Businesses are continuing to show apprehension ahead of the budget next week, especially around potential tax changes and the government’s efforts to plug their £40bn deficit. Possible hikes in capital gains tax and employer insurance are major concerns; as are the changes to employment law, which are already making employers rethink their current and future workforce strategies despite being two years away from coming into force. We will be hosting a webinar with Journey HR in the next month around this, with more details to be shared soon.  

Sadly, the volatility continues to play across the UK job market, with the Office for National Statistics (ONS) publishing their latest labour market data last week, which highlighted that vacancies in the UK have declined for the 27th period in a row, down by 34,000 in Q2.  

Restructuring is still causing redundancies in some quarters, with payrolled employees down by 50,000 from July to September. For a lot of businesses, consolidation is the focus, and mergers and acquisitions (M&A) remain a top priority – the number of deals completed in Q3 saw a 7% increase on the previous quarter. There is an expectation there will be a flurry of activity in October as business owners rush to complete deals before the upcoming Budget on 30 October. It will be interesting to see how any changes the Chancellor announces may impact the appetite for M&A activity. 

While the challenges are clear to see, there is plenty of room for optimism:  

• UK health tech starts ups raised $2.3 billion in 2024 year to date – including nearly $1 billion in Q3 alone – making it the UK’s fastest-growing sector 

• The UK ($12.4 billion) remains the number one destination in Europe for startup innovation and investment this year, having raised almost as much VC funding as Germany and France combined ($13.2 billion). London-based startups alone attracted $8.7 billion, reasserting its status as Europe’s premiere innovation ecosystem 

• Investments in generative AI startups topped $3.9 billion in Q3 in 2024  

These indicate that despite the challenges, the UK tech ecosystem is still demonstrating resilience and growth potential. As we move forward, the tech industry will be watching closely for policy changes from the government that could either hinder or help sustain this momentum. Tax reforms, changes to employment law, and other regulatory decisions could reshape the business landscape. However, if the current trajectory of innovation and investment continues, the UK tech sector will be well-positioned to weather the storm and emerge even stronger in the year ahead. 

It’s crucial for businesses to stay flexible, innovative, and adaptable, while embracing the opportunities that change brings—whether through evolving organisational structures, new technologies, or talent and retention strategies. If you’d like to discuss any of these topics or have any questions, we’re here to help – feel free to reach out to us: hello@arrowsgroup.com.   

The post Tech Industries Market Intelligence Q3/Q4 appeared first on Arrows Group.

Despite the momentum incrementally building over the course of the year, the announcement of a general election mid-May shocked businesses into retreating from their hiring and growth strategies. Since then, we’ve inherited a Labour Government and the markets have grown in confidence, with manufacturing, hiring and new orders ramping up – and we’ve seen a 42% increase in the number of hiring enquiries in the last 3 weeks alone – a very welcome change!

This newfound confidence has also translated economically – with annual growth projections revised upwards with Goldman Sachs and Barclays forecasting 1.1% growth for 2024, significantly higher than the Bank of England’s initial 0.4% projection. Meanwhile, Reuters reports suggest investors are now considering the UK as a ‘safe haven’ amid the volatility and political uncertainty in the US and elsewhere in Europe – quite the turnaround from earlier in the year.

All of this is welcome news where in the first half of the year permanent job flow remained relatively static (aside from the GE announcement dip); with businesses opting to hire contractor support, up by 20%, to remain agile and flexible. We still expect this to remain high while the UK economy and political landscape continues to stabilise.

With UK inflation now at the Bank of England’s 2% target and the cost-of-living crisis easing slightly, there has been a surge in hiring as businesses compete for market share among those with disposable income. Hospitality, e-commerce, and D2C brands are also reinvesting to capture greater market share, contributing to the increased demand for talent.

Encouragingly, VC investment into the UK tech sector came in at £7.4bn for the first half of this year, up 16% YoY, and equating to nearly a third of all European funding – with AI, fintech and the energy spaces dominating. Additionally, Peter Kyle, the science secretary announced on Friday that the government was establishing five quantum hubs across the UK with a further £100m funding boost.

We noted in our Q1 update that there had been a shift in the senior end of the job market, with businesses and seasoned professionals actively seeking new talent or opportunities – this continues to gain momentum as companies focus on bringing in expertise to foster innovation, spearhead growth and help drive competitive advantage. However, the current market is saturated with senior candidates, creating higher demand for opportunities than there are clients willing to hire – this imbalance is making it more challenging and competitive for senior professionals.

