recruitment client services usa

Morson USA

recruitment client services usa

Client Services

The Morson USA client services team adds value to our clients outside of the recruitment process, ensuring the delivery and quality of service is maximized. Our team are highly experienced, with a detailed knowledge of Morson and of the industries we operate within; this enables them to offer a bespoke, consultative approach which ensures our service matches your business objectives.

What do we offer?

The Morson client services team is responsible for:

  • Due diligence and process analysis.
  • Developing and implementing new lean delivery models alongside our clients.
  • Delivering seamless contractor migration.
  • Supply chain management – including a formal supply chain ITT process as required.
  • Candidate experience improvement, including provision of standardized candidate packs.
  • Improving and standardizing processes to maximize efficiency.
  • Ongoing, strategic review of the contract through detailed management information.
  • Live dashboard reporting leading to continuous service improvement.
  • Project management of new processes or services to meet the client’s expectations.
  • Stakeholder engagement and relationship building.

recruitment client services usa

What makes Morson Client Services different?

  • Multi-sector experience •  Independent support team •  Real time MI dashboards  •  Structured governance process  •  Morson partnership approach

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    Morson and J Murphy & Sons Proudly Sponsor Women in Rail #TransformTheFuture Event

    DIVERSITY & INCLUSION | 3 MIN READ Morson was delighted to sponsor the Women in Rail #TransformTheFuture event last month. Representatives from J Murphy & Sons spoke about how they made tangible improvements to their policies, working environments and marketing collateral to deliver an inclusive and accessible working environment. In partnership with J Murphy & Sons, Morson was delighted to sponsor the Women in Rail #TransformTheFuture event last month. To celebrate International Women in Engineering Day, Women in Rail’s North West Group welcomed like-minded attendees to the Science and Industry Museum in Manchester to promote great initiatives and share ideas to encourage more women to consider a career in engineering and construction. Organised by Women in Rail’s North West branch representatives; Jennifer McKinney, Head of Rail Infrastructure at Keolis Amey Metrolink, Daniela Cardoso, Senior Earthworks Asset Engineer at Network Rail and Claire Cronin, Head of Access & Integration at J Murphy & Sons. Representatives from J Murphy & Sons spoke about how they made tangible improvements to their policies, working environments and marketing collateral to deliver an inclusive and accessible working environment. These changes included the use of diverse imagery across all J Murphy & Son’s media, CV anonymisation and unconscious bias training. Their London head office even has gender-neutral toilets. Alastair Smyth, Managing Director of Engineering and Specialist Businesses, at J Murphy & Sons reinforced how it will be the collective force of organisations which will help to realise transformational change within the engineering and construction industry. In turn, we will deliver and retain diverse workforces which are representative of the communities in which they serve. Key learnings Inspiring future generations There is a lot being done by organisations to inspire future generations into STEM. The Girls’ Network, an organisation which inspires and empowers young women from disadvantaged communities by connecting them with a mentor and a network of leading female role models, encouraged attendees to get involved with their mentoring scheme. The importance of role modelling, highlighted by the Girl’s Network and Women Who Wonder, was reiterated by many of the panel members. Personal accounts from both panel’s detailed the positive and negative influence that female peers and those in senior leadership teams can have, demonstrating that role models are essential at every stage of a young person’s career. Role modelling will play an essential role in helping to encourage a diverse, next generation of talent into engineering, particularly considering that children in reception classes now could be working on the second phase of HS2. The wider talent pool Secondly, management as a skill is so important. It isn’t necessarily the best technical person who is best equipped to lead a team. This demonstrates the need to look at the whole talent pool to address the skills shortage, not just emergent talent (school and university leavers). It’s essential for companies to think about implementing mid-career apprenticeships, returner programmes and training which focuses on the individual if the industry wants to attract and retain a diverse workforce. We need to promote positive action to widen the available talent pool such as introducing inclusive PPE, diverse imagery, gender-neutral language, clean welfare vans and most importantly, educate our co-workers about changing team dynamics as the makeup of their team changes. TOP BLOG | From Girl Guides to Diversity Champion | Sorrel Chats About Her Aspirations, Maintaining a Work/Life Balance and Her Career in A Male-Dominated Industry Commenting on the success of the event, Gary Smithson, Associate Director said: “What really struck me about this great event was the diversity of the audience with regards to gender split (60/40 female to male) and age range. For us, promoting role models and profiling successful women in the industry is a key factor in creating a more diverse workforce and inspiring future generations. I have seen first-hand a shift in the recognition of diversity amongst organisations, which is hopefully a signifier of real change." For more information on Morson's commitment to diversity check out our Inclusive Role Models series. Or to find your next opportunity search jobs here.

