping organisations discover, hire, nurture, and develop the next generation.
Read on to find out more about Early Talent and Carbon60&rsquo;s Early Talent strategies, expertise, and experience, as well as the benefits of utilising them.
<h2>What is Early Talent?</h2>
Also known as &lsquo;Emerging Talent&rsquo; or &lsquo;Early Careers&rsquo;, Early Talent refers to the discovery, nurturing and development of those at the start of their career journey, usually with between zero to three years of experience.
Generally, individuals who are recognised as early talent include school students and A-Level graduates, as well as university undergraduates and postgraduate students. This enables companies to tap into a wide and diverse talent pool, of people from a variety of backgrounds and at different stages in their education or career journey.
Early Talent strategies, such as those crafted and implemented by our experts at Carbon60, equip companies with everything they need to find the very best early talent, and then provide them with the knowledge and skills to not only create a successful career, but help build a bright future for their company, their workforce, and their respective industry.
<h2>What are Carbon60&rsquo;s Early Talent Strategies?</h2>
Recognising that attracting and engaging the very best talent early is essential for growing STEM industries and organisations, and for continually inspiring the next generation, at Carbon60 we utilise the experience and knowledge of our recruitment experts to turn today&rsquo;s potential into tomorrow&rsquo;s expertise.
A key part of this is our Early Talent strategies, which are carefully crafted &ndash; and can be tailored to a company&rsquo;s specific requirements &ndash; to find, attract and engage individuals and give them the tools they need to begin a fulfilling, exciting and successful career.
Carbon60&rsquo;s capabilities include everything from Summer Internships, Placements, and Apprenticeships, which provide opportunities for vital &lsquo;onsite&rsquo; learning and experience, to Graduate, Undergraduate, and Post-Graduate Programmes that are designed to build on, grow and &lsquo;take to the next level&rsquo; skills and knowledge already gained through academic studies.
<h2>What are the benefits of utilising Early Talent?</h2>
The positive impacts of implementing Early Talent strategies are aplenty. Beyond the incredible education and career development opportunities they offer talented people from schools and universities for example, Early Talent can help to solve a variety of common challenges faced within the STEM industries, including:
<ul>
<li>Bridging the skills gap &ndash; Not only does Early Talent help to fill gaps in workforces, filling roles with talented, skilled, and motivated people, it also helps to bridge STEM&rsquo;s skill gap, through providing education, practical experience, mentoring and technical development opportunities.</li>
<li>Improving diversity &ndash; Early Talent can play a foundational role in activating diversity and inclusion within an organisation, and across wider STEM industries. Inclusive talent attraction and recruitment practices, implemented whilst actively carving structured and well-supported talent pathways for diverse talent, can help ensure the long-term success and progression of diverse talent into senior, and leadership positions.</li>
<li>Powering innovation &ndash; Early Talent strategies can offer graduates opportunities to showcase their innovative potential, while providing the support and mentorship required to ensure success. Education institutions and organisations may also benefit from a stronger skill alignment, ensuring that graduates are equipped with the skills required to fulfil their innovative visions.</li>
</ul>
Additionally, when working with Carbon60 to implement a Early Talent strategy, companies benefit from an enhanced, more defined Employer&rsquo;s Value Proposition (EVP), and opportunities to evolve their ED&amp;I and CSR journeys &ndash; all whilst taking advantage of access to a pipeline of the very best future talent.
Utilising our STEM Ambassador program we are able to access local schools and present to students and teachers and expand on the STEM roles available in the market and support people into a STEM career. This can be a targeted approach for a school local to your business.

Using our Early Talent expertise, Carbon60 is helping to build a brighter future for STEM companies, their workforces, and the STEM industries overall. 

How Carbon60’s Early Talent Expertise Can Help Shape the Future of STEM

The aviation industry, and the demands on it, are ever-growing. Commercial aviation is booming as an increasing amount of people look to explore the post-Covid world and air freight continues to enable and drive efficient global commerce.&nbsp;
As a result, airlines and other organisations continue to order new aircraft, driving up manufacturing demands. Meanwhile, existing fleets require constant maintenance to ensure they remain airworthy and ready to carry passengers or cargo around the world.&nbsp;
However, aviation is facing the implications of decreasing workforces and wide-scale skill shortages. Post pandemic, many skilled engineers were lost to the rail, warehousing, automation and nuclear sectors, and airlines are struggling to replace this wealth of experience and attract new talent to meet their operational needs.
With demand not looking set to dwindle anytime soon, action is required to tackle these challenges. And fast.&nbsp;
<h2>Addressing the Aviation Skill Shortage</h2>
Throughout our many years of experience of supporting maintenance, repair and operations (MRO) recruitment projects, Carbon60 have worked in partnerships with some of the world&rsquo;s leading aviation organisations to help find, attract and hire the next generation of aviation talent - not only to support them, but to help narrow the skill gap within the wider aviation industry too.&nbsp;
<h3>Carbon60 &amp; Virgin Atlantic: Nurturing Early Careers Talent</h3>
We have partnered with global aviation powerhouse Virgin Atlantic; trusted with utilising our Early Careers experience, expertise and insight to&nbsp;<a href="https://www.carbon60global.com/job-seekers/training-and-apprenticeships/virgin-atlantic-aeronautical-graduate-programme">find and recruit emerging graduate talent for their Aeronautical Graduate Programme</a>.
Together, we shape them &ndash; through hands-on experience, leadership and management, module-based learning and completion of a CAP 741 Aircraft Maintenance Engineers Logbook &ndash; into the Aviation Engineering leaders of the future.
<h3>Carbon60 &amp; STS Aviation: Guiding Veterans back into work</h3>
As Forces Covenant civilian employment support providers for Service leavers and Veterans and one of the UK&rsquo;s top 25 Veteran Employers, we are also proud to help ex-military personnel take a secure and exciting step back into civilian life and into a career in aviation.
Helping <a href="https://www.carbon60global.com/job-seekers/training-and-apprenticeships/forces-to-civilian-transition-programme-2024">STS Aviation to recruit for their Forces to Civilian Transition Programme</a>, we provide veterans and service leaders a pathway to B1 Mechanical or B2 Avionics licenses and potential careers at a leading aircraft maintenance, engineering and modification specialist. Along the journey, we not only give all training required to complete the licence modules, but also enable veterans to grow their existing leadership skills via tailored ILM-accredited programmes &ndash; with our expert support, guidance and advice given throughout.
<h3>Global talent for a global aviation industry</h3>
And, recognising the potential of aviation talent from around the world, we are passionate about providing international candidates with access to jobs and careers that their skills and dedication deserve, by connecting them to opportunities that could include sponsorship for their training, development and support for the Skilled Worker Visas required for UK-based roles &ndash; <a href="https://www.carbon60global.com/blog/british-airways-carbon60-creating-opportunities-for-international-engineering-talent">including a variety of positions at iconic airline British Airways</a>.
<h2>How we can support you</h2>
Carbon60&rsquo;s recruitment and early talent expertise enables us to create journeys that guide people through various stages of learning and development, all the way through to potential employment that can kickstart an exciting, fulfilling career in ever-growing, ever-changing industry that keeps the world moving. Employment that will not only create a better future for individuals, but for aviation too.
If you&rsquo;d like further insights or need support with your recruitment requirements, feel free to get in touch with Andy Morris, Client Solutions Director, via email: andrew.morris@carbon60global.com

In the face of the growing demand on aviation and a growing skill shortage within the industry, it is vital to take action now to find, hire and retain the next generation of talent who will help to keep us all flying, safely and efficiently, long into the future. 

