The National Manufacturing Institute Scotland (NMIS) has established fifty fully-paid work placements within manufacturing and technology businesses across the country with the launch of the second round of its Manufacturing Skills Academy’s graduate training programme.
The placements are set to provide graduates with the opportunity to build in-demand skills and experience in the worlds of digital and advanced manufacturing, with positions now available across the Edinburgh region.
Each up to six months in duration, the placements are aimed at recent university and college graduates of a STEM related subject who are unemployed or struggling to find meaningful work due to the impact of Brexit and the COVID-19 pandemic.
Based within new and emerging markets such as green energy, space and renewables, placements are being offered within innovative companies across Scotland.
For example, successful applicants could find themselves working for Edinburgh based Shapespace Ltd, specialising in engineering and manufacturing analytics software, or Mask Logic, using additive manufacturing within product design.
Graduates could also look further afield to the likes of Scotmas Group, specialising in design, development and manufacture of environmentally sustainable disinfection equipment for water treatment, healthcare and food industry, with positions available in a number of companies across Scotland.
This new round of graduate training follows on from the success of the pilot programme launched early last year.
The programme saw thirty graduates recruited and placed with companies across Scotland and the NMIS Group giving valuable on-the-job work experience. A number of graduates have now gone on to secure extended contracts, or full-time employment.
Funded by the Scottish Government’s £20 million National Transition Training Fund (NTTF), the programme has been developed by the NMIS Manufacturing Skills Academy and is one of a number of initiatives designed to support Scotland’s economic recovery, and the transition to net-zero.
Minister for Youth Employment and Training Jamie Hepburn said:“The National Manufacturing Institute Scotland’s Manufacturing Skills Academy is delivering excellent work-based training to help graduates move permanently into high quality jobs in manufacturing.
“Building on the success of last year’s National Transition Training Fund pilot, this is an important opportunity for STEM graduates to access high quality training opportunities right across Scotland.”
Stewart McKinlay, Skills Director at the National Manufacturing Institute Scotland’s Manufacturing Skills Academy said:“We’re delighted we’ve received further support to provide an opportunity to fifty more graduates, now including those from colleges as well as Universities.
“The support from the Scottish Funding Council for the National Manufacturing Institute Scotland’s pilot graduate training programme last year allowed us to place 30 graduates within thriving businesses across the country and the specialist technology centres at NMIS.
“It was a real success, with a significant number of the employers making permanent job offers to the graduates and other graduates going on to receive multiple offers from other companies based on the strength of their work experience. The aim is to replicate, and improve on this further, in 2022.”
The graduate training programme is now open for applications. Candidates are asked to submit an application form and short video before being matched to potential opportunities with an industry partner.
Speaking about his experience from the 2021 graduate training programme, Mina Hanna, who has now secured a further contract with Opportunity Cromarty Firth and the University of the Highlands and Islands said: “The National Manufacturing Institute Scotland’s graduate training scheme was truly a life changing experience, and I would encourage all manufacturing and engineering graduates to apply.
“The time that was given to me by so many experienced professionals was an incredible opportunity and I am so grateful to NMIS Manufacturing Skills Academy for allowing me to embark upon a career that I am passionate about.”
NMIS, which is operated by the University of Strathclyde, is also encouraging expressions of interest from companies across Scotland that are interested in being part of the programme and placing a recent graduate.
Renewable Parts placed three graduates within its company last year. Michael Forbes, General Manager of Refurbishment Engineering at Renewable Parts, said: “We were delighted to work with the National Manufacturing Institute Scotland on the graduate training scheme, and with the high standard of applications.
“The business is growing, and the scheme allowed us to recruit for positions where otherwise we may have held off until a little later.
“The placement was almost like a 6-month interview, allowing us to see how the graduates integrated with the existing workforce.”
The applications process for the NMIS Manufacturing Skills Academy graduate training programme closes in early February.
An NMIS Insights online event is also taking place in the coming weeks offering an opportunity to find out more about the programme and hear from previous graduates and companies as they share their experiences.
Details will shortly be available on the event section of the NMIS website.
SOCIAL Security Scotland is urging families to apply for Best Start Grant School Age Payment before the deadline and to apply for help with early learning costs.
Eligible families with children born between 1 March 2016 – 28 February 2017, are being encouraged to apply for the School Age Payment before applications close on 28 February 2022.
Parents or carers enrolling children in nursery this year have also been urged to check whether they are eligible for a one-off payment to help with early learning costs.
