Scottish housebuilder Barratt Developments has pledged to recruit 23 new apprentices in Scotland this year as it doubles down on investing in new talent in response to a growing need for skilled tradespeople.
The 23 new trade apprentice roles, which include eight in the east of Scotland, are being launched as part of the homebuilder’s biggest ever apprentice recruitment campaign, and will see opportunities in bricklaying, joinery, electrical maintenance and plumbing in Barratt Developments sites across the country, which includes both Barratt Homes and David Wilson Homes.
The announcement coincides with the annual Scottish Apprenticeship Week, running from 7-11 March, which celebrates the benefits of apprenticeships for individuals, businesses and the wider economy. At a time when young people have been disproportionately affected by the COVID-19 pandemic, providing high-quality employment opportunities is central to economic recovery plans.
Alison Condie, managing director for Barratt Developments East Scotland, said:“This is an exciting time for anyone with an interest in housebuilding to join Barratt. The construction industry is flourishing and we are committed to help young people progress through the business.
“Many of the apprentices we’ve hired over the years are now in leadership positions responsible for managing and delivering multi-million pound housing developments.
“As one of the country’s top housing developers we are absolutely committed to investing in raw talent, and there’s never been a more important time to provide these kinds of apprenticeship opportunities.”
A shortage of skilled tradespeople has been repeatedly cited as a major risk to the growth and success of the construction sector, both in Scotland and the rest of the UK.
The latest monthly construction market survey (Q4 2021) from the Royal Institution of Chartered Surveyors (RICS) shows the second most significant hindrance to construction activity is a skills shortage, with over two thirds (67%) of respondents reporting that skilled trades and project managers are in particularly short supply.
The new apprentices, who will start in August, will be based on a designated development site and will learn skills in bricklaying, carpentry, joinery, electrical maintenance or plumbing from experienced tradespeople, as well as attend college each week to gain formal qualifications.
Gage is laying the building blocks for a rewarding career in construction
With qualifications varying from computing to mechanics and panel beating, it’s fair to say that Gage Wells (23) is passionate about learning practical skills that will serve him well in everyday life. However, after finishing his studies he hadn’t pinpointed exactly what he wanted to do as his career.
Although Gage had little hands-on construction experience of his own, he was surrounded by people working within the industry; “My dad’s a joiner and initially I wanted to follow in his footsteps, but after testing it out I realised it wasn’t the trade for me. I also dabbled a bit in plastering and as a sparkie, but it was my brother-in-law, who works for Barratt Homes as a labourer, who told me about an apprenticeship in bricklaying, and I decided to give it a go.”
After successfully being offered a place on Barratt’s bricklaying apprenticeship scheme, Gage is currently in his first of four years. He’s based on-site at Barratt Homes in Winchburgh, Midlothian for two weeks of each month, with the other two weeks spent at Edinburgh College’s Granton campus.
Although he’s only in his first year of the apprenticeship, he’s been involved with the bricklaying process since day one – laying his first brick the very first day he started. Since then he’s also received training on how to safely use blades and ladders and works alongside more experienced members of the team to learn the trade first-hand.
Perhaps no surprise given his qualifications but it’s the practical side of the apprenticeship that Gage enjoys best, something many apprentices would agree on. This is reflected in his hobbies outside of work, where he takes his three younger brothers fishing and camping to learn different survival skills. Prior to starting his apprenticeship, Gage also helped with caring for his younger brother, and he’s passionate about helping to upskill the next generation in the future.
Gage’s also developing his analytical and technical skills and feels he can put his mathematical brain to good use, as it’s incredibly important to be precise when building a house. For some, physically building a home might seem like a daunting task, but when asked how it felt laying his first brick, Gage said: “I felt very accomplished when laying my first brick, it was like I was just meant to be there – almost as if the building blocks had fallen into place.”
Since starting his apprenticeship in August 2021, Gage reckons he has helped to build at least 15 homes in Winchburgh. He loves how rewarding his job is, how friendly the people are and the fact that he always has someone to work alongside him.