We saw a 15% increase in the number of job applications in Q2 compared to the previous quarter, and LinkedIn recently reported that job search activity was up 7.9% YoY in June – and there is an expectation that this will lead to an opening up on opportunities.

For the second half of the year the trends mentioned in our Future of Work continue to challenge businesses – particularly around reskilling, embracing generative AI and enabling multigenerational workforces. Becoming pay transparent also continues to shift in a positive direction, and the Right to Equal Pay directive will extend to disability and ethnicity for those with over 250 employees. This move will continue to highlight disparities and workplace inequalities.

The new Government will be looking to use their first 100 days in office to make adjustments to workplace rights and benefits. They have also proposed a range of enhancement to employee rights including the mandating of certain workplace benefits including increasing statutory sick pay, the formalisation of working arrangements, changes to rules on unfair dismissal and a potentially higher minimum wage.

Another core focus for Labour is childcare expansion with a promise to establish 3,000 new nurseries to help more parents return to work, although additional measures will be necessary, and this is currently under review. Additionally, Skills England has been launched as a new body to unite key partners and address the skills needs of the next decade across all regions, aiming to boost jobs and growth nationwide – a key challenge considering LinkedIn estimate that 1 billion people will need to be reskilled in the next 6 years globally.

Once again, it’s important that businesses remain agile, innovative and adaptable – but harness the power and possibility of change, whether in organisational structures, advanced technologies, or in talent and retention strategies. If you want to discuss any of the above or have any questions or challenges, we’d love to hear from you.

As we cautiously enter a H2 full of positive change, both Arrows and Major Players (and the whole Majar Group for that matter) are well positioned to support businesses with their talent challenges and change management requirements – reach out if you’d like to have an informal discussion: hello@arrow

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One of the key insights from the 100+ business leaders we surveyed, stated that over a third are concerned that are unable to recruit individuals with the necessary skills. Furthermore, the same amount believe their current workforce does not posses the skills needed for the world of tomorrow; but with 600,000 unfilled digital and tech jobs already in the UK, and with a further 678,000 set be created by 2025, how are businesses expected to plug the gap?

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One of the ways is by exploring a skills-based hiring approach, where employers evaluate potential candidates, focusing on practical abilities and competencies rather than education or career progression. The aim is to hire people who are most capable of excelling in their role, not someone who looks best on paper.

The Emergence of Skills-Based Hiring

Over the last few years, skills-based hiring or skills-first hiring has emerged as a solution to a variety of converging trends. The emergence of AI and AR means that many job now require specific skills that weren’t taught in traditional education setting even a few years ago. Furthermore, the recognition and value of having diverse teams and inclusive workspaces, has prompted organisations to look beyond conventional hiring criteria, which can inadvertently favour certain demographical profiles.

By focussing on skills, companies can access a wider talent pool, including those who are self-taught professionals, career changers, and those who have acquired their skills through non-traditional means. Evidence suggests that this approach creates a more efficient hiring process that is faster, fairer, and more enjoyable, in addition to:

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The Benefits of Skills-Based Hiring

1. Identify Better Candidates

By prioritising the skills necessary for the position, employers increase the likelihood of recruiting candidates who are a good fit for the job, and who can adapt quickly to their new role. What’s more, it can lead to a faster time-to-hire as companies are able to efficiently evaluate and prioritise candidates based on their quantifiable skills in early candidate assessments.

2. Broadening a Diverse Talent Pool

This approach can increase the talent by up to 10x times and helps level the playing field by prioritising transferable skills. It also allows businesses to find new, untapped talent, lessening the need to compete with other companies for the same talent.

3. Improved Performance & Productivity

Employees hired through skills-based hiring are 2.8x more likely to be high performers in their roles compared to those hired solely based on their formal education or pedigree. Overall productivity and outputs of the organisation are also greatly improved.

4. Increased Retention

One of the most significant advantages to skills-based hiring is a reduction in employee turnover rates. When candidates are hired based on their skills, they are more likely to be a better fit for the role, therefore leading to greater job satisfaction. Interestingly, those employees without degrees tend to stay at a company 34% longer than those with degrees.

