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What Jobs Are In High Demand?

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Since the pandemic began in March the UK jobs market has changed substantially, take a look at what this means for recruitment and occupational shortages and what jobs are in high demand.

Before the pandemic began, a report from Luminate, Skills shortages in the UK 2019/20, which takes its data from the Employer Skills Survey (ESS) 2017, stated that a third of vacancies (33%) in the UK were considered hard to fill. Vacancies are often hard to fill due to a lack of required skills, qualifications or experience among applicants.

What sectors has COVID-19 affected?

The graduate labour market has suffered significant damage, particularly in the arts – but things are far worse for non-graduates. Many key graduate employment sectors – in health, social care, IT, business services – have been much less affected than other areas of the economy. And it’s notable that many vacancies that were hard to fill before the pandemic is in that group. Of the top five graduate professions for the number of hard-to-fill vacancies only HR and recruitment has clearly seen a very serious fall in demand. Nursing, medicine, IT and housing/welfare are all still in demand.

What about the future?

There’s still a way to go before we can be completely clear about the effects of the pandemic, but many businesses are thinking hard about their future skills needs.

PWC observe that the Local Government Association estimates that the ‘low carbon workforce’ will treble by 2030 and that demand for digital skills and transferrable skills such as creativity, critical thinking, interpersonal communication skills and leadership skills will also become more important as technology advances and virtual working becomes a lot more common.

Hard-to-fill and skills shortage vacancies

The report highlighted the professional level occupations, which were reported by employers to have experienced the most vacancies during the survey. ‘Professional level’ means managerial, professional and associate professional roles. Nursing came top of the list, followed by HR and industrial relations professionals, business sales executives, welfare and housing associate professionals and IT user support technicians.

The report also demonstrates that despite thousands of graduates entering the job market every year employers still find certain positions difficult to fill. An employer reported a vacancy as hard to fill if they found it difficult to recruit for, for any reason. The largest number of hard-to-fill vacancies were:

  • nurses
  • programmers and software development professionals
  • human resources and industrial relations officers
  • medical practitioners
  • welfare and housing associate professionals.

Design engineers, accountants, marketing associate professionals and vets also made the list.

Vacancies that recruiters find hard to fill due to a lack of relevant skills, qualifications and experiences are often referred to as ‘skills shortage vacancies’. Similar to the hard to fill list graduate jobs that experience the most skills shortage vacancies include nurses, programmers and software development professionals and business sales executives. However, unlike the hard to fill list teaching and other educational professionals, finance and investment analysts and advisers and graphic designers also feature.

According to the report, the following industries are also in high demand:
  • architectural and engineering activities
  • computer programming and consultancy
  • education
  • employment and HR
  • financial services
  • human health activities
  • legal and accounting services
  • office administrative, support and business activities
  • public administration and defence
  • residential care activities
  • retail trade
  • social work.
Occupational shortages by region

The UK is not one homogenous labour market and workers are not infinitely mobile, therefore local shortages exist.

In the East Midlands, like in most regions, nursing has the most hard-to-fill vacancies. However, draughtspersons and product and clothing designers are particular to the region. The East of England has the longest list of shortage occupations and these include medical practitioners, nurses, design and development engineers, veterinarians and business executives.

With a large and business-oriented labour market, it’s unsurprising that London’s appetite for business support professionals in IT, recruitment, consultancy, law, sales and marketing is reflected by shortages in these occupations.

The top four shortages in the North East include nurses, medical practitioners, human resources and industrial relations officers and programmers and software development professionals. The region also struggles to recruit graphic designers.

The North West has more hard-to-fill vacancies in sales than any other. It also has one of the most serious shortages of nurses, recruitment professionals, housing professionals, youth workers and accountants.

The South East has a strong graduate labour market. However, the region has the largest number of shortages in the UK in nursing, IT support, insurance and housing.

Solicitors and legal professionals are in particularly short supply in the South West. Other shortage occupations include medical practitioners and programmers and software development professionals.

There are notable engineering shortages in the West Midlands. Sales staff, nurses and human resources and industrial relations officers are also in short supply.

Yorkshire struggles to recruit electrical engineers, IT operations technicians and child and early years officers. Marketing associate professionals are also hard to find.

 

Why vacancies are hard to fill and in high demand:

Skills shortage vacancies frequently occur at a managerial level, with candidates often failing to demonstrate sufficient work experience. 43% of ESS respondents said that managerial positions were hard to fill due to a low number of applicants with the required skills. 29% cited a lack of required work experience, while 19% blamed a low number of applicants generally.