The UK is currently facing a bricklayer shortage. Bricklayers have been repeatedly cited as one of the hardest trades to recruit, with more than two-thirds (68%) of construction sites struggling to hire bricklayers (State of Trade, 2020). Skills like Gage’s will be increasingly in demand, and it’s a great time to consider learning a trade. In fact, Gage’s goal when he is fully qualified is to start his own business and support more young people like himself into bricklaying and helping to reduce the shortage within the trade industry while providing a lifelong and rewarding career.
And Gage’s advice for anyone thinking about an apprenticeship? “Just go for it, I have no regrets! I learn a lot of transferrable skills, get to work with great people and it’s set me up with a trade that will always be needed.”
Almost half of Scottish pupils go on to higher education
A record 95.5% of pupils were in a ‘positive destination’ including work, training or further study within three months of leaving school last year.
Latest figures published yesterday also show 45.1% of school leavers went on to higher education courses at college or university – the highest since records began in 2009-10.
The gap between those from the most and least deprived communities achieving a positive destination was the lowest since 2009-10.
The statistics show that for National Qualifications:
87.7% of school leavers achieved at least one pass at SCQF Level 5 (eg National 5) or better – up from 85.7% in 2019-20 and 77.1% in 2009-10
66% achieved at least one pass at SCQF Level 6 (eg Higher) or better – up from 63.9% in 2019-20 and 50.4% in 2009-10
the gap narrowed between the proportion of pupils from the most and least deprived areas leaving school with at least one pass at SCQF Levels 4, 5 and 6 or better
the proportion of school leavers achieving vocational awards to support them into the workplace continued to increase
Education Secretary Shirley-Anne Somerville said: “Despite the challenges of the pandemic, 95.5% of pupils were in positive destinations three months after leaving school. This reflects the resilience and hard work of our young people and all who have supported them during the past two turbulent years.
“The narrowing of the poverty-related attainment gap shown by the figures is also very welcome. So, too, is the increase in the proportion of pupils gaining vocational qualifications and in those going on to higher education in college and university.
“It is important, though, to view the statistics against the backdrop of COVID-19. Exams had to be cancelled for two years and National Qualifications were awarded using different methods. The pandemic will also have affected the choices made by some school leavers and the opportunities available to them.
“Our focus remains on ensuring that all children and young people, regardless of their background, have the opportunities they need to fulfil their potential in school and beyond.”
Commenting on the Scottish Government’s statistics for initial destinations for school leavers (2020/21), a spokesperson for the Scottish Children’s Services Coalition – an alliance of leading children’s care providers – said: “We greatly welcome the increase in school leavers with additional support needs (ASN), such as autism, dyslexia and mental health problems, entering a positive destination three months after leaving mainstream school.
“This includes the likes of further education, higher education, employment and training.
“The gap between those school leavers with ASN and those with no ASN in a positive destination has decreased from 5.8 per cent for 2019/20 to 4.2 per cent in 2020/21.
“It is deeply encouraging to see an increase in the percentage of school leavers with ASN in a positive destination and to note that this gap is narrowing when compared with those with no ASN.
“The key here is to ensure that we maintain this position when the statistics are published for those in a positive destination nine months after leaving school. The figures for 2019/20 showed a disappointing decrease on the previous year, and it is important that increased resourcing is targeted at those individuals with ASN to give them the best possible opportunities, both in the classroom and as they transition beyond it.2
“This is clearly challenging in an environment of austerity, however, the cost to society in the long term if adequate resourcing is not provided will far outweigh any potential savings made today.”
Whe did the propertied class begin to clear the land of the people?
Howlong did ot take and is it now completed?
What was the timescale between clearances and the industrial expansion?
We know that following the industrial expansion the working class became wage labourers, their working time and hours under the tight control of the propertied class. It still remains that this is the source of the power of the propertied class.
The length of the working day/week/the shift work/all variations of day work/night work are still owned and controlled by the propertied class.
Finally, everything that is made becomes the outright property of this class solely.
But we have seen a degree of organisation of the working class in the formation of the Trade Unions, for example. They fight to reduce the amount of people’s time stolen by the propertied class.
“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:
36% of UK workers are unhappy in their job, according to the world’s most comprehensive study on work happiness
Over two thirds (70%) of the Scottish workforce admit their workplace unhappiness has negatively impacted their physical and/or mental well-being
Education is the country’s happiest industry while workers in real estate are the unhappiest
Slough – the famed destination of The Office – houses the happiest workers in the UK, with Stevenage home to the unhappiest
The research marks the launch of Indeed’s Work Happiness Score – the world’s largest study of workplace happiness – developed by the global job site, Indeed, with guidance from experts from the University of Oxford and University of California
More than a third (36%) of the UK workforce is unhappy in their job, according to the world’s largest study of work happiness.
