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Latest in the Region: UK

Ahead of this weekend’s Spring Bank Holiday, Catapult has highlighted the scale of the workplace absenteeism crisis in the UK.


Currently, UK businesses are losing 6.9 days a year per employee due to absenteeism, which is costing the British economy £100 billion, Catapult says. UK employees missed 131m days in total in 2014, while absenteeism is estimated to cost the average UK business £554 per employee. The company says that nearly a quarter (23%) of UK firms report ‘non-genuine absence’ as their top cause short term absence for non-manual workers and one in three (30%) businesses also cite this as their top reason for short term absence for manual workers.


Oli Johnson, co-founder of Catapult, said, “The scale of the UK’s absenteeism problem is simply staggering. British firms are currently losing nearly a week’s worth of productivity from employees and this is having a detrimental effect on their bottom lines. SMEs are most affected by this problem due to much smaller workforces, they are simply not able to absorb the impact of an absent member of staff.”


“As the UK enters the summer period, its absenteeism problem is only likely to be exacerbated, especially with standout sporting events like Euro 2016 and the Olympics which will further compound the problem of non-genuine employee absences.”


“However, technology is now disrupting the traditional recruitment model. On-demand hiring platforms, such as Catapult, are now able to source quality candidates in under an hour in a cost effective way, so a business doesn’t need to miss a beat, especially during a busy time like this weekend’s bank holiday.”

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The London Stock Exchange has published its 1000 Companies to Inspire Britain report, confirming that 53 recruitment companies were included in the list this year. The report is a celebration of the UK’s fastest-growing and most dynamic small and medium sized businesses.

To be included in the report, companies needed to show consistent revenue growth over a minimum of three years.

The recruitment companies included are listed by region below.

Dillistone Group Plc
Falcon Green Personnel
Futureheads Recruitment Limited
Gravitas Recruitment Group Limited
MSI Group Limited
Odgers (Group) Limited
Parallel Consulting Limited
Pario Group Limited
Phaidon Holdings Limited
Plan B Healthcare Plc
Premier Work Support Holdings Limited
Shilton Sharpe Quarry Limited
Staffgroup Limited
Total Assist Holdings Limited
VGC Group Limited
Your World Recruitment Group Limited

South East England
Abacus Employment Services Limited
Interact Medical Limited
Nakama Group Plc
Swanstaff Recruitment Limited
The Red Eagle Group Limited

South West England
O’neill And Brennan Construction Limited
People Source Consulting Limited
Source Personnel Holdings Limited
Star Medical Limited

West Midlands
A M 2 P M Recruitment Solutions Limited
Jonathan Lee Contracts Limited
Teacheractive Limited

East Midlands
C.K. Associates Limited
Encore Personnel Services Limited
Fresh Start Recruitment (Uk) Ltd
Industria Personnel Services Ltd
Rtc Group Plc
Vincentstokes (Holdings) Limited

East of England
Hales Group Limited
Multitech Site Services Limited
Quanta Consultancy Services Limited
Sanctuary Personnel Limited

Yorkshire and the Humber
Gatenbysanderson Limited
Integrated Results Limited
Linear Recruitment Limited
Prestige Recruitment Specialists Limited

North East England
Gem Partnership Limited

North West England
Amoria Bond Limited
Heads Recruitment Limited
Liquid Personnel Limited
N.R.L. Group Limited
Sellick Partnership Group Limited
Worldwide Recruitment Solutions Limited

Renown Consultants Limited

Northern Ireland
First Choice Selection Services Ltd

Jonathan Lee, chairman of Jonathan Lee Recruitment, said, “I was delighted to hear that we had once again been included in the London Stock Exchange 1000 Companies to Inspire Britain.  Whilst we have benefited from a fairly buoyant engineering and manufacturing sector, our continued growth has been largely due to our diversification into a broader range of industries and services, such as our digital design office in Hatton, Warwickshire that supports manufacturing clients by providing pre-product concept work.

“Our flexibility, coupled with the hard work and continued customer focus of our 100-strong multi-talented recruitment and support teams results in 85% repeat business.”