For Early Years Payment, eligible families who are in receipt of certain benefits or tax credits with a child who is aged between 2-3 and a half years old. Parents or carers who are eligible for the Early Learning Payment receive a one-off grant of £252.50
The money can be used to help pay for clothes, equipment, bags, books or anything else which is helpful for people caring for children in that age range.
Eligible families for School Age Payment may be parents or carers who are in receipt of certain benefits or tax credits with a child who is old enough to start school.
School Age Payment is a payment of £252.50 per child and is designed to support children at a key stage in their life.
It is not directly linked to taking up a school place. As such, even if the child’s school start has been deferred until next year, or if the child is not going to start school at all, parents or carers should still apply for the payment by 28 February 2022. If they do not apply by this time, they will not be able to receive the payment.
Social Security Scotland wants to ensure that everyone who is entitled to money for Early Learning or School Age Payment receive it and we would welcome support from our stakeholders to make sure people don’t miss out on these payments.
Please encourage any clients in your networks to apply for School Age Payment before the 28 February deadline and for Early Years Payment when enrolling their child into nursery.
More than 10.2 million customers filed their 2020 to 2021 tax returns by the 31 January 2022 deadline, HM Revenue and Customs (HMRC) has revealed.
More than 630,000 customers filed on deadline day and the peak hour for filing was 16:00 to 16:59 when 52,475 completed their Self Assessment. There were 20,947 customers who completed their tax return between 23:00 and 23:59.
More than 12.2 million customers were expected to file a Self Assessment tax return this year. The remaining 2.3 million customers expected to file by 31 January now have until 28 February 2022 to submit their late 2020 to 2021 tax return and avoid a late filing penalty.
For any Self Assessment customer who is yet to pay their tax bill or set up a payment plan, interest will be applied to outstanding balances from 1 February. Customers have until 1 April to pay their tax in full, or set up a time to pay arrangement, to avoid a late payment penalty.
Those who are not yet able to file their tax return should pay an estimated amount as soon as possible, which will minimise any interest. Self-employed people can use the calculator on GOV.UK to help estimate their tax bill.
Myrtle Lloyd, HMRC’s Director General for Customer Services, said: “I’d like to thank the millions of customers and agents who sent us their tax return and paid in time for this week’s deadline.
“We’re waiving penalties this year, to give those who missed the deadline an extra month. And customers can set up a monthly payment plan online if they’re worried about paying their tax bill. Search ‘Self Assessment’ on GOV.UK to find out more.”
The existing Time to Pay service allows customers, who are unable to pay their bill in full, to spread their tax payments into manageable monthly instalments. Self Assessment customers with up to £30,000 of tax debt can do this online once they have filed their return.
If customers owe more than £30,000, or need longer to pay, they should call the Self Assessment Payment Helpline on 0300 200 3822.
other COVID-19 grants and support payments such as self-isolation payments, local authority grants and those for the Eat Out to Help Out scheme
The £500 one-off payment for working households receiving tax credits should not be reported in Self Assessment.
It is important that customers check and make any changes to their tax return to make sure any SEISS or other COVID-19 support payments have been reported correctly in their Self Assessment.
HMRC urges everyone to be alert if they are contacted out of the blue by someone asking for money or personal information. Taxpayers should always type in the full online address www.gov.uk/hmrc to get the correct link for filing their Self Assessment return online securely and free of charge.
HMRC sees high numbers of fraudsters emailing, calling or texting people claiming to be from the department.
If in doubt, HMRC advises not to reply directly to anything suspicious, but to contact them straight away and to search GOV.UK for ‘HMRC scams’.
OWNERSHIP of an Edinburgh childcare company has been handed over to its 150 dedicated staff in what is believed to be a sector first in Scotland.
Kidzcare has announced its transition to employee ownership with 100% of the company shares now placed into an Employee Ownership Trust (EOT) by owner Anne-Marie Dunn who co-founded the successful business in 2001.
The childcare specialists operate four nurseries, four breakfast clubs and six after-school clubs for children, offering options across Edinburgh, from Portobello to Bruntsfield and Fox Covert.
Ownership Associates, a specialist adviser to businesses considering establishing an EOT, provided support to the Kidzcare owner and employees throughout the process in what is believed to be the first business in the Scottish childcare sector to transition to employee ownership.
Anne-Marie Dunn said: “I’m delighted to be able to reward these dedicated and loyal employees by gifting them a share of this brilliant business. The staff at Kidzcare have supported me throughout this journey and I couldn’t reconcile myself to the idea of passing it on to anyone else.