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    The Rocket So Powerful It Shook Buildings Three Miles Away | Saturn V And The Future Of Space Travel

    FEATS OF ENGINEERING | 5 MIN READ July 2019 marks 50 years since the first Apollo missions to the moon We look at the engineering behind the famous Saturn V rocket and how the future of space travel may have its origins in the 1960s This year marks 50 years since man set foot on the moon for the first time in history. To mark this momentous engineering and scientific milestone, we’re looking back at the history of engineering in space travel and also into the next 50 years. In this article we look at the launch of the rocket that would propel man to a new world for the first time, and how the seeds of the future of space travel may well have been planted in that very same era. An Eagle Lands Thursday November 9th 1967 proved to be a pretty significant day in American pop culture history. The very first issue of the legendary Rolling Stone magazine was quietly published as a small regional newspaper in the San Francisco Bay Area. Meanwhile, 2,500 miles away in Florida, the largest, heaviest and most powerful rocket built to this day lifted off for the very first time from Launch Complex 39A at the Kennedy Space Centre, Merritt Island. Apollo 4 would be the first un-manned test flight of the Saturn V rocket, a launch vehicle that was being designed and built with a single goal in mind – to put man on the moon and return him safely back to Earth. Weighing in at 37,000kg, the lift-off of Apollo 4 was so loud it shook ceiling tiles loose at the Launch Control Centre three miles away from the launch site. Standing 363ft (110.6m) tall, the vehicle was split into three main stages, each one being jettisoned as they ran out of fuel, firing the Command Module (in which the three astronauts would travel for four days and 384,400km to the moon) to a speed of 4.13km/s in the vacuum of space. The test launch was a success and paved the way for the continuation of the Apollo program. Fast forward to Wednesday 16th July 1969 and Apollo 11 sat on the very same launch pad as Apollo 4, waiting with a crew of Neil Armstrong, Buzz Aldrin and Michael Collins on-board. Four days later, Armstrong would make history. The Engineering Behind The Rocket The origins of the Saturn V rocket began in 1946, with the US government rounding up hundreds of German engineers who had developed the rocket and missile technology that the Nazi war machine had used to devastate Europe during World War II. The lead engineer, Wernher von Braun, had worked on the V-1 and V-2 rockets and was quietly spirited away into a prototype version of NASA to advance their own program ahead of the Soviets. Assembled in what is still the largest single storey building in the world, each Saturn V launched (there were thirteen in total) cost the equivalent of $750million in today’s money and the project went from first engineering design on a drawing board to launchable vehicle inside just six years. The first stage of the rocket, responsible for the initial part of the launch, comprised five F-1 engines, each 12.5m in diameter and providing 1.7million lbf of force. The F-1 engine is still the most powerful single nozzle liquid fuelled rocket ever flown. The fuel pump delivered 15,471 US gallons (58,560 litres) of rocket grade kerosene per minute while the oxidizer pump delivered 24,811 US gal (93,920 l) of liquid oxygen per minute. In simple terms, it burnt more fuel in a single second than was burned during the first solo crossing of the Atlantic in a powered aircraft. With the Apollo programme cancelled after Apollo 17, the Saturn V rocket was officially retired after one final launch for Skylab in 1973. To this day its scope and power has not been equalled. TOP BLOG: Bloodhound SSC | The Rocket-Powered Fighter Car 2069? With the Saturn V long gone and no further manned missions to other worlds happening in the last 50 years, what is the future of rocket-powered travel? The rocket of the future might actually have been engineered in the past. Even from back in the 1960’s at the time of Apollo, NASA was experimenting with using a nuclear reactor to heat a reaction mass like hydrogen to expel it from a thrust chamber as fast-moving gas – hence, a nuclear rocket. The Nuclear Engine for Rocket Vehicle Application (NERVA) program was closed in 1972 once the moon landings were cancelled and a manned visit to Mars fell from the agenda. Orion was a spaceship that was being developed in the ‘60s by physicist Freeman Dyson and nuclear weapons designer Ted Taylor. Orion was to be powered by small nuclear explosions – specialised bomblets that would go off below a big pusher plate, shoving the spacecraft in the opposite direction. The spacecraft worked better when it was large, and in theory could have been fast enough to go anywhere in the solar system within a good timeframe. Furthermore, the technology allowed for high thrust with high efficiency, something missing from other types of propulsion. NASA seems to be reigniting its interest in nuclear rocket technology, with $19million set aside for funding, looking towards a demonstration as early as 2024. Nuclear rockets could do to space travel what the steam engine did for ocean exploration. Inspired? Search our latest aerospace jobs here to be part of the aviation future

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    Gorman vs Dubois | Nathan Gorman and Ricky Hatton Give Exclusive In-Depth Preview Of Saturday's Huge Heavyweight Clash