Considerations in Implementing Skills-Based Hiring

Adopting a skills-based approach requires a cultural shift within organisations, as well as changes in HR practices and policies, but the evidence for such a transition is rather compelling. To do so, employers need to consider implementing:

• Competency frameworks – develop clear frameworks that define the skills and behaviours for each role (sometimes referred to as a skills and competency matrix)
• Structured interviews – drive structured interviews that are focussed upon behavioural and situational questions to assess candidates competencies
• Skills assessments – employ skills assessments and practical tasks to evaluate candidates’ abilities in a real-world context
• Anonymous hiring practices – consider anonymous CV’s to reduce unconscious bias, focusing solely on the skills and competencies of a candidates

By shifting away from traditional hiring models, a skills-first approach can unlock opportunities for millions of candidates, equipping organisations to build agile, innovative, and future-ready workforces. This approach also supports more diverse, motivated workforces, comprising of individuals who are likely to succeed in their roles. In turn, this creates better employee engagement and higher retention rates.

This is just one solution to help tackle the talent and skills shortage, and with the world of work becoming more convoluted by the week, it’s important to build a workforce that is future ready. Download our Future of Work 2024 report to discover other actionable imperatives that will enable you to remain ahead of the curve when it comes to talent attraction and retention.

Alternatively, if you’d like to discuss how to implement skills-based hiring into your process, then reach out to us at info@arrowsgroup.com.

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Download our Future of Work 2024 Report

The post Unlocking Untapped Potential: Understanding The Power of Skills-Based Hiring appeared first on Arrows Group.

In this article, I have highlighted some of those including skills-based hiring, the ongoing power struggle between employee and employer, and of course, AI.

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A re-balancing in the jobs market

​Firstly, let us start with the jobs market – and the normalisation of.

​Over the last few years, we have experienced two parallel worlds – the recovery from the pandemic where there was an immense hiring boom, and then the economic downturn where the market contracted greatly. Unfortunately, the creative, digital and tech industries were hit the hardest with layoff’s, restructuring, and hiring freezes. As a result, the feast to famine felt extreme, and businesses continue to grapple with difficult economic conditions, an evolving customer base and an increasingly demanding workforce.

​Overall, the market has re-balanced similar to pre-pandemic times – and so employers are still hiring but are far more cautious and diligent. Equally, talent have also been hesitant, however, in January alone, we’ve seen an increase in 14% number of applications from Q3 to Q4, suggesting that people are open to new opportunities.

​Whilst candidates are open to new opportunities, I’m afraid the market is going to continue to be relatively volatile – with a marginal prediction of growth in GDP in the UK, the biggest voting year in the world on record, and on-going global unrest.

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Tackling the talent and skills shortage

​​Our Future of Work Report 2024 highlighted that over one third of businesses are concerned they are unable to hire the right talent, with the right skills; and with over 600,000 roles currently unfilled, and 600,000 more to be created by 2025, employers and recruiters are going to have to think and work differently.

​​One approach that can help fill the void, and we’re already starting to see it, is a shift towards skills-based hiring. This approach focusses on what candidates can do, rather than just what their credentials say – which enables businesses to identify untapped, diverse talent more efficiently. Equally, it reduces the number of mis-hires by up to 88%, and talent often sticks around longer because they’re a better fit for the role and therefore have greater job satisfaction.

​​However, it’s not just about the technical skills of a candidate – there is going to be far greater emphasis on soft skills particularly around communication, collaboration and problem solving. I recently wrote an article on why soft skills matter in the creative industries(which can be applied to all industries) – and how it’s vital they should be assessed in the hiring process.

​​Enabling a skills-first approach can unlock opportunities for millions of diverse candidates, and equips businesses to build more agile, innovative and future-ready workforces.

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The power pendulum is swinging

​​Over the last 18 months or so, we have witnessed businesses beginning to back-pedal on their flexible workplace policies. Some of the biggest in the world including the likes of Apple, Amazon, Disney, Google, and even Zoom (the irony is not lost!), to name a few, have begun to mandate their employees return to the office.

​​There are several perceived reasons for this – a perceived lack of remote work productivity, a desire for greater collaborations and mentoring, a better workplace culture, and perhaps even a lack of trust from leadership. With recent redundancies, and an increase in applications, we are seeing the beginnings of a shift in the power pendulum swinging back towards employers.

​However, what employees continue to value the most (alongside salaries), is flexibility, or at least a certain level of it. In the years since the pandemic, people have realised and become used to the benefits of flexible working, and most do not want to go back to 5 days in the office. Our 2023 Salary Census findings show this, with almost two-thirds of respondents (61%) stated they wanted a fully flexible workplace policy – something I anticipate will not change hugely when we come to analyse the data of our 2024 Salary Census.

​​This means there is a disconnect between what employers and employees want – and whilst there will not be a complete reversal on flexible working, there will be more comprises to be had.

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The emergence and navigation of AI and automation

​One of the hottest topics of 2023 was how businesses and employees should navigate the complex world of AI, specifically generative AI. We saw last year how these advanced technologies have started to re-shape elements of the world of work, enabling users to accelerate processes and create efficiencies.

​Despite all the talk, only 17% of businesses felt fully prepared for AI and were investing into it – so there is still quite a bit of exploration to do for most. Businesses will be challenged in striking a balance between making the most of the technologies, while mitigating a multitude of risks – including security and privacy, usage, quality control, regulations etc.

​From a talent acquisition perspective, one of the biggest challenges will be how to utilise the power of AI in the hiring process, without dehumanising it. We know that these tools can sort through thousands of resumes quickly, identifying core key skills for a vacancy, however, it’s the humanisation that discerns the nuances of whether a candidate is the right cultural fit for a business.

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Encouraging far greater pay transparency

​​A topic that has rumbled on for what feels like an eternity, but grossly important is pay transparency. With the EU’s recently approved ‘Pay Transparency Directive’, we can expect far great coverage, traction and pressure on UK businesses to be transparent around their salaries and day rates.

​Businesses who are transparent with their salary listings are quickly becoming hallmarked as progressive – and arguably have a better success rate in attracting, engaging and retaining talent. From increase applications from diverse candidates, to reducing negotiations, to increased candidate trust – it’s a better experience for everyone. Additionally, studies by the CIPD have found that businesses with more transparent pay practices had considerably lower turnover rates amongst their employees, as their more engaged and motivated.

​As part of our pledge to encourage greater pay transparency, we launched our Earn Your Worth campaign in 2019, where we actively do not ask our candidates to divulge their salary history, in a bid to cut pay gaps and improve equity across the creative industries. We believe asking for salary history can perpetuate pay inequalities and hinder those from minority groups across gender, ethnicity, sexuality, and disability & neurodiversity.

​​By making this simple change to the hiring process, it levels the playing field, and ensures talent are paid fairly based on their skills, experience, and ability to do the job; not on their perceived worth or ability to negotiate

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2024 is the year for action

​​Whilst none of the trends outlined are particularly new, the world of talent acquisition is going to continue to evolve rapidly. We can expect it there to be greater scrutiny on transparency – from tech, data and policy perspectives, with demands and expectations from job seekers and candidates ever growing.

​Forecasting the economy and the labour market is incredibly tricky, however, the expectation is that 2024 will be about stability and incremental growth. It’s therefore important, that businesses and talent acquisition professionals continue to remain agile, and pivot where necessary.

​​Our recent Future of Work 2024 report provides business with valuable insights and actionable strategies to help navigate the changing landscape of work and remain competitive. If there are any trends or insights in the report or above that you would like to discuss in greater detail, or if you would like to talk about your talent acquisition strategies then please email hello@arrowsgroup.com and member of our team will be in touch shortly.

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The post Talent Acquisition Trends That Will Define 2024 appeared first on Arrows Group.

Operations and internal people budgets are likely to be at the front of the queue – with some activations seen as more of a ‘nice to have’ than a ‘must have’. As a result, businesses risk de-prioritising things like mental health at a time when it is arguably needed the most.

Early data from our 2024 Tech Census indicates that:

o   Only 12% of permanent workers feel like they get lots of support with regular wellness programmes and check-ins, while 27% get no or very minimal support

o   While over half of freelancers (56%) receive no or very little support

o   Additionally, a quarter of workers, both permanent and freelance, feel that changing roles will positively improve their mental health

Our charity partner, MIND, also highlight that 1 in 4 of us will experience a mental health problem in any given year; and the cost-of-living crisis only making it harder to look after our mental health. It’s important that workplaces continue to provide support and guidance to those who need it.

On Thursday 1st February 2024, it’s Time to Talk Day – an annual date in the diary aimed at getting the nation talking about mental health. It is a day where friends, families, communities, and workplaces can come together to talk, listen, and support one another – and the more conversations we have, the easier things can feel.

What’s more, is that it doesn’t cost a thing to get involved in and can make a real difference to somebody. We encourage all businesses this Time to Talk Day to carve out a safe space for their employees to converse with one another – as simple as providing a space to have lunch together.

There are wide range of resources on the Time to Talk website – along with further guidance for supporting those in the workplace from MIND.

Top Tips for Getting Started:

Ask questions and listen

Asking questions can give the person space to express how they’re feeling and what they’re going through, and it will help you to understand their experience better. Try to ask questions that are open and not leading or judgmental, like “how does that affect you?” or “what does it feel like?”

Think about the time and place

Sometimes it’s easier to talk side by side rather than face to face. So, if you do talk in person, you might want to chat while you are doing something else. You could start a conversation when you’re walking, cooking or stuck in traffic. However, don’t let the search for the perfect place put you off!

Don’t try and fix it

It can be hard to see someone you care about having a difficult time but try to resist the urge to offer quick fixes to what they’re going through. Learning to manage or recover from a mental health problem can be a long journey, and they’ve likely already considered lots of different tools and strategies. Just talking can be really powerful, so unless they’ve asked for advice directly, it might be best just to listen.

Treat them the same

When someone has a mental health problem, they’re still the same person as they were before. And that means when a friend or loved one opens up about mental health, they don’t want to be treated any differently. If you want to support them, keep it simple. Do the things you’d normally do.

Be patient

No matter how hard you try, some people might not be ready to talk about what they’re going through. That’s ok – the fact that you’ve tried to talk to them about it may make it easier for them to open up another time.

Support helplines and services:

o   MIND – provide a number of services including helplines, crisis resources and an A-Z for mental health. They can provide support via their info, welfare benefit or legal lines. For more info visit www.mind.org

o   Shout – offers confidential 24/7 text messaging support for times when you need immediate support. Trained volunteers can help with issues such as stress, anxiety and depression and will work with you to take your next steps towards feeling better. Text the word “REACH” to 85258.  Visit www.giveusashout.org

o   Samaritans – a safe place to talk 24/7 about whatever is troubling you. Call 116 123.  Visit www.samaritans.org/

o   Talking Therapies – free NHS therapy for people with common mental health problems such as anxiety or depression, to help you change the way you feel by changing the way you think.  Online therapy available 24/7, with weekly online support from your therapist. Six-week course also available to help you to develop skills to manage your mood.  Visit merseycare.nhs.uk  and search talking therapies.

o   Listening Ear – provides counselling support for people of all ages. Call 0151 488 6648 Visit https://listening-ear.co.uk

o   Silver Line – free, confidential telephone service for those aged 55 and over, provides friendship, conversation and support 24/7. Call 0800 470 8090 or visit thesilverline.org.uk/

o   AMPARO – free confidential support for anyone affected by suicide. Call 0330 088 9255 or visit amparo.org.uk/

o   StayAlive app – for those at risk of suicide and for people worried about someone. Suicide prevention resource which provides information and tools to help you stay safe in crisis including a safety plan and LifeBox where people can upload images or videos that remind them of their reasons to stay alive.  Download free on both iOS and Android devices.

o   Every Mind Matters NHS website – offers expert advice, practical tips and personalised action plans from the NHS to help you look after your mental health and wellbeing. Visit  Every Mind Matters – NHS (www.nhs.uk)

Crisis mental health support:

If you or someone you know are in mental health crisis and no longer feel able to cope or be in control of your situation and need urgent help, you can call the NHS Mental Health crisis line. NHS staff will then support you to get the help you need. Available 24/7. Call freephone 0800 051 1508.

The post Why It’s Important To Find Time To Talk appeared first on Arrows Group.

Our Future of Work 2024 report draws upon the insights and experiences from 100+ business leaders from across the UK, including Domestic & General, Sky, Nestle, Financial Times, Haygarth (Omnicom Agency) and Proud Robinson; and provides actionable strategies to ensure your business remains agile, resilient, and competitive in a constantly changing landscape.​

If you’d like to receive a free copy of the report, then fill out your details below:

The post Future of Work 2024 appeared first on Arrows Group.

With separate permanent and freelance / contract surveys, your input will shape how businesses engage with their employees, enabling you to explore:

• Your true worth by benchmarking your salary or day rate versus that of your peers or teams

• What benefits and rewards people want, and what businesses are currently offering

• How AI is already impacting careers and industries

• Whether representation, pay gaps or diversity has improved over the last 12 months.

• What businesses are putting in place to attract, engage and retain talent

We fully understand that your time is valuable, but the survey will only take a few minutes to complete, and you will be adding to the largest collective within marketing, digital, product and creative. As an appreciation for your troubles, you will automatically be entered into a prize draw for a chance to win any of the following: reMarkable 2, a coaching session with executive coach, Francesca Hernandez or one of 5 x £50 Amazon Gift Vouchers. That’s not all, for every participant in this year’s survey, we will plant a tree in our Forever Forest – plus you will receive a copy of the findings a week before it is officially published.

You can also be rest assured that all your information is handled with the utmost care and confidentially. We use this survey for research purposes only, and your data is securely stored. We are committed to protecting your privacy, and your information will never be shared with any third parties.

Take Part Here 

The post The Tech Industries Census 2024 appeared first on Arrows Group.

Black women in STEM have stood as monumental pillars, reshaping landscapes and challenging norms. Despite challenges, these Black women have used their brilliance to leave indelible marks in their fields, often trailblazing the way for others.

Chi Onwurah

“Technology is an incredibly creative and exciting career choice for women, it’s not just about coding in a back room.”

Chi Onwurah’s world highlight her dedication to bridging technology and governance. As an engineer-turned-MP, she paves the way for the fusion of innovation and policy, inspiring women to thrive in both realms.

Kit Ahweyevu 

“Building a diverse workforce and leadership layer, and empowering those folk is essential to meaningful and systemic change.”

Kit Ahweyevu

Kit Ahweyevu is the CEO of Mindweaver, and a board advisor championing inclusion, belonging, and equality in technology. A pioneer, Kit is highly regarded within the technology industries, and is dedicated to empowering the underemployed and overlooked groups through working with UK businesses and government departments to build diverse teams, and create antiracist and inclusive policies.

Jacky Wright

“Inclusion drives innovation.”

Jacky Wright’s leadership echelons of Microsoft, ascending the status as a beacon of unwavering commitment and dedication. Now at McKinsey, her contributions to fostering innovation while ardently championing diversity serve as a profound testament. Her journey is a testament to the importance of resilience, vision, and a deep commitment to inclusivity. Through her exemplary achievements, she illustrates that with purpose and tenacity, transformative change is not just possible—it’s imminent.

Dr. Samantha Tross

“Orthopaedic surgery chose me.”

In 2005, Dr. Samantha Tross, as the UK’s first black female orthopaedic surgeon, became a beacon of talent and determination. Her groundbreaking journey not only shattered barriers but also lit a path of inspiration, highlighting the transformative power of representation and diversity in medicine.

*Dr. Anne-Marie Imafidon MBE

“I quickly realised that the only way to address the lack of women in STEM was to inspire the next generation.”

With this conviction, Dr. Anne-Marie Imafidon founded Stemettes. Beyond academic prowess, she’s on a mission to ensure every young woman knows her potential in science and innovation.

Dr. Maggie Aderin-Pocock MBE

“Space is not only for rocket scientists and billionaires.”

Through ‘The Sky at Night’, Dr. Maggie Aderin-Pocock brings the wonders of the universe closer to everyone, young and old. Her passion communicates an essential truth: the cosmos is a vast treasure trove of discovery, waiting for all of us.

Dr. Nike Folayan MBE

Engineering Change: A Vision for a Diverse Future

Dr. Nike Folayan MBE’s heartfelt fight just on engineering as a career, isn’t just about. Serving as WES’s Technical Director, she’s also the heart of AFBE-UK, touching the lives of 200,000 beneficiaries and amplifying diversity in engineering. With accolades like an MBE and honorary doctorates, her name is synonymous with transformational leadership.

Professor Dame Elizabeth Nneka Anionwu

“Increasing awareness is crucial.”

Professor Anionwu’s dedication to nursing and her groundbreaking work in sickle cell and thalassaemia care underscores the importance of understanding, compassion, and education in healthcare. Her journey is a testament to the transformative power of dedication.

Gisela Abbam FRSA

“I wanted to make a difference in people’s lives.”