“As I looked to withdraw from the business, I wanted to find an option that rewarded and empowered the staff into the future. As soon as I heard about employee ownership, I was instantly convinced that this was the vehicle to make it happen.
“By becoming employee owned, I am confident that Kidzcare’s values of safety, child development, fairness and kindness will continue, greatly benefiting the children we look after and the people who look after them.”
The business turns over £3 million a year and provides high quality childcare for more than 500 children a day around the city.
Anne-Marie added: “Our current HR Manager, Julie MacKenzie, who has been with us for more than eight years will take more of a managing director role as I gradually step back in the next few months.
“We have planned for a seamless transition so the business can smoothly enter its next chapter, and crucially, we are in control of how that happens best for all stakeholders.
“The transition into employee ownership has been very easy. Business transactions like this can be daunting and complicated but I have been so lucky to have a team of experienced advisors in Lindsays and Ownership Associates. They have guided me every step of the way. Nothing was a problem for them.”
Carole Leslie of Ownership Associates, who has worked on the transition of more than 80 businesses to the succession model, said: “It has been a great experience assisting Kidzcare to make the move to employee ownership. It was clear that this was the obvious option for the company and I’m certain the firm will fast see the benefits of this model of ownership.
“It has provided an exit plan for Anne-Marie, potentially life changing differences to her staff, and most importantly ensured that the quality of care for children remained at the heart of the business.
“This is a shining example of the business model benefiting everyone involved in the company. It also highlights the strong positives it can have on an industry like childcare.”
Douglas Roberts of Lindsays added: “Kidzcare has a brilliant reputation in Edinburgh and it was an honour to help the company with the legal aspects of its move to employee ownership.
“Parents trust the staff at Kidzcare to look after their children and Anne-Marie trusts her loyal employees to keep the values and high standards of Kidzcare. It was clear that employee ownership was ideal for Anne-Marie’s succession plans and I’m sure Kidzcare will hugely benefit from being employee owned.”
Ownership Associates works exclusively within the employee-owned sector, supporting companies on their move to employee ownership and working with established employee-owned businesses enabling them to maximise the ownership advantage.
Adults aged 18-59 who have not yet had their booster jab for whatever reason will start to receive blue envelopes from today (Tuesday 1 February) with scheduled appointments.
Latest figures show that 83.5% of eligible adults in Scotland have now been fully vaccinated with primary doses and a booster. Approximately 580,000 eligible adults aged 18-59 will now be offered booster appointments from 7 February onwards.
Adults can receive a booster 28 days after they tested positive or if it has been at least 12 weeks since their second dose.
The letters will contain details of how to rearrange any appointment which is not convenient.
Health Secretary Humza Yousaf said: “While the number of Omicron cases continues to decline and restrictions are being lifted, it remains crucial that people complete their vaccination course in order that this improvement can be sustained.
“We know that in people who have had two vaccinations, protection against the virus wanes after time. However, recently published Health Security Agency (UKHSA) data indicates that initial vaccine effectiveness against hospitalisation of older people increases to around 90% two weeks after a booster dose. This is why it is so vital to get your booster so you can maximise the level of protection against serious illness.
“We urge those who haven’t yet received their booster to take up the invitations being sent out this week in the distinctive blue envelopes so that we can continue to build on the nation’s defences.
“Scotland has one of the highest uptake rates for vaccination anywhere in the world, and I hope this national mailshot will encourage the remaining adults to join the 83.5% of eligible Scots who have already received their booster or third dose.
“Vaccination continues to be the cornerstone of our battle against COVID-19 – the very high vaccination rates achieved so far have helped us considerably on our path back to normality.”
The future of Scotland’s town centres, and how the changing nature of retail and ecommerce has impacted them, is to be investigated by the Economy and Fair Work Committee.
The Parliamentary Committee is looking to identify the current challenges for high streets, and the barriers to their success, and to explore the extent to which an increasing use of ecommerce is impacting on Scotland’s town centres. It aims to propose action needed to support modern and thriving town centres.
The Committee’s inquiry has three areas of focus:
Keeping town centres alive – including how they have changed over recent years, their strengths and weaknesses, and who or what can drive positive change in Scottish town centres.
The new realities of Scottish retail – including how this sector has evolved over the last decade, the impact of these changes on town centres and what role fiscal policy levers should have in supporting this sector.
Ecommerce in Scotland – including the implications for businesses of increased online shopping and digital activity, and the role of Scottish SMEs in the ecommerce sector.