Education stands out as the happiest industry, out as the happiest industry, followed closely by aerospace and defense, and government and public administration. While at the other end of the scale, real estate is the unhappiest, followed by management and consulting, and automotive.
This data has been released from Indeed’s Work Happiness Score which currently displays data for over 1,800 organisations in the UK across 25 different sectors. The score reveals how people feel at work and why, measuring happiness by allowing current and former employees to rate companies on a scale of one to five based on a simple statement: “I feel happy at work most of the time.”
The score, which has so far had more than 170,000 UK responses and 6M globally, considers factors of Belonging; Appreciation; Inclusion; Support; Purpose; Energy; Learning; Achievement; Trust; Flexibility; Compensation; Stress Level; Satisfaction and Manager Support.
The Work Happiness Score was developed with guidance from Dr Jan-Emmanuel De Neve, Professor of Economics at Saïd Business School and Director of the Wellbeing Research Centre at Oxford University,and Dr Sonja Lyubomirsky, Professor of Psychology at University of California.
Supporting research of 2,000 British employees found the average worker spends a fifth of every year feeling unhappy in their role and more worryingly, one in 10 (11%) even start feeling unhappy less than six months into a new job.
But it seems unhappiness in the workplace isn’t restricted to 9-5 – it has a knock on effect on Britons’ personal lives too. In the survey, a fifth (19%) of the Scottish workforce admitted they struggle to find enjoyment in other aspects of their lives due to feeling unhappy at work, while one in five (23%) have taken work frustrations out on their partners.
Over two thirds (70%) agreed that their workplace unhappiness has negatively impacted their physical and/or mental well-being, with 37% losing sleep and 41% lacking energy. A third (33%) of unhappy workers have consequently experienced physical symptoms, with headaches and migraines (55%) the most common ailment and 53% experiencing insomnia.
But while the pandemic threw the jobs market into disarray, for some it was a time of great realisation. It gave a quarter (24%) a chance to reflect on their current career, find a new perspective post-pandemic (20%) and re-evaluate how happy they feel at work.
Prompted by the pandemic, over two fifths of workers (44%) now feel more motivated to make changes to their career and find more happiness at work, stating that a higher salary (28%), better work-life balance (28%), and more praise and recognition (15%) will be sought out during their job search. In fact, 89% who are planning to leave their current job believe happiness in their next role is important.
Proving why it’s so important, being happy at work can lead to a myriad of benefits including less stress and pressure (33%), improved mental health (30%) and experiencing more enjoyment out of life (29%).
LaFawn Davis, Senior Vice President, Environmental, Social & Governance at Indeed said: “Happiness should not be a privilege but when it comes to work, it’s a fundamental right. Measuring happiness is key to understanding employee experience and creating happier organisations, which is why Indeed worked with experts to develop the Work Happiness Score.
“It offers further transparency to help job seekers and employers make better choices and build a better world of work. For employers, this means taking a holistic approach to employee wellbeing, and our Work Happiness Score will make it easier for them to measure drivers of happiness to see where improvements can be made. For jobseekers, the feature provides key insights into work environments where they will be happiest.”
Dr Jan-Emmanuel De Neve, Professor of Economics and Director of the Wellbeing Research Centre at Oxford University said: “Happiness at work is critical to people’s wellbeing but it is also a driver of their productivity and success.So employers are well advised to get the emotional pulse of their organisation and have a frequent measure of workplace happiness.
“That’s why I’m thrilled to have been involved in developing Indeed’s Work Happiness Score to offer employers and employees robust measures of work happiness, and its drivers, that can be readily compared across thousands of organisations.
“As someone who has spent years of my career studying well being, I am excited to see how these publicly available survey results will change how people choose jobs and how employers build workplace cultures.