How Carbon60 are helping to shape the future of Aviation and its workforce

Through our research&nbsp;into global aviation salaries, in association with <a href="http://www.aviationjobsearch.com/uk" target="_blank" rel="noopener noreferrer">Aviation Job Search</a>, we found that there is an extremely strong link between age and wage &ndash; the more experience gained in the aviation industry, the greater the salary offering. There is also an apparent link between age, salary and geographical location.
Aviation professionals aged under 25 years old are getting paid, on average, 90% more in the UK than they would do if they were performing the same roles in Central or South America. However, the UK aviation industry offers salaries below the global average for people aged 20 &ndash; 54 years old. But aviation professionals aged 55 years old and above receive above average salaries in the UK.&nbsp;
Aviation professionals aged over 65 years old will find the best salaries in Europe, receiving an average of &pound;71,269. Europe is the also the place to be for those with less than one year&rsquo;s aviation industry experience; they can earn an average of &pound;45,000, compared to people with the same amount of experience in the Middle East, who will only receive average salaries of &pound;14,040.
Compared to Europe, Asia offers the lowest salaries to aviation professionals aged over 65, with the average salary standing at just &pound;35,000. The variations in global salaries shows why relocation is a genuine consideration amongst 95% of respondents across all age groups, as better salaries may await across geographical borders.&nbsp;
66% of respondents would be happy to move abroad for their next role, where they can seek better wages for their experience and age brackets. Only 5% of respondents claimed they would not consider a geographical career move, but the majority of this group are willing to move within 50 miles of their current locations.
Our research findings indicate the immense level of commitment and dedication amongst aviation professionals, whilst showcasing the mobile nature of the global aviation industry.&nbsp;

In association with AviationJobSearch.com

Global Aviation Salary Survey 2018

At Carbon60, we welcome the opportunity to share our gender pay gap as it will help us have more meaningful conversations with our people and our customers about equality, diversity and inclusion.
We have made good progress with diversity and inclusion at Carbon60 and understanding our gender pay gap drives us to do more. We are investing in a range of initiatives to bring about change.
Our report outlines what we are undertaking as part of a broader focus on creating a more inclusive workplace.
<div><a href="-/media/96be436efcd64156a18dc6ca715bf159.ashx">Download the Carbon60 gender pay gap report here</a></div>

Our report outlines what we are undertaking as part of a broader focus on creating a more inclusive workplace.

Gender Pay Gap Reporting

The energy sector has long been male dominated, overlooking the educational standard and skillset women may bring to the sector. However, with the ever-increasing demand for jobs within the sector, due to ongoing projects supporting sustainable, renewable energy, the female presence within the industry is progressing. With women now making up 39% of the global workforce in the energy sector the imbalance is being addressed; however, only 16% of that covers the traditional energy sector.
<h2>How can gender diversity benefit your organisation</h2>
Focusing on gender diversity can provide your organisation several benefits ranging from attracting the best talent, to financial outperformance. Diversifying your workforce will ensure you have the highest calibre of talent strengthening your teams. Furthermore, this will enhance the level of innovation and decision making within the organisation, meaning that you can gather more comprehensive analysis of complex issues and the development of innovative solutions.
Promoting gender diversity for your organisation within the energy sector can improve company reputation too, as companies who actively promote this balance are more likely to impress stakeholders with their forward thinking. This includes customers, investors and the public. Additionally, diversifying your workforce will promote financial outperformance as gender diversity correlates to higher market value as it is widely accepted and believed to be of high importance.
<h2>Strategies to balance the gender gap within the Energy Sector</h2>
So, how can companies help make a difference to fixing the imbalance between men and women within the energy sector? Below we look at a variety of ways your business can ensure a more inclusive future for your workforce.
<h3>Educational Outreach</h3>
Addressing the gender gap in the energy sector begins with inspiring as many people &ndash; male and female &ndash; to want to pursue a career within the industry as possible.
By collaborating with educational institutions, you can expand your outreach to careers fairs, mentoring, educational partnerships and apprenticeship programmes to inspire the next generation of industry leaders. Additionally, you will help to raise awareness of the opportunities available to both women and men within the industry.
It is imperative to inspire the younger generation. Connecting your business with schools, colleges and universities, and encouraging your female employees and leaders to mentor students, will prove vital for fostering a supportive environment for women interested in STEM roles and broaden opportunities for different talent pools.
<h3>Equal Pay</h3>
Despite an equal skillset ithas been found that women&rsquo;s wages within the energy sector are almost 20% lower than male wages. This disadvantage for women causes a gap within the industry, as it makes roles in the industry less appealing to females &ndash; making it more difficult to recruit female talent.
Achieving pay equity and providing equal advancement opportunities for both women and men is essential for creating a diverse workforce and closing the gap within the energy sector. Organisations should carry out regular pay equity audits in order to identify any pay disparities and abolish inequality.
Women should be paid based upon their skillset and efforts within the industry, therefore a transparent promotion and advancement criteria should be established, as well as adequate training opportunities provided, to help women excel within their career and be open to equal advancement opportunities based upon their efforts.
<h3>Flexible Arrangements</h3>
<a>Diversifying talent acquisition within the energy sector is vital to the success&nbsp;</a>of the industry, therefore it is important to allow for flexible arrangements for women to cater for specific needs. This includes comprehensive maternity leave policies, childcare support and flexible working arrangements.
Support for women from their organisation is essential for ensuring a positive workforce. Women are more likely to consider the flexible working options offered by an organisation and hold it in high regard when deciding their career path. This means women are less likely to seek a career with an organisation who does not support the flexibility needed to cater to their unique challenges, creating a gap in the diversity of the workforce within the energy sector. &nbsp;
<h3>Diversity and Inclusion Policies</h3>
Diversity and inclusion policies are a fundamental step, for any organisation, towards making the work place a safe and professional environment for all workers to thrive in their careers. Therefore, it is essential that diversity and inclusion is considered when taking on employees.
Organisations should set up appropriate guidelines which support equal opportunities for all workers to progress based on their standard of work and regardless of their gender. Furthermore, advanced mechanisms for reporting discrimination and harassment should be set up within the workplace to strive for a safe and inclusive environment for all employees.
<h2>In summary&hellip;</h2>
There are many actions in which an organisation can take in an effort to address the gender gap within the energy sector,&nbsp;<a>including </a>educational outreach, providing equal pay, conducting flexible arrangements for employees, and implementing diversity and inclusion policies.&nbsp; Integrating these practices and policies within an&nbsp;organisation will provide you with several benefits ranging from attracting the best talent, to financial outperformance.
Furthermore, bridging the gender gap within an&nbsp;organisation will help to support the demand for jobs within the energy sector and fill these roles with the highest calibre of talent regardless of their gender. In turn, this will ensure that valued time and attention can be directed towards upcoming renewable energy projects and the ongoing race against global warming.

The energy sector has one of the largest gender gaps, with the pay rate for women being 15.4% lower than for men withholding the same skillset. Here we delve deeper into the gender gaps in wages and employment within the energy sector, and how these imbalances can be addressed.