Speaking as the inquiry was launched, Claire Baker MSP, Convener of the Economy and Fair Work Committee said:“Scotland’s town centres have traditionally been the heartbeat of our communities bringing people together to live, work, shop and socialise.
“However, traditional town centres are under pressure and under threat, with too many shops closing and too many high streets dominated by ‘to let’ signs.
“Changing retail trends, including the growth in ecommerce and the expansion of retail park alternatives, combined with the impact of the COVID-19 pandemic, continues to create a difficult trading environment.”
The Convener continued:“We want to find out how to diversify and grow high street activity, and are particularly keen to hear from businesses and members of the public on what makes a successful and thriving town centre.
“Our inquiry is seeking to bring forward recommendations to demonstrate how Scotland’s town centres can thrive in this post pandemic world, and be vibrant, resilient and accessible places which meet the economic, social and environmental needs of our communities.”
Power companies working at pace to reconnect affected households
First Minister Nicola Sturgeon chaired a further meeting of the Scottish Government’s Resilience Room (SGoRR) last night to co-ordinate the response to Storm Malik and Storm Corrie.
As the weather situation improves across the country, the amber warning for Scotland has now come to an end. A yellow warning is still in place covering Lewis, the Orkney Islands, much of the Highlands, Grampian and Tayside areas.
Of the 115,847 households that lost power as a result of both storms, all but around 7,000 are expected to be reconnected this evening. Power companies are confident that the vast majority of those affected should be reconnected by tomorrow, but recognise that there may still be some outages going into Wednesday.
Deputy First Minister John Swinney said: “Today we have seen an improving situation across Scotland following the two very serious storms over the weekend. The power companies have drafted in a large number of additional engineers and are making significant inroads into reconnecting customers, with work continuing at pace this evening.
“I want to thank all those who are working in difficult conditions to keep people safe and maintain our lifeline services.
“For those who will unfortunately not have power tonight, support with alternative accommodation is available to anyone who needs it. Those who have found their own accommodation can seek reimbursement from their suppliers.
“Special arrangements remain in place for vulnerable customers and local resilience partnerships continue to work together to provide welfare support.”
Members of the public can track estimated power restoration times on the SSEN and SP Energy Networks websites.
PM Boris Johnson made a statement on the long-awaited Sue Gray report in the House of Commons yesterday:
Mr Speaker, with permission I would like to make a statement.
First I want to express my deepest gratitude to Sue Gray, and all the people who have contributed to this report, which I have placed in the Library of this House and the government has published in full today, for everyone to read.
I will address its findings in this statement – but firstly I want to say: sorry. Sorry for the things we simply did not get right and sorry for the way that this matter has been handled. It is no use saying that this or that was within the rules. It is no use saying that people were working hard.
This pandemic was hard for everyone. We asked people across this country to make the most extraordinary sacrifices, not to meet loved ones, not to visit relatives before they died, and I understand the anger that people feel.
But, Mr Speaker, it is not enough to say sorry. This is a moment when we must look at ourselves in the mirror and we must learn. And while the Metropolitan Police must yet complete their investigation – and that means there are no details of specific events in Sue Gray’s report – I, of course, accept Sue Gray’s general findings in full, and above all her recommendation that we must learn from these events and act now.
With respect to the events under police investigation, she says – and I quote – “No conclusions should be drawn, or inferences made from this other than it is now for the police to consider the relevant material in relation to those incidents.”
But more broadly she finds that – “There is significant learning to be drawn from these events which must be addressed immediately across Government. This does not need to wait for the police investigations to be concluded.”
That is why we are making changes now to the way Downing Street and the Cabinet Office run so that we can get on with the job, the job that I was elected to do and that this government was elected to do.
First, it is time to sort out what Sue Gray rightly calls the “fragmented and complicated” leadership structures of Downing Street which she says have not evolved sufficiently to meet the demands of the expansion of Number ten.
And we will do that, including by creating an Office of the Prime Minister, with a Permanent Secretary to lead Number ten. Second, Mr Speaker, it is clear from Sue Gray’s report that it is time not just to review the Civil Service and Special Adviser codes of conduct wherever necessary to ensure they take account of Sue Gray’s recommendations but also to make sure those codes are properly enforced.
And third, I will be saying more in the coming days about the steps we will take to improve the Number ten operation and the work of the Cabinet Office to strengthen Cabinet Government and to improve the vital connection between Number ten and parliament.