    ​​ MORSON SPORT | 3 MIN READ Nathan Gorman and Ricky Hatton preview Saturday's Superfight The young Heavyweight delves deep into the history of his rivalry with Dubois Hatton compares the fight to the biggest night's of his career After years of anticipation, the much-hyped heavyweight bout between Team Morson’s Nathan Gorman and Daniel Dubois is finally happening this weekend in a huge headliner at the O2 Arena. We caught up with Gorman in camp and he shed light on the moment he realised the fight was finally taking place: “Truthfully, I was in hospital with my little boy he had pneumonia in late April and I got a call saying that they were thinking about making the Daniel fight. It took me no more than ten seconds to say ‘yeah no problem, tell me when and where and we’ll do it’ and everything’s all signed sealed and delivered and we’re looking to get ready to rumble” Gorman is grateful that promoter, Frank Warren matched up the two highly rated prospects whilst both are young, have a huge amount of momentum and it not becoming another ‘What If?’ story in a sport where it is notoriously difficult for the best to fight the best: “You see a lot of prospects dodging each other, all the fights that should have happened didn’t happen. Khan and Kell Brook should have happened four or five years ago but it never did. It’s a very good move, Frank knows what he’s doing, he did it with Groves and Degale a few years ago and both became World Champions. It’s a fight I’m really prepared for, I’m going to leave no stone unturned” Coach, Ricky Hatton discussed his thoughts on Dubois being perceived as the favourite by a substantial number of fans and how he dealt with being the underdog on a famous night in his career: “A lot of people think Daniel is the favourite, he’s been getting more coverage in the media and people will think Daniel’s the favourite. When I fought Kostya Tzsyu, everyone thought he was going to be the favourite and that he was going to flatten me in four rounds. I thought ‘You What? You cheeky so and so’s’ You wouldn’t believe what fire that gives you when people are getting more respect than you, when you know you’re better than them” The rivalry between the two youngsters has flared in recent years but the Hatton’s gym fighter explained how the feud goes back further than people think: “Me and Daniel have known each other for years, we were both in the GB squad. When I first met him, we were in the Three Nations together and we both won the youth ABAs. I won Gold at the Three Nations and he won Silver. From there we both got in the GB squad and we were kind of bitter rivals then because he was telling me he was going to go up to Super-Heavyweight and when someone is saying that in your squad, he’s in your way” He continued: “We started sharing rooms together etc and we didn’t get along, it was a proper personality clash. He’s very within himself and doesn’t say much whereas I’m very outgoing and speak to a lot of people. We sparred 200-300 rounds together and every spar we wanted to do damage Pre-fight mental warfare can sometimes determine the winner of a bout even before a single punch is thrown and with the obvious animosity between the two British Heavyweights, it’s clear that this may very well be key heading into this clash. Gorman is surrounded by numerous current and ex-fighters that can more than hold their own in the trash talking department but none more so than Tyson Fury: “He’s the king of mind games, Tyson is the perfect salesman. When you see him doing interviews you can see the aura around him and the way he conducts himself and everything. He’s very good” Gorman has been put through his paces by Hatton in the biggest camp of his life and the former World Champion is no stranger to representing Morson on a global stage, he gave his thoughts on how Nathan will fare in his first major main event: “Nathan has great upper body movement, great Boxing ability, great hand speed and people with none of those abilities have been able to nail Dubois. Nathan will have no problem landing against Daniel, when he does nail him he’s got to throw the punches with bad intentions, he’s got to throw to knock him out” Finally, Nathan gave an insight into how he sees the fight going tomorrow night whilst keeping his cards close to his chest: “I have the game plan sunk into my head for a number of weeks…. I’m gonna win, how I win depends on the night. It might be a knockout or a hands down points victory boxing masterclass” This weekend promises to be massive for both Nathan and Morson and we wish him and Ricky the best of luck.

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    Could Strawberry Picking Robots Soon Harvest Enough Fruit for Wimbledon?

