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Wellbeing, diversity and inclusion are all hot topics, and something companies are often seen to advertise and promote. But amidst a lot of positive and thoughtful changes, there has also been a rise in “wellbeing washing”. What is “wellbeing washing”? "Wellbeing washing" is a term used to describe when companies claim to prioritize employee or customer well-being without actually implementing substantial changes or improvements in that area. It's similar to the concept of "greenwashing," where companies claim to be environmentally friendly without actually taking concrete steps to reduce their environmental impact. “Wellbeing washing” can involve making surface-level changes, such as offering wellness programs or creating marketing campaigns that emphasize well-being without addressing the underlying issues that impact employee or customer well-being. For example, a company might offer a meditation program for employees to reduce stress levels, but at the same time, they could be overworking employees, creating a toxic work environment, or offering inadequate compensation and benefits. The term "wellbeing washing" highlights the need for companies to be genuine in their efforts to promote well-being and to back up their claims with concrete actions. Companies that engage in wellbeing washing risk damaging their reputation and losing the trust of their employees and customers. But why would companies and businesses do this? Companies engage in "wellbeing washing" for a variety of reasons, including their public perception and their recruitment efforts. They may be concerned about their public image and believe that emphasizing their commitment to employee or customer well-being will improve their reputation. By promoting their well-being initiatives, companies may hope to be viewed as socially responsible and caring. Companies may also use wellbeing initiatives as a way to attract and retain talented employees. In a competitive job market, companies may see wellness programs and other well-being initiatives as a way to differentiate themselves from other employers and create a more desirable work environment. However, it's important to note that engaging in "wellbeing washing" can ultimately be counterproductive for companies if they don't follow through on their promises and take real action to improve employee and customer well-being. In the long run, genuine commitment to well-being is more likely to lead to positive outcomes for both the company and its stakeholders. So how can candidates avoid “wellbeing washing”? Do your research! You can research the company's reputation and track record regarding employee well-being, and check online reviews and ratings from current and former employees. Have a look for news articles or other sources of information that may shed light on the company's culture and practices. We also advise candidates to ask questions – interviews should be a two way process. As much as interviews are an opportunity for employers to assess whether a candidate is right for their organisation, they are also an opportunity for candidates to assess whether an employer or organisation is the right environment for them. During the interview process, try to ask specific questions about the company's well-being initiatives, such as what programs are offered, how they are implemented, and how success is measured. Asking for examples of how the company has improved employee well-being in the past can also be helpful. Transparency is a also a great indicator of intentions - genuine well-being initiatives are typically transparent and clearly communicated to employees. Candidates can look for evidence that the company values employee feedback and involves employees in the development and implementation of well-being initiatives. And last but not least – trust your gut! Trust their instincts and pay attention to any red flags or warning signs that a company may not be genuinely committed to employee well-being. If something seems too good to be true, it probably is!

Are you looking to change career path to Product Management? So you want to get into Product Management, but the pre-requisite is anywhere from 1 – 3 years of experience… Experience that you don’t have right now, because the roles that you need in order to build the experience, all want someone with experience. Sound familiar? We often hear this kind of frustration from candidates, and it’s a common theme. But how does one break through this cycle? We reached out to our network, and asked some Senior Product Management professionals what their experience has been like, and how they approach hiring for their own teams. Which roles can evolve into Product Management? There are a number of sectors that involve transferable skills that lend themselves to Product Management, including Marketing, Operations, E-commerce, Data and Analytics, to name a few. Nick Falkowski, Product Director at Trustpilot shared that “someone with practically any career path can successfully move into Product Management. It is really more about the individual, what motivates and excites them, and the impact they want to have in their professional life…before I worked in Product I worked in a variety of different roles, including things such as sponsorship sales, project management, and as an editor for a technical book publisher. Another great head of product I worked with was previously a solicitor”. Joe Tarragano, Chief Product Officer at Evri answered that very few people begin their careers within Product Management, but the behaviours, mindset and an ability to learn will help someone transition. He said “Product folks have a broad remit and a wide perspective and set of skills, so if someone comes with some background in any of ‘desirability, viability or feasibility’ that can help, but it’s much more about how they approach the role.” Another Senior Product Manager we spoke with had a background in data and