Professional-level jobs also show a similar pattern, although there are fewer issues with insufficient experience and more with applicant shortage. Competition from other employers and lack of interest in these types of roles also played a part. 46% of employers said that candidates for professional roles lacked the required skills, 28% said that a low number of applicants generally made these types of roles hard to fill.

When asked what skills were particularly hard to obtain for managerial jobs, over half of employers found it hard to recruit applicants with a demonstrable ability to manage. 67% of employers said it was hard to obtain specialist skills and knowledge related to the job, while 52% found complex problem-solving skills to be particularly scarce. Knowledge of products and services and of how an organisation works also proved elusive. Soft skills that were lacking included managing and motivating staff, influencing others and the ability to manage own time and prioritise workloads.

When recruiting for professional jobs specialist knowledge was again the hardest skill to find. Advanced or specialist IT skills and complex numerical or statistical skills were also hard to come by. Applications for professional roles also lacked evidence of the following soft skills – ability to manage own time, motivating other staff and customer handling skills.

We understand that it is a competitive marketplace when trying to attract the top talent to your business or organisation. As a specialist recruitment agency, we only work with top-level professionals that want to make a difference and add value to your organisation. If you require support with recruiting top talent to your business or changing career please get in touch to find out how we can help.

 

-Prospects

Top Strategic Technology Trends for 2021

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Gartner produces one of the most comprehensive lists of the trends that CIOs and other senior executives should be paying attention to. This year, Gartner vice president Brian Burke presented the Top 10 strategic technology trends for 2021, grouping the main trends into “people centricity,” “location independence,” and “resilient delivery.” People centricity carries over from last year’s list but you can certainly see the increased emphasis on location independence and resilient delivery as a reaction to the pandemic, something no one saw a year ago.

Burke said 2020 has seen huge upheaval driven by the pandemic and its related economic impacts, and this sets the stage for a major change in the IT landscape. “CIOs must now strive to rapidly adapt to changing conditions to compose the future business. This requires the organizational plasticity to form and reform dynamically as business conditions change.”

 

People centricity highlights the way technology impacts stakeholders across the ecosystem, focusing on how people’s behaviors, experiences, and privacy will change. Location independence recognized that employees, suppliers, and customers can be anywhere and that the pandemic has accelerated the use of remote channels. Distributed cloud, anywhere operations, and new security paradigms drive this theme. Resilient delivery creates a technology organization that can rapidly adapt to overcome new challenges and support new operations. This includes creating a composable business architecture (which was the theme of this year’s IT Symposium/Xpo conference keynote), supported by AI engineer and hyperautomation technologies.

Note this list is separate from Gartner’s top predictions.

The top strategic technology trends for 2021 are below.

People Centricity

  1. Internet of Behaviors

Within the people centricity label, Burke started out by describing the Internet of Behaviors, which he said combines existing technologies that focus on the individual directly – facial recognition, location tracking and big data for example – and connects the resulting data to associated behavioral events, such as cash purchases or device usage.

He talked about how our ability to capture behaviors has improved, and we now can process behavioral events to do things such as measure driving performance to change insurance rates, or to create credit scores. He noted that while more things based on events are technically possible, there will be extensive ethical and societal debates about the different approaches employed to affect behavior.

By the end of 2025, he said, over half of the world’s population will be subject to at least one Internet of Behaviors program, whether private, commercial, or governmental.

 

  1. Total Experience

Burke said the second trend is “total experience,” which builds on last year’s “multi-experience” trend, talking about how organizations need a strategy that connects customer and employee experiences. This includes a range of interlocked experiences from the actual user experience of the product to interaction, participation, and advocacy.

He said Gartner predicts that by 2024, organizations providing a total experience will outperform competitors by 25 percent in satisfaction metrics for both customer and employee experience.

 

  1. Privacy-Enhancing Computation

Privacy is becoming a bigger issue, and new regulations will force organizations to be more concerned about privacy protection. Burke discussed new methods for delivering privacy such as differential privacy, homomorphic encryption, and trusted execution environments now offered on some CPUs and by the major clouds. He talked about being able to do things such as search on encrypted data; and protecting data when outsourced providers are using it or when sharing with untrusted partners.

Gartner believes that by 2025, half of large organizations will implement privacy-enhancing computation for processing data in untrusted environments and multiparty data analytics use cases.