“This is only the beginning and I’m so excited to witness the positive impact this score has on fostering happy and thriving workforces across the UK and globally”
From three hundred applicants to three appointments – apprentices join world’s top communications firm here in Scotland
Three Modern Apprentices have joined the 50-strong team at Weber Shandwick in Scotland as the consultancy signs up to the Young Person’s Guarantee and commits to supporting more young people into a career in communications.
Erin Butler, Olivia Yeneka and Ewan Bruce were selected from over 300 applicants to the programme, which is being delivered in partnership with Kelvin College.
Over the next year they will enjoy a mix of classroom and on-the-job training, which will see them develop skills in media relations, social media, creative, public affairs and insights.
Natalie Buxton, Managing Director of Weber Shandwick in Scotland is also a member of the Scottish Apprenticeship Advisory Board and a Chair of its Gender Commission.
She said:“Our industry is growing and we need more people from more diverse backgrounds to consider a career in communications. In addition to offering excellent career opportunities for our apprentices I believe they will make us better at delivering for our clients.
“Erin, Olivia and Ewan have joined a fast-paced and exciting working environment and are already learning from some of the communications industry’s best talent, not just here in Scotland, but with colleagues across the UK and globally. I am really excited to see how they develop over the next year and beyond.”
Minister for Youth Employment and Training Jamie Hepburn said: “The Young Person’s Guarantee is a joint commitment to provide opportunities for all 16-24 year olds in Scotland through jobs, apprenticeships, further and higher education, training programmes and volunteering.
“I’m delighted that Weber Shandwick have signed up to the Guarantee and are creating such valuable work-based learning opportunities. I would encourage all employers to think about how they can help our young people at this time.”
The apprentices are full-time, paid employees who are earning a Living Wage while they learn. They can expect to gain an SVQ Level 7 Qualification at the end of their 12-month contract. Weber Shandwick has committed to delivering a combination of formal and on-the-job training including strategic planning, creative, media relations and digital strategy across a range of sectors, including consumer, tech and energy.
Weber Shandwick has won some of the most prestigious awards in the industry; in 2020 it was named to Ad Age’s Agency A-List and honoured as PRovoke’s Global Agency of the Decade. The agency was also nominated as one of the Best Places to Work in 2019.
Senior Associate Rebecca Halligan, who joined Weber Shandwick through the apprentice scheme in 2017, said: “Becoming an apprentice at Weber Shandwick was an excellent way to join the world of PR.
“I was allowed the opportunity to develop my skills in the areas I enjoyed and have been able to maximise my potential since joining the team.
“From working on big brands since day one, training in offices across Europe, and being welcomed with open arms into the team, Weber Shandwick’s apprenticeship programme is an unbeatable start to a career in communications.”
New UK-wide programme launched to help people experiencing homelessness into employment
Social Bite has launched a pioneering initiative to help revolutionise the access people who have experienced homelessness have to job opportunities across the UK.
Through its new Jobs First programme, Social Bite will work directly with some of the UK’s biggest employers to help breakdown the barriers people who have been homeless face on their route to employment
To date, businesses including BaxterStorey, Mitchells & Butlers, Andron FM, have signed up with a plan to help create a target of 60 employment opportunities for people experiencing homelessness. The program is being part funded through a grant from the Oak Foundation.
The initiative, which guarantees living wage employment for each person, will provide wrap around support for both the employer and employee.
Each Jobs First employee will be allocated a support worker from Social Bite who will assist them throughout the programme and their employment contract, meeting weekly to offer practical support on bills and forms, as well as emotional guidance and confidence building to adapt to working life.
Social Bite will provide training to each employer to help them appropriately guide the employee while the support worker will help facilitate appraisal processes and employee progress.
As measures put in place in response to COVID-19 are wound down, it is feared that more people will experience homelessness with latest statistics released by the Ministry of Housing, Communities and Local Government (MHCLG) showing that many of these measures helped to reduce and prevent homelessness.
Data in London shows that between April and June this year, the number of people sleeping on the streets increased by 25 per cent, making Social Bite’s Jobs First initiative even more timely. Firms across the UK are also sounding the alarm over staff shortages, with Britain’s worst labour shortage in decades putting economic recovery from lockdown at risk.
George Watson kickstarted the programme today, taking on his role with hospitality provider BaxterStorey who supply Royal Bank’s Gogarburn headquarters in Edinburgh where Social Bite recently opened a café.