Gareth Lloyd, co-founder of Amoria Bond, commented, “We are proud that once again Amoria Bond has been placed in the top 1000 high growth companies within the country, this is an accolade we are particularly proud of, especially given that there are 3.6 million businesses currently registered in the UK “

Nick Simpson, CEO of MSI Group, said, “Here at MSI Group we have long been committed to the ethical recruitment of professionals into the NHS and other healthcare organisations. While some other recruitment consultancies have historically taken advantage of the NHS’s desperation to maintain safe staffing levels by charging extortionate rates, recent legislative changes mean that now only the most principled and compliant recruiters are thriving.

“We are incredibly proud to work within every single NHS approved framework agreement, and our appearance on this list is testament to valuable work we have been doing with Trusts to help migrate ‘off-framework’ spend to ‘on-framework’ spend since new government legislation was introduced in 2015.”

Wayne Hodgson, MD of Red Eagle, says he is immensely proud of their success and puts it down to identifying and acting fast on growth opportunities and having a fabulous team to help build the business.

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The Government was urged to think again after being accused of “going to war” on the most vulnerable by slashing contractors’ take home pay.

HMRC says plans to largely scrap travel expenses for Britain’s most flexible labour force will net the Chancellor just &pound265m but UK employers face a £7bn bill, warned trade association Prism.

Prism is a not-for-profit trade body whose members provide payroll, accountancy, umbrella and other services to contractors.

It believes the proposals threaten to hamper British industry and cripple public bodies as employers face having to make up the shortfall to stop workers walking out.

From April 2016 HMRC plans to stop contractors claiming travel and subsistence expenses from home to temporary workplaces if anyone they work with has the right to & lsquo;supervise, direct or control’ the way they work. Prism believes this goes too far and could include all workers.

Prism CEO Crawford Temple said: “The taxman is going to war on temporary workers and contractors. These are people for whom there is no normal commute as they move around different workplaces, sometimes working for dozens of companies a year over a wide area.

“These workers have always been able to rely on claiming travel expenses from home to temporary workplaces and that has been one of the few benefits of being a contractor.

“We estimate a 20 per cent shortfall in take-home pay if HMRC brings these changes in. The burden will be borne by Britain’s employers and the lowest paid as a gap in pay emerges overnight. The most flexible part of our workforce will become the worst off with the fewer benefits and the least protection.”

HMRC admits in discussion documents that the drop in take home pay could make it harder for the Government to hit its child poverty targets, adding: “This measure may affect some families with low income and family member’s ability to play a full role in family life.”

HMRC’s complex proposals will have bizarre consequences which will mean permanent employees getting travel expenses while contractors working alongside them do not, Prism said.

Prism says research among members suggests employers will need to spend 25 per cent more on contractors to maintain rates of take-home pay. Based on average UK earnings, it estimates that would cost employers &pound6.9billion.

The effect of the changes on Government departments could be crippling.

The NHS has already been criticised for the amount it spends on agency workers.

In May it emerged NHS spending on temporary workers had shot up &pound800m to &pound3.3bn in the last financial year and hundreds of thousands of them could be contractors.

An unintended consequences will be that contractors doing special projects a long way from home will have to turn work down altogether, Prism says.

Mr Temple added: “This workforce also services some of the most important public projects from bridges to power stations to understaffed hospitals. Many professional will be unable to accept work if it’s a long way away.

“These changes are cynical because they are totally unfair to the contractor who has fewer employee benefits, no job security, no sick  or holiday pay and no company pension. Rules to tackles workers who do not deserve travel expenses already exist but HMRC find it easier to penalise everyone rather than go to the trouble of enforcing them.

“UK Plc overall will become less competitive, struggling workers will pay more tax and employers will face higher costs at a time when budgets are under severe pressure.

“We are not defending people who behave like employees but disguise themselves as contractors. Travel expenses for itinerant workers are a huge and unpredictable expense. Ministers are reaching into the pockets of those with the least job security and cutting the amount they take home by 20 per cent overnight. It’s an utter shambles at a time when the most flexible section of our labour force are key to the economic recovery.

“When you risk disposable incomes or burdening industry with colossal costs you put that recovery at risk.”


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For senior roles and specialist large-intake programmes, such as graduate schemes, assessment centres are a popular recruitment tool. Assessment centres or days take different formats according to the role in question and the nature of the company, but they will generally bring together a set of pre-screened and pre-interviewed candidates, ready to whittle them down to the final stage of the selection process. But why are assessment centres so highly valued by recruiters?