Location Independence

  1. Distributed Cloud

New regulations, data residency requirements, and technologies such as edge computing are beginning to move many workloads away from central clouds to a more distributed environment. In this process, computing takes place at different physical locations, while the operation, governance, and evolution of the services remain the responsibility of the public cloud provider. Today we’re already seeing the big cloud providers creating “edge clouds” designed for Internet of Things (IoT) application, he said, with other models such as a metro area community cloud, 5G mobile edge cloud, and network edge cloud emerging.

He said there will be two paths for organizations to get there—one in which all the services are part of a single ecosystem, which typically includes the most features and integration; or portable applications and services, which gives you more ability to use different providers but typically offers fewer features.

Gartner says that by 2025, more than half of organizations will use a distributed cloud option at the location of their choice, enabling transformational business models.

  1. Anywhere Operations

In the new world, organizations have customers everywhere, employees everywhere, and a variety of services that again can be anywhere. Burke said we need an IT operating model that embraces remote operations and things such as virtual delivery. The key ideas here, Burke said, are digital first, remote first; digitally enhanced physical spaces, and distributed business capabilities.

By the end of 2023, Gartner predicts 40 percent of organizations will blend virtual and physical experiences leading to increased workforce productivity and customer reach.

 

  1. Cybersecurity Mesh

Burke noted that most organizational assets are now outside the traditional physical and logical security perimeters. Therefore he said, we need a “cybersecurity mesh” that enables anyone to access any digital asset securely, no matter where the asset or person is located. This would decouple policy enforcement from policy decision making via a cloud delivery model and allows identity to become the security perimeter.

 

Gartner predicts that by 2025, the cybersecurity mesh will support over half of digital access control requests.

Resilient Delivery

  1. Intelligent Composable Business

Recapping some of the theme’s from the conference’s keynote at this year’s IT Symposium/Xpo conference, Burke talked about the importance of having an intelligent composable business that radically re-engineers decision-making by accessing better information and responding more nimbly to it. He discussed how data, analytics, or applications need to work together to create more plasticity, and how organizations will need a data fabric and an application composition platform.

By 2023, Gartner predicts that organizations that have adopted a composable approach will outpace the competition by 80 percent in the speed of new feature implementation.

  1. AI Engineering

Gartner research shows that only 53 percent of projects make it from artificial intelligence (AI) prototypes to production. To create sustainable AI operations at scale, Burke said organizations will require AI engineering, which he said is based on three pillars: development operations (DevOps), model operations, and data operations. He said organizations should use DevOps principles to develop Ai projects more collaboratively, getting all the stakeholders involved; and said they must design these projects with more governance, and more explainability upfront. He said AI will improve over multiple disciplines, including Model Ops, compositive AI, and generative AI. Together, this will allow CIOs and developers to create AI models faster, and these models then to evolve dynamically.

By 2023, Gartner predicts at least half of IT leaders will struggle to move their AI predictive projects past proof of concept to a production level of maturity.

  1. Hyperautomation

Business executives are demanding excellence in digital operations and this is driving a need for automation, Burke said. This manifests itself in increasing requests for speed, efficacy, and capacity, which requires intelligent automation. This has been trending for a while, but the pandemic heightened demand with the requirement for everything to be “digital first.”

 

By 2024, Garter says organizations will lower operational costs by 30 percent by combining hyperautomation technologies with redesigned operational processes.

  1. Combinatorial Innovation

These were the main themes, and Burke concluded by talking about how “these trends combine and reinforce one another to create the digital world.” CIOs should explore combining these trends to lower costs and create value, and make it a strategic priority to improve the plasticity of business models and their supporting IT technology.

 

 

uk.pcmag.com

4 Technical & Transformational skillsets in high demand

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Businesses digital transformation requirements have accelerated with the additional demand on technology due to current circumstances. Technical and Transformational skillsets are highly sought-after now more than ever. With any change you will need people who can play various critical roles and keep your business operational, relevant and accessible. Digital transformation is about more than the technology needed to create the transformation: In fact, the technology typically takes a back seat to the other capabilities needed to make your digital transformation a success.

So, with regard to building your team, you may need to think outside the box, moving beyond the typical IT talent pool and skillsets. Building out a team of people who can flex their technical muscles when needed but can also pivot to call upon their non-technical expertise will help your organization meet the growing digital demands of IT and the business.