Exploring Gender Gaps in the Energy Sector

Carbon60 are driven by a passion for shaping and building an even better, even brighter future for STEM. That&rsquo;s why we dedicate ourselves to helping organisations industries discover, nurture, and develop the very best, most talented people &ndash; from apprentices starting their journey to senior managers with years of career experiences behind them &ndash; that can make a big difference to the STEM industries.
As part of our continued commitment to helping drive STEM forward, we are delighted to announce that Carbon60 have partnered with ERIKS, a leading Specialised Industrial Service Provider, as they launch exciting apprenticeship programmes, designed to discover and develop the next generation of engineering and sales &amp; service talent, help them build a career and bridge the skills gap in STEM industries.
<h2>Who are ERIKS?</h2>
Built over 80 years of passionate hard work and experience, ERIKS have vast technical and engineering expertise in a variety of areas and specialisms, including bearings and lubrications, power transmissions and fluid power, industrial MRO and safety, and much more.
From their UK-wide network of local distribution and specialised engineering service centres, and a new Fulfilment Centre of Expertise and UK Headquarters, in Oldbury, West Midlands, ERIKS offers a truly complete solution, from an extensive product range, comprehensive engineering services right through to supply solutions.
<h2>What are ERIKS&rsquo; new Apprenticeship programmes?</h2>
Designed to not only expand and futureproof their own workforce, but also help to shape the future of engineering and other STEM industries overall, <a href="https://www.carbon60global.com/job-seekers/eriks-apprenticeship-programme">ERIKS&rsquo; Apprenticeship Programmes</a> are a gateway to an exciting, wonderfully rewarding career.
With the help of Carbon60, ERIKS are keen to find talented, passionate apprentices &ndash; particularly those who already have a keen interest in engineering &ndash; and offer them the chance to gain vital experience of engineering, new skills and knowledge, as they work towards a Level 3 Engineering Fitter qualification.
There are also for Sales &amp; Service apprenticeship opportunities available, in which chosen candidates can will be given the chance to learn and develop in one of ERIKS&rsquo; busy service centres alongside experienced Advisors, Team Leaders, and Managers, communicating with customers on a day-to-day basis, working towards Level 3 and 4 qualifications and a great career in Sales and Service.
ERIKS are inviting applications from anyone who is willing and ready to make the absolute most of this fantastic opportunity &ndash; from people who have perhaps just left school or college and are just getting started in their career, to those who are simply looking for a new direction in their career journey. What&rsquo;s more, there are placements with ERIKS in a variety of locations around the UK, so these opportunities are available far and wide.
<h2>And what are the entry requirements, duration, and benefits?</h2>
As mentioned, this apprenticeship is open to anyone who wishes to apply, though there is a requirement for applicants to have 3 GCSE&rsquo;s (Grades 9-4 or A-C) or equivalent for the Engineering programme; or 5 GCSE&rsquo;s, including for Maths and English (Grades 9-4 or A-C), or equivalent for the Sales &amp; Service programme. ERIKS are not expecting their apprentices to have prior knowledge or experience, just a willingness to work, learn and grow.
The Engineering course will run for 48 months, while the duration for the Sales &amp; Service course is 36 months. During these periods &ndash; and during any future employment with ERIKS of course &ndash; all successful applicants will benefit from the following:
<ul>
<li>25 days plus bank holidays annual holiday entitlement</li>
<li>Contributory pension scheme</li>
<li>Cycle to Work Scheme</li>
<li>Life assurance</li>
<li>Employee Assistance Programme</li>
<li>Life, money and wellbeing support</li>
<li>Unlimited video GP appointments</li>
<li>Unlimited Mental Health therapy sessions a year</li>
<li>2 medical second opinion consultations per year</li>
<li>Company sick pay</li>
<li>Group Income Protection &ndash; after a period of sickness absence</li>
<li>Onsite parking at all our sites</li>
<li>Long service recognition</li>
<li>Free unlimited access to LinkedIn Learning</li>
<li>Free ERIKS branded workwear</li>
<li>Free eye tests</li>
</ul>
<h2>Where are ERIKS recruiting?&nbsp;</h2>
<a href="https://www.carbon60global.com/job-seekers/eriks-apprenticeship-programme">ERIKS are looking for candidates</a> across the UK to join their apprenticeships in a variety of locations.
Engineering Fitter locations: Aberdeen, Cardiff, Castle Donnington, Chesterfield, Grimsby, Haydock, Leeds, Leicester, Norwich, Southampton, and Swansea.
Sales &amp; Service locations: Aberdeen, Gateshead, Pensnett, and Swansea
<h2>Why have Carbon60 &amp; ERIKS partnered for this project?</h2>
Carbon60 are passionate about the future of STEM and helping the next generation of STEM talent grow. That&rsquo;s why we strive to discover the very best people and find them the very best roles &ndash; and have done so for many decades.
We know that partnering with companies such as ERIKS, to help them find talent for projects such as these, can create incredible career opportunities for candidates; build bigger, stronger, even more talented workforces for clients; and have a positive, lasting impact on STEM industries as a whole.
With our expert knowledge and experience of helping to discover and place talent in roles at various points of their career, from apprentice to senior management, and ERIKS providing such exciting opportunities for so many, we cannot wait to see what the apprenticeship programmes &ndash; and our partnership &ndash; brings.
<a href="https://www.carbon60global.com/job-seekers/eriks-apprenticeship-programme">Find out more here.</a>

Carbon60 have partnered with ERIKS to help them discover future STEM talent for their Apprenticeship programmes. 

Discovering future talent with Carbon60 & ERIKS

The demand for developed vetting (DV) cleared technology specialists is increasing exponentially in the UK &ndash; so much so that the supply of these professionals simply cannot keep pace. The result of this situation is a severe shortage of highly skilled professionals with the necessary security clearances.&nbsp;
It&rsquo;s little wonder the recruitment sector is struggling to fill job vacancies with permanent, DV security cleared employees. The thorough and lengthy process that candidates must go through to obtain DV security clearance has created a shortage specifically within the UK defence industry.&nbsp;
As a result, there are relatively few individuals who have DV clearance in addition to the high-tech skills required to deliver advanced MOD programmes. Defence companies turn to contractors to meet their time-pressured contractual deadlines. While contractors tend to cost more than permanent staff in the long-run, contractors have, and always will have a key role to play in the staffing structure of the defence industry.&nbsp;
Nonetheless, it&rsquo;s essential to encourage and support skilled, high-tech professionals through the DV security clearance process so they can succeed in permanent positions within the defence industry. The long term solution to this issue should consider ways to increase the supply base of DV security cleared individuals.&nbsp;
It takes around six months to achieve DV security clearance in the UK. If the volume of individuals going through the security clearance process increases, so too does the timeframe. Government investment into growing the vetting team could alleviate the supply and demand challenge, enabling more people to achieve DV security clearance within a consistent, reliable timeframe.&nbsp;
The supply and demand challenge facing the defence industry in the UK at the moment could also be addressed through the encouragement of better lead times from organisations generating requirements, so as to provide more DV process time for candidates.
Focusing on nurturing young talent to develop the high-tech skills within the market will help to increase the supply base of DV security cleared individuals. By developing skills that are in high demand across the defence industry, individuals can seek sponsorship, achieve clearance, and compete effectively in the permanent defence jobs market.
Carbon60 employs dedicated pre-employment vetting teams who adopt a personable approach to accurately clear workers in time for their first day. We complete the full screening process and create pre-employment packs that assure vetted individuals are who they say they are, in line with time-critical project needs.&nbsp;
If you&rsquo;d like to talk to us about the supply issues currently affecting the UK defence industry&nbsp; or about how we can support your security clearance and recruitment needs, please contact our specialist Defence and Technology team on 01296 311 411.
<div>&nbsp;</div>

The demand for developed vetting (DV) cleared technology specialists is increasing exponentially in the UK – so much so that the supply of these professionals simply cannot keep pace. The result of this situation is a severe shortage of highly skilled professionals with the necessary security clearances.

Developed Vetting Security Clearances - How They Create Recruitment Challenges

The IR35 legislation has now been delayed for a year, until 6th April 2021, as a result of the uncertainty caused by the coronavirus pandemic. It's still important to prepare for IR35, so if you have any questions, please don't hesitate to contact us.
IR35 is a big talking point in businesses right now and with the private sector roll-out coming to medium and large businesses in April 2020, many businesses are looking for answer to the complexities this will bring.
Due to its complexity, there is no one-size-fits-all. However, by changing our thinking around how we manage contract workforces, this can be an opportunity to not just mitigate tax risks, but to actually improve the efficiencies of our workforce.
<h3>Statement of Work</h3>
Statement of Work is how we structure outcome-based work solutions. Many projects are currently run on a time and material (T&amp;M) basis.
For example, if you needed to upgrade a piece of software across your business, you would likely need to advertise, interview and hire a team of engineers and induct them into your business, ready to deliver the upgrade. This team would likely be paid on expensive day rates, require day-to-day instruction and management, and be required to attend company meetings. All of these factors (among many others) would bring them inside IR35, as well as being time consuming to manage and having no guarantee of delivery.
However, under an outcome-based Statement of Work, you can mitigate some of the risk factors of this scenario. Run as a fixed-price project, you wouldn't need to manage each individual contractor to turn up each day and complete task X by Monday, for example. Instead, you would focus on them delivering the software upgrade by the agreed date. You wouldn't need to hire the team or worry about authorising time sheets, but instead sign off work completed, saving a considerable amount of time and administration, as well as mitigating many of the risks of IR35 compliance.
<h3>Shift away from man-management and drive efficiencies</h3>
If you change to this way of thinking you ensure your workforce is IR35 compliant, and this outcome-based way of working improves efficiency and productivity too.
Effectively, contractors who are paid a day rate really benefit when work runs late, and the reality is you are unlikely to have the technical capability to effectively manage them. But by switching to an outcome-based model you can incentivise individuals based on delivering high-quality work on time.
Ultimately it's about shifting our thinking from this man-management to working with a service provider and measuring deliverables, even if it is a one-man band limited company. This service provider can then bill the business at agreed milestones and/or on project completion.
<h3>What about IR35?</h3>
With IR35 coming into place, the traditional T&amp;M resource model also comes with the administration of working out which roles fall in or outside of IR35 and, if they do come within, the additional costs of PAYE and NIC on top.
With the lack of clarity, the risk would be that the individual contractors will receive reduced day rates as well, resulting in a loss of talent for your business, further impacting on productivity.
If you can focus instead on "what outcomes do I want?" and enlist a service provider to work backwards from there, you mitigate these risks as well as driving more productivity into these projects.
IR35, in our opinion, doesn't need to be something to be scared of. It can actually be a catalyst for changing the way we think about workforce management to a more Statement of Work-based way of thinking. Smart business leaders will realise the benefits of this far outstrip IR35 compliance.
<h3>Find out more</h3>
Want to know more about how Statement of Work could work for your business?
Contact us on enquiries@carbon60global.com or call 01582 958140.
&nbsp;
*This pages provides information on legal issues and development of interest to our colleagues, clients and candidates. The material is not a comprehensive treatment of the subject matter covered and is not intended to provide legal advice. Readers should seek specific legal advice before taking any action with respect to the matters discussed on this page.
&nbsp;

April 2020 is fast-approaching, and it's time to explore your options.