Gisela Abbam FRSA, Chair of the Global Health Impact Council, is a beacon of passion and dedication in the STEM field. Her unwavering influence in initiatives to harmonise global talent spans the broader expanse of science and innovation. With illustrious track records, from significant roles to commendable awards and global collaborations, Gisela’s mark on health, business, and STEM is undeniable. From General Electric to the World Health Organisation, her steadfast commitment to elevating global health and mentoring the next STEM leaders is forging pioneering pathways.

There are also a number of organisations across the creative industries, who are breaking down barriers, increasing representation and enable people to thrive in their industries:

Mindweaver – they help build diverse digital teams, embed antiracism, create more inclusive environments and unlock innovation ensuring under-represented communities are part of shaping the technological places and spaces that will change the world.

The post Black History Month: Saluting Our Sisters in STEM appeared first on Arrows Group.

Our latest Tech Industries Census Report disclosed that 52% of tech enterprises are still expanding their teams, and our findings consistently highlight the importance of adopting measures that attract and foster diverse talents. Executives in the tech space are urged to adopt a thoughtful and forward-thinking approach to form diverse teams and cultivate an inclusive environment, to stay competitive, spur innovation, and adapt to the fluctuating demands of the market.

It’s evident that businesses emphasising inclusive recruitment are more inclined to enjoy a diverse and engaged team, contributing to enhanced innovation and a variety of thoughts and experiences. As an increasing number of clients prioritise diversity, equity, and inclusion, the question arises: do leaders eager to partake know where and how to commence their journey?

Common hurdles such as insufficient diversity in the talent pool, unconscious bias during recruitment, and inadequate support for marginalised employees post-hiring often lead to a stagnation of inclusive hiring initiatives. To realign focus on inclusive strategies, we’re elucidating our top 4 methods to refine your hiring practices for inclusivity:

Incorporate DE&I Throughout

From initiation to culmination, tech firms can equip themselves with equitable and comprehensive hiring strategies at every phase.

While starting with entry-level roles is advisable, it’s vital to establish a hiring process that is inclusive and just for all. Initiatives like workshops and reasonable modifications can level the playing field, ensuring candidates from diverse backgrounds have equal opportunities to excel. Referral programs have their merits, but they might not always yield a diverse range of candidates and should be approached with caution. When progressing beyond entry-level roles, considering the implementation of ‘long list’ quotas can be beneficial to explore a broader spectrum of candidates.

Early on, hiring managers can employ ‘long list’ quotas and diverse job platforms to aid underrepresented groups or those facing industry obstacles. These quotas enable managers to discover candidates with transferable skills, either ascending the career ladder or re-entering the sector post hiatus.

Additionally, leveraging diverse job platforms enhances the diversity of talent pools across gender, disability, sexual orientation, age, and race. Investing in such platforms allows businesses to connect with inclusive organisations, fostering relationships to further DE&I initiatives.

Companies might also explore masked recruitment phases, where specific demographic details of applicants are hidden during the preliminary stages. Group Commercial Director, Rosa Rolo shares, ”the challenge around anonymised recruitment processes is that it doesn’t address the bias in the organisation. This gap could negatively impact a less inclusive organisation and therefore affect retention of diverse candidate pools.” This highlights why a one-size fits all approach is not effective and likely can do more harm than good. Ultimately, it is about ensuring that at each stage of the process has DE&I recommendations against it.

Harness the Power of Data

Assessing the efficacy of your hiring endeavours is fundamental to ensuring your strategies are custom-built and sustain their effectiveness. Relying solely on a ‘one size fits all’ model does not cater to the distinctive needs of today’s tech businesses.

Instead, focus on what your data is telling you. As a crucial research tool at the disposal of hiring managers everywhere, data can help to reveal blind spots and unique issues facing your businesses. From the percentage of hires from underrepresented groups to retention in these spaces, metrics can help identify trends and make data-driven decisions to improve their hiring practices. This makes strategy planning a far more tailored and purposeful exercise, where you’re more likely to carve out a more realistic and grounded plan for change.

Foster Open Communication

Inclusive hiring should not be viewed as a mere compliance requirement, and while data is instrumental in identifying improvement areas, consistent feedback is essential to refining hiring and broader operational processes. Establishing regular channels for feedback and collective decision-making empowers employees to share insights, contributing to the development of a more holistic business model. A study by Deloitte revealed that companies with a dedicated diversity and inclusion council were 3.7 times better equipped to adapt to market shifts and customer requirements compared to those without. These companies were also 2.3 times more likely to exhibit innovation and agility and 1.7 times more likely to be industry leaders. The structure of such forums may vary, but they ensure sustained commitment to inclusive practices and provide a platform for employees interested in DE&I to make a meaningful impact.

Catalyse Change at Any Stage of Your DE&I Journey

Regardless of where you find yourself on your DE&I path, embracing inclusive practices remains invaluable for leading tech companies.

As experts in tech talent acquisition, reach out to one of our consultants to discover how we can assist you on your inclusive hiring journey or for personalized staffing consultancy.

To explore more about inclusive hiring processes or our partnerships, feel free to connect with us.

The post Embracing Diversity: 4 Approaches to Inclusive Recruitment appeared first on Arrows Group.

Could you talk us through your current role with SimplyPhi?

In my role as CTO at SimplyPhi, I play a pivotal role in shaping the company’s technology direction, spearheading product development, nurturing essential partnerships, and strategically allocating resources to propel the firm’s growth and success within the investment sector. I have a wealth of experience in technology, finance and real estate which uniquely positions me to excel in an influential leadership capacity.

In your own words, could you describe the business mission of SimplyPhi?  

SimplyPhi is a B2B proptech platform, speeding up the process for institutional buyers of residential property to acquire or rent homes in volume and at pace. Our customers are primarily local authorities and other central government bodies (Home Office, MOD etc), and real estate funds and investors. As a Certified B-Corp (https://bcorporation.uk/) we have a clearly defined mission to develop technologies and services to help eliminate the housing crisis in the UK.

Having understood there is a gap in the market for this type of product, what are the biggest challenges with filtering a particularly disorganized data set like the one we see in the housing industry?  

Trying to cross reference the vast amount of fragmented data available on the housing sector and then deliver relevant data sets to the many different stakeholders involved in property acquisition processes is our key challenge. Our technology is literally “simplifying” and speeding up the process of assessing individual property transactions at a very granular level, to the detail required by institutional acquirers and renters of property at scale.

What are the other big challenges in the housing industry at the moment and how do you feel SimplyPhi can help solve them?  

Affordability is probably the biggest key challenge in the housing sector right now. With financial obligations on landlords to address issues like decarbonisation, fire safety, cladding, damp and mould to name a few, this translates into more expensive rent or higher cost of delivery. By collating the data we do through our tech platforms, we provide clarity on what is happening in local markets, and improved efficiencies to ensure transactions are more certain and quicker to complete, giving our customers more of a commercial edge in negotiations.

Our customer are institutional by the very nature of their makeup (local and central government and real estate funds). These type of organisations are accustomed to dealing with large transactions and given housing is very granular, it is difficult for institutional buyers to manage, source and acquired portfolios on a property by property basis. By cookie cutting and digitising the property acquisition process, SimplyPhi allows its customers to carry out a greater degree of diligence on individual properties almost instantaneously, making the overall investment process viable.

We also experiment with new technologies, particularly with the advent of AI, to automate the process of valuing and surveying properties. This sort of technology will become of particular value as net-zero targets get closer, and retro-fit programmes gather pace. Digitising the makeup of a property allows for much more advanced analysis on the ongoing use of a property, such as monitoring fuel poverty, and picking up on risks of damp and mould.

From a personal perspective, what do you most enjoy about your role as CTO?  

In my role as CTO, I find immense satisfaction in the opportunity to shape and lead the technology strategy of SimplyPhi. It’s fulfilling to be at the forefront of innovation in the Proptech space, where we are addressing critical challenges in the housing industry. I particularly enjoy the creative aspect of my role, exploring new technologies to streamline processes and create solutions that have a positive impact on the market. Additionally, being part of a mission-driven organization like SimplyPhi, with a goal to help eliminate the housing crisis in the UK, adds a deeper sense of purpose to my work.

Moving forward – what are your hopes/ambitions for the product and where do you see it ending up in 5 years time? 

We are perfecting our technology in the B2B space, where there is already huge demand, but there is still a long way to go… particularly around pricing up works and managing net-zero retrofit programmes (there are over 15m homes that need upgrading in the UK) as well as monitoring property usage whilst lived in. Once we have a tried and tested end-to-end B2B solution, we will open up our technology to the retail market in a B2C platform, with plans to then make our systems available in international markets as well.

The post 5 Minutes With… Suraj Bist, CTO at SimplyPhi appeared first on Arrows Group.