Mr Speaker, I get it and I will fix it. And I want to say to the people of this country. I know what the issue is, it is whether this government can be trusted to deliver and I say yes we can be trusted yes we can be trusted to deliver.
We said we would deliver Brexit and we did. We are setting up freeports across the whole United Kingdom, I’ve been to one of them today, which is creating tens of thousands of new jobs Mr Speaker.
We said we would get this country through Covid and we did, we delivered the fastest vaccine roll out in Europe and the fastest booster programme of any major economy so that we have been able to restore people’s freedoms faster than any comparable economy and at the same time as we have been cutting crime by fourteen per cent and building 40 new hospitals and rolling out gigabit broadband, and delivering on all the other promises of that 2019 agenda so that we have the fastest economic growth in the G7.
We have shown that we can do things people thought were impossible and that we can deliver for the British people.
The reason we are coming out of Covid so fast is at least partly because we doubled the speed of the booster rollout and I can tell the House and this country, that we are going to bring the same energy and commitment to getting on with the job to delivering for the British people and to our mission to unite and level up across the country.
And I commend this Statement to the House.
Opposition leader Keir Starmer’s response:
Thank you, Mr Speaker.
I would like to thank Sue Gray for the diligence and professionalism with which she has carried out her work.
It is no fault of hers that she only been able to provide an update. And not yet the full report.
The Prime Minister repeatedly told the House that all guidance were followed at all time.
We now know that 12 cases, 12 cases, have reached the threshold for criminal investigation – which I remind the House means that there is evidence of serious and flagrant breaches of lockdown, including:
The party on 20 May 2020, which we know the PM attended, and the party on the 13 November 2020 in the PM’s flat. There can be no doubt the Prime Minister is now under criminal investigation.
The PM must keep his promise to publish Sue Gray’s report in full when it is available, but it is already clear that the report discloses the most damning conclusion possible.
Over the last two years the British public have been asked to make the most heart wrenching sacrifices.
A terrible collective trauma. Endured by all, enjoyed by none.
Funerals have been missed. Dying relatives unvisited.
Every family has been marked by what we’ve been through.
And revelations about the Prime Minister’s behaviour have forced us all to relive and rethink those darkest moments.
Many have been overcome by rage, grief, and even guilt.
Guilt – that because they stuck to the law they did not see their parents one last time.
Guilt – that because they didn’t bend the rules their children went months without seeing friends.
Guilt – that because they did as they were asked they didn’t go and visit lonely relatives.
But people shouldn’t feel guilty. They should feel pride in themselves and in their country. Because by abiding by those rules. They have saved the lives of people they will probably never meet.
They have shown the deep public spirit. And the love and respect for others that has always characterised this nation at its best.
Our national story about Covid is one of a people that stood up when it was tested. But that will forever be tainted by the behaviour of this Conservative Prime Minister.
By routinely breaking the rules he set, the Prime Minister took us all for fools. He held people’s sacrifice in contempt. He showed himself unfit for office.
His desperate denials since he was exposed have only made matters worse.
First, the Prime Minister said there were no parties. Then he said he was sickened and furious about the parties.
Then it turned out he was there. Rather than come clean, every step of the way he has offended the public’s intelligence.
Finally, he’s fallen back on his usual excuse – it’s everybody’s fault but his. They go, he stays.
Even now, he is hiding behind a police investigation into criminality in his home, and in his office. He gleefully treats what should be a mark of shame as a welcome shield.
But, Prime Minister, the British public aren’t fools.
They never believed a word of it. They think the Prime Minister should do the decent thing and resign.
Of course, he won’t. Because he is a man without shame.
And just as he has done throughout his life. He is damaging everyone and everything around him along the way.
His colleagues have spent weeks defending the indefensible.
Touring the TV studios parroting his absurd denials. Degrading themselves and their offices.
Fraying the bond of trust between the Government and the public, eroding our democracy and the rule of law.
Margaret Thatcher once said: ‘The first duty of Government is to uphold the law. If it tries to bob and weave and duck around that duty when it is inconvenient, then so will the governed.’
To govern this country is an honour. Not a birth-right. It’s an act of service to the British people. Not the keys to a court to parade to your friends.
It requires honesty. Integrity. And moral authority.
I cannot tell you how many times people have said to me that this Prime Minister’s lack of integrity is somehow “priced in”.
That his behaviour and character don’t matter. I have never accepted that. And I never will accept that.
