Category: news

Nearly 1 in 3 employees considering leaving their organization over response to overturning of Roe v. Wade

A recent survey by global nonprofit Catalyst, which works to accelerate progress for women through workplace inclusion, reveals that nearly one in three employees (30%) are considering leaving their jobs due to their employer’s response to the US Supreme Court decision to overturn Roe v. Wade.

Almost half of those surveyed (44%) said their organizations and leaders are not doing enough to ensure abortion access. One third (33%) said they want their CEO to advocate for abortion rights.

When organizations took action, employees noticed. Employees were nearly twice as likely (83% vs 45%) to say that their organization genuinely cares about addressing employee needs if their organization took action in response to Roe v. Wade being overturned.

Lorraine Hariton, Catalyst’s President and CEO said: “Employees are assessing their careers and making decisions based on how their leaders address this issue. Clear communication and meaningful action go a long way.”

Catalyst’s September 2022 survey of more than 1,000 adults working in the US examined how employers’ action or inaction around abortion access has impacted employees’ feelings about their workplaces and career pathways.

Employees say their companies are not doing enough when it comes to abortion access.

Two-fifths (44%) of employees said their organizations and leaders are not doing enough to ensure abortion access. That number is higher among younger employees, with more than half (52%) of employees ages 18-34 (57% of women, 48% of men) saying their organization is not doing enough to ensure abortion access for employees (by providing healthcare plans that cover abortion or covering travel expenses for abortion care, for example).

Employers are not communicating clearly with their workers about reproductive benefits and policies.

More than half (59%) of employees want more clarity and transparency about their organization’s policies on reproductive healthcare. That number is higher for younger employees, with more than two-thirds (69%) of employees ages 18-34 (70% women, 69% men) wanting more clarity on those benefits.

Employees want their organizations to provide abortion benefits.

More than half (52%) of employees aged 18 to 34 (57% of women, 47% of men) say they would likely use employer-provided financial or travel benefits to access abortion care if they or their partner needed them.

One in three (34%) respondents said they would not be able to afford to travel for an abortion without financial assistance from their organization. Additionally, 37% of respondents said they would not be able to get time off work to travel for an abortion without assistance from their organization, such as written policies, benefits, or manager support.

Younger employees are making career decisions based on how their employers address abortion access.

Younger employees ages 18 to 34 are particularly concerned about their career pathways post-Roe. Nearly half (46%) of employees ages 18-34 (47% of women, 44% of men) are concerned that they won’t have the career they planned because Roe v. Wade has been overturned.

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31% of the workforce sees themselves working from the office full-time in future

A study by Unispace has found that the pandemic and associated work-from-home guidance saw more men than women find a better balance between the office and home. This underscores the need for companies today to create spaces and flexible working approaches that drive equity across all genders. 

According to the Unispace study of 3,000 employees working across Europe, male office workers found a better work/life balance when working from home during lockdown than women (71% vs. 68%). When participants were asked if they feel they can prioritise family and loved ones more after the pandemic exactly the same proportion –  87% – of both groups said yes. That’s according to the new paper, Shifting the Gender Discussion, published by Unispace. 

When looking at those who were hesitant to go back to the office, the top concern expressed by male respondents was a preference to be at home to work around child and carer arrangements, with almost a third (32%) citing this explanation. Fewer women (29%) indicated the same sentiment.

Levelling the playing field

Unispace’s research also revealed that before the pandemic, female employees were more likely than their male counterparts to be completely office based (73% vs. 69%). Men were more likely to be working in a predominantly office-based hybrid way (25% vs. 18%), suggesting a pre-pandemic inequality in flexible working approaches among genders. 

However, when participants were asked about where they are likely to work in the future, exactly 31% of both groups foresaw themselves working from the office full-time, suggesting that there is an immediate opportunity for employers to create spaces and flexible working approaches that drive equity across all genders.

Chely Wright, Chief Diversity Officer at Unispace commented: “While the pandemic had catastrophic consequences for communities across the globe, it has also been a chance to press reset and shift the norm on many aspects of society – the conversation on work-life balance included. 

“When we know better, we do better. Our data shows that we have an opportunity to advance the discussion about equity in the office environment and flexible working policies from a gender-based lens. 