    MORSON SPORT | 3 MIN READ Wimbledon is in full flow as we head towards the business end of the sport’s most iconic tournament. Find out how an autonomous strawberry picking robot could outperform human fruit pickers and pave the way for a revolution in soft-fruit harvesting. It’s that time of year again on the tennis calendar. Wimbledon is in full flow as we head towards the business end of the sport’s most iconic tournament. Though Andy Murray’s involvement this year has been limited to a short run in the mixed doubles as he recovers from injury, fans have been spoilt for choice elsewhere. Johanna Konta instead led British efforts in the singles as she reached the quarter-finals and we can look forward to a mouth-watering clash between Roger Federer and Rafael Nadal in the men’s semis today, incredibly the first time they have met at SW19 since that epic final in 2008! It’s estimated that 27 tons of strawberries and 7,000 litres of cream are consumed by tennis fans during the Wimbledon tournament. Their signature dish that hungry spectators have enjoyed since the Championships began in 1877. But where do all of the strawberries come from?Wimbledon has sourced its strawberries from a farm in Hugh Lowe Farms in Mereworth, Kent, for almost 30 years. Each serving has consistently contained exactly ten pieces of fruit, despite changes in size and harvest. Currently, they are picked every day from sunrise before being delivered to the All England Lawn Tennis Club by 10.30am However, an autonomous strawberry picking robot which could outperform human fruit pickers could pave the way for a revolution in soft-fruit harvesting. The robot, known as ‘Rubion’, has been developed by Belgian robotics company, Octinion and uses a combination of smart photonics technology and innovative clasping mechanisms to carefully pick up each strawberry. It is believed that the robot could pick up 360kg of strawberries each day compared to 50kg a day for a human picker. Octinion claims that a fleet of just 14 of the robots would take less than seven days to pick and package all strawberries needed for Wimbledon. How does the strawberry picking robot work? Rubion uses photonic sensors to detect the different wavelengths of light, or the ‘signatures’ given off from a ripe, red strawberry according to a pre-programmed set of characteristics the RGB camera has built into the ‘eye’ of the robot. The speed enables each robot to deliver 11,500 strawberries in a 16-hour day. Commenting on the new technology, CTO and Co-founder of Octinion, Dr Jan Anthonis said: “Just like you know what a plump, juicy red strawberry looks like, Rubion can do this mathematically, looking for the infrared spectroscopic heat signatures given off from a perfect fruit, getting a perfect ‘hit’ every time.” Watch the video by Octinion The arm of the robot has a specially designed ‘soft-touch gripper’ that handles the strawberry in exactly the same way that a human would, without cutting or burning the stem. Rubion will also sort the fruit by size or weight and pack them into punnets as it goes along. CEO and Co-founder, Dr Tom Coen added: “The picking of soft fruits with machines has always been tricky given that they are so easy to get squashed and the sensitivity needed to discern whether a fruit was ripe or rotten, simply wasn’t there… however, Rubion, our autonomous strawberry-picking robot is a novel way around this problem. It is comparable to a human in many ways: the robot only picks the finest fresh, red berries and will not bruise or hurt the strawberries in any way.” Whether you’re enjoying Wimbledon’s signature dish today or not, now all we have to do is sit back and enjoy two of the sport’s greatest players battle it out for a place in Sunday’s final! To keep up with the latest sports news and events from Morson, click here to visit our Morson Sports News page. Or, if you're looking for your next opportunity, click here to search Morson jobs.

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    The IR35 Knowledge Series | Part 3 - How Do I Prepare For Change?

    THE IR35 KNOWLEGE SERIES | PART 3 | AS AN END CLIENT, HOW DO I PREPARE FOR CHANGE? There is much that can be done in advance of the changes in April 2020 and enough time to deal with these. These include: - A full review of your contractual workforce and the work performed/required A review of how the contractual workforce is supplied, including: Consideration of a managed service solution (if not using one already) Adopting a process to test whether individuals provided through PSCs would fall inside or outside of IR35 (as an addition to any test under CEST) We believe private sector end clients can compliantly support your contingency workforce by putting processes in place to ensure you are capable of making accurate IR35 decisions. Email for a copy of our ‘IR35 Process Checklist’ which outlines what you need to consider in order to prepare to make accurate IR35 decisions. What are the potential cost implications? It is important to note that an ‘inside IR35’ assessment may increase client costs, this is for several reasons: Without changing existing contract/commercial terms, it will be unlawful to deduct Employers National Insurance Contributions (ENIC’s) from payments made to PSC workers who are deemed to be inside IR35. ENIC’s must be made directly by the fee payer (recruitment agency) and this burden will ultimately be passed onto client organisations. Recent cases brought to tribunal have supported contractors’ position. Even if commercial terms are amended there will still be a high demand for rate increases from contractors seeking to bridge financial gaps. Public sector payroll costs increased by more than 10% after April 2017. To avoid cost pressures, it is essential that you and your recruitment agency start planning for change immediately. As the 2020 deadline approaches this guide has been created to help you navigate the changes that may impact your business. Recordings and commentary from our latest IR35 forum give insight into: How to avoid costly legal challenges Ensuring your contracts are compliant Reducing the numbers of contractors that leave your organisation Liaising with your contractor population to provide a consistent message. Getting equipped with the right tools and partners to compliantly support your organisation and contractor workforce The e-book concludes with questions put to the panel by end clients who operate in the private sector. Their questions, and the answers provided, give real insight into the queries and concerns of business professionals who will be directly affected by IR35. In our role as a specialist recruitment provider, Morson has the appropriate expertise to assist you to ensure your business is compliant with any changes to IR35 and can support you with your full review of the contractual workforce. This guide has insights from Morson in-house compliance expert, Phil Beardwood, and our partners Champion Contractors and Weightmans LLP who specialise in dealing with agency/IR35 matters and are fully up-to-date with the intended changes in the Private Sector. Download your copy or contact for more information.