Josh Littlejohn MBE, CEO and Co-Founder of Social Bite, said:“Social Bite started life nine years ago by offering jobs in a small café to people who had experienced homelessness and over that time we have seen the power of employment to change lives.
“Too often, the response to people experiencing homelessness is to ‘get a job’ – however, it’s not that easy. Proactive employers stepping out of their comfort zone to provide chances for those who would otherwise be excluded and a wraparound support alongside the job are the solutions.
“That’s why the Jobs First programme is so important. We will match people who are excluded from the jobs market with some of the UK’s largest employers.
“The wrap around support we will provide will help both employers and employees enjoy a fruitful working partnership. At a time when the UK is facing a serious labour shortage, we are incredibly proud to be partnering with major employers to deliver a program of scale throughout the UK that can act as a blueprint for how we can provide employment opportunities for homeless and marginalised people.”
Over the past four years, Social Bite has supported 34 people into employment from a background of homelessness and in total, one quarter of its workforce has experienced homelessness.
Of the 34, many have moved into employment roles with other companies, some into higher education and in many cases, they have developed careers within Social Bite. These learnings have formed the basis for rolling out Jobs First across the UK.
Operations Manager, Caroline Bacigalupo at BaxterStorey, said:“Jobs First is a fantastic programme and we’re proud to be working with Social Bite to offer training and employment opportunities to people who were previously homeless.
“We’re all thrilled to welcome George on board and can’t wait to support other Jobs First employees reach their full potential as the programme develops.”
George Watson said: “Social Bite has been like my family for the past seven years. I am really excited to start my job role with BaxterStorey. I am grateful for the Jobs First programme and hope it will help many others into employment.”
Companies providing professional, scientific and technical services have seen an increase in wages of 11.4% from January 2020 to July 2021
Businesses in the Arts, Entertainment and recreation sector have seen the second highest increase of 10.84%
Accommodation and Food Services have seen the lowest increase, at just 0.75%
Professional, scientific and technical services – including financial management, scientific research and development and agricultural – have received the UK’s highest increase in average wage since the pandemic began, a new study shows.
Comparing ONS average wage figures from January 2020 with those from July of this year, research from leading software developers Bacancy Technology reveals that the average salary for those working in professional, scientific and technical services has gone up by 11.4% – the highest increase across industries in the UK. Overall, this sector’s monthly pay packet of £2,270 per month in Jan 2020 has increased to £2,529 in July of this year.
Roles within the Arts, Entertainment and Recreation sector have seen the second highest average wage increase, going up by 10.8%. The industry’s average has gone from £1,255 in January of 2020 to £1,391 in 2021 – a growth of £136.
Though positions within Finance and insurance saw the third highest percentage increase in wages of 10.6%, the sector saw the highest raw average financial increase from last January to this July, of £308. Average wages in this sector increased from £2,883 to £3,191 per month.
At the other end of the spectrum, employees within Accommodation and Food Services ranked with the lowest wage growth, both in percentage and raw financial increase – seeing an average increase of less than 1% – just £8 per month.
Construction services have also seen slow growth over the lockdown period, placing the second lowest in the table with an average increase of just 1% – an additional £23 per month to their pay checks.
Assessing these findings, a spokesperson for N.Rich commented: “This breakdown shows a number of interesting facts surrounding the UK’s most lucrative industries for personal financial growth over time. The rising demand for financial guidance, agricultural suppliers and medical research and development over lockdown has clearly impacted the wages received by the employees of these businesses.”
The study was conducted by N.Rich, which offers a rich array of intent data and ad inventory that enable marketers to drive awareness and lead generation effectively.
