Author: Certes

In the dynamic landscape of the job market, staying prepared for potential staff shifts is more crucial than ever. According to a recent survey by Randstad UK, a significant 27% of workers intend to switch jobs within the next six months. But what drives this decision, and how can you best prevent staff turnover?

Reasons for Job Changes

The survey reveals several key motivations for employees looking to switch roles:

• 41% are motivated by the desire to improve their work-life balance.
• 30% would move for a better offer than their current role.
• 24% are driven by a lack of career opportunities.
• 22% want to leave because of a lack of interest in their current job.
• 20% need more flexible work options.

What Are Job Seekers Looking For?

Understanding what job seekers prioritise can help employers attract new talent or retain existing employees. Here are the top five factors job seekers are looking for:

• 60% prioritise work-life balance.
• 58% seek an attractive salary and benefits.
• 53% value job security.
• 52% look for training opportunities.
• 50% want workplace equality.

The workforce’s significant interest in training, reskilling, and upskilling presents an excellent opportunity for employers to navigate this period of higher staff turnover.

Victoria Short, Chief Executive of Randstad UK, highlighted the implications of these findings: “The workforce is as mobile now as it was before the pandemic. With over a quarter of employees planning to switch jobs in the next six months, businesses must double down on their efforts to create engaging, supportive, and flexible places to work. That means hybrid and remote working options, competitive pay, and demonstrable opportunities for career advancement — those will all be critical to employers who don’t want to haemorrhage their talent in 2024.”

Discrimination and Career Progression

The survey also sheds light on discrimination and obstacles to career progression. It reveals that 57% of workers feel they lack sufficient opportunities to develop in their current roles. More concerning is that over half of workers who identify as minorities (53%) report facing career progression obstacles due to their identity, compared to 34% of non-minority workers.

Conclusion

The job market is continuously evolving, and staying prepared is essential. By understanding the motivations behind job changes and what job seekers value, both employees and employers can navigate this dynamic landscape more effectively. Whether you’re looking to expand your team or retain top talent, focusing on work-life balance, competitive compensation, career growth opportunities, and inclusive work environments will be key in 2024.

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Following their victory in the general election on July 4th, what does Labour plan to change for employment laws and changes to how we work? On May 24th, the Labour Party released a transformative plan titled “Plan to Make Work Pay: Delivering A New Deal for Working People” (New Deal). This initiative aims to overhaul worker rights and conditions in the UK. The party’s manifesto, published on June 13th, underscores their dedication to bringing this New Deal to fruition. Below are the key points within this ‘New Deal’.

Key Proposals of Labour’s New Deal

 

1. Unfair Dismissal Qualifying Periods

   – Current Law: Employees generally need two years of continuous service to claim unfair dismissal, with some exceptions like whistleblowing.

   – Proposed Change: Labour plans to remove the two-year qualifying period, making unfair dismissal protection a day-one right. Probationary periods will still be allowed but must be fair and transparent.

2. Collective Redundancy Consultation Thresholds

   – Current Law: The duty to consult collectively is triggered when an employer proposes to dismiss 20 or more employees at one establishment within 90 days.

   – Proposed Change: Labour would broaden this duty to consider the entire business, not just individual establishments.

3. Strengthening Collective Rights

   – Repeal the Strikes (Minimum Service Levels) Act 2023.

   – Allow electronic balloting.

   – Ensure workers in precarious sectors can organise through trade unions.

   – Simplify the trade union recognition process.

   – Permit union officials to meet, represent, recruit, and organise members with reasonable notice to employers.

   – Employers must notify new and existing employees of their right to join a union.

4. Restrict Fire and Rehire

   – Current Practice: Employers can dismiss and rehire under different terms.

   – Proposed Change: Labour aims to restrict this practice to situations where restructuring is essential for the business’s viability and must involve proper dialogue and understanding.

5. Creating a Single Enforcement Body (SEB)

   – The SEB would enforce workers’ rights, inspect workplaces, and bring civil proceedings to uphold employment rights. It would include trade union and TUC representation.