An assessment centre offers the core benefit of accuracy, particularly when compared to the methods used in standard recruitment processes. With a basic interview there is a real danger of applying different measures to candidate assessment – interviewer bias, the ‘halo’ effect, the clone effect, and the differing subjective opinions of different interviewers for different days! However, an assessment centre allows a far greater degree of objectivity to be applied to the process, thanks to a broad and rigorous array of assessment opportunities and exercises.

Watching performance in action

At an assessment centre recruiters can see how a candidate performs in a real life situation (such as a simulated business exercise), rather than simply relying on their own self-assessment during interview. They also make it easier to assess and compare candidates who might seem to be of equal quality on paper, but fare very differently in a ‘real world’ situation.

These centres also allow employers to simulate different scenarios typical to the role and see how the applicants fare. For example, the group might be required to work together on a posed business problem to see which roles they take within a team, how they interact, influence, communicate, negotiate, problem solve and work effectively with others.

There are usually tests involved as well to assess numeracy and literacy as well as technical skills for a role. An IT role might focus on specific technical skills, but it might also include a creativity exercise to throw participants a bit of a curveball and see how they perform under pressure.

Employer branding

Assessment centres also have the benefit of promoting the employer brand. Those candidates who turn up to an assessment centre and find that it truly reflects both the role and the organisation are typically impressed by the hiring company and maintain that positive impression, even if they aren’t successful in getting the job. This gives the employer a real opportunity to create a positive impression in all the high quality candidates that attend, and potentially build up an engaged group of possible future hires.

Cost advantages

Despite the perceived higher cost of an assessment centre, such as accommodation hire, food, equipment and staff assessor time, this approach is often more cost effective when compared to a disparate and drawn out recruitment process, and perhaps more importantly, the high business costs of poor recruitment decisions and errors.


Finally, an assessment centre is important because it is fair. It complements the employer’s equality and diversity agenda and helps to ensure that the right candidate – or candidates – are selected on the grounds of true merit. With an assessment centre, measurement evidence and evaluation is thorough, normalised against a broad curve of candidates, and recorded. This is more robust than with a single interview, where notes may be more subjective. If indeed, they are fully recorded. This strengthens the position of the employer company, particularly if they have delivered the assessment centre with the help of a specialist recruitment agency.

Reciprocal experience

The assessment centre experience is thorough, transparent and it also gives the candidates a true insight into the values and culture of the employer company. This is vital, as it is often hard to give a sense of the brand in interview alone. During the more extended process of the assessment centre, candidates can meet key managers and other staff from the company and have a chance to talk to them informally and get a sense of what it is really like to work for the employer. This helps to improve attrition within the company.

Diverse suitability

Assessment centres are diverse in their application and important for different situations, from senior executive hire through to specialist and technical staff hire for a large new project or other situations where bulk, seasonal or contract requirements require a sudden influx of high quality staff. Every assessment centre can be tailored to suit the role in question and the group of candidates.

Getting the assessment centre right

Given the importance of assessment centres, it is essential to run them well and without error. Common pitfalls include a failure to define objectives, key competencies and measurable skills beforehand, and agree a measurement process. Without this, the assessment centre becomes as subjective as the traditional interview process. This can be avoided with the support of a specialist recruitment agency with experience in the assessment centre field. These agencies can advise with the exercises, format agenda and evaluation of the day and ensure that it runs to quality, cost and outcome objectives -with the right candidates subsequently identified for the role, and with the other attendees feeling positive about the employer brand, and engaged for any future employment opportunities that might arise later down the line.

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He said, “National Work-Life Week kicks off this week, aiming to promote the balance between working life and home life – a great initiative that highlights the importance of companies offering their employees and potential employees a healthy work/life balance.

“Recent research from Indeed.com reflects the significance of job flexibility and work/life balance revealing that working hours are the most important factor for almost two-thirds (57%) of people when deciding to apply for a job. According to the research, only a salary/ benefits package is deemed more important with 66% of job seekers citing it as the most important information when applying for a job. Job flexibility is also key coming in at fifth place with over a quarter (26%) of Brits claiming it is the most important.

“It appears this demand for job flexibility is in fact being met by UK employers. A recent report from Indeed.com reflects this, finding the UK as the top source for international searches for flexible jobs. With the recent extension of the right to request flexible working for all UK employees, it’s very exciting to see the UK as leaders in job flexibility internationally supporting National Work-Life Week.”