Whatever your politics. Whatever party you vote for. Honesty and decency matter. Our great democracy depends on it. And cherishing and nurturing British democracy is what it means to be patriotic.
There are members opposite who know that. And they know the Prime Minister is incapable of it.
The question they must ask themselves is what are they going to do about it?
They can go on degrading themselves. Eroding trust in politics. And insulting the sacrifice of the British public.
They can heap their reputations, the reputation of their party, and the reputation of this country, on the bonfire that is his leadership.
Or they can spare the country from a Prime Minister totally unworthy of his responsibilities.
It is their duty to do so.
They know better than anyone how unsuitable he is for high office.
Many of them knew in their hearts that we would inevitably come to this moment.
And they know that as night follows day, continuing his leadership will mean further misconduct, cover-up, and deceit.
It is only they who can end this farce. The eyes of the country are upon them. They will be judged on the decisions they take now.
Searches for ‘Boris Resign’ soar 458% after Sue Gray report is released
Analysis of Google search data reveals that online searches for ‘Boris Resign’ exploded 458% in the UK on the 31st of January, hours after Sue Gray’s report was published on the Downing Street parties, held whilst lockdown restrictions were in place.
A new finding by online tax calculator Income Tax UK reveals that online searches for ‘Boris Resign’ skyrocketed to almost five times the average volume in a matter of hours, an unprecedented spike in people Googling for the Prime Minister to leave his position in No.10.
The report, published on Monday 31st January, detailed the breaches of lockdown rules by members of the government including the Prime Minister, resulting in calls for Boris Johnson to step down.
A spokesperson for Income Tax UK commented on the findings: “The Sue Gray report finds that events held by senior members of the government ‘shouldn’t have been allowed to take place’, leading Brits to question the leadership of those running the country.
“These findings reveal the bitter taste that the public hold towards the actions of the Prime Minister and his cabinet, with the report prompting the highest rise in searches calling for the Prime Minister to resign in the last year. It will be fascinating to see if these searches will translate to votes in future elections.”
With home energy costs rising, many of us are worrying about our gas and electricity bills. The City of Edinburgh Council is working in partnership with Changeworks and Home Energy Scotland to help keep you and your home warm for less.
Their friendly advisors are on hand to give you:
free energy saving advice to help save money on your bills
support with fuel debt
help to find out if you’re eligible for any grants or funding for energy efficiency home improvements.
“The Big Resignation caused a global shift – employees are less likely now than they ever have been before to stay in their job if they are not content in their role. Both businesses and employees are looking for solutions that suit them respectively.
“Businesses don’t just need to consider their existing employees; they also need to think about the talent of the future.” – Dr John Barrow Dean for Entrepreneurship & Employability, Senior Lecturer (Scholarship) in Biochemistry & Molecular Biology at the Institute of Education in Healthcare and Medical Sciences, School of Medicine, Medical Sciences and Nutrition at the University of Aberdeen.
British tech innovators PixelMax have warned that the U.K’s biggest employers face an exodus of talent this year if they do not empower their employees and adapt to a rapidly changing workplace landscape.
They believe that the virtual workplace is the solution to stemming the “Big Resignation” flow as a recent survey indicated that only 4% of employees want to return to the office full time and 82% of employees want a hybrid model with 59% ranking a work from home flexibility as the No.1 choice in employee benefits.
The Big Resignation was the hot topic of last year, with record numbers of staff either leaving, walking out of their jobs voluntarily, or opting to work part time as they re-evaluate their work-life balance.
It follows a tumultuous two years of the pandemic, lockdown restrictions and many people’s lives being curtailed, which has forced employees to re-evaluate their work-life priorities, well-being and aspirations.
The implementation of plan B restrictions including WFH policies for employees, yet again reinforces the notion that we need to learn to live with Covid and employers need to re-think how they future proof their businesses and retain their talent.
The tech industry has always been ahead of the curve in terms of workplace culture, but with a massive skills shortage in the tech sector, the workplace landscape has dramatically changed.
A recent report commissioned by London- and Manchester-based leading tech recruitment firm Burns Sheehan found that only 4%of employees polled wanted to return to the office full time and only 14% wanted to work three to four days in the office.
When polled on the Burns Sheehan employee benefits survey, 59% of employees wanted work from home (WFH) flexibility as their No.1 employee benefit over annual bonuses and share options.
This was followed by 25% of those polled wanting a learning and development budget, 22% a clearly defined career path, 19% favouring an annual bonus, 17% wanting childcare flexibility and least important, 12% wanting share options.