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    Success as Vencuro Talent Technology is Accepted onto the ESPO MSTAR3 Framework

    LATEST NEWS | 2 MIN READ We are proud to announce that our advanced talent technology, Vencuro, has been accepted onto the ESPO MSTAR3 (Managed Services for Temporary Agency Resources) framework. The comprehensive MSTAR3 framework offers customers a quick, simple and competitive route to procuring a managed service provider to look after recruitment of interim staff. Selected for an ability to provide customers with a service that combines quality and value in an evolving market, Vencuro joins the framework on Lot 3 (Talent Pool Technology) which caters for customers looking for a technology platform that they can contract with directly and include within their existing MSP delivery model or develop internally as a stand-alone solution. Built by recruiters, for recruiters, Vencuro combines business intelligence with a deep learning and understanding of recruitment to streamline and automate end-to-end processes and tackle labour intensive needs and tasks.The technology provides full visibility and complete control of candidate attraction, hiring and retention. It also delivers competitive advantage by enabling users to capture, manage and analyse large volumes of data in real-time. Vencuro currently has thousands of live users worldwide, including Morson Group staff, contractors and clients such as Encirc, J.Murphy & Sons Limited, Manchester Airport Group and Costain. The single-sign-on system comprises three stand-alone and intrinsically linked modules: Vencuro Dashboard, Vencuro Time and Vencuro Talent. Each can be individually tailored to customers’ wants and needs, for example, to only display data that is most pertinent such as ROI, KPIs and time to hire. Charlotte Lewis, head of technology – Vencuro at the Morson Group: “I am thrilled that Vencuro has been accepted onto the ESPO MSTAR3 framework which further highlights our experience in delivering cost-effective and agile technology solutions for our clients. Our inclusion on the framework showcases how technology is transforming recruitment, not only at Morson but across the entire sector. “Vencuro harnesses our 50-year insight by overcoming industry pain points, aligning with individual needs and enabling innovation from a single, joined-up platform. The modules give our customers access to more data than ever before, which enables hiring managers to make better, more informed decisions and take back control of the recruitment process to ultimately deliver financial and operational gains.” For more information, and to book a demo of Vencuro, visit:

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    Morson Building Partnerships - New MSP Recruitment Venture with Pochins

    MORSON NEWS | 2 MIN READ | POCHINS MSP Morson has teamed up with North West construction and property specialist, Pochin’s, to help source the highest calibre professionals across the construction sector. The managed service provision will focus on helping Pochin’s find temporary staff across the company. Morson will be responsible for recruiting high-quality staff such as project managers, site managers, site engineers and quantity surveyors within the professional arena, whilst also ensuring all sites are fully staffed with trades and labour contractors such as bricklayers, joiners, machine drivers and general operatives. Morson, the third largest engineering recruitment company in the world, has a wealth of experience across the recruitment sector and works with many other high-profile construction companies in the UK. This is not the first time Pochin’s and Morson have worked together; in 2009 Pochin’s was instrumental in the construction of Morson’s 86,000 sq ft. head office, in Manchester. Eddie Bredenham, business development and marketing director from Pochin’s, explains: “With every project we undertake we want the client to be satisfied that it’s been completed to the highest standard. To achieve this we must have the highest calibre of staff. “When we came to look for a provider we knew of Morson’s excellent reputation within the industry, but what sealed the deal for us was our shared values,” he continues. “Our company is a family-run, people-centric business and we were keen to find a partner, like Morson, that shared this culture and would feel like an extension of the Pochin’s team.” Rhys Harris, associate director and head of construction and engineering at Morson, added: “We are so pleased to be announced as Pochin’s managed service provider. This appointment further cements our reputation as the number one recruitment partner within the construction sector. “The initial few weeks of implementation have demonstrated that this partnership is going to be a very successful one. I’m looking forward to adding some real value within and outside the recruitment delivery to Pochin’s over the coming years.”

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    Oliver Wingrave, Morson Compliance Manager Discusses How We Safeguard the Health and Wellbeing of Our Shift Workers on Track