analytics, UX, marketing and ecommerce. They said it can be difficult to find an entry point, but highlighting where your current role overlaps with the product function and demonstrates that you have transferable skills should make it easier. So moving from another industry isn’t the issue, but core characteristics does someone need to begin their Product Manager career? Skills, Behaviours and Experience Coming from a pathway overlapping with Product Management, would make it easier for hiring manager’s to consider your application, but there are also certain Skills and Behaviours that can really make your application stand out. Nick states the mindset is key to moving into product management with 4 key traits: 1. Having a genuine interest in customer perspectives and experiences 2. Understanding how businesses make money from addressing their customer’s needs 3. How the business improves addressing these needs 4. Exploring initiatives and approaches that drive excellence Adapting to an environment of constant learning, validation, and iteration means the job is never done and there is always room for further growth and development. A Product Manager should have a natural curiosity and willingness to learn, as every business has different requirement and problems to resolve. However one of the obstacles that needs to be overcome is changing your mindset. Working within an Agile environment and focussing on “outcomes over outputs” is what some professionals struggle to adapt to. Joe elaborates further on this point further stating, “It’s harder if they’ve spent years working in a waterfall way, in a risk averse, hierarchical environment”. People moving in to Product Management careers should be open to failing, know they don’t hold the answers, and are curious & experimental. Hiring managers are looking for intelligence, energy and curiosity as Product Management can be a demanding career path, but working within a challenging and constantly evolving career path is usually what has attracted someone to explore this career path. Entry Point When moving career into Product Management, it can sometimes mean taking a lateral move, or even starting within a more junior position. Senior will be expected to jump straight into the deep end, with little time to adapt. Before looking to move into the Product Management career path, all the professionals we spoke with recommended, building your knowledge and understanding of Product Management. Nick recommends doing research and reading to build an understanding of what Product Management involves. He suggests starting with Sprint by Jake Knapp to understand the ideation process and how product approaches can help solve key customer and business problems. The second book he recommends is Agile Product Management with SCRUM by Roman Pichler for a better understanding of the technical process, key roles, and ceremonies involved in Product development. Another Product Manager completed a Product Management course with General Assembly. Joe mentioned courses such as “MindTheProduct”, “Product Talk” and “Product That Counts”. He recommends people to read books about Product Management and listen to podcasts, but not to get hung up on theory. He says many professionals struggle to marry the “theory with the practical realities of how to get things done. So don’t be too evangelical & dogmatic and always stay pragmatic”. Summary There is a high demand for Product professionals now across all levels in the UK as businesses look to drive digital innovation, but it is a competitive career path to enter. Before embarking on this career journey, we would recommend looking at building a deep understanding of what Product Management is through reading books, listening to podcast and undertaking a qualification. Employers are looking for traits such as curiosity, adaptability, a continuous improvement mindset and more. It is easier moving in a more junior product position and work your way up, as the role (and mindset) are different from other business units that approach projects with a simple Success or Failure. Looking to start or progress further within your Product Management career? You can register with us here and speak with one of our Recruitment Consultants who can offer free advice on how to improve your CV and help in your job search. Looking to hire for your Product Team? You can contact us here .

International Women's Day is celebrated annually on March 8th to commemorate the social, economic, cultural, and political achievements of women and to call for gender equality. The theme of International Women's Day varies from year to year, but the overarching goal is to promote women's rights and empowerment globally. The history of International Women's Day dates back to 1908 when a group of women in New York City organized a demonstration to demand better working conditions, voting rights, and equal pay for women. The idea quickly spread, and by 1911, International Women's Day was celebrated in several European countries. So why is this day so important? International Women's Day is important because it provides a platform to highlight the ongoing struggle for gender equality and to raise awareness of the challenges that women face globally. It serves as a reminder of the progress that has been made in women's rights and the work that still needs to be done to achieve gender equality. International Women's Day is an important occasion to promote gender equality, celebrate the achievements of women, and call for continued progress towards a more just and equitable world for all. Which brings us on to the IWD 2023 campaign theme: #EmbraceEquity. According to www.internationalwomensday.com , “the campaign aims to encourage important conversations on Why equal opportunities aren't enough and Why equal isn't always fair . People start from different places, so true inclusion and belonging require equitable action”. What does “equality versus equity” mean? The terms "equality" and "equity" are