“The employers and companies today that are able to attract and retain the best and most diverse talent will be those that ensure their workforce strategies, working policies and office spaces provide the flexibility and equity needs of all genders. This is a chance for employers to reframe how people of all genders are encouraged back to work and experience their office environments.”

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More than 700 jobs are set to be created as a result of newly launched community regeneration initiative

Young apprentices are being given a unique training experience through a new collaboration between two world-renowned organisations.

Teenagers Ellis Doran and Tyler Lister have become the first Cumbrian control systems engineer apprentices at Jacobs, the global technology-forward solutions company, through a partnership with Sellafield which will see them join the current cohort of seven apprentices learning their trade at Sellafield’s Engineering Centre of Excellence.

As part of Sellafield’s plans to expand its annual training programme which welcomes a new intake of apprentices each year, Dave Jones, the company’s head of Operational Technology Group (OTG), approached Jacobs and asked if it would be interested in collaborating on its apprenticeship pathway programme, which would leverage the benefits each company can offer the students.

The apprentices will predominantly learn their trade at Sellafield’s Centre of Excellence facility at Leconfield Industrial Estate in Cleator Moor but will also benefit from training from experts at Jacobs throughout the course.

Dave said: “As part of our training programme, we have seven apprentices working from our centre of excellence facility so we thought it made sense to extend this to accommodate two more from Jacobs.

“The partnership is about growing the capabilities of businesses across West Cumbria, not just Sellafield, to help all local companies improve and develop their skill sets.

“This collaboration has many benefits as the apprentices will receive ongoing training from Sellafield, while also gaining specialist training from the brilliant team at Jacobs.

“It’s a very exciting partnership and it’s all about sharing resources and facilities to make sure local companies can continue to grow and expand their services.”

In the space of two years, the control system apprenticeship programme at Sellafield’s Centre of Excellence has more than doubled from four students to ten this year.

Mark Quin, Technical Manager at Jacobs, commented: “Working with Sellafield’s Centre of Excellence to provide our apprentices a more rounded and mature pathway is a huge advantage to our capability within Jacobs. Through excellent relationships with Dave’s team, we have been able to tailor the pathway to benefit both our new apprentices and improve the already market leading pathway that Sellafield has created through support from supply chain members and the varied project lifecycle offering.

“This collaboration creates an innovative culture where client-contractor relationships are uniquely improved to provide a more efficient and agile delivery model, by building early networks and improving stakeholder management and engagement.

“I am excited to see this collaboration grow and to raise the profile of the discipline where we are attracting the best talent to support the industry for years to come.”

More than 700 jobs are set to be created across West Cumbria as a result of the newly launched community regeneration initiative iSH (Industrial Solutions Hub).

The Copeland Borough Council-backed initiative will bring employment, skills and training opportunities to the area, and encourages collaboration between local businesses, organisations and education providers.

John Maddison, iSH Managing Director also commented: “This partnership between Sellafield and Jacobs is a perfect example of how companies can work together to upskill their workforce and provide innovative training opportunities to young people in the area. By sharing resources, businesses across West Cumbria can showcase the excellent capabilities of the local workforce and provide more solutions to industry problems across the world.”

A multi-million pound refurbishment of Leconfield Industrial Estate is planned as part of iSH’s vision to regenerate communities in West Cumbria.

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Diversity and inclusion progress in UK data industry stalls

According to a new report from Harnham, the Data and Analytics recruitment firm, working mothers are suffering from growing pay gaps and that diversity is severely lacking within more senior positions.

Harnham’s annual State of Diversity in Data and Analytics report involving 9,500 respondents takes a deep dive into the state of play of Diversity and Inclusion across the data industry, focusing on gender, ethnicity, race, disability, and age. It revealed a mixed landscape, with pockets of both progress and stagnation. There has been little change in diversity within the data industry over the last 12 months despite employers frequently naming this as a priority.

Harnham recognises that there are initiatives being taken by employers to actively improve diversity, but the report drives home the need for the industry to continue to put its money where its mouth is, if it hopes to remain trailblazing and innovative.

Key findings include:

Ethnicity divide  

White/Caucasian professionals make up a smaller percentage of the Data & Analytics industry (75%) than they do of the UK population as a whole (86% nationally) making the data industry across the board one of the more ethnically diverse prominent industries in the UK

But just because there are fewer white professionals than the national average, not all other ethnicities are seeing increased representation.