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Organisations must enhance their employer brand and candidate experience in order to address the skills gap according to talent management specialists a&dc.

In response to the latest report of global skills shortage a&dc claims that this perception is, in part, down to inefficient attraction and recruitment strategies. Amidst calls to gear recruitment to international candidates, the talent management experts have outlined two key methods to address this issue:

  • Development of stronger employer branding messages that are geared to niche markets
  • An efficient recruitment process that assesses the intangible as well as the tangible and leaves all applicants with a positive view of the business.

Pip Clarke, Business Development Director at a&dc, commented, “The idea that organisations are facing a skills shortage has long been batted about the HR and business community, but there has been little agreement as to how this can be addressed. We are quite simply operating in a different business environment post-recession and the way we access talent must, as a result, adapt. Candidates are much more aware of the options available to them and as confidence in the market increases, they will understandably be harder to attract. However, by developing a strong, tailored employer of choice message, businesses can engage with the best talent.”

Using the right tools is also a must, as Clarke explains, “While the more technical skills of a role can be developed in an individual, there are numerous intangible elements that should play a key part in the assessment process. Often, when we drill down into the real skills gaps in recruitment processes, the key missing ingredient is the behaviour or cultural fit. Resourcing decision makers and line managers need to recognise that the right person for the role doesn’t have to fit all the technical boxes in many cases. With the right attitude, flexibility and ability to learn, an individual can add so much more to the business.”


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Randstad – More Hoops For Job Seekers As Interview Process Lengthens

  •  Interview process for a new job lengthens by 1.5 hours
  • Number of roles requiring aptitude or technical testing doubles to 29%
  • Employers take 5 weeks and 6 days to fill a role, up from 3 weeks and 4 days five years ago
  • Interviewees relying on internet to prepare take twice as long to secure a role

Over the past five years the interview process has lengthened by more than a quarter for the average successful applicant, according to research by the specialist recruiter Randstad.

Brits who successfully changed jobs in the last year spent 27% longer on the interview process for that role compared to 2008, according to an independent poll of 2,000 members of the Great British public.  On average, they spent 7 hours either preparing for, or taking part in, interviews – an increase of 1.5 hours compared to five years ago. In fact, nearly 7% of respondents took more than 20 hours in preparing for and attending their successful interviews.

As a result, the total time taken to find a new job has risen by 23% since 2008. Job hunters in the UK spend an average of ten weeks and five days in the process of finding and securing a new job, compared to the eight weeks and five days taken five years ago.

More than half (52%) of those who have interviewed for a job in the last year state the process was harder than five years ago.

Mark Bull, UK CEO of Randstad, said: “Employers have become increasingly selective when it comes to interviewing staff. Prospective employees have to jump through many more hiring hoops today than they did pre-recession. Employers are often looking for more bang for their buck, and a skill set that was satisfactory for a job five years may no longer be now, as employers look towards the long-term potential of new hires. It’s not enough to demonstrate you can do the job they’re currently advertising for – you need to show you can develop in the role and bring something valuable to that organisation in the future.”

The number of interviews employers conduct with a successful candidate has also risen sharply over the past five years. For a junior role, employers required an average of 1.6 interviews five years ago, a figure that has risen to 2.4. Employers now interview successful candidates for senior roles an average of 3.4 times, up from 2.6 five years ago.

A separate poll of Randstad’s UK consultants suggests that the level of testing during the application process has increased, too. Five years ago, 14% of roles required some form of psychometric, technical or aptitude test, a figure which has now more than doubled to 29%. 

The number of vetting checks carried out after the interview process has concluded has also increased. Five years ago, employers vetting credentials such as qualifications, CRB checks and references delayed the hiring process by an average of 10.1 days. Currently, consultants state this delay has increased to an average of 15.2 days.

As a result, the increased number of tests, interviews and level of checking, has lengthened the hiring process from the employer’s perspective too. Employers now spend an average of five weeks and six days on securing a new hire for a specific role, a figure that has risen by 71% from three weeks and three days five years ago.

Interview Preparation: Google is Not Enough

Despite the increasingly demanding nature of the hiring process, one in five Brits (18%) still didn’t perform any research prior to their last interview other than to read the job specification and application. A further 9% relied solely on a company’s website for their research.

Just over a third of respondents (35%) conducted an internet search as part of their preparation. One fifth (20%) of respondents spoke to employees and former employees of their prospective employer, while 15% consulted colleagues in industry as part of their preparation, and one in eleven spoke to a recruitment consultant for a briefing.

Alongside undertaking internet research and browsing an employer’s website, candidates with ideal preparation would read the company’s marketing literature, check for news about the company as well as seeking information from former or current staff, industry colleagues, and their recruitment consultant. Currently, just 1% are doing this.

Personal insight is proving invaluable in interview preparation. The average time of those who at least spoke to a former or current staff member AND their recruitment consultant secured a job, on average, within eight weeks and three days (two weeks and two days faster than national average).

Whereas, the average time it took for those who just conducted internet research to successfully interview was eighteen weeks and five days.

Mark Bull concludes: “The importance of thoroughly researching a potential role can’t be overstated. A Google search is simply not enough in today’s competitive market. It’s clear from our research the longer people prepare from a wider variety of sources, the more likely they are to be the successful applicant in the shortest possible time.

“The rise of condensed information sources such as Wikipedia has added a certain laziness to interview preparation. People are seduced into thinking the Internet has all the answers. It certainly offers a valuable insight but the perspective of former employees – not to mention the insight of a recruitment consultant, will fill in many blanks about a company that an online search can’t. In today’s marketplace it is the candidate who understands the nuances of an organisations’ culture and skills requirements that really stands out.”   

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Talent Solutions

TALiNT Partners and Stratigens are proud to announce a strategic partnership which will provide an unparalleled range of talent intelligence solutions to the needs of our members, partners and clients.

Alison Ettridge, CEO of Stratigens said “Companies do research on their customers, their markets and their competitors to inform decisions all the time. With Stratigens, they can now do research on the greatest asset –access to the workforce and people they need to deliver their strategy. Our partnership with TALiNT Partners will support our mission of putting human capital at the heart of business decision making. We are really excited about working with the team to overlay the insight that TALiNT Partners’ network brings with labour market data to empower HR, TA and business leaders to make critical strategic decisions.”

Ken Brotherston, CEO of TALiNT Partners added “for some time we have been looking for a partner to support the insight generated by our network with global workplace data to bring a unique offering to the market. Stratigens is the perfect partner to help us achieve this and together we look forward to continuing to help raise capability in how employers find and keep the people they need, and how staffing and talent solutions providers can better support their clients.”

About Stratigens

Stratigens software is helping the world’s best companies make smarter decisions about where to grow, who to hire from and the diversity of their workforce. We join the dots between the labour market, economics and locations. Putting human capital intelligence at the heart of decision making.

We live in a world rich with skills and geo economic data, but the data is messy, unstructured, big and in thousands of places. Stratigens uses the latest in machine learning and big data to gather, extract, categorise and label the data, and put it into a format that’s easy to digest. So our clients can make smarter, faster, more informed decisions.

Stratigens – https://www.stratigens.com

About TALiNT Partners

TALiNT Partners connects the talent ecosystem. We bring together a global network of leading employers and solution providers to make better talent and technology decisions. Providing intelligence, insight and peer-to-peer networking that drives quality, innovation and improves inclusion across the talent ecosystem

TALiNT Partners – https://talintpartners.com/


If you would like to know more about the partnership, please contact Ken Brotherston, CEO of TALiNT Partners, ken@talintpartners.com

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Acquisition strengthens Nash Squared as a major MSP

Nash Squared, a provider of talent and technology solutions, has become a major force in Managed Service Provision with its recent acquisition of Het Flexhuis – a Managed Service Provider (MSP) of talent and recruitment services based in The Netherlands.

Het Flexhuis has a strong track record in delivering outsourced recruitment services for government, public services, and commercial organisations and will operate as an independent brand within Nash Squared’s recruitment business Harvey Nash.

Bev White, CEO of Nash Squared, commented: “I am delighted to welcome Het Flexhuis into the Nash Squared family. It is our vision to help our clients access talent and technology in every way possible, and offering a high quality MSP solution is an important next step for us. Het Flexhuis brings enormous experience and expertise with them, and I am excited by the potential.”

Occo Lijding, MD of Harvey Nash The Netherlands, commented: “This represents a step change in how we can help and support our clients in talent and technology. I have long admired the team at Het Flexhuis, and when we met I was struck by how similar our values and ambitions were. They are the perfect fit for us, and I look forward to working with them.”