often used in discussions about social justice and fairness, but they have different meanings. Equality refers to treating everyone the same regardless of their differences. In other words, equality assumes that everyone has the same starting point and the same needs, so everyone should be treated identically. Equity, on the other hand, recognizes that different people have different needs and circumstances, and therefore require different treatment to achieve fairness. Equity is about providing people with the resources and support they need to achieve equal outcomes. To illustrate the difference between equality and equity, imagine a scenario where three people of different heights are trying to watch a baseball game over a fence. If they are all given the same size box to stand on, the tallest person can see over the fence, the middle-height person can barely see, and the shortest person can't see at all. This is equality, but it doesn't result in fair outcomes. In contrast, if the shortest person is given a taller box than the other two, everyone can see the game equally well. This is equity, where each person has been given what they need to have the same experience. In short, equality means treating everyone the same, while equity means giving everyone what they need to be successful. The distinction is important because not everyone starts from the same place or faces the same barriers, and treating everyone equally may not lead to fair outcomes. By recognizing and addressing those differences, equity can help level the playing field and ensure that everyone has a fair shot at success. So what does “equality versus equity” mean, in the workplace? In the context of the workplace, "equality versus equity" means the difference between treating all employees the same versus recognizing and addressing the different needs and circumstances of individual employees to ensure that everyone has access to the same opportunities and outcomes. Treating all employees equally means giving everyone the same opportunities, resources, and benefits regardless of their individual differences or circumstances. However, this approach may not lead to fair outcomes, as some employees may face systemic or individual barriers that prevent them from accessing those opportunities. Equity in the workplace involves recognizing and addressing those barriers and providing additional support or resources to those who need it. For example, it may involve providing accommodations for employees with disabilities, offering flexible work arrangements for employees with caregiving responsibilities, or implementing diversity and inclusion initiatives to address systemic biases. The bottom line is: while equality in the workplace aims to treat everyone the same, equity recognizes that not everyone starts from the same place and may require different support and resources to achieve the same outcomes. By promoting equity in the workplace, employers can create a more inclusive and fair environment where all employees can thrive. But how do we improve gender equity in the workplace? Improving gender equity in the workplace requires a concerted effort by employers to address systemic biases, discrimination, and unequal access to opportunities and resources. Some strategies to improve gender equity in the workplace include: Address unconscious bias: Employers can provide training to help employees recognize and address their unconscious biases. This can help ensure that all employees are evaluated based on their skills, experience, and qualifications, rather than their gender or other personal characteristics Promote diversity and inclusion: Employers can actively recruit and retain women and other underrepresented groups in the workplace, and create a welcoming and inclusive workplace culture. This can help ensure that everyone feels valued and respected, and has the opportunity to succeed. Provide equal pay and benefits: Employers can ensure that their pay and benefits structures are fair and equitable for all employees, regardless of their gender. This may involve conducting a pay equity analysis and providing equal access to benefits such as healthcare, retirement, and time off. Offer flexible work arrangements: Employers can offer flexible work arrangements such as remote work, flexible schedules, or job sharing to accommodate the diverse needs and circumstances of their employees. This can help reduce barriers to employment and ensure that everyone has access to the same opportunities. Create mentorship and sponsorship programs: Employers can create mentorship and sponsorship programs to support the professional development and advancement of women and other underrepresented groups. This can help provide opportunities for career growth and increase diversity in leadership positions. Provide adjustments and accessibility: Employers can ensure that their workplace is accessible and provides adjustments for employees with disabilities. This may include providing assistive technologies, accessible facilities, and training for managers and coworkers on how to support employees with disabilities. By implementing these strategies, employers can create a more equitable workplace where all employees, regardless of their gender, have the opportunity to succeed and thrive. Ultimately, creating gender equity in the workplace benefits everyone by promoting fairness, diversity, and inclusion. By promoting equity in the workplace and society at large, we can create a more just and inclusive society where everyone has the opportunity to reach their full potential, regardless of their gender or other personal characteristics. Looking for new opportunities? You can register with us here and speak with one of our Recruitment Consultants who can offer free advice on how to improve your CV and help in your job search. Looking to diversify hiring for your team? You can contact us here and we can discuss our approach to help businesses improve their D&I Recruitment.