While Asian/Asian British professionals account for 15% of the industry (vs 7.8% in the 2011 census), Black/African/Caribbean/Black British professionals only account for 3% of the industry (vs 3.5% in the 2011 census).

Ethnicity pay gap 

In previous guides, the gender pay gap has exceeded the ethnicity pay gap, often by some distance. This year, however, this is no longer the case, as it now sits at 8% (vs 6% with gender), a pay gap up over 50% from last year.

The highest-paid individual group in the Data & Analytics industry are White/Caucasian men, who earn an average of £69,260 per year, whilst the lowest paid group, are women from a Black/African/Caribbean/Black British background, who earn an average of £53,850; a pay gap of 22%.

Gender divide

As in 2021, 28% of Data & Analytics professionals across the entire industry are women. While this does not signal significant improvement, it does imply that last year’s fall in numbers was not the beginning of an ongoing downward trend.

However, the gender balance in professionals who are in their first role in data, moves significantly closer to parity, increasing to 40%, up from 28% across the entire industry.

Nevertheless, there are certain sectors – Data & Technology, Data Science and Digital Analytics – which report fewer female professionals than last year. Most prominently, Digital Analytics reported a drop from 37% female, to 32%.

Gender pay gap

The gender pay gap across professionals in Data & Analytics is 6%. This is not only an improvement on last year’s figure, but also falling below the UK average of 9.8% – a broadly positive sign.

However, there are areas where pay inequality is more prominent, such as for parents. Male professionals with parental responsibilities earn £76,700 on average, whereas female professionals in the same position take home significantly less – an average of £65,580; a pay gap of 14%.

These figures are tempered by the fact that all specialisms we surveyed reported a gap smaller than the UK average, ranging from 9% in Data & Technology to -1% (as in the gap favoured women) in Marketing & Insight.

Leadership

Despite rising awareness around the importance of equality in leadership, there is a significant trend of diversity decreasing as seniority rises.

Representation of Black, Asian and Minority Ethnic professionals falls from 42% at Entry-level to just 16% at Head of/Director level.

Whilst less extreme within gender, with women accounting for 35% of Entry-level professionals and 26% of Head of/Directors across the industry, with nearly 40% of UK FTSE 100 board positions being held by women*, the Data & Analytics industry appears to be falling behind.

There are several potential reasons for this but taking an extended career break (of over three months) for childcare may have an impact.

While 21% of women working in Data & Analytics had taken an extended break for this reason, the same was true for only 3% of male professionals.

David Farmer, CEO of Harnham, said: Although we should be positive about the progress the industry has made, clearly, this is not the time to hang up our boots.

“It is vital to us that we continue to monitor the industry’s progress and do not shy away from revealing where gaps exist. There is no benefit in burying our heads in the sand, we must instead continue striving forwards.

“I am particularly proud that this year’s guide features a foreword from Sadiqah Musa, founder of one of Harnham’s diversity partners, Black in Data.

“Sadiqah has a wealth of experience in the data industry and her insights as a leader of an organisation looking to drive positive change in the industry are invaluable.

“We know that change takes time, but I firmly believe that if businesses and, crucially, educational institutions keep pushing for better diversity, we will see significant change over the next five to ten years.”

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Service offering covers specialist sectors including, industrials, financial services, energy, consumer, digital and technology, life sciences and private equity

Norman Broadbent Group, the UK’s oldest executive search firm, is expanding in Scotland with the opening of its first offices north of the border.

The launch of London headquartered Norman Broadbent Group in Scotland marks the arrival of a well-established executive search firm with ambitions to disrupt the market.

With offices in both Edinburgh and Aberdeen, the firm has established a six-strong team to launch the Scottish business, aiming to employ 20 staff across Scotland by the end of 2025.

Having partnered with significant brands across Scotland for decades, a physical presence in two key cities strengthens Norman Broadbent’s service offering across multiple verticals and specialist sectors including, industrials, financial services, energy, consumer, digital and technology, life sciences and private equity.

Led by experienced search leader Michael Diamond, the team is focusing on targeting the board, C-suite and leadership market of Scotland’s largest brands and businesses, utilising its UK footprint and international networks.