Frederieke Schmidt Crans, Managing Director, Het Flexhuis commented: “We are thrilled and excited to become part of Nash Squared. Our company was established ten years ago with a mission to create a world-class MSP with great people and processes at its core. We see joining Nash Squared as the natural next chapter in that success story.”

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Search engines combine forces to accelerate Adzuna’s growth in the US

On Tuesday, 14 June, Adzuna announced their acquisition of the US job search engine Getwork.

The Getwork team, under the leadership of Brad Squibb, will be working alongside the Adzuna team, intending to accelerate Adzuna’s growth in North America.

Getwork links job seekers with vacant roles at North American companies by indexing millions of verified jobs daily directly from tens of thousands of employer career sites.

Adzuna, with headquarters in London, UK, Indianapolis, IN, and Sydney, AU, uses AI-powered technology to match people to jobs. The company has recently launched in Switzerland, Belgium, Spain, and Mexico. Their operations now cover 20 markets globally.

The two companies will operate as independent brands with their own established communities.

Doug Monro, CEO, and Co-founder of Adzuna, comments: “Adzuna acquiring Getwork will help us supercharge our growth in North America. The Getwork team’s stellar reputation for great service and delivery has led them to be trusted by an impressive roster of household name companies in the US. It’s also a great fit as their team and mission are so aligned with ours. The US enterprise market is crying out for strong alternatives to existing offerings and we’re looking forward to combining Adzuna’s marketing expertise, global footprint and programmatic job matching technology with Getwork’s deep industry knowledge and reputation to deliver even better for our customers. The US is the fastest-growing part of our business and this acquisition will accelerate our profitable growth trajectory.”

Brad Squibb, President of Getwork, comments: “Adzuna is a truly global business, operating across 20 countries, which creates an exciting opportunity for us to scale into new markets with the help of a brand that has already paved the way for international expansion. We can’t wait to join Doug and the team on this journey.”


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Despite efforts there is still massive room for improvement in UK management and reporting

In research released today, findings reveal a lack of focus on progressing diversity in the workplace. In the study conducted by SD Worx, it was found that while 68% of UK companies are committed to removing unconscious bias in the recruitment process, many have failed to implement a reporting system to track progress on meeting ED&I objectives.

The survey revealed that only 26% of UK companies evaluate managerial commitment to achieving ED&I-related objectives. A further 32% admitted having no systems allowing employees to report discrimination.

The UK ranked third in its commitment to removing unconscious bias at 68% when it comes to ranking. Ireland ranked first at 74%, with Belgium coming in second, at 69%.

As far as rankings for equal access to training, the UK is slightly lower than other countries, with 64% of companies investing in equal access to training and development. Ireland (72%), Belgium (71%), and Poland (69%) topped the list.

While 64% of UK companies include transparency about ED&I goals and actions to attract a diverse workforce in their mission statement and corporate values, only 60% of the UK companies surveyed said that they promote ED&I in job advertisements, social media, and their websites.

The survey also revealed that countries vary in their level of focus concerning educating and involving managers in their ED&I policies. For example, in the UK, 60% of companies stated that they actively involve their managers in ED&I policies, and 60% provide internal training on the topic.

Colette Philp, UK HR Country Lead at SD Worx commented: “It’s no longer enough for businesses to say they prioritise diversity and inclusion. Instead, they must prove their commitment to achieving a more diverse workforce, both internally within their business and externally to attract talent.”

“There is more awareness than ever before regarding diversity in the workplace and it’s a deciding factor for many when it comes to searching for a role or staying with a business. A diverse workforce brings new experiences and perspectives and an inclusive environment allows individuals to thrive. If businesses aren’t already putting ED&I as a top priority, it’s essential they act now to do so.”

Jurgen Dejonghe, Portfolio Manager SD Worx Insights, added: “It’s important that companies start investing in an active reporting system about their actions concerning diversity, equality and inclusion. On the one hand, that data offers a strong basis for optimising the diversity policy with concrete and consciously controlled actions. On the other hand, such a system also provides clear evidence whether companies are effectively putting their money where their mouth is and not making false promises to (future) employees.”

For ED&I initiatives to be successful, change needs to come from the top, with proper rollouts and reporting system to track their progress.

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