As a business or hiring manager focus on the areas that enable people and processes to accelerate your company’s strategy. Lead in areas such as enterprise service management, IT branding and communications, technology business management, digital adoption, and change management – all of which require skills beyond the purely technical. Likewise, other areas of your team could expand into roles including, digital solutions consultants, delivery managers, and process improvement/automation specialists.

 

4 skillsets that are in high demand

So what should you be looking for, besides the requisite (and important) technical skill sets? Consider the kinds of people listed below – and don’t be afraid to bring people onto your team who don’t have a traditional IT career path. Folks who have not spent their whole career in IT can add some unique perspectives and take the team in directions not previously considered.

Consider how potential team members could play these roles in your organization:

1. Connectors

It goes without saying that the IT team of the 21st century must be able to work with its partners across the business. But looking for connectors means finding those people who not only are good with people but also can make connections across the organization.

Connectors know people as well as the work that is happening across the organization.

They are tuned in to what is happening, not only in IT but also in other areas of the business. They know people as well as the work that is happening across the organization. They know if an initiative in IT for the finance team is related to an initiative in another area of IT supporting the sales team – and they know the people to talk to in order to make the connections.

2. Challengers

Challengers are the people who help us ensure we are doing our best work. They think critically about the path forward and are not afraid to challenge the status quo. This is different from someone who always questions things and puts up roadblocks: Challengers think strategically about the path forward and ask the “what if” and “why not” questions that are critical to any transformation.

3. Agilists

While traditional agile methodologies are important in transformation activities, an Agilist in this context is someone who can adapt to changes and unexpected turns. By definition, transformation is “a thorough or dramatic change in form or appearance” – so successful digital transformation efforts must include people who can recognize the need to change direction and quickly pivot to the new plan. They model how to effectively respond to change and will help others adapt as well.

4. Navigators

If we need to change course, navigators ensure we adjust our GPS settings to account for the re-routing across all aspects of the initiative.

Digital transformation by its very nature can be a bit chaotic and can veer into the tendency to chase the next “bright shiny object.” Navigators define the route and help keep the ship headed in the right direction; they remind us where we are trying to go and the path we agreed to take. And if we need to change course, they help us ensure we adjust our GPS settings to account for the re-routing across all aspects of the initiative.

As the IT landscape continues to evolve, how we support and partner with the business will continue to evolve as well. Focusing on both technical and transformational skillsets in your business will set the stage for success today and in the future. For more information on how to hire digital experts for your business or find a job that will challenge you, please get in touch.

5 Top Tips For Attracting And Retaining Top Talent

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Attracting and retaining top talent is imperative for any company. Employees are also brand advocates and most want to feel that they are making a difference. Creating the right environment for skill sharing and growth can cultivate the essential motivation to deliver excellent work. To support this, employers need to have the right recruitment and retention plan in place with a focus on ‘what are the needs of the employee’.  

 

Below are some top tips on attracting and retaining top talent:  

 

1. Make the application process easy 

When it comes to recruiting the best talent, businesses should focus on how they can create a positive experience. Is the application process well planned, easy to use and communication back and forth fast? Do you have your interview process in place, what are your core interview questions and who will be involved at various stages of the process?

The hiring process is time critical and we have seen many businesses lose out on some excellent people because they weren’t prepared enough or were to slow to respond to applications.  

 

2. Be a Mentor

Employees who are just starting out want to ensure they are doing things right or have chosen the right career/business. Therefore, a mentoring/buddy program should be created, this is where employees can discuss their progress and any other concerns they might have. Senior employees would also highly benefit from something like this, so schedule monthly meet ups or luncheons where everyone can network, share stories, strategies and advice on dealing with other business challenges.   

 

3. Offer Independence and flexibility 

Some potential employees are attracted to roles that offer them flexibility and the chance to build their own confidence and learning. Offering independence can be a positive form of motivation for some employees as they can focus on ‘business outputs’ and not just ‘time inputted’. Offering remote working options can also be a huge benefit as it opens up a bigger talent pool that isn’t based on office location.  

 

4. Outline Career Progression 

Active candidates want to know if the role they are applying for will offer them the chance for growth.  Be prepared as hiring managers to talk about the short- and long-term plans of the business.  Offering an attractive career path to potential employees is important, this will support retention and business goals. 

 

5. Lifelong learning  

With technology and the world constantly changing, it is important that employees’ skills are up to date. Any necessary training for employees can be done formally or online through certifications. Other possibilities include time off to attend relevant events such as conferences or training events that give new insights into your industry. 

“Train people well enough so they can leave, treat them well enough, so they don’t want to”. R.Branson

 

Hiring managers and business owners should focus on continuous improvement through up-skilling and digital transformation. For more information on how to recruit and retain top talent you can download our free e-book.

What Is Digital Transformation, And Why It’s Important For Your Business?

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What is Digital Transformation? 

Digital transformation marks a radical rethinking of how an organisation uses technology, people and processes to fundamentally change business performance. The result is an elemental change as to how a business should operate and how they can continue to deliver value to customers. As well as that it can also be described as a shift in how organisations think, and can lead to letting go of traditional well-known business practices and introducing new streamlined, efficient, adaptable and accessible practices.  There are a variety of other definitions for Digital Transformation of course. Agile Elephant highlights the ways businesses will need to rearrange current practices, different ways of thinking, leadership, and why there is a need to incite innovation and improve all forms of customer and employee experience. 

COVID19 has also disrupted the working environment and presented new challenges for employers. Digital Transformation however has helped overcome these obstacles and bring new processes that will improve on outdated ones leading to more efficiency in businesses. Remote working is also a huge change instigated by the outbreak, but it has the potential with the right investment of technology to help businesses become more agile and provide employees with other flexible options.

 

Why is Digital Transformation Important?      

Undertaking Digital Transformation for a business is necessary to survive and thrive in a constantly changing digital landscape.  Businesses are taking this on board and are making it one of their top their priorities, it is no longer a suggestion for the future or one to sit on the back-burner. It is predicted that global spending on the practices for Digital Transformation will be $1.97 Trillion, that is according to the IDC. They also predict that digital transformation investment will steadily build with a compound growth rate of 16.7% between 2017 and 2022.       

Further predictions also mean that by the end 2020, digital strategy will and should delegate a capital budget of at least 10% of your business. This indicates the need to develop, and digital transformation as a vital investment. When it comes to digital investment, companies are planning to increase their investments by up to 75% during the period of the next 12-18 months. There is also a huge focus on data visualisation and machine learning.  

The vital move for businesses now is speed, as companies all seem to be at different places in the digital transformation process. IT Leaders must work fast to prove that digital transformation will lead to increased efficiency for the whole company. 

 

Digital Transformation Frameworks    

The level of Digital Transformation required will vary within each organisation. However there are some recurring themes within current frameworks and case studies. These are frameworks that all businesses should research further as they begin the process of transformation. Factors that are often mentioned include but are not limited to:

  • Strategic Objectives
  • Operational Excellence
  • Operations Architecture
  • Business Case Development
  • Solution Selection

Making Digital Transformation a Reality: Connecting CEO Vision ...

Successful organisations operate with a clear business direction, using a vision, roadmap and framework that define the way forward. Without these crucial strategic instruments, businesses would focus only on solving today’s problems and fail to create continuous value. But does your organisation have a clear digital strategy? The answer, most likely, is “no.” This has created an untenable situation for many companies, considering that IT is increasingly interwoven into the very fabric of most businesses, markets and societies.  

New digital solutions offer an opportunity to improve how organisations compete and create a foundation for outperforming rivals near and far. A white paper from Cognizant introduces a framework that organisations can use to develop a digital vision and build new business models based on digital opportunities. They have provided examples of organisations that have disrupted their industries by rethinking their approach to doing business, and recommended various approaches to jump-starting your organisation’s digital journey. 

 

Leading a Business Transformation  

In order for a business to continue to deliver exceptional customer experience and exceed expectations, CIO’s are now working alongside key executives and making new beneficial decisions. These are changes that include re-skilling employees, starting up innovation labs and beginning experimentation’s with new technologies. 

When embarking on implementing digital solutions within your business the key question to ask should be; what are the intended business results you want to attain and what experience do you want your customers to have? From here it begins with these outcomes, the business models you are pursuing and basically working backwards from that point.  It is imperative to understand your customer journey map and lifecycle.

Source Picture: Campaign Monitor 

Customer Journey Mapping Will Improve Your Company's Bottom Line ...

3 Top tips  to help Transform your business:

Have a set list of objectives: Define a clear strategy and plan. Find out what you want your business, employees and customers to experience. Where are the pain points or bottles necks with your business and how can you introduce technology to solve these problems. 

Welcome an adaptive design approach: Adaption is a huge part now of the digital transformation process with focused KPIs now outdated. Being adaptive in design will allow for CIOs to make changes quickly. Successful transformations are a result of being adaptive. Business leaders who reported success were those who were likely to look at monthly changes to their overall strategy. 

Adopt agile execution. Encourage risk taking, enabling even lower-level employees to make decisions, fail fast and learn.  

 

Key Digital Transformation Roles  

While emerging tech and revamped processes are crucial, it is also important that you have the right staff staff in place to lead your business through the transition.  

Software engineers, cloud computing specialists and product managers remain key roles for companies seeking to roll out new products and services. DevOps leaders galvanize software development by merging development with operations, enabling companies to continuously iterate software to speed delivery.

Also, in high demand are data scientists and architects as companies want to extract trends and insights from a vast array of data. Digital transformation also lean increasingly on machine learning and artificial intelligence.

IT departments are also in need of a variety of expert roles when executing a digital transformation plan for a business. These roles include UX designers, digital trainers, writers, business analysts and workplace technology managers. For further insight into knowing who your key players are check out: 4 critical roles for digital transformation

 

What next…

Digital transformation has revolutionised and changed operations in all the key areas of businesses. Traditional business practices will become outdated and will need to be replaced with new efficient practices that will improve ways of thinking and experiences. This kind of transformation is important as businesses that do not adapt to this new transformation could be putting themselves at a disadvantage.  

If you would like to find out more information on digital transformation and how it could impact your business or career, please get in touch with one of our digital experts. 

 

5 Top Tips To Help You Work From Home

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With the current situation of COVID19 working from home is becoming more of an option for businesses that can offer this as an alternative. Yes you will be working away but that does not mean you cannot use this spare time to your advantage. This time can also be used to explore other pursuits. You get to spend more time with family and partake in fun-filled activities say for example baking or arts and crafts. The chance is also there to take up a new hobby or re-evaluate your career. Working from home can also be beneficial in helping to maintain both your physical and mental well-being in this current situation. To help you here are some valuable hints and tips that will ensure you can still work from home and look after yourself and your family.

  1. Scheduling

Plan out the days ahead, allow for some flexibility as we know family commitments may change. Plan each day out so time can be divided between family/children and work tasks.  Establish some form of routine to delegate your time over the next few days/weeks.

  1. Stay in contact via online platforms

To ensure you feel connected to your work buddies you can join google hangouts, outlook team or an alternative platform so you can still feel part of the organisation while you’re at home.

  1. Home Workouts

Just because you’re at home does not mean you cannot keep active. You can still get those steps in and keep your pulses racing. There are plenty of home workouts available online via YouTube for you to try out. One we would recommend is this Home Workout with Joe Wicks where you can stay fit and healthy with HIIT workouts for only 20 Minutes a day. Check out Joe’s YouTube channel for further home workout videos.

  1. Activities for the kids

There are plenty of resources both online and offline to keep the kids occupied at this time.  There are also many online resources to help upskill your family and also guided learning video to allow you to get a much needed breather or cup of coffee.  Check out the list below:

  • Kahn Academy https://www.khanacademy.org/
  • Especially good for Maths and computing for all ages but other subjects at secondary level. Note this uses the U.S. grade system but it’s mostly common material

 

  • BBC Learning http://www.bbc.co.uk/learning/coursesearch/
  • This site is old and no longer updated and yet there’s so much still available, from language learning to BBC Bitesize for revision. No TV Licence required except for content on BBC I-Player.

 

  • Futurelearn https://www.futurelearn.com/
  • Free access to 100’s of courses, only pay to upgrade if you need a certificate in your name (own account from age 14+ but younger learners can use a parent account)

 

 

  • OpenLearn https://www.open.edu/openlearn/
  • Free taster courses aimed at those considering open university but everyone can access it. Adult level, but some e.g. nature and environment courses could well be of interest to young children.

 

 

 

 

 

  1. Be Healthy

Of course it still important to try and maintain a healthy lifestyle and make sure you are on a healthy diet (Yes all those green things). Prepare healthy wholesome dishes for the whole family. There are plenty of recipes and tutorials online. A healthy diet will help keep a strong immune system. Also don’t forget to stay mentally healthy and stay in regular contact with those friends and family you may not be able to see face to face over the coming days and weeks.

While we navigate through this uncertain time we can still stay connected, have fun and keep our businesses running. Also now more than ever is a good time to reevaluate your career options. To have a confidential chat with one of our consultants please click here to find a time that suits you.

 

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