Based in Edinburgh, Michael is the Managing Director for Norman Broadbent’s operations in Scotland and leads the firm’s global practice focused on private capital and investors. With over 14 years’ experience in executive search, talent advisory and leadership consulting, Michael will advise and support the firm’s client base and focus on growing the Norman Broadbent team in Scotland across its industry and functional practices.

Norman Broadbent’s Chief Operating Officer, Aberdeen-based Sean Buchan, will be based out of the firm’s new office on Rubislaw Terrace within the heart of the city’s prestigious West End office district. Sean has 20 years’ experience in executive search and leadership advisory, with specific expertise in the global energy and infrastructure market.

Kevin Davidson, Norman Broadbent Group CEO, began his 25-year search and advisory career in Scotland before relocating to Houston, Texas and then back to London 15 years ago.

He said: “I am thrilled to have Norman Broadbent firmly established north of the border. Having started my career at Scottish Enterprise I am passionate about the economic contribution and prospects of Scotland on the international stage and incredibly excited to be playing our part in shaping leadership teams of the future across industries.”

Michael Diamond, Managing Director for Norman Broadbent Group in Scotland, commented: “With Norman Broadbent Group, we see a fantastic opportunity to disrupt the Scottish market in an impactful way and establish ourselves as the leading player within executive search and a valued strategic partner to investors, high-growth companies and major brands who have a base or are headquartered in Scotland.

“The year ahead will bring many challenges for Scotland’s businesses but also a number of opportunities for those who can lead their teams through economic volatility and uncertainty.  Combining our experience in executive search and leadership consulting with our domain knowledge and networks, we’re very well placed to help these businesses find the right leaders in a highly competitive talent market.”

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Developing and upskilling existing employees problematic for a third of hiring leaders

 A new report from Glassdoor has revealed the burning issues facing talent acquisition leaders across the UK. The findings suggest increased workplace transparency and authentic employer branding can slow employee churn and attract talent.

Surveying talent acquisition, employee experience and employer branding specialists, Glassdoor’s State of Employer Branding report found the most significant hiring challenges employers are faced with today are:

  • Salary expectations not aligning with what the company pays (32%)
  • Best candidates receiving multiple offers from other companies (32%)
  • The company receiving too few qualified candidates (27%)
  • Applicants lacking the skills specified in the job description (23%)
  • Building a quality pipeline of job candidates takes too much time and resources (23%)

Furthermore, hiring leaders across the UK agreed that conditions have become more challenging since the pandemic. Compared to 2019, retaining employees is more difficult for more than half of (55%) talent acquisition specialists. A further 50%  found sourcing candidates with the right qualifications harder and 47% could no longer make competitive offers.

Internally, developing and upskilling the existing workplace was problematic for a third (34%) of hiring leaders and 28% said adapting to a remote or hybrid workforce was also challenging.

EMPLOYER BRANDING CAN WIN THE WAR FOR TALENT

Glassdoor’s research reveals that companies with a clear mission and a strong reputation for being a great workplace find it easier to stand apart from the competition and attract and retain talent.

Before 2020, many employers benefitted from established recruitment plans and office perks. But the upheaval caused by the pandemic allowed employees to challenge in-office norms and demand more of their employers.

According to Glassdoor, today employees overwhelmingly expect more flexible work options; mentions of hybrid increased 1600% in UK employee reviews on Glassdoor this year, and 39% of job hunters say flexibility is a critical consideration of where to work**. In addition, work has also become more personal, with 1 in 5 surveyed wanting their own values to align with the mission and culture of their employer.

In the report, nearly 7 in 10 UK hiring leaders (68%) agreed that their employer brand gave them the edge over competitors when hiring new talent. Additional Glassdoor research*** reveals job seekers who see a company brand at least 10 times are 8x more likely to apply than those who saw the brand once.

Internally, three-quarters (75%) of talent acquisition and employer branding specialists say they are in tune with the wants and needs of their employees and 82% agree their executive team engages with building their employer brand.