UK industry average wage increases – January 2020 to July 2021
Sector
Avg. wage in GBP (Jan ’20)
Avg. wage in GBP (Jul ’21)
Increase in GBP from Jan ’20 to July ’21
Raw financial increase rank
Percentage increase from Jan ’20 to July ’21
Percentage increase rank
Finance and insurance
2,883
3,191
308
1
10.68
3
Information and communication
2,836
3,129
293
2
10.33
4
Professional, scientific and technical
2,270
2,529
259
3
11.41
1
Arts, entertainment and recreation
1,255
1,391
136
4
10.84
2
Agriculture, forestry and fishing
1,668
1,803
135
5
8.09
5
Energy production and supply
3,228
3,358
130
6
4.03
15
Administrative and support services
1,580
1,707
127
7
8.04
6
Health and social work
1,768
1,895
127
8
7.18
8
Extraterritorial
2,796
2,920
124
9
4.43
14
Education
1,891
2,013
122
10
6.45
9
Real estate
1,995
2,104
109
11
5.46
12
Manufacturing
2,298
2,402
104
12
4.53
13
Other service activities
1,360
1,461
101
13
7.43
7
Transportation and storage
2,254
2,344
90
14
3.99
16
Wholesale and retail; repair of motor vehicles
1,476
1,557
81
15
5.49
11
Mining and quarrying
3,870
3,939
69
16
1.78
19
Water supply, sewerage and waste
2,457
2,517
60
17
2.44
17
Public administration and defence; social security
Fort Kinnaird is advertising over 30 job roles on its website, with vacancies available across retailers, restaurants and facilities.
There is a selection of part-time, temporary and full-time positions available across over 14 brands – ranging from beauty therapists and retail customer advisors to chefs and security officers.
Liam Smith, centre director at Fort Kinnaird, said: “It’s been a really positive time for us and our retailers since we’ve reopened. With new brands coming to the centre in the next few months, it’s great to see such a variety of roles available via our partners at the Recruitment & Skills Centre based at Fort Kinnaird.
“We’re looking forward to bringing even more job opportunities to the city.”
Here’s a selection of some of the opportunities available:
ProCook
If you’re a customer focused and target oriented team player with an interest in cooking, ProCook is a recruiting for a number of roles at its newly opened Fort Kinnaird store. In return for providing excellent customer service and exceeding sales targets, you’ll receive fantastic company benefits, with opportunities for development and performance related progression.
Current vacancies: Deputy Managers (closes 29th October), Temporary Christmas Staff (closes 30th November 2021), Sales Advisors (closes 24th November),
Beauty lovers, this is the job for you! The MAC store within Boots at Fort Kinnaird is looking for a Retail Manager. You’ll be responsible for all areas of your business, inspiring your team day in and day out in a fast-paced environment to deliver world-class customer experience.
If you’re a commercially minded, inspirational leader with a knack for creating a real buzz around sales and artistry, you can apply for the role via the Estee Lauder website.
Three
Three’s Fort Kinnaird store is looking for friendly and ambitious individuals to join its award-winning retail team as a Customer Advisor. There will be lots of opportunities to develop and show your drive to succeed in an environment that supports and prepares you for the next level of your career.
The current vacancies available are full-time and part-time (12 hours per week) Retail Customer Advisors, with vacancies closing on 2nd November. You can find more and apply via the Three website.
PizzaExpress
If you’ve got a passion for high standards, food or just an interest in learning, PizzaExpress can help you develop a career where the sky’s the limit.
PizzaExpress opened its first restaurant over 50 years ago. Over 600 restaurants later, its passion to create hand crafted authentic pizza remains the same.
There are plenty of ways to progress your career into senior kitchen, supervisory or management roles and lots of opportunity to earn more, with plenty of benefits too.
The current vacancies available are a part-time Potwash (closing date 10th October) and part-time Front of House Support Team (closing date 17th October).
Find out more and apply via the PizzaExpress website.
For the latest job vacancies at Fort Kinnaird and further guidance, please visit www.rscfortkinnaird.co.uk.
NEW POLLING reveals the extent to which low-paid workers have borne the brunt of the pandemic
NEW POLLING reveals the extent to which low-paid workers have borne the brunt of the pandemic
TUC analysis shows three industries furthest away from recovery are all low-paid and have highest rates of furlough use
TUC warns the end of furlough and Universal Credit cut will be a hammer blow for low-paid workers
Union body says without an economic reset post-pandemic the government’s levelling up agenda will be “doomed to failure”
The coronavirus crisis has been “a tale of two pandemics”, the TUC said today as it calls for an urgent “economic reset” to tackle the huge class divide in Britain that has been exposed by the pandemic.
The call comes as the union body publishes new polling which shows how low-income workers have borne the brunt of the pandemic with little or no option to work from home, no or low sick pay and reduced living standards, while better-off workers have enjoyed greater flexibility with work, financial stability and increased spending power.