During the pandemic, employees were just expected to adapt to a new regime of working fully remotely, with employers not aware of the consequences and underlying issues that would affect their employees.
Many were suffering from Zoom and Teams fatigue, isolation, burnout, disengagement with their office workplace and a lack of social interaction with colleagues.
This in itself brought to the surface many issues of wider mental health aspects and well-being, with many employers not understanding how this was impacting on their workforce.
Many employees complained of not being able to detach themselves from their work and home life and feeling that they were not able to switch off, while others missed the office culture.
The culmination of these issues resulted in the Big Resignation.
Rob Hilton CEO and Co-Founder of PixelMax,said: “Remote working enabled many companies to resume a degree of normality during the lockdown periods, equally, there was a price to pay with regards to employees’ well-being and mental health.
“The Big Resignation is all about employees voting with their feet and making the shift change, choosing who they want to work for, how they want to work and when they want to work.
“In order for business and industry to retain the best talent, they need to rethink the workplace environment. It needs to reflect a modern hybrid of the office and remote working from any location but interconnected within a platform that is engaging to all employees and makes them feel connected to their work colleagues, whether that be in the physical sense in the office or from their remote location.”
This in turn has also had a major impact on UK businesses and how they have to adapt and rethink a new workplace culture; one that will allow them to retain their best talent and also act as a recruiting beacon for new and emerging talent.
Employers need to radically rethink how to manage staff both in an office environment and remotely. Throughout the pandemic, employers were slow to adapt the workplace environment and to understand the wider issues their employees were facing in remote working environments.
If employers don’t act quickly, they will get left behind because hybrid working is expected by employees. If remote or hybrid work isn’t available within your company or organisation, potential recruits are turned off.
Businesses that don’t invest in making hybrid working an enjoyable experience will struggle to attract and retain the best talent as the Burns Sheehan report clearly indicates.
Dr John Barrow is the Dean for Entrepreneurship & Employability, Senior Lecturer (Scholarship) in Biochemistry & Molecular Biology at the Institute of Education in Healthcare and Medical Sciences, School of Medicine, Medical Sciences and Nutrition at the University of Aberdeen.
He said: “The Big Resignation caused a global shift – employees are less likely now than they ever have been before to stay in their job if they are not content in their role.
“Both businesses and employees are looking for solutions that suit them respectively. Forcing employees into an office five days a week is causing issues and keeping staff fully remote is also causing problems.
“Employees are experiencing ‘Zoom fatigue’ and some feel at a disadvantage when working remotely, missing out on spontaneous conversations and potentially career progression. Hybrid is the best solution for many businesses and staff. For hybrid to work well, companies must invest in platforms that staff find enjoyable to use.
“People love to spend hours on games such as Fortnite, so why can’t this similar culture be adopted in the working world?
“Businesses don’t just need to consider their existing employees; they also need to think about the talent of the future. From a career perspective, graduates entering the job market can have a difficult time as it is, but one of the major challenges is how you onboard new recruits and how new staff members can truly feel part of a team when everyone is working remotely – it’s fine for the people who already have those established relationships, but for someone new this can be really difficult to forge relationships and professional networks.
“As we continue to move forward with a hybrid working model, we need to focus on those in the early stages of their career and how best to engage and train this generation.”
Businesses are no longer restricted by geography when it comes to recruitment. Employees no longer need to live at a commutable distance from work or be based in the city centres.
For some businesses, access to a wider talent pool changes everything in their business model. It now means companies no longer need to be based in city centres either, which historically has always been the norm.
Now companies can have the option of being based in bustling suburbs as connectivity is improved with faster broadband and cellular connectivity with 4G and 5G. Companies now have the ability to attract a much wider talent pool.
Burns Sheehan Co-Founder, Jon Sheehan,said: “The tech hiring market has been the busiest Burns Sheehan have ever seen. I’ve never seen anything like this in the market before; most candidates will have four to five job opportunities and firm job offers on the go within 24 hours.
“This isn’t even about bigger salaries; that’s just a side perk. Employees are much more focussed on their work-life balance and wider aspirations in the working environment.
“This is very much an employees’ market, driven by employees calling the shots. Many are opting for a virtual workplace model, where they have the option to work from home and the office of their choosing, but also still to remain connected to the office environment even whilst working remotely.
“If employers don’t embrace this new model of working, then the ones who have adapted quickly to change will have the commercial advantage of hiring and retaining the best talent.”