But what physically is being done by teams to strengthen their brand? The most common employee experience and engagement tasks carried out are:

  • Delivering diversity and inclusion programmes (59%)
  • Engagement surveys (59%)
  • Developing employee engagement programmes (55%)
  • Taking action on employee feedback (54%)
  • 360 reviews (48%)

Jill Cotton, Glassdoor Career Trends Expert commented: “As we reach the end of 2022, a new employer-employee dynamic has emerged. Employees are holding companies accountable for promises made and choosing to work for organisations whose values align with their own. Record job vacancies may have given job hunters the upper hand when choosing where to work. But our research shows that successful employers listen to and deliver upon the wants and needs of their workforce. Cultivating a strong employer brand helps companies stand apart from the competition by answering the ‘why’ someone should want to work for you.”

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81% of digital nomads report being highly satisfied

According to new research by MBO Partners, the number of “digital nomads” with traditional jobs rose by 9% in 2022 to 11.1 million workers. Overall, 16.9 million American workers describe themselves as digital nomads, up 131% from the pre-pandemic year of 2019.

Miles Everson, CEO at MBO Partners said: “Digital nomads are those who work remotely while traveling to various locations, and the rise in digital nomads is one more sign the workforce of yesterday is gone for good. The ‘work from anywhere’ trend is here to stay, and employers must take note that the power is in the hands of the worker, not the employer or client.

Employers need to consider creating a documented digital nomad policy and consider how to engage such talent, he added.

MBO’s report also found 81% of digital nomads report being highly satisfied, while 11% are “satisfied.” Only 3% were dissatisfied.

The “van life” segment of digital nomads — those who travel, live and work in RVs, vans or other vehicles converted in roaming residences — rose 19% in 2022 to a total of 3.1 million such workers.

MBO also found a growing support network for digital nomads with nomad villages such as Nomad Village Brazil and Digital Nomad Valley Zadar, Croatia.

However, MBO noted that only 8% to 11% of those who express interest in the digital nomad lifestyle will actually make the leap in the next two to three years.

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Employees’ intent to stay at their jobs decreased by 37% in the last six months

According to The Conference Board, nearly a third of workers report decreased job engagement — the commitment and connection they feel to their work — but the shift to remote work spurred by the pandemic may not be the cause.

The survey found that work location — on-site, remote or a hybrid blend of the two — has no impact on self-reported engagement levels.

However, some people feel decreased engagement more than others. Women, millennials and individual contributors report lower engagement than men, older generations and executives.

A survey conducted by The Conference Board that polled more than 1,600 individuals — predominantly office workers — found that respondents weighed in on workplace culture, work location, compensation and benefits.

Robin Erickson, Ph.D., VP of Human Capital at The Conference Board commented: “Many workers have re-evaluated their priorities since the beginning of 2020 at the outset of COVID-19. Employees are not only demanding to retain the flexibility they gained from being required to work remotely, but they expect genuine and transparent communications to continue from their leaders as well.”

But even with lower levels of self-reported engagement, 82% say their level of effort remains the same or higher.

According to The Conference Board, more workers want to quit, but few have plans of actually doing so. Workers’ intent to stay at their jobs decreased by 37% in the last six months, but only 12% are actively planning to leave. Meanwhile, about 29% of workers are reconsidering their plans to quit due to the imminent recession.

Overall, the survey found that engagement levels decreased for all workers regardless of work location or schedule. However, most respondents report that having a caring, empathetic leader increased in importance to hybrid workers.

Rebecca Ray, Ph.D., Executive Vice President of Human Capital at The Conference Board said: “While these results show that a likely recession may slow some of the high turnovers we’ve been seeing, engagement is eroding for many of those who remain. For businesses to truly thrive, they should focus on improving employee engagement, no matter the employee’s work location or schedule.”

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In January 2021, in addition to running all UK operations, Nick became responsible for the Group’s North American business

PageGroup plc, the specialist recruitment consultancy, announced that Nick Kirk has been appointed as Chief Executive Officer designate of the company.

This follows the company’s announcement in April 2022 that it had commenced a process to identify Steve Ingham’s successor. The appointment of Nick Kirk follows a thorough and rigorous selection process, led by the Nomination Committee of the Board.

Nick Kirk has been appointed as Chief Executive Officer designate with immediate effect and he will take over as Chief Executive Officer (CEO) and join the Board on 1 January 2023. Steve Ingham will step down as CEO and from the Board with effect from 31 December 2022.