    Morson’s Compliance Manager, Oliver Wingrave has been featured in the safety reporting newsletter, CIRAS discussing how we keep our contractors safe and well whilst working on shifts. We recognise that night workers face a different set of safety and welfare risks to their daytime counterparts, so it makes sense to think differently when developing support provisions for them. Read on to get an insight into how we go about keeping our shift workers safe and well. To read the full article from CIRAS, click here. Why do you think that night time safety strategies need to be different? Anyone who has worked a night shift will tell you it’s a very different experience to working in the day. Research shows that working at night, when our body’s natural internal clock expects us to be asleep, puts stresses and strains on physical and mental wellbeing. Certain disorders are more prevalent such as stomach complaints, cardiovascular disorders and depression. Night working can make life difficult because it conflicts with normal family and social life, potentially creating domestic tensions and a feeling of social isolation. Wellbeing can be further affected by having to eat at night and lack of sunlight during winter months. And in many organisations, the support services for staff are primarily available in traditional day-time office hours. Did you know we have a Mental Health First Aider programme? Click here to find out more about our commitment to employee health and wellbeing and what we’re doing to support our clients, contractors and colleagues alike. What support does Morson give night workers? We decided that we could eliminate some of the risks associated with moving from days to nights by employing a permanent night team. This helps workers avoid some of the physical and social disruption. We try as much as the work from the client permits to allocate shifts that are consistent, so our gangs typically work the same pattern every week, making planning their lives a little easier. This approach also allowed us to put a support network in place which is open for business when our night team are working. We have a manned night office with operations managers and a health and safety team on site, working while the night team are working. Bi-weekly meetings and regular forums give workers a space to discuss any issues, and we run toolbox talks on common issues related to night working such as fatigue. We have several qualified Mental Health First Aiders on the night team, and our Safety Bus does night visits, so our night staff can access the same support as their daytime colleagues. Morson’s occupational health provider is also there for us to call upon to assist where needed, for example with medication advice. Support begins before our workers join us and continues throughout. We issue new workers with a Night Workers’ Health Questionnaire, and their responses flag up anything that needs further action from the Morson health and safety team. We give new team members a full induction and brief them on the relevant health policies and support they can access. Then, our operations managers and PWT (Protecting Workers on the Track) representatives carefully monitor new night workers to ensure they settle in. Finally, we know night workers may be at greater risk of facing other experiences that require specialised support. For example, some of our night staff recently witnessed a stabbing incident between members of the public. They were all contacted and offered assistance from our employee assistant programme. What advice would you give CIRAS members wanting to adopt your approach? The most effective approach is to have a strong support team in place that can manage the operations and health and safety of the night team. A key challenge is ensuring that the arrangements follow legal requirements and best practice. A good place to start is to look at regulations and industry specific guidance such as the RISQS audit protocol and the Health and Safety Executive (HSE) website. Specific advice on night workers is also available from government sources such as the HSE and websites. It’s then important that the company has the resources and people in place to implement those systems. Consider appointing an occupational health provider (this could be the same centre you book any medicals with). Having the right management and support team is also essential. Your top management must be actively involved and buy in to what needs to be done. A final challenge is to keep improving. It’s one thing coming up with a system and putting policies and procedures in place, but the key to success is to implement them and maintain over time. It’s important that you always seek to keep improving including keeping an eye on what is happening in the industry, for example with legislation. To read more about our continued commitment to health and safety, click here. Or, to find your next opportunity with Morson, click here.

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    Morson Group Feature In Sunday Times HSBC Top Track 100 List

    Morson Group has featured in the Sunday Times HSBC Top Track 100 list for 2019. Published on 7th July, the 18th annual Sunday Times HSBC Top Track 100 league table ranks Britain’s 100 private companies with the biggest sales. The 11 companies headquartered in the northwest of England have made a significant contribution to the regional economy. Together they achieved sales of £26.1bn and profits of £1.4bn in their last financial year, and collectively employ more than 75,000 people. Morson is ranked 80th in the list, registering a turnover of £867million in 2018. Morson Group CEO Ged Mason said “It’s fantastic to once again be among the Sunday Times HSBC Top Track 100 companies alongside some of the biggest names in the country across many industries. As we celebrate our 50th anniversary year in 2019, we’re already pushing on to continue the consistent growth seen in the business and are on course to cross the £1billion turnover milestone in the near future.” The league table programme is sponsored by HSBC, Linklaters and PwC, and compiled by Fast Track, the Oxford-based research and networking events firm. Amanda Murphy, Head of Commercial Banking, HSBC UK, commented: “Once again, Britain’s most ambitious private enterprises have shown their mettle by shrugging off uncertainty, growing their combined sales 14% to a record £220bn. It's reassuring that UK businesses are navigating change so confidently and the companies in the Top Track 100 are an inspiration to all. The 11 companies in the northwest are the kinds of firms that provide the backbone of our economy, and we at HSBC UK are thrilled to see them thrive." Morson has been re-thinking recruitment since 1969. Search for your next career here

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    Adrian Adair, Morson COO is Featured in Recruiter Magazine Discussing How Morson Uses Video and Content to Attract Top Talent

    THOUGHT LEADERSHIP | 2 MIN READ Adrian Adair, Morson Group Chief Operating Officer (COO) is featured in Recruiter Magazine. Find out how recruiters successfully recruit in their own business. In the latest issue of Recruiter Magazine, Adrian Adair, Morson Group Chief Operating Officer (COO) discusses how recruiters successfully recruit in their own business. Read on to find out about Morson’s talent attraction techniques using mixed media and omnichannel campaigns to gain a competitive edge. Recruiters are experts in sourcing the best talent for their clients, but what happens when they need to recruit top-notch recruiters to find and hire the best talent? In today’s job-rich, candidate-poor environment the competition for attracting the best candidates is fierce and so companies are required to think out of the box… Adrian Adair, Chief Operating Officer at Morson Group, agrees that video and content are the way to attract new talent, saying: “Competition for talent is growing, meaning employers must embrace different ways of searching for and attracting good people. At Morson, we use video, quality content and our own people to tell our Group story, whilst also widening our search for potential candidates by connecting with untapped talent pools. Return to work parents is a great example, with us helping mums and dads to overcome the challenges of balancing a career with family responsibilities by being flexible and agile.” To really sell the role you must ensure that candidates buy into the company and want to work for the brand. Having videos and testimonials highlighting what it’s really like to work at the company along with content that explains some of the benefits, will help to improve the candidate experience and enhance your reputation. Although many recruitment leaders debate whether it’s best to hire talent from inside or outside of the industry, Morson Group focuses on hiring a variety of talent, as Adair explains: “We have seen a real growing trend in the number of niche recruitment consultants joining our business, as the market increasingly craves industry specialists and technical expertise from people who understand what makes them tick. Whatever the role, from our apprentices right through to the board, we seek out people who want to be part of our business’ purpose and ambition” Recruiters are often required to work over a variety of sectors which is why recruiting talent who have a varied background works so well. The art is getting the balance right and have a mix of both new and emerging talent and experienced recruitment consultants to lead the way. Are you ready for a career change? Search our latest jobs here.