Hybrid working policies have continued to be a hot topic post-pandemic. There has been a clear shift from the pre-pandemic ‘nine to five’ paradigm, to an expectation of a hybrid working policy being offered, as a minimum. Solis Recruitment ran a poll with 374 respondents, asking what their preferred working pattern is (whether hybrid, remote or in the office). We found that 68% voted for a hybrid working pattern, 30% voted for fully remote, and only 2% voted for full time in the office. But where does Diversity and Inclusion come into the conversation? Attracting diverse talent requires the provision of accessibility, which is where the hybrid working model can make a real difference. We hear ‘work-life balance’ mentioned a lot, but there is more to it than that. There are many obstacles which can be somewhat alleviated with the flexibility that hybrid working offers, enabling employers to access talent and support workplace diversity, equality and inclusion. Commuting There is a lot of talk about ‘the rise of the super-commuter’ but what this can mean is that geographical limitations are less of a factor (within reason) when commuting less often. There is an increase in commuters travelling further than ever, because hybrid working patterns allow them to; they are willing to travel further afield because they only need to do it maybe 2 -3 times a week. We should also consider the continued ‘cost of living crisis’, and ever increasing travel costs. The costs of fuel and/or public transport can make a huge impact on the workforce. In theory hybrid working offers a reduction of these costs, which may make a notable difference to household incomes when you tally up the annual costs of travel, particularly in the current climate. Health Conditions For anyone with a physical or mental health condition, accessibility or practical barriers can be an issue when travelling into the workplace. The need for flexible working and hybrid working policies, has long been a topic of debate here. The flexibility of hybrid working, giving the option not to have to face a commute every day, can make a real difference. Having the flexibility to work around managing a condition, medical appointments, or any of the other factors involved, can mean the difference between being able to work at all on any given day. Having options and flexibility can alleviate the pressure or stress, and support the overall wellbeing of employees. Childcare, or any Carer Responsibilities The flexibility offered by a hybrid working model can make all the difference to those that have caring responsibilities. Most often childcare and school runs are the first thing to come to mind here, and it’s easy to see how hybrid working helps. Removing the commute time from a morning and evening routine allows time and space to drop off / collect children to / from school or other childcare facilities. The costs and logistics of this alone can be deal breakers when considering employment opportunities, whether it’s the additional cost of childcare before and after school, or the distance between home, school and the workplace. The assumption is that the group responsible for childcare is mainly, though not exclusively, comprised of women. Which means that flexibility in this area has a direct impact on gender diversity and inclusion. What do Employers gain? Offering flexible, hybrid working patterns, contributes to reducing barriers to entering the workplace and promoting inclusion. This in turn, means that employers have access to a larger and more diverse talent pool. And as we already know, there are countless benefits to increasing diversity and inclusion in the workplace. There are tangible benefits to a diverse and inclusive workforce, including new/different perspectives, a wider talent pool, increased innovation and creativity, improved performance, increased employee engagement, lower attrition, strengthening workplace culture and of course, supporting your brand as an employer. “Hybrid working is here to stay” – World Economic Forum Here at Solis Recruitment, we understand and support the need for diversity, equality and inclusion in the workplace. We provide D&I recruitment solutions to support and promote diversity, equality and inclusion when hiring, and would love to hear from you! If how to recruit for D&I professionals is something you are passionate about and would like support in, please do get in touch!

What is a CV A Curriculum Vitae (CV) is a document that summarises your education, skills, and employment experience. This has been the predominant method used to apply for a new job. Although some have the opinion that social media profiles, online applications or networking will replace CV’s, many companies still require a CV submission as part of their recruitment process. A CV traditionally consists of a few key points: · Personal & Contact Information · Personal Statement · Career summary (chronologically ordered from latest down) · Education · Hobbies The CV highlights what you have done in the past and why your experiences make you suitable for the role you’re applying for. What makes a ‘good’ CV? We see a large number of CVs on a daily basis, and there are a number of things that equate to a ‘good’ CV. What makes a CV ‘good’ is subjective to an extent, in as much as there are a number of factors to be assessed in relation to the role. Is there an appropriate level of experience? Are the required qualifications held by the applicant? Has the applicant had the desired work experience or demonstrated the relevant skillset? Some of these conditions are final – you meet the requirements, or you don’t. But there are ways to make the best of your CV and ensure that you are giving yourself the best possible chance to make a good first impression. 1. Formatting and Layout A well laid out CV can make a real difference. A hiring manager or a recruiter is likely sifting through a fair few CVs, so the easier you can make it for them to find the information that they want, the better chance you have at having your talents spotted. This includes clear headings for the above mentioned sections, bullet points for your work experience or career history rather than long paragraphs, qualifications clearly laid out with the grades or results. 2. Data or evidence Providing data or examples of how you have achieved what you say you have, can be very helpful. It acts as a demonstration of your skillset. Are there KPI’s you can share? How many team members do you supervise? Have you worked with any big clients, and can you name them? How have you measured success? Are there any growth statistics you can share? 3. Context and Relevance Context and relevance is hugely important; there is little point in highlighting lots of achievements if they are not aligned to the roles you’re applying for. Take a considered approach, and ensure that your CV is adjusted to the role you are applying for. Consider your achievements and successes through the lens of the hiring manager and think about how to frame your experience in such a way that you can illustrate it’s relevant to the role you are applying for. Consider your transferable skills, and how best to highlight them. What tools have you used? Did you obtain any additional qualifications to be more effective in your role? 4. Professionalism Remember that this is a professional document and should read as such. Ensure that your CV reads well, avoiding slang or abbreviations. Remember that your email address should also be professional, it can even be a good idea to create a separate email specifically for professional purposes. In essence, you should aim to make your CV as user friendly as possible. Showcase your experience and skillset in a way that is easy for the reader to see. Make it as easy as possible, for a hiring manager or recruiter to find what they’re looking for in your CV, so that you can get into the interview process. Here at Solis Recruitment we do offer a free CV review service for all candidates that we represent. You can register with us here and we can offer free advice on how to improve your CV.