6. Banning Exploitative Zero Hours Contracts

   – Workers on zero-hours contracts would have the right to a contract reflecting actual hours worked over a 12-week reference period.

7. Protections for Returning Mothers

   – Dismissing a mother within six months of returning from maternity leave would be unlawful, with some exceptions yet to be specified.

8. Equal Pay in Outsourcing

   – Measures to ensure outsourcing cannot be used to avoid equal pay obligations, including for work of equal value to women.

9. Introduce a Race Equality Act

   – This would include race-equal pay claims and stronger dual discrimination protections.

10. Gender Pay Gap Action Plans

    – Large firms must develop, publish, and implement plans to close gender pay gaps. Outsourced workers must be included in these reports.

11. Ethnicity and Disability Pay Gap Reporting

    – Employers with more than 250 staff members must report on ethnicity and disability pay gaps.

12. National Minimum Wage and Living Wage

    – Labour plans to make the national minimum wage a real living wage and remove age bands. The Low Pay Commission’s remit would be adjusted to consider the cost of living.

13. Statutory Sick Pay

    – Sick pay would become a day-one right, with the lower earnings limit removed.

14. Parental Leave

    – Labour proposes reviewing parental leave and making it a day-one right, subject to a review within the first year of government.

15. Right to Disconnect

    – Following models from Belgium and Ireland, employees would have a right to disconnect from work communications outside of working hours.

16. Single Status of Worker

    – Labour proposes consulting on moving to a binary classification of employment status: employee and self-employed.

17. Employment Tribunal Claims

    – A six-month time limit for all employment tribunal claims.

18. Legislation Within 100 Days

    – Labour commits to legislating on these proposals within 100 days of taking office, while also consulting with businesses, workers, and civil society to refine the implementation.

Conclusion

Labour’s New Deal for Working People represents a significant shift in employment rights, aiming to provide fairer and more secure working conditions across the UK. With plans to legislate within the first 100 days of taking office, the Labour Party is pushing for rapid and meaningful change to protect and empower workers.

As the UK grapples with high economic inactivity rates, the Recruitment & Employment Confederation (REC) has brought to light a crucial issue: the necessity for greater childcare provision to boost workforce participation.

With the General Election next week, REC commissioned pollsters Savanta to ask employers what a government should pursue to reduce long-term sickness rates in the UK. In this survey, 55% of employers identified expanded childcare eligibility as a primary solution to reducing long-term sickness rates and economic inactivity.

This call to action is particularly timely, given the government’s previous focus on addressing the so-called ‘sick note culture’. Employers have clearly signalled that supporting working parents and carers is essential. By extending the 30-hour childcare entitlement to those in employment, training, or education, we could see a significant reduction in the number of job vacancies and an increase in economic productivity.

However, the solution is multi-faceted. Tackling NHS waiting lists and providing targeted occupational health support is nearly as crucial, with 54% and 53% of respondents endorsing these measures. Employers recognise that reducing waiting times and offering specialised help to the long-term sick are vital steps in enabling a return to work. As REC Deputy Chief Executive Kate Shoesmith emphasised, the complexity of the issue requires a comprehensive approach rather than a quick fix.

The emphasis on flexible working initiatives, supported by 52% of survey respondents, further highlights the need for diverse solutions. Many workers opt for temporary agency roles to manage various lifestyle needs, including health conditions. By promoting flexible work options, the next government can better accommodate these needs, thereby enhancing overall workforce participation and productivity.

The commitment to childcare provision seen in both Labour and Conservative manifestos is a promising start. However, action must be taken within the first 100 days of the new government to make a tangible impact.

Employers also advocate for better education and awareness around reasonable adjustments (43%) and making employee assistance programmes tax-free (36%). These measures would further support workers, particularly those managing health conditions or other personal challenges.

In conclusion, the path to reducing economic inactivity in the UK lies in a blend of expanded childcare, improved healthcare services, and flexible working conditions. The next government must take a holistic approach, prioritising these initiatives to unlock the full potential of the UK’s workforce and drive economic growth.

Most UK businesses are struggling to fill crucial digital roles due to a scarcity of qualified candidates. Surprisingly, a recent study reveals that only a quarter of these employers are conducting digital competency tests for technical positions, potentially setting themselves up for failure with their hires.