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    The IR35 Knowledge Series | Part 2 - How do I Determine an Individuals Employment Status?

    THE IR35 KNOWLEGE SERIES | PART 2 | HOW DO I DETERMINE AN INDIVIDUALS EMPLOYMENT STATUS? IR35 was introduced with the intention of ensuring that where individuals are operating via a personal service company (PSC), they were paying the correct levels of income tax and national insurance, relative to their employment status. The basis of the legislation is to assess the nature of the direct relationship between the end client and worker (effectively removing any intermediaries). From April 2020, the responsibility for confirming the IR35 status of an individual will move from the PSC to the end client. The end client will need to demonstrate that “reasonable care” has been taken when making the decision. How do I decide whether an individual is inside or outside of IR35? The considerations as to whether the individual may fall ‘inside’ or 'outside’ of IR35 include, but are not limited to, the following: - To what extent (if any) the end-client exercises supervision, direction or control over how and when the work is performed by the individual supplied through the PSC. Whether there is a right to substitution under which the PSC can provide a substitute to carry out the work (subject in some cases to end-client approval). Whether there is mutuality of obligation, i.e. does the PSC/individual have to accept work offered by the end-client (whether directly or through an agency) which the end-client is obliged to offer to the individual/PSC (not a factor considered under the CEST). The way in which payment is made for the services. Whether the individual provides their own equipment and/or materials. Whether the individual is subject to any procedures or processes also applicable to employees of the end-client. Whether the individual receives any 'employee-type' benefits. “It is important to remember that no single factor will determine why a contractor is out of or inside scope. You must adopt a multi factorial approach when reviewing each employment status case” – Pili Fernandez-Mahoney, Weightmans LLP As the 2020 deadline approaches this guide has been created to help you navigate the changes that may impact your business. Recordings and commentary from our latest IR35 forum give insight into: How to avoid costly legal challenges Ensuring your contracts are compliant Reducing the numbers of contractors that leave your organisation Liaising with your contractor population to provide a consistent message. Getting equipped with the right tools and partners to compliantly support your organisation and contractor workforce The e-book concludes with questions put to the panel by end clients who operate in the private sector. Their questions, and the answers provided, give real insight into the queries and concerns of business professionals who will be directly affected by IR35. In our role as a specialist recruitment provider, Morson has the appropriate expertise to assist you to ensure your business is compliant with any changes to IR35 and can support you with your full review of the contractual workforce. This guide has insights from Morson in-house compliance expert, Phil Beardwood, and our partners Champion Contractors and Weightmans LLP who specialise in dealing with agency/IR35 matters and are fully up-to-date with the intended changes in the Private Sector. Download your copy or contact for more information.

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    Morson Featured in Recruiter Magazine Discussing How A Personalised Health and Wellbeing Initiative Leads to Productive, Happy and Engaged Employees