Pandemic class divide
New TUC polling, conducted by Britain Thinks, has revealed the extent of the pandemic class divide with the high-paid more financially comfortable than before, while the low-paid have been thrust into financial difficulty:
Low-paid workers (those earning less than £15,000) are almost twice as likely as high-paid workers (those earning more than £50,000) to say they have cut back on spending since the pandemic began (28 per cent compared to 16 per cent)
High earners are more than three times likely than low-paid workers to expect to receive a pay rise in the next 12 months (37 per cent compared to 12 per cent).
This Covid class divide isn’t just apparent on personal finances. The polling also shows how low-paid workers are markedly more likely to get low or no sick pay compared to higher earners:
Low-paid workers are four times more likely than high-paid workers to say they cannot afford to take time off work when sick (24 per cent compared to six per cent).
Only a third (35 per cent) of low-paid workers say they get full pay when off sick compared to an overwhelming majority of high-paid workers (80 per cent)
The TUC has long been calling for an increase to statutory sick pay, which stands at a derisory £96.35 a week, and from which more than two million low-paid workers – mostly women – are currently excluded because they do not earn enough to qualify.
The union body recently criticised the government decision to “abandon” these two million workers by failing to expand eligibility of sick pay, as they had previously promised.
This lack of decent sick pay is compounded by the fact that low-paid workers are more than three times more likely than high-paid workers to say they their job means they can only work outside the home (74 per cent compared to 20 per cent).
This means that low-paid workers face greater risk of contracting the virus at work, and when ill, often face the impossible choice of doing the right thing but losing income or keeping full pay but potentially spreading the virus.
Low-paid industries lag
New TUC analysis shows that the three industries furthest away from a jobs recovery – arts and entertainment, accommodation and food and ‘other services’ – are all ‘low paid’ industries.
These are also the three industries with the highest furlough rates according to HMRC stats, and three of the highest according to most recent ONS estimate.
The end of furlough poses a serious threat to low-paid jobs in these industries – and combined with the “senseless” Universal Credit cut – will be a hammer blow for low-paid workers and push many further into hardship, the union body says.
Time for an economic reset
The TUC says its analysis and poll findings paint a picture of stark inequality in the UK, which has been further entrenched through the coronavirus crisis, and show that the country needs an urgent “economic reset” post-pandemic.
The union body warns that without such a reset, the government’s levelling up agenda will be “doomed to failure” as ministers risk repeating the same mistakes which followed the financial crisis, allowing insecure work to spiral even further.
To prevent unnecessary hardship in the coming months, the TUC is calling on the government to:
Extend the furlough scheme for as long as is needed to protect jobs and livelihoods and put in place a permanent short-time working scheme to protect workers at times of economic change
Cancel the planned £20 cut to Universal Credit
And as part of a post-pandemic reset, the TUC says ministers must:
Ban zero hours contracts
Raise the minimum wage immediately to at least £10
Increase statutory sick pay to a real Living Wage and make it available to all
Introduce new rights for workers to bargain for better pay and conditions through their unions
TUC General Secretary Frances O’Grady said: “Everyone deserves dignity at work and a job they can build a life on. But too many working people – often key workers – are struggling to pay the bills and put food on the table.
“It has been a tale of two pandemics. This Covid class divide has seen low-paid workers bear the brunt of the pandemic, while the better off have enjoyed greater financial security, often getting richer.
“This should be a wake up call – we need an economic reset. It’s time for a new age of dignity and security at work.
“Without fundamental change, the government’s own levelling up agenda will be doomed to failure. And we risk repeating the same old mistakes of the past decade – allowing insecure work to spiral even further.
“Ministers must start by banning zero-hours contracts, raising the minimum wage with immediate effect and increasing statutory sick pay to a real Living Wage, making it available to all.
“And we know that the best way for workers to win better pay and conditions at work is through their union.”
On the risk to low-paid workers this autumn, Frances said: “The imminent end to the furlough scheme and cut to Universal Credit this autumn will be a hammer blow for low-paid workers and could plunge millions into hardship, many of whom are already teetering on the edge.
“The government must reverse its senseless decision to cut Universal Credit and extend the furlough scheme for as long as is needed to protect jobs and livelihoods.”