The global talent shortage is reaching unprecedented levels, particularly in the UK where almost half of employers report difficulty finding workers to meet demands. This shortage is even more acute in countries like France and Italy. Compounded by concerns that existing employees are increasingly likely to leave, companies are rushing their recruitment efforts, often prioritising speed over quality.

According to research by Mobilunity, a significant majority of UK companies (74%) are neglecting to test candidates’ digital skills during the hiring process. Additionally, a considerable portion (32%) are entrusting non-technical staff with the responsibility of hiring for technical roles, resulting in nearly a quarter of hires lacking the necessary tech skills.

Despite the urgency to fill roles quickly, the recruitment process for technical positions often drags on for over a month, and in some cases, up to six months. Rushing through unsuitable candidates to the next stage of interviews is proving to be a wasteful practice, with around half of businesses advancing a significant portion of technical candidates despite their unsuitability.

This rush to fill roles quickly is resulting in a mere 7% of firms believing that new technical hires are ready to contribute immediately upon joining. Nearly half of new hires require further investment in their skills post-hiring.

In light of these challenges, it’s evident that a rush to fill digital roles can lead to costly mistakes. However, if you’re in need of immediate resources without compromising quality, Certes can offer solutions. Whether you require a managed service or short-term contractors to bridge the gap during your recruitment process, we’ve got you covered. Additionally, if you’re searching for the perfect candidate, our IT recruitment division can assist in finding the right fit for your organisation. Don’t let the pressure of time impact the quality of your hires. Contact Certes today to ensure seamless recruitment and a skilled workforce.

The UK government has recently unveiled plans for skills bootcamps aimed at addressing the recruitment shortages plaguing several key industries. Sectors such as construction, logistics, hospitality, care, and manufacturing are among those slated to benefit from these initiatives. This move comes as part of a broader strategy led by the Department of Work and Pensions, in collaboration with the Home Office and the Treasury, to tackle staffing challenges exacerbated by changes in immigration rules following Brexit.

While the announcement has been met with a degree of optimism, questions linger about the effectiveness of these bootcamps in alleviating the pressing issue of skill gaps in the workforce. Many businesses, while supportive of the idea in principle, emphasise the importance of close collaboration between the government, recruiters, and industry leaders to ensure that the training provided aligns with the specific needs of employers.

The reality is that businesses are already feeling the strain of staff shortages, with some teetering on the brink of operational challenges. The timing of these initiatives prompts scepticism among some observers, who wonder if they may be too little, too late. In a recent statement, Kate Shoesmith, deputy chief executive of the Recruitment and Employment Confederation, underscored the urgency of addressing staff shortages, emphasising the need for long-term, sustainable solutions that prioritise economic growth.

The impact of staffing shortages is palpable across various sectors, affecting businesses of all sizes. At Certes IT Recruitment, we understand the challenges posed by these shortages and are committed to providing tailored resource solutions to help businesses weather the storm. Whether you require short-term support or are seeking to build a robust talent pipeline for the future, our team is here to assist you in navigating these turbulent times.

As the government moves forward with its skills bootcamp initiative, it is imperative that stakeholders remain engaged in constructive dialogue to ensure that the training programs effectively address the needs of both employers and job seekers. By working together collaboratively, we can overcome the current staffing challenges and pave the way for a more resilient and prosperous future.

Stay updated with the latest developments in workforce strategies and recruitment solutions by following our blog. Together, we can build a stronger, more resilient workforce for the UK.

In the ever-evolving landscape of business, one of the most hotly debated topics is the integration of artificial intelligence (AI) into various departments, particularly within Human Resources (HR). With headlines touting AI as both a revolutionary tool and a potential hazard, it can be challenging to discern the truth from the noise. Let’s explore the pros and cons of using AI within HR teams, shedding light on when and how it can be leveraged effectively while mitigating risks.

Pros:

CV Scanning: AI-driven tools can efficiently sift through countless resumes, identifying top candidates based on predefined criteria. This streamlines the initial screening process, saving time and resources for HR professionals.