    MORSON NEWS | 5 MIN READ​ Morson featured in Recruiter Magazine discussing Morson's health and wellbeing initiative. Adrian Adair, Morson Group COO, Matthew Leavis, Head of UK Training and Heather Deering Morson’s Health, Wellbeing and Engagement Partner discuss the many benefits of a personalised approach. We are proud to share that Adrian Adair, Morson Group COO, Matthew Leavis, Head of UK Training and Heather Deering Morson’s Health, Wellbeing and Engagement Partner have been featured in Recruiter Magazine discussing Morson’s health and wellbeing initiative. In the blog, the team discuss Morson’s commitment to mental health, the many benefits of nutrition, work-life balance and how a personalised approach leads to employee engagement and productivity. Read the full blog from Recruiter Magazine here. In recent years, health & wellbeing has risen inexorably up the agenda of many recruitment companies. A healthy and happy workforce is also a more engaged and productive workforce goes the thinking, while employees and candidates increasingly see it as an important aspect of being a ‘good’ employer. However, while such programmes, involving gym or spa membership, free fruit in the office and perhaps access to some sort of independent advice or counselling service have become more commonplace, some companies are endeavouring to take health & wellbeing to the next level. Three years ago, engineering and technical recruiter Morson International launched MorFit, a fitness programme for staff. Morson’s COO Adrian Adair hails MorFit’s success “in introducing some fitness into the organisation, and in showing us that we could really have an impact on staff” but says this is just the beginning. . . Determined to build a programme that was more than just for “people that were interested in fitness”, he says the company has set the ambitious goal of providing health & wellbeing “that is personalised for individual employees”. Three years after MorFit launched, that journey is well and truly underway. Although still early days, staff can enjoy not just the use of the company’s gym in the basement of its Manchester HQ, and fitness classes, but benefit from Morson’s new much broader and all-encompassing programme. To drive its health & wellbeing agenda and to build it into a long-term strategy, the company has recently appointed its first health, wellbeing and engagement partner, Heather Deering. Mental health is key Mental health is a key aspect of Morson’s programme, says Matthew Leavis, Morson International’s group head of UK training: “When you consider that one in four people will suffer from mental health issues, it’s a significant challenge,” he says. “It is something that we are particularly proactive about at the moment.” The company used Mental Health Awareness Day in May as the catalyst to help break down the stigma of mental health, by encouraging staff to talk about their personal experiences. “A lot of personal stories came out, and people came out and said how supported they felt, including senior people,” says Adair. The company also launched a network of mental health first aiders, usually mid to senior-level managers “to act as a reference point to spot some of the trigger points within their team”. The ambition is to expand the number of mental health first aiders to 80. “Gone are the days when you just asked ‘How are you?’, because most people won’t really answer that question. We work in quite a stressful environment, so I think it is really important for line managers to be able to spot signs within their staff,” explains Leavis. A typical trigger would be a change in personality, appearance or attitude to work, he says. Unusually, Leavis says the company also allows its clients to take advantage of its growing expertise in mental health, by giving their line managers the opportunity to attend training courses for Morson’s mental health first aiders. Leavis says that one client has asked Deering and Morson’s mental health practitioner to do some work with them on mental health. “It is available as part of our menu of services outside the normal recruitment services,” explains Adair. Taking this further, Leavis says there are plans to launch a mental health training division. Find out more about our mental health first aider programme here. Outside the office In a similar vein, Morson has extended the boundaries of health & wellbeing beyond its own staff working within its own offices, by introducing a fitness programme for a number of its rail apprentices, who are deployed on clients’ sites. Leavis says the initiative was launched in response to a spike in the numbers of rail apprentices, who left during the first couple of weeks of beginning their duties. “The youth of today are perhaps not as physically active as they used to be,” Leavis explains, “with social media, computers and online gaming, so we find that a lot of the young lads and ladies who come to our training centres are not prepared for the physical nature of the job, despite wanting to do it.” There were also concerns that this lack of preparedness for physical work risked injuries or accidents. Working with a gym in Manchester, Leavis says the company came up with a six-week physical fitness programme that would give apprentices “some core strength and basic functional fitness to help them adapt to their roles”. Comparing their performance at the end of the six weeks using a simple test, Leavis says some apprentices tripled their score. He says the programme has also boosted apprentices’ confidence. Partner for health In addition to physical fitness and mental health, Heather Deering’s brief includes mental health, nutrition, work-life balance and employee engagement. “It’s not that MorFit is going away, it’s more about taking things to the next level, and that’s where I step in,” says Deering, who while working for Morson as an internal recruiter qualified as an associate nutritionist. Supporting Deering across the Morson Group are two mental health champions. With its emphasis on putting staff at the centre, Deering says her first task was to undertake a consultation exercise with staff, using the feedback “to determine the priorities of the programme and what the initiatives should look like”. Deering says the feedback indicated that mental health ranked high on the staff’s agenda. Although Morson had done a lot of work on mental health in the past, she says, including training staff and publishing a white paper, the message that came back was that “the training was a little academic and theoretical, whereas they were looking for something more practical”. In addition to the mental health first aiders, one practical result is a mental health tool kit that provides advice about how to approach mental health in the workplace. Adair recognises that in recruitment there is a risk that hard-pressed line managers in particular focus on hitting targets at the expense of the physical and mental wellbeing of staff. However, he says that the focus on health & wellbeing, which started three years ago with MorFit, has now become embedded in the business. “Line managers are encouraged to talk to their people, and it’s about the line manager understanding both the business’s needs and their team’s needs.” Deering says what has helped line managers embrace health & wellbeing is a commitment from the top of the organisation. “I have not really encountered resistance; in fact, people are excited about it,” she says. “It’s about presenting the argument that looking after health & wellbeing makes commercial sense. If you want to attract the right people, keep them present at work, productive and here for the long term the research shows that if staff are healthy and happy, they are going to be engaged, have fewer accidents and perform better, which is all good news for your bottom line.” Adair says the key work for him is “productivity”. “One of Heather [Deering’s] goals is to minimise sick days, so actually if you make people more healthy, they actually spend more time at work.” Deering accepts that what she has embarked on is “a mammoth task” but she remains excited rather than daunted. “It’s about not rushing in and trying to fix everything at once because it is not a quick fix, but taking things bit by bit and by having a calendar of events each year we can cover all the different elements so as to build a long-term strategy.” Find out more about our health and wellbeing initiative here. Alternatively, if you’re looking for your next opportunity with Morson, click here to search for jobs.

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