Could Statement of Work be the solution to IR35?

As we continue to navigate the effects of the UK coronavirus outbreak, there's perhaps no better time to recognise the efforts of our British Armed Forces. Along with thousands of other key workers across our country, our military specialists have offered invaluable support to help in the midst of a crisis.
These unsung heroes have contributed in countless ways; from setting up our Nightingale hospitals, testing centres and delivering PPE, to supporting ambulance services and distributing food parcels to the most vulnerable in our society. Around twenty thousand members of our regular and reservist forces from across the army, navy and air force, have played (and continue to play) a crucial role in assisting the UK through the COVID-19 pandemic, undoubtedly one of the largest challenges our country has ever faced.
Armed Forces Day is an annual event held each June to recognise and celebrate our military and its personnel. This year, Armed Forces Day is due to be held on Saturday 27th June and whilst celebrations may be a different to usual - the official event planned to be hosted this year by Scarborough Borough Council has had to be cancelled because of coronavirus - there are still plenty of ways to show your support to the selfless men and women who dedicate their lives to serving our country.
<h3>Carbon60's commitment to our Armed Forces</h3>
Carbon60 has always been avid supporters of our military service men and women. Over the years we've employed and championed a number of our employees who have had military involvement, whether that be as veterans, reservists, spouses of serving members, or adult cadet volunteers.
We're proud to have worked our way through the ranks (pardon the pun!) of the MOD's Employer Recognition Scheme (ERS), having achieved firstly bronze, then silver and most recently gold in acknowledgement of our support for employees with military engagement.
To achieve this prestigious award Carbon60 was able to consistently demonstrate commitment, support and the fair treatment of our employees with links to the Armed Forces. We have programmes in place to help ex-military personnel into new engineering roles and careers, actively promoting opportunities that would be suitable for those with service backgrounds. We also have mentoring programmes for the spouses and families of those currently serving with the army, navy, or air force, designed to help them navigate the challenges associated with military life, such as remote postings and childcare issues.
And above all, we really take the time to appreciate and celebrate our employees with military involvement. These are individuals who not only demonstrate real dedication, commitment and 'get up and go', but who are also often able to bring with them a wealth of military experiences, skills and knowledge that then strengthens our own engineering and recruitment business too.&nbsp;
<h3>How to show your support</h3>
As previously mentioned, the UK's official Armed Forces Day will look a little different this year but there are still plenty of ways for you to get involved.
The celebrations will begin with the raising of the Armed Forces Day flag on Monday 22nd June. The flag will be hoisted onto buildings and famous landmarks across the UK, so look out for any flags that may be flying near you.
Because people will be unable to congregate to celebrate this year, the official <a href="https://www.armedforcesday.org.uk/">Armed Forces Day website</a>&nbsp;has an entire section dedicated to getting people involved remotely. There are downloadable banners, flags and logos that you can use either in your workplace or at home to join in with the celebrations.&nbsp;
You can also get involved on social media through posting your own messages of thanks to our military personnel, or by sharing photos and/or videos of yourself, your teams or your family saluting them.
Whatever you're doing this month, we hope you'll take some time out to join us in supporting those who dedicate their lives to supporting all of us. Let's show our appreciation for the valuable contribution of all those who make up our British Armed Forces, on Armed Forces Day 2020.&nbsp;

As we continue to navigate the effects of the UK coronavirus outbreak, there's perhaps no better time to recognise the efforts of our British Armed Forces.

Celebrating Armed Forces Day 2020

Working in partnership with ERIKS to find and hire the very best talent for their 2024 apprenticeship programmes.

Company

Talent

Solution

Five

Over 2500

High-quality

<ul>
<li>ERIKS &ndash; a leading UK manufacturing and infrastructure company &ndash; were searching for talent to recruit for their exciting 2024 apprenticeship programme.</li>
<li>Recruitment was outsourced to Carbon60, who&rsquo;s expert team created and implemented a bespoke, end-to-end &lsquo;Motivate, Attract and Select&rsquo; solution.</li>
<li>Exceeding expectations, the solution generated over 2500 applications&nbsp;and resulted in 21 new apprentices.</li>
<li>All 21 new apprentices were placed at ERIKS within the 3-month project plan, with a pipeline of talent created for future opportunities also.</li>
</ul>

Overview

ERIKS &ndash; a Specialised Industrial Service Provider &ndash; is a key player in UK manufacturing and infrastructure, providing product installations, comprehensive engineering services right through to supply chain solutions. Their people are the driving force behind their ability to deliver solutions and solve complex customer challenges. And all times, they are looking to the future.
Apprenticeship programmes are a key part of ERIKS people strategy and core to discovering the next generation of engineering talent, help bridge the skills gap in STEM related roles, and provide meaningful, well-paid careers.&nbsp;

Background

Specifically, the 2024 apprenticeship programme would provide job opportunities in a variety of locations around the UK, vital experience in a skills short sector, and a chance to gain a Level 3 Engineering Fitter qualification. Additionally, Level 3 and 4 Sales &amp; Service apprenticeships were available in ERIKS&rsquo; busy service centres.
Having previously managed recruitment of apprentices in-house, ERIKS decided to outsource the 2024 intake. Carbon60 was selected to deliver the apprentice recruitment project based on its proven and trusted reputation to deliver solutions in engineering recruitment.

Challenge

Carbon60 built a campaign team that consisted of talent marketing expertise and recruitment specialists. Led by our campaign manager, using project management methodologies, we discussed, understood and refined the requirements. We further identified the technical, behavioural and people skills of the talent required to complement and enhance our customer&rsquo;s existing engineering and sales &amp; service teams. Based on our &lsquo;Motivate, Attract and Select&rsquo; model, we designed an end-to-end solution that would not only generate a large number of applications, but do so from a diverse array of sources &ndash; from promising school or college leavers beginning their career, to those looking to take a new or next step in their career journey.
As with all such campaigns, it started with a bespoke talent attraction marketing plan, which included targeting defined groups, regions and channels via social media campaigns designed to raise our customer&rsquo;s brand awareness and attract relevant talent to exciting work. Our recruiters were also tasked with sourcing through search and referral using existing networks and databases.
We created a bespoke landing page on our website which allowed us to track application source and DE&amp;I data. This was our online brochure to the world, promoting ERIKS as a fantastic place to work, with bespoke messaging, promoting the apprenticeship programme and its application requirements. Additionally, we created printed and digital versions of an apprenticeship pack, interview handbook and guides to help applicants prepare CVs and cover letters. Each element was created to encourage individuals to apply and advise them on how to make a successful application.
Our campaign manager oversaw our operation. This included: receiving, sorting and matching all candidate applications, &nbsp;based on their suitability and right to work; candidate communication, support and guidance through each stage of assessment; shortlisting and coordinating final interviews for both ERIKS and candidates.
We worked closely with all customer stakeholders throughout, reporting on progress at an individual, team and contract level, and directly with ERIKS&rsquo; teams, providing them with transparency and control throughout, managed the candidate application and assessment journey.