Nick has exceptional experience of the Group and the sector. He joined as a consultant in 1995 in Michael Page Sales in the UK.

He was promoted to lead that discipline in 2007. In 2009, he transferred across to Page Personnel with a brief to transform the operating model. Following his success in this role, he was promoted to Regional Managing Director in 2013 and took on the additional responsibility of Michael Page Finance. In 2018 he became UK Managing Director and delivered significant progress in the area of DE&I.

In January 2021, in addition to running all UK operations, Nick became responsible for the Group’s North American business. That year, he led the US – one of the Group’s Large High Potential Markets – to a record annual performance.

Angela Seymour-Jackson, Chair, commented: “I am delighted to announce Nick Kirk as the next CEO of PageGroup. Nick has been critical to the success of the Group to date, having a proven track record of leading the business in key markets such as the UK and North America. Nick’s extensive understanding of the Company and its culture will ensure PageGroup continues on its successful growth trajectory.

“Steve Ingham has been an exceptional and inspirational CEO over the last 17 years. He will be missed by employees, candidates and clients alike. Under Steve’s leadership since becoming CEO in 2006, the Group has tripled its headcount and gross profit, with operations now in 37 countries. The Board, along with his many friends at PageGroup, wish him the very best, not least in respect of his endeavours to raise the profile, and progression, of disability rights in the workplace.”

Steve Ingham said: “Having been CEO for 17 years, I understand the privilege and responsibility of this position, and I am delighted to be handing over to Nick. Having worked with Nick for many years I have witnessed first-hand the strength and depth of his leadership and operational skills and his ability to deliver results. I have no doubt that PageGroup will continue to go from strength to strength and continue to create value for all its stakeholders under Nick’s leadership.”

Nick Kirk also commented: “After nearly 28 years with PageGroup, it is an incredible honour to be appointed as the next CEO. I am excited to have the opportunity to lead this great company and look forward to working with the Board, the Executive Team and our highly talented workforce to drive the business further forward. I would like to thank Steve for his support and mentorship over the years, it has been invaluable. I know that he’ll bring the same drive and focus to his work championing the rights of people with disabilities, particularly in the workplace. He leaves the business in great shape, being more diversified across geographies and sectors than ever before and with a purpose-driven and employee-centric culture, which I consider to be unique in recruitment.”

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The Jarell Group was founded 30 years ago and has 150 staff at its offices in Birmingham, London, Leeds and Walsall.

A former apprentice at a national recruitment firm has marked five years in the industry and been labelled as one of the sector’s “rising stars”.

Shannon Fletcher kicked off her career in 2017 as a business administration apprentice at workforce solutions firm The Jarell Group, and has since gone on to lead the Group’s marketing communications drive as part of its national expansion 30 years since it was formed.

Shannon joined the Birmingham-headquartered company at 18 on an apprenticeship after finishing college to help improve her skills and confidence. She has since gone on to complete a second apprenticeship in content management, and further business administration qualifications.

In her fourth year in 2021, she became marketing executive and was placed in charge of the Group’s social media, website, marketing materials and a variety of multi-channel advertising campaigns.

James Cronin, Group Commercial Director commented: “Shannon is without a doubt one of the recruitment industry’s brightest talents and rising stars. We feel very privileged to be playing a big part in her career journey.

“When she joined us five years ago she was fresh out of college, rather shy, but looking for a career where she could learn, achieve and ultimately, make a difference. She has impressed at every turn and that has been recognised with the responsibility she has taken on for our reputation, our brand and our busy marketing portfolio.

“Shannon has done that with absolute perfection and it has underlined not only her own skills, but also why apprenticeships can be so vital to get onto the career ladder. She is the perfect case study.”

Shannon Fletcher added: “When I joined the company I was just 18 and wondering what direction to take.

“An apprenticeship was a brilliant decision for me as it has exposed me to so many different people, experiences and projects – and with amazing support and guidance from people like James, other colleagues and also external consultants we work with.

“It has provided so many opportunities for me and I love that I have been allowed to put my own ideas across and be creative.

“Aside from doing a variety of qualifications and further apprenticeship courses, all supported by James, it has been a big moment for me to lead the full breadth of our marketing and play my role in the next chapter of the Jarell Group story.”

 

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