Searching Prospects: AI-powered algorithms can comb through vast databases and online platforms to identify potential candidates who match specific job requirements, expanding the talent pool beyond traditional channels.

Analysing Candidate Skills, Attributes, and Cultural Fit: By analysing data from various sources, including resumes, social media profiles, and assessment tests, AI can provide insights into a candidate’s skills, personality traits, and alignment with company culture, aiding in more informed hiring decisions.

Automating Onboarding and Offboarding Processes: AI-driven systems can automate administrative tasks related to onboarding new employees and offboarding departing ones, ensuring a smooth transition while reducing manual workload for HR personnel.

Cons:

Direct Discrimination: AI algorithms may inadvertently perpetuate biases present in historical data, leading to discriminatory outcomes in hiring and promotion processes, particularly against underrepresented groups.

Indirect Discrimination: Even in the absence of explicit bias, AI systems may unintentionally disadvantage certain demographic groups due to the way algorithms interpret and prioritise data, perpetuating systemic inequalities.

Unfair Dismissal: Relying solely on AI for performance evaluations and disciplinary actions can overlook contextual factors and human judgment, potentially resulting in unjust termination decisions and legal repercussions.

Conclusion:

The key to harnessing the benefits of AI in HR while mitigating its risks lies in adopting a human-AI blended approach. By combining the efficiency and data-driven insights of AI with human oversight and ethical considerations, organisations can leverage technology to enhance HR processes while safeguarding against discrimination and ensuring fairness and transparency. Ultimately, AI should complement rather than replace human judgment, empowering HR professionals to make more informed decisions that align with organisational values and objectives.

In the dynamic landscape of HR, navigating the pros and cons of AI requires a nuanced understanding of its capabilities and limitations. By striking the right balance between innovation and responsibility, businesses can harness the transformative potential of AI to build diverse, inclusive, and high-performing teams for the future.

With great enthusiasm, Certes announces their decision to support and raise funds for SSAFA, the armed forces charity. This choice stems from Certes’ involvement in the defence sector, employing ex-military personnel and fostering the Former Forces community, aligning seamlessly with SSAFA’s mission.

SSAFA extends its support to both regular and reserve members of the Royal Navy, Royal Marines, British Army, Royal Air Force, and their families, including National Service veterans. Understanding the unique challenges of service life, whether at home or abroad, SSAFA stands ready to empower the Forces family during times of need.

The assistance provided by SSAFA encompasses various facets, primarily focusing on offering direct aid to individuals requiring physical or emotional support. Issues like addiction, relationship strains, financial troubles, homelessness, post-traumatic stress, depression, and disabilities can afflict members of the Armed Forces community. SSAFA is dedicated to aiding these brave individuals in overcoming hurdles and rebuilding their lives as they transition into civilian life.

Throughout the year, Certes plans to participate in SSAFA events and host their own fundraising initiatives. If you’d like to join us in supporting SSAFA and contributing to our cause, you can donate via the following link: JustGiving – Certes

In the ever-evolving landscape of IT, perspectives on cyber security vary greatly depending on where you stand within the IT realm. For some, it is perceived as red tape, while for others, it is seen as a vital safeguard against the current and future threats of the digital world. However, amidst this diversity of viewpoints, one thing remains clear: the necessity for a cultural shift towards prioritising security. This transformation is being facilitated by the Secure by Design principles.

What is Secure by Design?

Secure by Design isn’t merely a buzzword; it’s a strategic approach to constructing digital systems and products with security as its foundation. At its essence, it advocates for proactive security measures at every stage of development, from conception to deployment. This requires a collective effort from all stakeholders involved, fostering a collaborative approach to cyber security. By identifying and mitigating risks early on, Secure by Design minimises vulnerabilities, bolstering the resilience of our digital infrastructure. It serves as the blueprint for building technology solutions that are not just functional but also trustworthy in our interconnected world.

The Importance of Cultivating a Positive Cyber Security Culture

At the heart of effective cyber security lies not just technology and processes, but people. A positive cyber security culture is paramount because it provokes a collective responsibility towards security within an organisation. When such a culture is in place:

• Employees become more vigilant, spotting issues and proposing solutions, thereby enhancing resilience.
• Employees can communicate openly about issues without fear of reprisals and are much less likely to make use of shadow IT services
• Employee morale and retention improve, fuelled by inclusivity and an understanding of the rationale behind security protocols.

On the other hand, without a robust security culture, organisations risk overlooking potential threats and miss out on valuable employee insights. Developing the right culture is an ongoing endeavour that requires investment, time, and unwavering support from leadership. It’s not about instant transformation but about nurturing behaviours that align with a security-first mindset.

Conclusion: Embracing a Secure Future

As the digital landscape continues to evolve, so too must our approach to cyber security. Secure by Design principles and a positive security culture are not mere aspirations; they are imperative for navigating the complexities of our interconnected world. By fostering collaboration, vigilance, and openness, organisations can fortify their defences against emerging threats and pave the way for a safer, more resilient digital future.

Read more about how Certes IT Service Solutions can help support the implementation of Secure by Design with their Information Assurance as a Service solution. 

In recent times, the business landscape has been facing an unprecedented challenge – the persistent issue of short-staffing. In a recent survey commissioned by Indeed Flex, a third of UK businesses reported being short-staffed at least once a week.

An additional 23% of businesses reported being understaffed at least once a month.

Meanwhile, 24% of businesses found it hard to fill vacancies in the last year, and turned to temporary staff and contractors to fill their short staffing issues.

This pervasive issue of short-staffing is a multifaceted problem with implications for both employers and employees. For businesses, operating with reduced staff levels can lead to decreased efficiency, compromised service quality, and increased pressure on remaining employees. Moreover, frequent staff shortages can hinder strategic initiatives, impede growth opportunities, and erode competitive advantage.

On the other hand, employees may bear the brunt of short-staffing through heightened workloads, increased stress, and burnout. Additionally, prolonged absences due to illness can impact individuals’ well-being and financial stability, highlighting the interconnectedness of health and work.

So, what can organisations do to address this challenge and foster a resilient workforce amidst health-related uncertainties? Here are some potential strategies:

Invest in Health and Well-being Programs: Prioritise employee health by offering comprehensive wellness initiatives, including access to mental health support, ergonomic workspaces, and preventive healthcare services. Promoting a culture of well-being can help mitigate the risk of illnesses and reduce absenteeism.

Flexible Work Arrangements: Embrace flexible work arrangements such as remote work or flexible hours, allowing employees to balance their professional responsibilities with personal needs. This flexibility can accommodate individuals dealing with health issues or caregiving responsibilities while ensuring business continuity.

Cross-Training and Succession Planning: Develop a robust cross-training program to equip employees with diverse skills and competencies, enabling seamless coverage during staff shortages. Additionally, prioritise succession planning to identify and groom potential successors for critical roles, minimising disruptions caused by unexpected absences.

Enhance Recruitment and Retention Efforts: Proactively address recruitment challenges by leveraging innovative sourcing strategies, offering competitive compensation packages, and cultivating a compelling employer brand. Moreover, prioritise employee retention through initiatives like career development opportunities, recognition programs, and inclusive workplace practices.

Utilise Technology and Automation: Embrace technological solutions and automation tools to streamline workflows, optimise resource allocation, and enhance operational efficiency. By leveraging technology, organisations can mitigate the impact of staff shortages and empower employees to focus on high-value tasks.

Promote Work-Life Balance: Encourage a healthy work-life balance by setting clear expectations around workload management, encouraging breaks, and discouraging presenteeism. Recognise and reward employees who prioritise self-care and demonstrate a sustainable approach to work.

In conclusion, addressing the persistent challenge of short-staffing requires a holistic approach that prioritises employee well-being, operational resilience, and strategic workforce management. By implementing proactive measures to support health and flexibility, investing in talent development, and leveraging technology, organisations can navigate uncertainties and cultivate a thriving workforce in the face of adversity.

At Certes, we can help with both a temporary and permanent solution to your staff shortage by taking advantage of our high calibre of talent within our recruitment division. Read more here.