Although this can be a daunting thought for some employers, they need to think of it positively. Employers need to understand that employees at their company are there because they’re happy – it’s not just about paying the best salaries; they’re aligned with company values and purpose.
However, in the current climate, employers must focus on company values and work on how this can be reflected in the way staff are treated and what makes them happy, productive and fulfilled in the workplace. Homeworkers should benefit from well-being initiatives too; this isn’t something that can only exist in the office.
Manchester-headquartered tech disruptors PixelMax immediately saw this disconnect between employers and employees and their workplace environment at the start of the pandemic and tackled the issue head-on.
They were one of the first British tech companies to pivot their 3D immersive technology in the early days of the pandemic to create unique virtual workplace platforms and environments for companies.
Shay O’Carroll Co-Founder of PixelMaxsaid: “The software PixelMax have developed aims to separate the work from home environment but maintain the engagement and immersive nature of being in the physical office with colleagues.
“It means we create an experience – regardless of your location – where you walk into the virtual office each morning, have spontaneous conversations with colleagues rather than logging straight onto Teams or Zoom.
“Employees can wander through the virtual office with their own uniquely created avatars, see messages and engage in meetings with their work colleagues. The virtual office creates presence and also an atmosphere / buzz that doesn’t exist in 2D video conferencing platforms. They can even walk over to the Costa point and order a coffee to be delivered to their physical location.
“The virtual workplace encourages a positive culture. Employees can take part in wellness challenges, do workouts, meditate and relax with minigames. Previously, businesses might have offered gym memberships. Now, they could offer an online fitness subscription or a smartwatch.
“Company cultures are evolving, and they will continue to evolve until the end of time. What’s important right now is for business leaders to understand that it is the turn of the employee to dictate how and when they want to work.
“This business evolution is a collaborative process now and listening to your employees’ wants and needs has never been more important. Investing in employees is how cultures should evolve into something positive and beneficial for the business and employees.”
Recently, PixelMax co-founders Rob Hilton, Shay O’Carroll and Andrew Sands (above) outlined their vision for how they see the hybrid work revolution in a ground-breaking thought leadership document.
In this document they outlined the future of the virtual workplace, how that hybrid would take shape in the form of the virtual workplace and how it could emerge alongside a new employee work culture. Entitled “The Virtual Workplace – Enter The Metaverse”,
the thought leadership document outlines its vision for the virtual workplace, including how the office and work culture of the future will adapt to change.
Crucially, the way most businesses approached employee well-being became outdated overnight during the pandemic. Businesses are now looking for new ways to add value to employees when they work remotely.
Tech companies in particular put money into ball pools, slides, table tennis, free food and social spaces. But now a great number of these workers are at home. The well-being initiatives that worked well in the office need to be rethought to add value for the employees. Improving technology and making their workday as seamless and immersive as possible will make the day more enjoyable for employees.
The reality is that if a company isn’t doing it, then its competitors will be.
Crucial to PixelMax’s thinking is creating a workplace culture that is inclusive and diverse, but one which empowers employees, creating an environment that fits in with their work-life balance and aspirations.
It’s about creating a workplace environment that is engaging and fun – whether that is remotely, or in person at the office – and it’s about maintaining connectivity, social interaction and feeling valued. Ultimately this creates a desirable workplace culture for employees, allowing companies to retain their best talent.
Shay O’Carrolladded: “A great source of optimism I have had since co-founding PixelMax is the potential for technology to transform the way we are working and to make it better for everyone.
“Technology should make our lives better; it should bring people together, not push them apart. In addition, the transition to working from home for most of us has allowed us to establish more of a work-life balance. Investing in technology for your workforce that gives your employees the tools to enjoy work is also important.
“The technology PixelMax uses encourages spontaneous interaction and employee well-being using the latest gaming technology.
“This makes work immersive and enjoyable for employees and puts everyone on a level playing field, no matter where they are based. It’s time the world of work learnt from the world of gaming in terms of the immersive team experiences that can now be delivered with the technology we have at our fingertips.
“With remote work, the limits of geography are now off the table, opening yourself up to a wider talent pool. Not only does this make for happier employees, but those who work for you are likely to be more engaged in the work and share your vision.”
The benefits of a virtual workplace are immense, with increased productivity from employees, reduced absenteeism and happier and more productive employees. With increased employee well-being comes higher staff retention and improved performance, as well as an attractive brand culture to work for.
“The Virtual Workplace – Enter The Metaverse”
The PixelMax-authored thought leadership piece is available to the public to view and download here:
