How to Write a Press Release for Recruiters

In the fast-paced world of recruitment, staying ahead of the competition requires strategic communication. Crafting an effective press release can be a powerful tool for recruiters looking to enhance their brand, attract top talent, and strengthen relationships with clients. In this guide, we will walk you through the steps of creating a compelling press release tailored specifically for recruiters in the UK.

1. Start with a Strong Headline

Your headline is the first thing people will see, so make it attention-grabbing and relevant. Highlight key information, such as job fairs, new partnerships, or innovative recruitment strategies. Keep it concise and engaging to pique the interest of journalists and potential candidates.

2. Write a Clear and Informative Subheading

The subheading provides an opportunity to elaborate on the headline and provide more context. Be clear about the purpose of your press release and what readers can expect to learn. Use language that is easy to understand and avoids jargon specific to your industry.

3. Craft a Compelling Introduction

In the opening paragraph, answer the basic questions: who, what, when, where, and why. Introduce your recruitment agency and the purpose of the press release. Include relevant details about recent achievements or upcoming events that demonstrate your agency’s expertise and credibility.

4. Provide Supporting Details

In the subsequent paragraphs, provide more detailed information. Highlight recent successful placements, industry trends, or unique approaches to recruitment. Use statistics and testimonials to back up your claims. Ensure that the information presented is relevant and valuable to your target audience, whether it’s potential clients or job seekers.

5. Include Quotes

Quotes add a human touch to your press release. Include statements from your agency’s leaders, clients, or candidates to provide different perspectives and lend credibility to your story. Personalize the quotes to reflect your agency’s values and approach to recruitment.

6. End with a Strong Conclusion

Summarize the key points of your press release in the conclusion. Reinforce your agency’s unique selling points and emphasize the benefits of working with your recruitment team. End with a call to action, encouraging readers to visit your website, contact your agency, or attend an event mentioned in the press release.

7. Contact Information

Include relevant contact information at the end of your press release. Provide an email address and phone number where journalists and interested parties can reach out for further inquiries or interviews.

Now that you know how to craft an effective press release, it’s time to get your message out to the world. One of the most reliable ways to do this is through 24-7 Press Release, a leading press release distribution service. They specialize in helping businesses spread their news through social media and traditional news channels, ensuring maximum visibility for your press release.

With 24-7 Press Release, you can reach a wide audience, including journalists, bloggers, and potential clients. Their user-friendly platform allows you to create and distribute your press release efficiently. Whether you’re announcing a new recruitment service, a partnership, or a major event, 24-7 Press Release can help you amplify your message and enhance your online presence.

Why Choose 24-7 Press Release?24-7 Press Release

  • Wide Distribution: Reach thousands of media outlets and websites, ensuring your press release is seen by the right people.
  • Social Media Exposure: Leverage the power of social media platforms to increase your press release’s reach and engagement.
  • Professional Support: Benefit from their experienced team, ready to assist you at every step of the press release distribution process.

Ready to take your recruitment agency to new heights? Visit 24-7 Press Release and start spreading your news today!

 

24-7 Press Release pricing plan

Decoding AI in Recruitment: Spotting ChatGPT in CVs – 7 Unmistakable Signs

In today’s AI-driven job market, an eye-opening trend is unfolding. A recent poll reveals that a robust 88% of job seekers are leveraging Artificial Intelligence (AI) tools for their career progression, and it’s worth your attention. With 78% of these AI-aided candidates securing an interview and a noteworthy 59% landing a job, the value of AI in job seeking is clear. However, recruiters should note that 35% of these applicants were disqualified when the use of AI, like ChatGPT, was detected in their application process.

The undeniable advantages of employing AI tools like ChatGPT in CV writing include creating a robust foundation for job applicants, particularly when fed with the right prompts. This is a real game-changer for English as a Second Language (ESL) candidates, aiding them in presenting their value proposition more effectively. ChatGPT also excels in matching a candidate’s skills to the precise job prerequisites, enhancing job compatibility.

Despite these merits, there are clear indicators of an AI-generated CV. Telltale signs include a direct replication of job descriptions with zero personalisation, a writing style that diverges noticeably from other application documents, and eerily similar CVs from different candidates. Other warning signs recruiters need to watch for are generic phrasing, peculiar formatting, and recurring language patterns.

To ensure that you’re interacting with top-quality candidates, consider employing targeted, personal, and experience-based interview questions. In-depth scrutiny of references and a focus on the skills section of the CV are also recommended. Early engagement with phone interviews and assessment of communication skills through email or in-person meetings are critical. It’s also advisable to validate CV details against LinkedIn profiles and other online platforms, enhancing recruiter confidence.

Let’s now zero in on the unmistakable signs of AI usage in CV generation:

  1. A CV that mirrors the job description verbatim might be an indicator of AI deployment.
  2. A stark disparity in writing style between the CV and other application documents is a potential AI red flag.
  3. Identical CVs from different candidates are a strong clue to AI generation.
  4. ChatGPT can convincingly fabricate ‘facts’ when lacking a reference point, hence any suspect or false information should be a concern.
  5. ChatGPT’s knowledge base was last updated in 2021, hence struggling to grasp the nuances of newer roles is another potential AI giveaway.
  6. The use of clichéd phrases or repetitive language patterns could hint at AI involvement.
  7. Unconventional CV formatting is a clear sign of AI usage.

In a nutshell:

In the era of AI, numerous job seekers are leveraging powerful AI tools like ChatGPT to compose their CVs. Although it can aid candidates, particularly ESL ones, by enhancing the clarity of their value proposition, it poses a new set of challenges for recruiters. Key red flags, such as job description mirroring, contrasting writing styles, similar-looking CVs, dubious or false details, outdated information, clichéd phrasing, and odd formatting, should alert recruiters. By staying alert to these signs, recruiters can ensure they’re onboarding authentic, high-quality candidates.

 

Larysa Hale

Managing Director at Expert Circle

Is short-term the new long-term for Gen-Z?

We recorded an intriguing discussion on whether the short-term is the new long-term for Gen Z. During the discussion, we arrived at some fascinating conclusions.

About the speakers:

Raf Uzar

Head of Communication and Development at Penteris

Raf is driven by two core passions: a deep-seated creativity and a strong sense of responsibility towards serving others. These two forces combine to enable him to generate and implement innovative approaches, ideas, and tangible results that benefit the broader team around him.

With a steadfast dedication to fostering ongoing learning within the workplace, Raf excels in environments where he can cultivate and sustain fair and inclusive corporate cultures. His extensive and diverse background in education, learning and development, as well as marketing and communication, equips him with the ability to tap into a wealth of experience.

In his senior leadership position as the Head of Communication and Development at Penteris, Raf has successfully devised, executed, and deployed numerous learning and development initiatives, as well as marketing strategies. His primary objective is to inspire and engage his colleagues, instilling in them a perpetual drive to continuously enhance their skills, competencies, and interpersonal relationships. Raf’s ultimate aim is to foster an environment where colleagues are constantly energized, involved, and motivated to surpass their previous achievements.

Larysa Hale

Managing Director, Expert Circle

Larysa is an accomplished Managing Director with a remarkable career spanning over a decade. Recognised for her exceptional achievements, she has garnered numerous awards for her outstanding contributions. With a solid track record of delivering strategic business growth, Larysa has demonstrated her ability to drive success and surpass targets.

One of her notable accomplishments includes scaling a start-up business, taking it from an initial valuation of £200k to an impressive valuation of over £4m, while simultaneously preparing it for venture capital investment. Her expertise and acumen shine brightest in dynamic, high-growth entrepreneurial environments, where she thrives on challenges and opportunities for innovation.

As an influential figure in the industry, Larysa is also the proud founder of Expert Circle, a platform that aims to bring together experts from diverse industries. Her vision is to foster collaboration and encourage these experts to share their invaluable insights, providing immense value to readers and empowering the community to excel and prosper collectively. With her unwavering dedication to creating a space for knowledge exchange and growth, Larysa aspires to make a lasting impact in the professional landscape and contribute to the success of individuals and industries alike.

To enhance your knowledge on the topic, we have assembled some interesting points and starts for you to learn more about.

The workplace is rapidly changing, and so are the attitudes of workers towards their careers. A growing number of professionals, particularly those in the Gen-Z demographic, are prioritizing flexibility and personal growth over traditional job security and longevity.

Flexibility in the workplace is becoming increasingly essential for employees across generations. A survey by FlexJobs found that 70% of professionals would be more loyal to their employer if they had flexible work options. Meanwhile, the Society for Human Resource Management found that 80% of millennials place a high value on flexible work arrangements, such as the ability to work from home. Gen-Z workers prioritize job flexibility even more, with KPMG finding that 89% of them value it.

Flexible work arrangements are seen as a key factor in job satisfaction, according to Robert Half, with more than half of Gen-Z workers indicating that they would be willing to take a pay cut for more flexible work arrangements. This trend is expected to continue even after the pandemic subsides, as McKinsey & Company found that more than 70% of workers would like to continue working remotely at least some of the time.

Personal growth is another key priority for many workers. PWC found that 70% of Gen-Z workers believe that employers should offer opportunities for skill development and career advancement. The Network also found that 70% of Gen-Z workers would leave their current job if they felt they weren’t learning and growing in their career. For this generation, the new long-term encompasses personal and professional development, work-life balance, and meaningful work. PwC found that 80% of Gen-Z workers prioritize opportunities for career progression and personal development, while nearly 70% value work-life balance.

Changing jobs is no longer seen as a negative thing, with many young workers opting to switch jobs more frequently in search of better opportunities. The World Economic Forum found that job security has become less important for workers, with many indicating that they would be willing to trade job security for other benefits, such as flexible work arrangements and meaningful work. The National Bureau of Economic Research found that job hopping (staying in a job for less than two years) has become more common among young workers, with nearly 30% of workers aged 25 to 34 changing jobs in a given year. In contrast, just 20% of workers aged 55 and older switch jobs that frequently.

The understanding of what constitutes short-term and long-term has also shifted. For Gen-Z, short-term means less than two years, and long-term means more than three years, according to a report by the Bureau of Labor Statistics. This is in contrast to Gen X (born 1965-1980), who see short-term as less than five years, and long-term as more than ten years. Millennials (born 1981-1996) view short-term as less than three years, and long-term as more than five years.

In conclusion, the younger workforce is changing the way we think about the workplace. For Gen-Z, job security and longevity are no longer the top priorities. Instead, flexibility, personal growth, and work-life balance are becoming increasingly important. As a result, employers must adapt to meet the needs of their workers and provide a balanced approach that focuses on stability and flexibility.

 

Investing in Gen Z Interns: why it’s a smart move for Professional Services

As someone who graduated from university 17 years ago, I know what it’s like to feel unsure about what to do with your career. Although I had some work experience from my university years, my CV was a mixed bag of admin jobs and MLM cosmetics experiences, which were popular at the time.

Despite being interested in marketing, I didn’t have the qualifications to get a job in that field. Fortunately, I was lucky enough to find a free internship opportunity in Content Writing and PR with an educational foundation that was happy to train me. This experience was crucial in helping me find a job later on, as it taught me job-related skills and helped me identify the areas where I needed to gain more knowledge and practical skills.

Over the past 10 years, I’ve hired and managed many junior teams, and I can confidently say that investing in Gen Z interns is a smart move for professional services firms. Here’s why:

Gen Z interns love to learn and often come up with more ideas than you anticipated. They offer fresh solutions that you might not have thought of yourself. They’re eager to learn and take on new challenges, and they bring a sense of enthusiasm to the workplace that’s hard to match.

They’re willing to experiment and try new things. While hiring experienced professionals can be worth it for some projects, interns are great for projects that require more thought, testing, and creativity. They don’t hesitate to think outside the box or challenge you. This is especially valuable in professional services, where innovation and creativity are key to staying ahead of the competition.

They bring other skills to the table, such as their expertise with mobile devices and social media. They’re digital natives who have grown up with technology and are comfortable with it in a way that older generations might not be. They’re also more likely to have a diverse network of contacts that they can tap into for help or advice.

They make you think. When interns make mistakes or encounter errors with certain processes, it prompts you to consider how you can improve things in the company and with the product. They bring a fresh perspective to the workplace and can help you identify blind spots that you might not have noticed otherwise.

Hiring and investing in interns can help with diversity and inclusion efforts. Gen Z is the most diverse generation in history, and by hiring and investing in interns from a variety of backgrounds, professional services firms can create a more inclusive and diverse workplace. This can lead to a more creative and innovative workplace, as people from different backgrounds bring different perspectives and ideas to the table.

Hiring and investing in interns can help build a pipeline of talent. By investing in interns, firms can identify potential future hires and develop their skills and talents over time. This can help firms build a strong pipeline of talent and ensure that they have the skills and experience they need to succeed in the long term.

It’s important to note that while there are many benefits to hiring and investing in interns, there may be some challenges or drawbacks as well. Some interns may require a lot of training and supervision, which can be time-consuming for managers. However, by addressing these potential challenges and offering strategies for overcoming them, firms can ensure that they’re getting the most out of their investment in interns.

In conclusion, investing in Gen Z interns is a smart move for professional services firms. They bring a fresh perspective, a willingness to learn and experiment, and other valuable skills to the table. By investing in interns, firms can create a more inclusive and diverse workplace, build a pipeline of talent, and ensure that they have the skills and experience they need to succeed in the long term. Additionally, it’s a great way to give back to the community by providing valuable work experience to young people who are just starting their careers.

When it comes to hiring interns, it’s important to do so ethically and fairly. As mentioned earlier, interns should not be used as cheap labor, and they should be paid a fair wage based on their experience and the recommended wage for interns in the field. Additionally, interns should be provided with meaningful work and opportunities for learning and growth. By doing so, firms can ensure that they’re providing a valuable experience for interns while also getting the most out of their investment.

Overall, investing in Gen Z interns is a smart move for professional services firms. By doing so, firms can create a more inclusive and diverse workplace, build a pipeline of talent, and ensure that they have the skills and experience they need to succeed in the long term. It’s a win-win situation for both interns and firms, and a great way to give back to the community while also strengthening the business.

Why negotiations are important & who can negotiate with whom

Negotiation skills are essential for both applicants and current employees in the workplace. This article offers tips for both parties to improve their negotiation techniques. With 68% of US employers planning a pay increase for all employees in 2023, there is a window of opportunity to lean into discomfort and take control of your future by claiming the compensation you deserve. For current employees, negotiation can go beyond salary to include other variables to improve their work experience. Applicants can change their approach to negotiation by using tactics such as “The Gratitude Sandwich Method” and avoiding giving specific salary expectations. Knowing when to walk away is also an important skill for both parties. The article provides additional resources, including the Harvard Business Review and Indeed, to help individuals improve their negotiation skills.

Negotiation for the Applicant & Employee 

Applicants are not the only ones with negotiation power in the workplace. This article contains tips for applicants and tips for the current employees to improve their negotiation skills. Employees and applicants control the market when the masses agree that certain terms or compensation base lines are unacceptable. 68% of US Employers confirmed a pay increase for all employees in 2023. Lean into discomfort and take control of your future by claiming money that is allocated for you. The first step is the ask. 

Current Employees: Negotiate More Than Money

Remember that when negotiating you should be prepared with data and research. You should be able to support why you deserve a change in contract with facts, after you read your contract in detail. If you are in the middle of your contract it will be extremely difficult to make changes after both parties have signed. However, if your contract is ending soon the conversations are extremely important to prepare for. 

Clear confident composed communication is a great strategy to have. Explain how the company will get an increase of return on investment if your changes are met. Specifically, changes do not always include payment, other factors that can be negotiated to improve the work experience. These variables are listed in the “10 Variables Negotiation you could include in your  Salary Negotiation,” section of Procurement Tactics article.

Applicants: Change How You Ask

Similar to when young children are conscious that if I ask my parents they will say no, but if you ask they will at least consider. Change your approach. Tiktoker @coachemrez recommended “The Gratitude Sandwich Method.” Emily (@coachemrez) explains that negotiation is a collaboration and the sandwich shows your confidence within your boundaries without being rude. 

Salary negotiation coach and resume writer, Sam Struan shared the tip of language to LinkedIn. Sam explains that you should never say what you are looking to make because it seems as if you are jumping pay ranges. Try, “I am currently interviewing for…”

Applicants & Current Employees: Walk Away

A great negotiator knows when to walk away. Applicants who share they have other offers on the table must be careful just in case the company they truly want declines their counter offer. Applicants should be cautious of when companies are not comprising anything and determine their own non negotiables. If during the bargaining stage a non negotiable is hit, don’t negotiate. Remain polite and professional but kindly decline their offer and continue your search elsewhere. Keep in mind that if the company is strict on how they manage their salary negotiation it is likely that they will also be strict with pay raises (and possibly promotions.) 

Current employees remember to keep your Linkedin and resume updated. Staying in touch with the market through research and hosting casual coffee chats with recruiters in your inbox can help you in the long run. Especially after your pay raise or promotion negotiation is declined. If that occurs, reread this article from the perspective of an applicant and discretely begin your hiring process. Again, always remain polite and professional. 

More resources include the Harvard Business Review,and  Indeed.Remember, you can negotiate that

Hali Smith

5 tips on how to help your team deal with burnout

Burnout is a serious problem that many teams are currently grappling with. The stress of deadlines, long hours and lack of recognition can cause team members to become overwhelmed and exhausted. Burnout can lead to decreased productivity, reduced morale, and in extreme cases, team members leaving altogether.

As a manager, it’s important to care that your team doesn’t suffer burnout because burnout can have a significant negative impact on your team’s productivity, performance, and overall well-being. When team members are overwhelmed and exhausted, they may become disengaged, irritable, and less efficient in their work. This can lead to decreased job satisfaction, increased absenteeism, and higher turnover rates.

Moreover, burnout can also affect team dynamics and create a negative work environment. When team members are stressed and fatigued, they may be less inclined to collaborate, communicate, and provide support to one another. This can further exacerbate burnout and lead to a cycle of negativity that can be challenging to break.

On the other hand, by actively taking steps to prevent burnout and promote a healthy work-life balance, you can help to create a positive and productive work environment. This can lead to higher job satisfaction, increased motivation, and better performance from your team. As a manager, it’s your responsibility to ensure that your team members feel valued, supported, and empowered to perform at their best. By caring about your team’s well-being, you can create a positive work culture that benefits everyone.

If you are trying to support a team dealing with burnout, here are some tips to help them get back on track.

Start by recognising the signs.

Burnout can manifest in a variety of ways, such as increased absenteeism, lack of enthusiasm, and an inability to concentrate. If you notice any of these signs in your team, it’s time to take action.

Encourage self-care.

Burnout is often a result of overworking and not taking breaks. Team members should be encouraged to take regular breaks throughout the day to recharge and refocus. Additionally, team members should be encouraged to make time for hobbies and activities outside of work to help them relax and de-stress.

Promote a positive work environment.

A positive environment can go a long way in preventing burnout. Team members should be encouraged to work together and collaborate on tasks to alleviate stress. Additionally, team members should be given the opportunity to voice their opinions and concerns and be heard.

Set realistic goals.

Unrealistic expectations can lead to burnout. It’s important to set realistic goals that are achievable and not overly demanding. This will help to prevent team members from feeling overwhelmed and frustrated.

Provide resources.

Burnout can often be a result of feeling isolated and unsupported. Providing resources such as mental health services, career counselling, and financial planning can make a huge difference in helping team members to cope with stress.

In today’s fast-paced work environment, burnout has become an increasingly prevalent issue. However, by taking proactive steps to support teams dealing with burnout, it’s possible to prevent its negative effects on productivity and morale. By recognising the signs of burnout, encouraging self-care, promoting a positive work environment, setting realistic goals, and providing resources, teams can successfully navigate the challenges they face. Ultimately, creating a healthy and supportive work environment is essential for both the well-being of individual team members and the success of the organisation as a whole.

Salary Transparency or Company Downfall?

Should Job Post Include Salary Rates?

The hiring market debate has included salary transparency and if they are beneficial to the applicant but detrimental to the business. The decision of whether or not to include salary postings in job postings is a controversial one. On one hand, salary postings can give job seekers a better understanding of the positions they are applying for and the value of their skills and experience. On the other hand, salary postings can be a deterrent for employers who may be looking to pay lower rates than what is being advertised. Ultimately, the decision of whether or not to include salary postings in job postings is one that should be considered carefully by employers looking to attract the best talent.

Why Should They (Pros)? Pay Transparency. 

When HR departments neglect to include salaries this leaves room for racial and gender wage gaps. Companies like Apple, Disney, Google and Meta (formally Facebook) are required to post pay ranges since the salary transparency bill went into effect 1 January 2023 in California, USA by Gov. Gavin Newsom. This caused major national and international discussion. 17% of US companies made the change without being required by law and 62% are planning or considering the change according to the 2022 Pay Clarity Survey.

The new law also requires employers to provide the slavery range for current employees when asked. Even W-2 contract workers’ pay data is now being monitored by the California Civil Rights Agency to ensure fairness based on gender, race and ethnicity. The goal of gathering the data is to make employers aware of the “occupational segregation” that may be embedded within their company.

Why Should They Not (Cons)? Hiring Complexity 

With the new adjustments, this adds a layer of responsibility when posting a job for employers. The pay ranges not only differ for position but by location. For example, if a company plans to open roles for an international team there as to be research to determine the pay range for the location, compare it to the budget and run it up the chain of command. Overall could lead to opportunities with salary information coming out slower despite the extreme need for hiring worldwide. 

Global cities like New York, USA even argued that salary transparency makes it harder to hire diverse candidates because they offer high compensation for BIPOC (black, indigenous, and people of color) candidates. They suggest that because of this the pay scale would be larger and candidates would not be happy with what the company is willing to offer candidates.

So Should They? Depends On Who You Are, the Hiring Manager or the Applicant.

According to HR News, 26% of professionals are not applying to jobs without the salary being clear. However, 17% of employers said they would never include salary information if not required by law. Head of Permanent Appointments (UK&I), Gaelle Blake commented:

“There’s arguably never been a more challenging time for employers in attracting and retaining talent as the number of job vacancies in the UK continues to climb. What this means is that employers can’t afford to alienate potential talent.

Considering over a quarter of professionals wouldn’t consider applying for a role without knowing salary expectations, employers need to think carefully if they aren’t making this information available….Ultimately, transparency is key.”

Hali Smith 

Expert Panel: What is one change you recommend making to enhance culture and productivity

There is a lot of noise about culture, productivity and building a productive workplace culture. However not too much information about what does that really mean? And how do organisations go about creating these types of optimised environments? 

It should be as easy as: you need to define what productivity means for your organisation, understand the cultural shifts required for it to thrive, and identify the steps needed to achieve it. Then, make it happen.

But in reality is takes a lot of time to prepare and to get the team on board and to go throug hte process. To help our readers think of such important aspects of business and organisation as culture and productivity we decided to reach out to the experts asking them to contribute to this Expert Panel and to answer the question: What is one change you recommend making to enhance culture and productivity.

Marieta Bencheva

Cofounder

In contemporary times we are no strangers to the fact that change drives innovation and that now more than ever it happens to be the lifeblood of many companies’ success. Culture many times equals growth and what better way to thrive than by functioning as an ecosystem? We are not static individuals, we are dynamic and with that trait, we can create motion as a collective of business professionals.

 Entrepreneurs and leaders are aware that company culture is not just another fancy phrase and that it remains one of the key factors when analysing which elements affect a company’s productivity indicators. However, acknowledging that an organization’s productivity is linked with its culture isn’t enough to improve either one. As a leader, you must understand and master their relationship.

 Promoting change within your company is about psychology and how to best tap into the needs and desires of your team, so that the change you are aiming to welcome into your organization stays consistent and survives as new challenges arise. 

Productivity is about igniting certain mental pathways that allow us to feel we belong to a bigger picture when developing tasks. Most of us don’t change unless we are the ones leading that transformation. This is why as subjects of this process your company won’t thrive unless your team does.

When creating a culture, effective communication is key. I believe that the first thing to do is to highlight the need to change. If I were you, that is where I would start. I also wouldn’t be too precious about “owning” it. The best way people will change is if they believe it was their idea. So while you may introduce it, let others take it forward.

Many companies remain unproductive due to the fact that scaling up or even starting a company can be frustrating and frustration more often than not leads to procrastination and again breaks any chances of being productive or introducing systems to boost productive outcomes. 

This is why you need to always keep in mind that your organizational culture impacts the way each member of your team views performance. High-performance cultures foster high-performing team members, by adopting positive peer pressure strategies. This is key when working in high-pressure environments.

Another thing to keep in mind is that culture impacts engagement, which drives productivity. When a company shows high levels of engagement, this means that employees are treating the company as if they were actual owners of the company, and this in-depth care about the results, makes them remarkable.

Collaborative culture enhances productivity and while competition drives performance when it comes to culture it hinders productivity. This is why cooperation and collaboration need to get encouraged over competition between individuals.

 Now that we have gone through the broader picture of culture building, let’s dive into the specifics, suggested by one of our consultants

  • Your first steps when creating or changing company culture should be reducing waste, reducing inflexibility, and reducing variability.
  • Check the reason for the variability: individual, skill, process (people, process, material, and information).
  • Create an SOP (standard operating procedure) for each process you do.
  • Once you have done that, you start tracking are there any improvements in the work?
  • When aiming to create change and identify weaknesses in your operations, without entering detailed considerations in terms of the different tasks of change management.

Another advisor suggests you would start the process with basic questions in order to sketch an appropriate overview:

  • What do I want to change?
  • Why do I want to change it?
  • When do I want it to change?
  • Who should be changing it with me?

A third consultant shares:

In my experience there are two main challenges in change management: the first one is related to the psychology of organizations, that is, the general behaviour of people when confronted with change and the second one is communication and the management of expectations due to the change itself.”

Besides the bookish remarks he also highlights something out of the personal experience:

It may be important to choose the right change agents, that is, individuals who possess certain skills such as emotional intelligence or proactivity BUT the factor X in the recipe, up to me, is to ensure that the chosen individuals, whoever they are, form a REAL network to drive change. As Andrew mentioned, it is indeed essential to make sure that keepers are part of the drive. One needs to avoid at any cost that change ends up being understood as “A taffy peddler does what he pleases”.

Regarding the second problem which is communication, it can be mitigated if you enforce an understanding of change management not as something that is happening in the organization, in the sense of “it is being done somehow like a continuous process, i.e. the BAU of some team lost somewhere in the building” BUT  as a project, i.e., an exceptional effort in the organization towards a given goal with a full-fledged project management strategy in place.

Next, I would like to give some advice on how to address different questions that may arise when considering all of the previously stated information.

 Do you have a framework that you currently use?

 You can create any framework as long as it contains the following boxes:

  • Understand deeply the technical aspects of the change (Subject Matter Experts will help you with that if you engage them);
  •  Plan for work and engagement with the 3 types of employees: early adopters, followers, and tradition keepers;
  •  Define the scope and budge
  • Plan
  • Establish governance and reporting

How should you approach the change in a company in order to make it happen?

 You need to be prepared that there will be initial optimism, drop to disillusionment, and then up again – back to normal. It is different with each organisation but it is important to work with SMEs (Subject Matter Experts) in your Change Program. SMEs need to be seconded during the Change Program and perceive it more like a developmental benefit to the individual and the organization, because of the different roles they are in.

Would you consider transparent communication around the change to be a good step or on the contrary?

Yes! I would definitely advise- if you have 5 or more people in the Change team- you need one person who will be doing only professional communication.

You always need (that can be somebody from marketing) to sense check the change program communication. And do not be shy- communicate every benefit and achievement.

While change can be costly, at Consulthon all the advisors booked in an on-demand advisory call can give you more in use value than the cash value of the 1-hour advisory call you pay for. Basically, we give to every client more than you take from you.

Let’s put it in a practical example: If the actions/ideas suggested during the call bring you thousands of £, you have not been wronged by us and the consultants who worked with you. Because we have given you a great use-value for a small cash value.

Consulthon is a UK Management Consulting expert network. Businesses can raise a Business Challenge and the network’s experts will brainstorm solutions. After selecting the answer they like the most, the business can book a paid one-hour advisory call and deep-dive session with that consultant. All the consultants are vetted by Consulthon and the platform offers businesses access to a wide range of skills, in a variety of sectors and countries.

Chris Keane

People Lead – Canda

Leadership regularly seeking feedback on a 1:1 basis from their teams has a direct impact – employees feel respected and appreciated, and are more likely to ask for feedback in return in the future. Many people struggle to deliver feedback; creating a culture where employees feel safe to have constructive conversations is a big step in helping them develop that skill and improve team communication. 

Kane Sterling

KS consultancy

Cross-team communication and clear roles and responsibilities with clear lines for accountability and boundaries for decision making.

Donnie MacNicol

Team Animation Ltd

The simple things are often the most challenging things to implement and I think this applies to what I would suggest. Make the effort to understand yourself (what motivates you, how you communicate, how you like to engage (or not) with people, etc) and then do the same with other people.

Only when you have these 2 ingredients can you start to bake a cake although it is likely better when you have a team and more ingredients to play with!

Just came up with that analogy and seems to work – get all of the ingredients working with, complementing and enhancing others and you end up with an amazing cake. If they don’t work together then…….well, I’m sure I dont need to describe what it can feel like when a team is dysfunctional and at worst toxic (and to take the analogy to the extreme, you just spit out the cake and leave). We all want to be part of a cake that you just stop yourself gorging on.

Gopal Rao

Partner, Infosys Consulting

  • Make sure that everyone knows what he/she is accountable for AND aware of what others are accountable for
  • Communicate transparently on a consistent and regular basis as a group over calls/in person rather than emails only
  • Follow up progress and actions on brief one on one catch up calls rather than email reminders
  • Finally, discuss any slip-ups at the time and move on. 

Ed Doherty

Principal Consultant, Conation Consulting Ltd

Shaping and fostering a strong yet flexible goal-directed group identity, finding the right contingent balance between collective responsibility and individual accountability.

Mark McArthur-Christie

Managing Director, The Think Human Consultancy

Let people ask ‘why?’ And let them do it a LOT.

Asking “Why do we have that Monday morning meeting?” might reveal that it’s actually a monumental waste of an hour for everyone – or it might be the most useful hour of the week.

 “Why do we produce that weekly report for the Board – you know, the one they never read?” might show that directors don’t read it because it’s too long, but unless you ask why you won’t know.

The older, the more established, the more unquestioned the activity, process or policy is the more you should be asking ‘why?’

 

Gamiel Yafai

Diversity Marketplace Limited

Identify the hidden and shadow cultures experienced by minority groups (gender, disability, race and sexual orientation)

Graham Webb

MD, The Operations People

Leaders embody the behaviours that they get from their team, Lead from the front, be open to your team’s input, celebrate success, reflect on failures, empower your team. Be glass half full!

Deirdre Sheridan

Community & Content Manager, Blue Globe Innovation

As a 100% remote team that is continuing to grow well into the pandemic, Blue Globe Innovation is dedicated to fostering connections between team members that go beyond our Zoom boxes. 

This year, each member of our team was led through an activity to create a personal “Manual of Me” with important information about working with each other–from how to pronounce a colleague’s name to what they enjoy doing outside of work to when it’s okay to send a Slack message.

It’s been a great way to understand each other’s boundaries and working styles, even when we can’t connect in person. While this practice isn’t unique to Blue Globe – it’s used at large tech startups like Slack and Github–we still find it provides value to a small team and an overall rise in wellbeing and productivity amongst our colleagues.

Dan Welham

Director & Co-Founder at Crio Digital Ltd 

Company culture is something that is so important for Crio Digital. The business was born out of a mixture of good and bad experiences from both of the Directors. We have taken the good experiences and utilised them within the business and we have learnt from the bad to ensure that Crio employees never have the frustrations that we once had.

People are at the heart of everything we do so we listen to our team and treat them with respect. We involve the team in all key decisions and even get their thoughts on the smaller things. It’s important to us that we create an environment where people are happy, feel like they matter and know that they can really make a difference and enhance their career with us.

We provide our team the time, autonomy and freedom to produce their best work – stress free! We encourage our staff to take risks, try new things, do the things they wouldn’t normally dare to do, and ultimately produce work that’ll set you apart from the rest. By taking risks, making mistakes and learning from them and going outside of your comfort zone you can only ever better yourself and we completely support this.

The ongoing development of our employees is another thing that we pride ourselves on. We provide them with the time for training and ensure there are always opportunities to take on more responsibility and continuously learn. Whether someone wants to specialise in an area of expertise, lead teams or explore other areas of the business, we work closely with them to help them achieve their goals.

My final point is on having fun with what we do! Yes we are all here to do a job, but that doesn\’t have to be stressful, consume your life and send you in to depression! We want everyone to enjoy going to work each day. We promote a relaxed environment and encourage as much fun as possible whilst getting the job done. The majority of our meetings are held at the pub and we try our best do things socially as a team as often as possible. Really simple things, but things that are so often forgotten by leaders!

Sebastian Kirbach

Global Program Manager – Roche Pharmaceuticals

At Roche we have a strong move towards self-managed and empowered teams. Consequentially, the role of managers has shifted from being the decision maker to being the one that enables the teams to work as efficiently as possible.

 This is only possible if managers and governance bodies fundamentally change their mindset:

         In a command & control environment, the underlying management philosophy is basically “I am your boss because I know best. Therefore I will tell you what and how to do and I will control whether you have done so.”

         In a self-managed teams environment, the manager’s philosophy has to be different, namely: “You as the team know best what to do. Therefore I will do what I can to create and maintain the best possible working environment for you. I will also ensure that we are within the relevant strategic and organizational guard rails.”

My role is to implement this mindset and subsequent behaviour in the teams I am working with.  As a member of a department that has transitioned into a self-managed structure itself I also actively participate in building up & maintaining this structure.

Based on this experience I can say that this had very positive effects on productivity:

  •          People’s motivation is increased, as they become “masters of their own fate”.
  •          The time the teams spent dealing with governance processes was reduced by 90% to the essential minimum:
  •          This essentially was time with middle management to obtain “buy-in and approval” before going to the actual decision-makers, the senior management. This means that people can spend their time more on activities that actually matter.
  •          Teams can react much faster to the changing environment as alignment loops are much shorter compared to before.
  •          On a company level prioritization of work and budget became much easier, as a consequence the yearly work and budget prioritization processes have been abolished.

Antonis Rousounelos

Product Manager, Blueground

In a digital product, we need to make sure that the whole product team is empowered and engaged in the whole process of discovering the product and bringing the best value to the business & its users. For that reason, we have adopted a continuous team-led product discovery process.

Paul Lemon

Director, BD at Performance Leader

Harness the power of the debrief (or After Action Review) to support a culture of continuous improvement for your people, projects and clients. 

A debrief is a structured conversation to review a project or team task. It considers what was supposed to happen (objectives), what actually happened (outcomes), why (explanation), and what should happen next time (learning). It can be applied to projects at specific intervals, which are usually milestones or at the project end. 

The debrief – used consistently by organisations with open, honest feedback cultures (E.g Military, Healthcare, NGO’s) – is largely overlooked by many firms and has the capacity to draw out and share lessons learned among the whole team. It is a much better tactic than relying on water cooler conversations and a systematic means of making implicit knowledge explicit. 

For juniors, it’s an opportunity to tap into expert knowledge. 

For senior professionals, it’s an opportunity to capture and share wisdom and experience. 

For the organisation, it’s an opportunity to create a high performance, learning culture – one that retains knowledge, even when talent is lost – a key challenge during the current war for talent.

Andy Lopata

Author, Podcaster and Speaker on Professional Relationships

I see far too much competition than collaboration between colleagues in many large organisations, and even in a fair proportion of smaller enterprises. Bonus schemes and recognition of other types gets in the way of people going out of their way to support co-workers. Besides, why should they help someone else just because they work for the same company if it’s not going to help them achieve their targets? They are hard-pressed as it is.

The best way to inspire people to support each other and collaborate is to encourage strong professional relationships across the organisation. A culture where teams share with each other, learn together and from each other and understand what other parts of the organisation are trying to achieve and how it fits into the overall picture is more likely to lead to collaboration.

Learning programmes internally should be shaped to increase co-working and collaboration across team boundaries. Make them interactive, fully engaged and practical, with people working with others whose paths they don’t cross frequently and helping each other find solutions.

Co-mentoring, masterminding and action learning sets across the organisation are other ways to break down those barriers and build trusted relationships between colleagues.

Instead of team building events, focus on ‘cross-team’ building.

Why do people help others who are not part of the same team and where their objectives are not aligned? The answer is simple, it’s because they like each other and want to see each other succeed. Building those strong relationships and collaboration will win the day.

Jérôme Selva

Global Managing Director – Pegasystems

When leading thousands of people at IBM, I was perceived as a respectful integrator of talents emanating human-centricity and global cultural awareness in the roots of my engagement to create outcomes-first experiences. 

How I did it and how I continue to do it? 

It’s lost in the paradox of being an introvert who deeply cares to have a positive impact in the quest of constant equilibrium, timeless value, selflessness and happiness.  One cannot help and lead others if one cannot start the journey from within. Introspection and interconnection are essential to help create the space to succeed together! 

Extreme ownership is equally important to address inadequate behaviours and attitudes timely and visibly. Intent and perception can easily drive unintended impacts, hence the power of clear and authenticated communication.

Diversity is a powerful ally to create a smarter and more collaborative world. I trust having lived on four continents and on islands in the Pacific Ocean, having been an officer in the French Army helped shape the way I think, adapt and act.

 

Expert Panel: Hybrid working – What is the best model to move forward, how should time be split between home and office?

The hybrid working model is a location-flexible arrangement, allowing employees to combine onsite and offsite work as they and their employers see fit. Following the lifting of COVID lockdowns worldwide, a wide range of hybrid arrangements have emerged, granting employees flexibility that was seldom offered before.

We set out to understand the value of hybrid work, and its impact on employees’ general feelings towards their places of work, productivity, and wellbeing during the pandemic. To do this, we surveyed top-level HR and Recruitment professionals and business managers across all industries who had continued working throughout COVID/lockdown, managed their teams and now are delighted to share their experiences in this Expert Panel.

Kyle Blockley

MD – Phoenix Global Search

A Hybrid Model of working is now commonplace and in hindsight something we should have been looking at years ago. Being part of this technological revolution, it is sometimes hard to keep up, but employers who do not move with the times will be left behind as individual chose to join organisations that offer remote and hybrid working models.

As a recruiter running a business covering APAC, ME and UK and Europe we now see a lot of candidates asking what the remote working set-up is. It is no longer a world where the candidate gets offered a take it or leave it role – they now negotiate their working hours, working location and how often they want to go to the office (if at all).

The best solutions obviously depend on your business but for those companies that can rotate staff and be flexible, I would advise them to offer a hybrid model that brings staff together in the office 2-3 days a week with the other days working from home. It is super important to continue to have some time in the office so that you can continue to build a company culture, teamwork and importantly help the staff build friendships with their colleagues.

When required face to face Team meetings are very valuable – people will actually enjoy getting out of the house and travelling to work to engage with others. They value the days they work from home as they gain hours not commuting but then they are more engaged when they go to the office and physically interact with the rest of the team/business.

I had thought the biggest challenge would be monitoring performance but from most of the research, I read it appears people are being a lot more productive now than they ever were before. Begs the question – what were people doing in the office before! 😉

Katherine McCord

President, Titan Management

My company has been fully remote for seven years, and we love it!

Keeping a strong team culture is both simple and complicated simultaneously.

It is simple from the standpoint that with the available technologies and programs, it is easy to team build, stay in touch, share workflow, and hold meetings.

It is complicated in that leaders must learn to respect and rely on individualism as opposed to “drones”. They must let go of the need to control, and instead embrace open contribution. This is difficult for many leaders and business owners.

The way to success in a remote setting is quite similar to the way to success in a face-to-face setting. Either way, everyone must be treated equally, but not the same. They must be led as individuals. Keep this notion at the forefront.

  • Set daily 15-minute huddles (do NOT go over). The huddle is designed to share a general update and find out any issues which must be addressed separately throughout the day.
  • Set weekly 1 hour meetings designed for collaboration, and add a 30-minute team-building meeting per week. Play team games, do trivia, share personal experiences and accomplishments, etc… This allows the teams to feel bonded, as will a liberally used internal instant messaging system.
  • Make sure to provide ongoing training both as a team (I recommend once per month), and set self-paced learning opportunities for individuals.
  • Treat people like adults. Unless you are running a call center (or similar), there is no need to track breaks, lunchtimes, etc… As long as the work is getting done, you are succeeding!
  • Finally, set clear expectations and provide modern, user-friendly tools to your team to help them efficiently meet expectations.

These are the basic guidelines for running a successful, remote team. If you follow them, you will reach success!

Peter Cook

Managing Director at Human Dynamics

Whilst I have worked from home for 28 years, it’s also fair to say that I chose to do it.  Many of our current challenges at work are forcing the issue of working from home and it is not for everyone.

Aside from this, in businesses that do complex things or where there is a high need for human interaction and teamwork, some level of face to face communication is essential.  Zoom et al just does not cut it where there are nuanced issues that need to be addressed and where these are essentially human in nature.

I have been made aware of the awful consequences of trying to run a business using only virtual means in this case study from Manpower.  This example is one of a kind and offers lessons to us all.

Each business and every individual must strike their own balance between the trade-offs and advantages of hybrid working.

Diane Rysdale

Head of Recruitment

Hybrid Working should be about balancing peoples’ working and home life, whilst making conscious decisions on where is the best place to conduct the work. Office time should be for collaboration focus meetups, team connection days and relationship building. Some progressive work which is shaping type work often has better results in a collaborative workspace. maintenance or focus work can be completed more efficiently at home.

Talent is being hired more geographically wide and the days in office need to matter. Keeping the culture and connection to it is key for any business in this hybrid working environment.

Snehmayee Kodilkar

HCL Technologies UK

The global health crisis has definitely brought a burnout wave globally. Everyone is vulnerable and mental health has taken a priority, this being the most significant contributor for #TheGreatResignation as well.

During this time, most organisations are trying to create a balanced work environment, the hybrid model is here to stay. Some organisations are able to provide flexible hours or unlimited time off or remote work by choice, but it doesn’t work for everyone.

The key is to find a balance between the office discipline and flexibility of remote working. Organisations need to get creative in ensuring employees enjoy working at the office and find it a welcome change.

Terri Foulston

Global Talent Director, Alcumus

I think there are two ways of looking at this question- what works best for the business, and what works best for the individuals- and there likely isn’t a one-size-fits-all answer.

In my experience, flexibility within your flexible working policy is the best solution- i.e. a set of guiding principles that empower managers and their teams to agree on a local level what works best for them and the customers they service.

My advice to managers would be to start from a position of trust and be really clear with expectations. Deal with the small percentage of people who may abuse this trust on an individual basis, rather than building a policy and approach around these people.

Sebastian Pampanini

Director Of Operations / Talent Resourcing at DiverseJobsMatter

Ultimately, the primary word employers and workers turn to when discussing the hybrid model of office working and home working is ‘flexibility. That working from home or at least having the option has provided innumerable benefits such as saving money on travel, food, and clothing and not having to pay for childcare provisions. 

However, workers have a diverse range of conditions and requirements concerning work, which are significant to address, particularly social care and child-rearing.

With an array of working circumstances, it is safe to say that there is no one universal model for deciding which model is best. Regarding childcare, female leaders and women’s groups have pointed out that the model of hybrid working may be precarious for working mothers, mainly if they are single mothers having to juggle childcare and working simultaneously. 

Yet, there may be more benefits, as parents/ guardians may have an opportunity to be more involved with child-rearing, education, and development. In this regard, some parents will not have to battle a trade-off between working and child- care. 

Yet, in this hybrid working model, women may burden the majority of childcare, so whilst they may not entirely have to give up working, they may have to compromise with lesser working hours and or more strained working conditions compared to their male counterparts. Though this may model and pattern may be different with couples from the LGBTQIA+ community.

Moving forward, picking a single working model may be an overly streamlined and ‘one size fits all approach that will not be widely applicable to people of different genders, sexualities, cultures and family, health, and care commitments. 

Rather than assuming if there is one approach that unilaterally presents the best model for working, an organisation or company may have to decide, depending on their number of employees and other exogenous factors, what the practical implications of each model would be be on work output.

Raf Uzar

Head of Communication & Development, Penteris

Unlocking Hybrid

The key to unlocking “hybrid” is understanding the real reason for wanting to implement it. Are we offering a hybrid working arrangement to pay lip service to a growing swarm of irritated employees demanding more flexibility or are we genuinely interested in providing staff with the opportunity to mould and shape their working environment?

Chicken Soup

This dynamic – between the employer and employee – is fundamental to planning for a labour market trend that is now being dubbed “The Great Resignation” (or “The Big Quit”, if you prefer). Four million Americans decided to leave their jobs in September 2021. More pertinently, recent 2021 Gallup research suggests that 48% of working Americans are actively job-hunting; according to the Microsoft Work Trend Index for 2021 this figure is as high as 54% for Generation Z. Similar trends can be seen worldwide.

Peeling back the layers of the Great Resignation reveals (amongst others) two reasons for its genesis: 

(1) employees are not adequately supported; and 

(2) employees crave more flexible working hours. 

Tackling one without the other is like trying to treat an infectious pandemic-like virus with hot chicken soup – it may make you feel better but it won’t solve the problem.

Read the full article to find out more about a Strategic Plan 

While there are many working models available, with their relevance depending on the nature of work, we conclude that companies able to offer their employees hybrid models of working, combining working from home and working onsite, are providing the optimal work conditions for their employees in the current climate, and for the foreseeable future.

Hybrid working: how to make it work for your organisation

Unlocking Hybrid

The key to unlocking “hybrid” is understanding the real reason for wanting to implement it. Are we offering a hybrid working arrangement to pay lip service to a growing swarm of irritated employees demanding more flexibility or are we genuinely interested in providing staff with the opportunity to mould and shape their working environment?

Chicken Soup

This dynamic – between the employer and employee – is fundamental to planning for a labour market trend that is now being dubbed “The Great Resignation” (or “The Big Quit”, if you prefer). Four million Americans decided to leave their jobs in September 2021. More pertinently, recent 2021 Gallup research suggests that 48% of working Americans are actively job-hunting; according to the Microsoft Work Trend Index for 2021 this figure is as high as 54% for Generation Z. Similar trends can be seen worldwide.

Peeling back the layers of the Great Resignation reveals (amongst others) two reasons for its genesis: (1) employees are not adequately supported; and (2) employees crave more flexible working hours. Tackling one without the other is like trying to treat an infectious pandemic-like virus with hot chicken soup – it may make you feel better but it won’t solve the problem.

Strategic Plan

Creating an environment conducive for hybrid working must go hand-in-hand with supporting employees. The UK’s CIPD (Chartered Institute for Personnel and Development) posits seven strategies to make hybrid working successful and also create an employee-support culture. This includes the need for organisations to:

(1) Develop the skills and culture needed for open conversations about wellbeing:

  • Upskill managers to discuss wellbeing confidently
  • Create an organisational focus on wellbeing

(2) Encourage boundary-setting and routines to improve wellbeing and prevent overwork:

  • Establish boundaries and routines – and monitor them across the team
  • Take breaks between video calls
  • Notice signs of overwork

(3) Ensure effective coordination of tasks and task-related communication:

  • Set clear objectives
  • Calibrate the frequency of task-related communication
  • Develop more deliberate task-related communication

(4) Pay special attention to creativity, brainstorming and problem-solving tasks:

  • Take time to explore the functionality of the technological solutions
  • Identify which tasks are more effective face-to-face

(5) Build in time – including face-to-face time – for team cohesion and organisational belonging:

  • Creating common purpose across the organisation
  • Building personal and team relationships online
  • Building in face-to-face time, post-pandemic
  • Timetabling co-located working within teams

(6) Facilitate networking and inter-team relationships:

  • Create opportunities for co-working with other teams
  • Encourage inter-team relationships and networking at the organisational level

(7) Organise a wider support network to compensate for the loss of informal learning:

  • Recognise the points when learning needs are more intense
  • Organise more structured development opportunities.

Planned Process

It is also practical to create “wellbeing champions” or “hybrid guardians” whose role it is to take responsibility for these strategies and help roll them out. However, a word of caution – getting to the nitty-gritty, for example, of who works online, with whom, and for how many times a week needs to be preceded by a detailed review of the current status quo and what should follow next:

  • What do we wish to achieve through hybrid working?
  • Where are we right now in the process?
  • Which skills and tech tools are needed to facilitate the implementation of a truly hybrid ecosystem that is inclusive of both online and offline employees?
  • Who are the key stakeholders that will lead, influence, and implement the hybrid skills rollout?
  • What kind of data will help us monitor the effectiveness of hybrid working?
  • When does implementation take place and how often does monitoring occur?

Taking a ‘quick-fix’ approach and offering an abundance of new apps without walking through the above process will certainly not cut the mustard. This invariably causes chaos rather than cultivate camaraderie.

Successful Hybrid

A questionnaire or conversation can help gauge the sentiments of staff but it can also be a useful tool in clarifying the legal implications of hybrid working, suggesting possible policies and procedures, and sounding out plans and preparations. Keeping the channels of communication open between employer and employees throughout this process is not only a wonderful opportunity to build trust but can be key to repairing any disconnect that has built up in recent months.

There is no best model for hybrid working, no off-the-peg solution. Every organisation should adopt a system that seeks to support its own particular blend of personnel, tailoring hybrid to its own team’s needs. Some companies require a greater mix of online, some require greater monitoring, and not every team member is ever alike.

Although the challenges facing companies are often different, experience and research has informed us that hybrid working done well leads to an increase in wellbeing, an improvement in inclusion, and an uptake in collaboration and upskilling. So when do we start?

Raf Uzar

Head of Communication & Development, Penteris