Our talent marketing and recruitment activities exceeded our own expectations and generated an initial 2550 applications for just five apprentice vacancies. Through CV sifting, applicant screening and qualification calls, we identified 91 individuals we were happy to longlist and progress to competency assessment. Following a controlled interview process, 58 applicants were chosen to move to customer interview stages; with 18 of them being progressed to ERIKS&rsquo; onsite insight day, for final assessment in the working environment. Finally, having narrowed down the talent pool to just a few, ERIKS made offers of apprenticeship placements to 21 individuals across 15 different geographical locations.&nbsp;
We successfully delivered all five new apprentices into ERIKS within the 3-month project plan, and such was the high-quality of the applicants, our customer now has a pre-qualified talent pipeline of individuals for future opportunities.

Outcome

&ldquo;The guys at Carbon60, and everything the created, did and provided, didn&rsquo;t let us down. I am over the moon with the results of the entire campaign.
"It has been a dream for me. Very easy from start to finish.&rdquo;&nbsp;-&nbsp;Talent Development Business Partner at ERIKS.
&ldquo;I would love to repeat the whole process again with Carbon60 it honestly went amazing, the interview day is the best interview day I&rsquo;ve&nbsp;<a>had.&rdquo;</a>&nbsp;&ndash;&nbsp;Successful Candidate (Engineer Apprenticeship at ERIKS Leicester)
&ldquo;A well communicated and seamless process from initial application to final offer.
&ldquo;My experience to date has been a positive one, and I'm keen to start my apprenticeship journey at ERIKS.&rdquo;&nbsp;-&nbsp;Successful Candidate

Testimonials

<h2>Overview:</h2>
<ul>
<li>ERIKS &ndash; a leading UK manufacturing and infrastructure company &ndash; were searching for talent to recruit for their exciting 2024 apprenticeship programme.</li>
<li>Recruitment was outsourced to Carbon60, who&rsquo;s expert team created and implemented a bespoke, end-to-end &lsquo;Motivate, Attract and Select&rsquo; solution.</li>
<li>Exceeding expectations, the solution generated over 2500 applications<span style="font-size: 11.0pt; font-family: 'Aptos',sans-serif; mso-fareast-font-family: 'Times New Roman'; mso-bidi-font-family: Aptos; mso-ligatures: standardcontextual; mso-ansi-language: EN-GB; mso-fareast-language: EN-US; mso-bidi-language: AR-SA;">&nbsp;and resulted in 21 new apprentices.</li>
<li>All 21new apprentices were placed at ERIKS within the 3-month project plan, with a pipeline of talent created for future opportunities also.</li>
</ul>
<hr>
<h2><a>Background:</a></h2>
ERIKS &ndash; a Specialised Industrial Service Provider &ndash; is a key player in UK manufacturing and infrastructure, providing product installations, comprehensive engineering services right through to supply chain solutions. Their people are the driving force behind their ability to deliver solutions and solve complex customer challenges. And all times, they are looking to the future.
Apprenticeship programmes are a key part of ERIKS people strategy and core to discovering the next generation of engineering talent, help bridge the skills gap in STEM related roles, and provide meaningful, well-paid careers. &nbsp;
<h2>Challenge:</h2>
Specifically, the 2024 apprenticeship programme would provide job opportunities in a variety of locations around the UK, vital experience in a skills short sector, and a chance to gain a Level 3 Engineering Fitter qualification. Additionally, Level 3 and 4 Sales &amp; Service apprenticeships were available in ERIKS&rsquo; busy service centres.
Having previously managed recruitment of apprentices in-house, ERIKS decided to outsource the 2024 intake. Carbon60 was selected to deliver the apprentice recruitment project based on its proven and trusted reputation to deliver solutions in engineering recruitment.
<h2>Solution:</h2>
Carbon60 built a campaign team that consisted of talent marketing expertise and recruitment specialists. Led by our campaign manager, using project management methodologies, we discussed, understood and refined the requirements. We further identified the technical, behavioural and people skills of the talent required to complement and enhance our customer&rsquo;s existing engineering and sales &amp; service teams. Based on our &lsquo;Motivate, Attract and Select&rsquo; model, we designed an end-to-end solution that would not only generate a large number of applications, but do so from a diverse array of sources &ndash; from promising school or college leavers beginning their career, to those looking to take a new or next step in their career journey.
As with all such campaigns, it started with a bespoke talent attraction marketing plan, which included targeting defined groups, regions and channels via social media campaigns designed to raise our customer&rsquo;s brand awareness and attract relevant talent to exciting work. Our recruiters were also tasked with sourcing through search and referral using existing networks and databases.
We created a bespoke landing page on our website which allowed us to track application source and DE&amp;I data. This was our online brochure to the world, promoting ERIKS as a fantastic place to work, with bespoke messaging, promoting the apprenticeship programme and its application requirements. Additionally, we created printed and digital versions of an apprenticeship pack, interview handbook and guides to help applicants prepare CVs and cover letters. Each element was created to encourage individuals to apply and advise them on how to make a successful application.
Our campaign manager oversaw our operation. This included: receiving, sorting and matching all candidate applications, &nbsp;based on their suitability and right to work; candidate communication, support and guidance through each stage of assessment; shortlisting and coordinating final interviews for both ERIKS and candidates.
We worked closely with all customer stakeholders throughout, reporting on progress at an individual, team and contract level, and directly with ERIKS&rsquo; teams, providing them with transparency and control throughout, managed the candidate application and assessment journey.
<h2>Outcome:</h2>
Our talent marketing and recruitment activities exceeded our own expectations and generated an initial 2550 applications for just five apprentice vacancies. Through CV sifting, applicant screening and qualification calls, we identified 91 individuals we were happy to longlist and progress to competency assessment. Following a controlled interview process, 58 applicants were chosen to move to customer interview stages; with 18 of them being progressed to ERIKS&rsquo; onsite insight day, for final assessment in the working environment. Finally, having narrowed down the talent pool to just a few, ERIKS made offers of apprenticeship placements to 21 individuals across 15 different geographical locations.&nbsp;
We successfully delivered all five new apprentices into ERIKS within the 3-month project plan, and such was the high-quality of the applicants, our customer now has a pre-qualified talent pipeline of individuals for future opportunities.
<h3>Testimonials</h3>
&ldquo;The guys at Carbon60, and everything the created, did and provided, didn&rsquo;t let us down. I am over the moon with the results of the entire campaign.
"It has been a dream for me. Very easy from start to finish.&rdquo; - Talent Development Business Partner at ERIKS.
&ldquo;I would love to repeat the whole process again with Carbon60 it honestly went amazing, the interview day is the best interview day I&rsquo;ve <a>had.&rdquo;</a>&nbsp;&ndash; Successful Candidate (Engineer Apprenticeship at ERIKS Leicester)
&ldquo;A well communicated and seamless process from initial application to final offer.
&ldquo;My experience to date has been a positive one, and I'm keen to start my apprenticeship journey at ERIKS.&rdquo; -&nbsp;Successful Candidate

Case Study:  From Application to Apprenticeship: ERIKS' Journey to Finding the Perfect Candidates

As long-time supporters of our brave military service men and women, who have employed and championed the skills and dedication of ex-forces personnel for many years, Carbon60 - Forces Covenant civilian employment support providers and one of the UK&rsquo;s Top 25 Veteran Employers &ndash; are proud to get behind a number of projects and initiatives designed to help Service leavers and Veterans gain employment and transition back into civilian life.
Our latest partnership, with STS Aviation, is another exciting chance to provide such opportunities. Utilising our recruitment expertise, and experience in supporting military leavers, we&rsquo;re helping STS find and hire talent ex-military personnel for their Forces to Civilian Transition Programme 2024 &ndash; providing experience, training and potential careers in the engineering and aviation and, most importantly, the security and support employment provides.
<h2>Who is STS Aviation?</h2>
STS Aviation Services operates three state-of-the-art aircraft hangars, two interior modification facilities, and over 40 line maintenance stations worldwide. Their facilities and expert personnel drive a commitment to providing comprehensive aircraft maintenance, engineering, and modification solutions to the global aviation industry.
<h2>What is STS Aviation&rsquo;s Forces to Civilian Transition Programme 2024?</h2>
STS&rsquo; new programme has been designed with providing ex-forces personnel a secure, supported route back into employment and civilian life. Additionally, it provides STS an opportunity to expand, improve and futureproof their workforce, by taking advantage of the existing engineering expertise and experience that military leavers and veterans will have gained during their time in service.
So, with the help of Carbon60, STS are looking for individuals with mechanical or avionics experience to join this exciting programme in a variety of mechanical and avionics roles. For the many spaces available, STS are searching for some people currently without a UK CAA B1 Mechanical Licence or B2 Avionics Licence, who will join at step one of the programme and be trained to by Carbon60 ahead of deployment at STS; and some who already have a UK CAA B1 or B2 Licence who will join STS directly as part of their existing workforce.
Candidates don&rsquo;t have to be in the Armed Forces currently, but must have served previously if not, and can even apply if they have already gained post-military employment elsewhere.
The programme celebrates the skill, passion and dedication of the brave men and women who&rsquo;ve served in our forces and rewards them with an opportunity to learn, gain even more experience and build a career at one of the leading engineering companies in aviation.
<h2>What Training and Qualifications are available?</h2>
For those currently without a UK CAA B1 or B2 Licence, Carbon60 will provide all the training required to complete the CAA Part-66 Category B licence modules whilst candidates perform OJT in a live hanger environment. This will include a 22-week classroom-based course for obtaining the B licence, followed by a type rating course on a wide body aircraft.&nbsp;
Additionally, as part of the programme, a tailored ILM-accredited leadership program is provided at a foundation degree level &ndash; designed to build on the leadership prowess already gained during military service and shape it for a seamless transition into potential leadership positions in a civilian environment-based role.
<h2>Where is the programme based and when does it start?</h2>
With an existing, well-established foothold in the aviation industry, across the UK and around the world, STS benefit from access to, and the ability to utilise, world-class facilities.
For this programme, training will be held in Manchester initially, with OJT opportunities being offered in Manchester or Birmingham.
Carbon60 are recruiting now for individuals to join the programme with STS in the 2nd half of 2024, however there is a chance to join the second course &ndash; starting in the 1st half of 2025 &ndash; if preferred.
What&rsquo;s more, shift patterns in each location are diverse to suit your lifestyle and promote work-life harmony.
<h2>What about salary, work patterns and progression?</h2>
The programme has been created to provide opportunities aplenty. But there are rewards aplenty too.
So, during the training phase, a competitive starting salary of &pound;26,000 is provided. This increases to &pound;42,740 during the OJT phase; before finally being raised to &pound;64,785 as a reward for completing the training provided and gaining the licences available.
What&rsquo;s more, the shift patterns have been created with adaptability and flexibility in mind, to ensure a better work-life balance and allow everyone within the programme to perform and excel.

Carbon60 have partnered with STS Aviation to help them find talented ex-forces personnel for their Forces to Civilian Transition Programme 2024.

Carbon60 & STS Aviation: Partnering to create exciting Forces to Civilian transitions

Carbon60 are delighted to announce that we have been awarded an Employer Recognition Scheme (ERS) Gold Award. Considered the highest badge of honour available, Carbon60 is proud to be recognised alongside 99 other businesses who have achieved this award in 2019, including Amazon UK, Bovis Homes, GE &amp; Rolls Royce.
The ERS aims to recognise employers who operate within the Armed Forces Covenant and share the promise to ensure those who serve, who have served in Armed Forces, and their families, are treated fairly.
Building on our Silver Award, which we achieved in 2018, Carbon60 have developed our support across everything from dedicated HR policies for Reservists and support for families of those serving, to our Connect Mentoring programme and regularly attending Career Transition Partnership events; support for our armed services is at the heart of what we do at Carbon60.
<h4>Managing Director, Paul Nolan:</h4>
"We are all extremely proud to receive this award. Having worked in partnership with the MOD for many years we understand the importance of providing equal opportunities to those who are leaving, or still serving in our armed forces and their families. It is thanks to the hard work of everyone at Carbon60 who demonstrate this every day with the support they provide to the wider forces and ex-forces community.
<h4>Bruno Wood, Head of Government Projects here at Carbon60, and Squadron Leader, adds:</h4>
"I'm absolutely delighted and deeply honoured that Carbon60 have been recognised with the Gold Awad. Our commitment to the Armed Forces is at the heart of our business and this award demonstrates our commitment and shared values. Armed Forces veterans and Reserves bring such rich skills to any business and this award truly demonstrates that Carbon60 recognises that."
We are looking forward to attending the ceremony at the National Army Museum on 12th November 2019 to be presented with the award.

Carbon60 recognised with MOD Gold Award

This year, in the first year of what we hope to be a long partnership with The University of Birmingham, we have been working with UOB MSc student, Yunqi, to provide work experience, developing their industry experience and shaping their future of work.
Yunqi has been working closely with the team at Carbon60 to deliver a market and website analysis of our three STEM brands; Carbon60, Lorien and SRG.
We asked Yunqi, how she found the experience.
<h3>In three words or less, describe your experience working with Carbon60, Lorien and SRG?</h3>
An enjoyable and rewarding project experience.
<h3>What have you learned from this experience?</h3>
I have learned to combine the theoretical knowledge of the marketing profession that I learned in school with practice.&nbsp; In particular, the website content analysis, through the reality of the indicator data, market data and comparison with competitors, more intuitive analysis of the strengths and weaknesses of the three brand websites and delivering targeted recommendations based on my findings.
<h3>To you, what was the most important part of this learning experience?</h3>
As this is my first project experience, I think the important part is that it has shown me how marketing knowledge can be applied in practice and how to deal with some of the current problems in the market.
<h3>What challenges did you encounter during this experience? How did you respond?</h3>
In the beginning, when I received the assignment, I didn't know how to analyse the website more comprehensively and systematically, and I was unfamiliar with the company's information. So, I asked Elle, the Digital Marketing Manager, at every meeting and she helped me a lot!
<h3>Do you feel like this experience has given you the opportunity to see what it is like to work in the industry? If so, please explain why.</h3>
Through this experience, I have become more familiar with the nature of work in the industry. This experience has given me a better understanding of what the day-to-day aspects of a marketing job entail.
<h3>What is, in your opinion, the most important takeaway from this experience?</h3>
This experience gave me the opportunity to distinguish between my school life and grasp what work life would look like in the future. I have gained valuable skills from combining my theoretical knowledge with practical work, which I can now take with me to future experiences.
<h3>Is there anything else you&rsquo;d like to add?</h3>
This was a very enjoyable and fulfilling project experience, and I hope that all three brands continue to do great work in the future!

This year, in the first year of what we hope to be a long partnership with The University of Birmingham, we have been working with UOB MSc student, Yunqi, to provide work experience, developing their industry experience and shaping their future of work.

Carbon60 partners with The University of Birmingham to provide work experience for MSc students and kick-start their career

With the current COVID-19 pandemic situation changing daily, we wanted to assure you that Carbon60, as part of the Impellam Group are doing everything we can to keep our candidates, customers and our own employees safe.
This includes limiting travel to client sites and events to slow down the spread of the virus, working from home wherever possible and following all government advice. However, we are open as usual and available to help with any People Solutions questions you might have.

With the current COVID-19 pandemic situation changing daily, we wanted to assure you that Carbon60, as part of the Impellam Group are doing everything we can to keep our candidates, customers and our own employees safe.

Business as usual during COVID-19

Believing that inclusivity, diversity, and opportunities for all helps to not only create a stronger, more skilled, and highly-experience workforce, but also to make the world a better place for everyone, British Airways strive to offer the very best talent from around the globe the chance to begin and build and incredible career in the aviation industry.
That&rsquo;s why, utilising the <a href="https://www.gov.uk/skilled-worker-visa">UK Government&rsquo;s Skilled Worker Visa scheme</a>, the airline are able &ndash; in some cases &ndash; to provide visas for international candidates who are successful in applying for a UK-based British Airways job, but don&rsquo;t currently have the right to work in the UK.&nbsp;
<h2>Which British Airways roles do the airline provide Skilled Worker visa support for?</h2>
British Airways provide support for a variety of roles across their various departments and sectors, from Head Office jobs to airport-based Operational positions.
Currently British Airways is, <a href="https://www.carbon60global.com/job-seekers/british-airways">assisted by the recruitment expertise, experience, and knowledge of Carbon60,</a> recruiting for talented individuals &ndash; including international candidates &ndash; to join their technical and engineering teams in Technician and Licenced Engineer roles.
These roles offer exciting opportunities to work for an iconic aviation brand and get &lsquo;hands on&rsquo; with their aircraft on the ground, helping to keep them &ndash; and British Airways&rsquo; millions of passengers &ndash; in the air, and excellent career progression, with personal development and a multitude of benefits, to take advantage of too.
And, as mentioned, for successful candidates from outside the UK, British Airways can &ndash; depending on circumstances &ndash; provide sponsorship and/or cover relocation costs, using the government&rsquo;s Skilled Worker Visa scheme.
<h2>How British Airways provide support through Skilled Worker visas</h2>
The Skilled Worker visas British Airways can provide range from between three and five years, with some fully funded, and others part funded. In some cases, they offer full relocation support including flights, hotel, and cargo costs as well as part-funded support for dependants.
The type of sponsorship offer depends on the role a candidate applies for. In the case of the Technician and Licenced Engineer roles, the sponsorship available to successful international candidates differs depending on the position.
<h3>Technician roles</h3>
For Technician roles, international candidates &ndash; upon successful application &ndash; will typically be offered an initial 3-year sponsorship, during which British Airways will provide training for the candidate to progress from Technician to Licenced Engineer. At this point, further sponsorship can be provided to extend the visa to 5 years. After 5 years, upon lapse of the visa, a period of indefinite leave to remain can be applied for.
International candidates who are successfully offered a Technician position are allowed to bring immediate family to the UK with them, but costs for visas and relocation is the responsibility of the candidate.
<h3>Licenced Engineer roles</h3>
Due to the more senior nature of the role, international Licenced Engineer candidates are typically offered a 5-year sponsorship upon successful application. Again, upon lapse of their 5-year visa, candidates can apply for a period of indefinite leave to remain.
For these roles, British Airways provide international candidates assistance with their flights to the UK and their relocation. Additionally, they will initially assist with the costs involved in bringing dependants to the UK too. However, these costs are claimed back through the candidate&rsquo;s wages upon beginning work.
<a name="_Hlk164764969"></a>Please note that to qualify for Licenced Engineer roles, candidates must hold a UK CAA licence.
<h2>British Airways is waiting for you&hellip;</h2>
No matter where you are in the world, if you have the skills, expertise, and passion to begin or build a technical or engineering career in the aviation industry, British Airways is the perfect place to do so. There is no better time to join this iconic global organisation, so if you&rsquo;re ready to take this opportunity, British Airways and Carbon60 are ready to help you take it.

Utilising the Skilled Worker Visa scheme, British Airways – who are working in partnership with Carbon60 – are helping to create aviation careers for talent from around the globe. 

British Airways & Carbon60 – Creating Opportunities for International Engineering Talent

The majority of UK businesses (91%) are struggling to find skilled staff. This is creating a skills shortage that is costing the UK economy &pound;6.3 billion a year.
The construction industry in particular has felt the effects of the skills crisis. According to the CITB&rsquo;s Construction Skills Network report, the UK will need 158,000 additional construction workers to meet hiring demand over the next five years. This is due to an ageing workforce, not enough new talent going into the industry and the overseas talent pool reducing due to Brexit uncertainties.
One area in which untapped talent can be found is with ex-offenders, people who are quite often (rightly or wrongly) discriminated against when it comes to securing work.
Could hiring ex-offenders fix the skills shortage?
There are over eleven million people in the UK with a conviction, many of these are discriminated against and don&rsquo;t even get to the interview stage because of the application form question.
<blockquote>75% of employers admit discriminating against applicants with a criminal conviction5</blockquote>
<h2>Ban the Box</h2>
Ban the Box is a campaign which asks UK employers (not just in construction) to remove the criminal conviction tick box from job application. The aim is to reduce the number of ex-offenders having their application immediately discarded due to preconceptions of what an ex-offender would be like as an employee.
There are many benefits to this such as having access to a larger, more diverse talent pool, which could not only address skill shortages, but also improve diversity within a company. Giving ex-offenders an equal chance of employment can increase employee loyalty, with one national high street brand reporting an 83% retention rate for ex-offenders, which is higher than that of the rest of their workforce. It&rsquo;s also great for improving the reputation of a company; 65% of organisations who promote their efforts to hire ex-offenders have reported a positive reaction. Removing the conviction tick box from job application forms can be tied in neatly with a company&rsquo;s Corporate Social Responsibility (CSR) manifesto, with construction heavy-hitters such as Kier, Costain and Interserve on board to name a few.
Out of the 850,000 jobs covered by Ban the Box, only 14% of them are in the construction industry. This leaves a lot of scope for more construction employers to sign up and improve their chances of finding the talent they need.
&nbsp;
<h2>Construction training</h2>
According to a report by the Ministry of Justice (MoJ); ex-offenders who don&rsquo;t secure a job within 12 months of leaving custody are more likely to re-offend.
<blockquote>Re-offending costs the UK approximately &pound;15 billion a year.</blockquote>
The MoJ are trying to reduce re-offending rates by training ex-offenders to enter the construction industry. There are 150 prisons in the UK, with half of them offering construction training courses. A charity and training company &lsquo;Bounce Back&rsquo; co-ordinate a training programme at HMP Brixton where around 300 prisoners take part in one of five construction courses: CSCS, painting and decorating, scaffolding, drylining, and health and safety.&nbsp;
Every year around 240 prisoners will leave HMP Brixton with a qualification. The MoJ estimates that around 2,000 prisoners did construction training courses in the 2017/18. academic year.
&nbsp;
<h2>Conclusion</h2>
With the massive skill shortages currently in the construction industry, these shortages are only expected to get worse following Brexit and the reduced flow of overseas talent. The Ban the Box campaign is helping to give ex-offenders the chance for a fresh start by removing the barriers in the recruitment process. This in turn benefits construction companies by plugging skill gaps, improving their company reputation, while at the same time contributing positively to the local community. The construction training courses being offered at prisons such as HMP Brixton are not only providing new skills or upskilling people, but also creating an additional source of untapped talent. Between these two campaigns, it&rsquo;s going some way to help reduce the shortage of skilled construction workers needed to stay on top of the construction pipeline.
&nbsp;
<h2>Our statement on Ban the Box</h2>
In our continued ambition to be the most trusted provider, partner and developer of people in technical recruitment, we continually work to be a responsible business that meets the highest standards of ethics and professionalism. We are therefore committed to Ban the Box and the fair treatment of our staff and candidates, regardless of their background. We also recognise the contribution the employment of ex-offenders can make to tackle the UK&rsquo;s skills shortages in our markets.
&nbsp;
References:
1: <a href="http://www.open.ac.uk/business/apprenticeships/blog/uk-skills-shortage-costing-organisations-%C2%A363-billion" target="_blank" rel="noopener noreferrer">The UK skills shortage is costing organisations &pound;6.3 billion</a>
2: <a href="https://www.theguardian.com/money/2017/jul/03/skills-shortage-costs-british-businesses-2bn-a-year-survey-finds" target="_blank" rel="noopener noreferrer">Skills shortage costs British businesses &pound;2bn a year</a>
3: &nbsp;<a href="https://www.citb.co.uk/research-insight/construction-skills-network/uk/" target="_blank" rel="noopener noreferrer">Construction skills network report</a>
4: <a href="http://www.unlock.org.uk/policy-issues/key-facts/" target="_blank" rel="noopener noreferrer">Number of people with convictions</a>
5: <a href="https://www.bitc.org.uk/campaigns-programmes/employment-diversity/employment/exoffenders/whybanthebox" target="_blank" rel="noopener noreferrer">Ex-Offenders: Ban the Box and employment</a>
6: <a href="https://www.bitc.org.uk/resources-training/resources/impact-stories/how-construction-companies-are-tackling-skills-shortages" target="_blank" rel="noopener noreferrer">How construction companies are tackling skills shortages with Ban the Box</a>
7:&nbsp;<a href="https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/217412/impact-employment-reoffending.pdf" target="_blank" rel="noopener noreferrer">Ministry of Justice report &ndash; March 2013</a>
8:&nbsp;<a href="https://en.wikipedia.org/wiki/List_of_prisons_in_the_United_Kingdom" target="_blank" rel="noopener noreferrer">List of prisons in the UK</a>
9:&nbsp;<a href="https://www.constructionnews.co.uk/best-practice/skills/ex-offenders-the-solution-to-the-skills-crisis/10036311.article?blocktitle=News-Analysis&amp;contentID=5626" target="_blank" rel="noopener noreferrer">Ex-offenders: The solution to the skills crisis?</a>

The majority of UK businesses (91%) are struggling to find skilled staff.  This is creating a skills shortage that is costing the UK economy £6.3 billion a year . Could hiring ex-offenders fix the skills shortage?

Are ex-offenders the key to the skills crisis?

Stress is an important consideration for every employer in 2020. According to the HSE (Health and Safety Executive) a staggering 600,000 workers in the last 12 months have reported suffering stress, anxiety or depression, caused or made worse by work.
Everyone feels a certain amount of stress in their lives caused by increased demands from a variety of factors, such as work, financial pressures or relationships with others. Stress can be caused by anything that the individual feels poses a real or perceived threat to their well-being. A small amount of stress is often manageable, however it's when this escalates that it can become harmful.
As we recognise Stress Awareness Month this April, we thought it the perfect time to discuss the role of management in the workplace in identifying, eliminating and dealing with their teams' stress levels.
<h3>Your duty as a manager</h3>
It's probably worth starting by pointing out that as a manager of people, you're not expected, or indeed qualified, to diagnose and treat stress. But, as a workplace leader, you do have a duty of care towards your staff and have a legal obligation to identify and reduce work-related stress and anxiety.&nbsp;
The kinds of situations that can cause an employee to feel pressure at work include limited development prospects, bad management (or a lack of management), unrealistic deadlines and workloads, a shortage or resources and/or equipment and poor relationships with peers.
It could even be that your employee is stressed because of non-work related problems, but if they're noticeably struggling at work, again, you have a duty of care to ensure there's nothing that could be improved in the working environment to help.
<h3>Great management traits</h3>
A large part of successfully managing your teams' stress levels begins with you. A great management style means your employees will see you as approachable, empathetic and as someone who can build excellent rapport. A good manager will also have the ability to create a healthy and productive working environment, where people feel supported, valued and rewarded.
There are endless management courses available if you're interested in strengthening any of these core skills, but one of the most important qualities is simply knowing your employees, talking to them on a regular basis so that you know how they cope with pressure and when they are starting to struggle.
<h3>Know the signs</h3>
Stress can be displayed in many different ways. It's most commonly expressed emotionally through tears, irritability or anger. But also look out for less obvious psychological signs - poor concentration, frequent mistakes, or just someone being unusually quiet can often be related to their wellbeing.
Stress can have physical effects on an individual too, so be aware of frequent absences or problems such as headaches, stomach upsets or a loss of appetite.
And once you're aware of your team member's stress levels, let them know. Good relationships with your workers, plus regular one-to-one catch-ups will provide the ideal opportunity for problems to be aired.&nbsp;
<h3>Tips for reducing stress in your workplace</h3>
Whether you're plan, site or office-based, the principles behind managing and reducing stress for your employees remain the same. Here are just a few of our top tips:
1. Understand your workforce
No matter where your staff are based, it's important to communicate with them on a regular basis. Frequent one-to-ones are vital, along with informal conversations, feedback from colleagues and formal staff satisfaction surveys.
Once you fully understand any issues your workforce has you can begin to improve things and reduce risk factors.
2. Consider your working environment, equipment and resources.
Often workers can become unhappy simply because of inadequate materials, software, equipment or resources. Not having the right tools can cause a reduction in both productivity and motivation.
Keep an active eye on workloads and how people are coping. And if they're not as productive as you'd like, can you provide them with better resources that could help? Empower your people by providing as pleasant a working environment as possible and regularly assess whether improvements could and should be made.
3. Ensure progression routes.
One of the leading causes of stress, according to the HSE, is a lack of developmental opportunities. As a manager, you're in control of improving and investing in your people and it's important that clear progression paths are laid out, communicated and regularly reviewed.
4. Have an open door.
Make sure your employees feel supported and listened to. Operate an 'open door' policy and let them know that they can approach you with any issues they may have. Review and refine your listening skills so you're the first to know should problems arise.
Check out <a href="https://www.hse.gov.uk/stress/causes.htm">HSE's Talking Toolkit</a> - a fantastic resource for managers in learning how to talk with employees about stress.
5. Consider flexible working options.
Organisations across all industries are now increasingly offering flexible or remote working options. Engineers are included amongst those workers who feel they could sometimes benefit from flexi-time or working from home, and where those options are viable, it's worth considering them for your people.
In today's fast-paced world, stresses and strains can often be caused by employees feeling they lack work/life balance. If you can help your staff to feel like they're back in control of their lives, it could seriously increase wellbeing.
6. Implement recognition initiatives.
Everyone likes to feel valued and feeling undervalued can have a negative effect on your employees' mental health. Whilst bonus schemes and attractive benefits packages will always help with employee motivation, your initiatives don't necessarily need to break your budget. Be creative! Offer frequent and low-cost rewards and competitions within your teams - prizes could include things like a free lunch, a bottle of wine or an early Friday finish.
And don't underestimate the power of a simple 'thank you', Sometimes it's all that's needed to boost a worker's morale and reduce stress levels.
7. Encourage health and well-being.
As the leader of your people, it's in your interests, and those of your business, to ensure the well-being of your employees. Check whether people are taking a lunch hour and regular breaks. Often stress can be reduced simply by some 'time out' and a breather away from their tasks.
Also encourage mindfulness, relaxation techniques and exercise. Organise group walks at lunchtimes or offer free fruit to your staff - a healthy body often leads to a healthy mind.
Employees across the globe are increasingly taking steps to better manage work-related stress. Remember, you're not a medical expert but you do have an obligation to your organisation and team to be the best manager you can be. That involves having the ability to identify, manage and reduce stressful situations that can arise within your workplace.
The most important advice to give to a stressed, depressed or anxious employee is to seek professional medical help. Encourage them to talk to a GP or mental health specialist, whilst doing all you can to make your working environment as attractive and rewarding as possible.&nbsp;

Stress is an important consideration for every employer in 2020.

A Manager's Role - Work-related stress and how to manage it

Stuck in a job that isn&rsquo;t for you? Are you ready for a career change but not sure what field or where to start?
Embarking on a new career path can be an exciting but a daunting experience. &nbsp;Whether you&rsquo;re wanting to change for a new passion, higher salary, shifting industry trends or job satisfaction. Many people change careers in their lifetime and it&rsquo;s not an unusual thing to do however, figuring out what career path to take and how to manoeuvre is usually what most individuals find difficult. With the right guidance, mindset and approach you will be able to make a smooth transition and find success in your new journey.
<h2>Choosing a new career&nbsp; </h2>
To gain a better understanding on your career options list out your passions, skills and potentially complete an online personality test to help you determine which fields would be a good fit. Utilise job sites, your network and career advisors to help you get a better understanding of the role you&rsquo;re interested in.
<h2>Research research research!</h2>
List out your potential career choices and identify which area you would like to pursue.&nbsp; Once you have narrowed down your potential new career, researching the industry and the role is a vital part when transitioning into a new career path. Understanding what the role encounters, what transferable skills you may have and most importantly what skills and knowledge is required at entry level stage. You can search LinkedIn to see individuals currently in the role of choice and the skills they have and what they do in the role.&nbsp; Watch videos such as, &lsquo;day in the life&rsquo; which can give more of a real life insight of the position you are interested in. Also, get in touch with recruiters who specialise in your chosen industry as they may be able to help with tailoring your CV and provide you with some tips from their experience.
<h2>Make an action plan</h2>
Before diving straight in ensure to have some sort of plan, which will help keep you motivated throughout your transition and finding your new role. Write a to do list of what you need to do in order to successfully land your dream job. Do you need to learn certain skills or software? Network and build more relationships in the field? Use this plan as something you can go back to.
<h2>Elevate your skillset</h2>
Continuously educating yourself and building your skillset is always beneficial whether changing careers or not. In this case, identify the skills and knowledge required and find courses online which will help you gain these skills. Websites like Google Garage and Udemy offer free courses in many sectors to advance your skills.
<h2>Utilise your network</h2>
Utilise and grow your network. LinkedIn is a great place to grow your network and reach out to various people whether that be recruiters or individuals in your desired field. Get in touch and build relationships which could lead you to your dream role.
Finally and most importantly, remember why you want a career change. Stay motivated and keep going!

An increasing number of people are not sticking to one company for their entire career. In fact, 58% of employed workers are currently trying to switch careers.

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