If you’re in the market for a more standardised, compliant and cost-efficient approach to the sourcing, onboarding and managing of your contractor population, you might be thinking of engaging with a partner for an MSP (Managed Service Programme).

However, one size does not fit all and there are different approaches and models to consider, all of which we discussed in our recent Guide. Whilst all MSPs bring a dedicated account team to drive efficient processes across the different stages of managing contingent workforces, from attraction, selection, onboarding, pre-engagement screening, and then offboarding, the major difference is the approach to candidate sourcing.

In this blog, we run through the different models and how they might benefit your organisation so that you can decide which one is right for you.

Let’s get stuck in…

Master Vendor MSP

Master Vendor is an MSP solution in which one MSP partner takes responsibility for the management of the end-to-end process and the sourcing of candidates themselves. They build a second-tier supply chain but only utilise it if they require additional help.

A Master Vendor MSP partner acts as the primary resourcing provider for your organisation. The partner will take direct responsibility for candidate sourcing, pre-screening and management, as well as building talent pipelines for future vacancies. They will only engage with other agencies if they cannot fulfil the role and need a bit of extra help. Basically, they’ll completely take the resourcing challenges and time-consuming admin tasks off your hands.

Advantages

This model offers a more streamlined process as one partner takes responsibility for all activity. Not only does this bring more accountability for hiring difficult to fill roles but will often result in quicker placements and a creation of talent pipelines for future roles, driving down your future time to hire.

Master Vendor MSP enables you to leverage economies of scale to realise significant cost savings through a simple pricing structure. A Master Vendor MSP also creates consistency of experience. The candidate experience will be more consistent as they are only dealing with one point of contact, and it will also help to improve the amplification of your employer brand messaging.

Challenges

When looking to engage with a master vendor MSP provider, selecting the right partner is key.

If you operate in a particularly niche market or are needing to flesh out your team for a very technical project, then be aware that some suppliers might not have the direct sourcing capability to provide access to the niche talent or specialised skills you require. It pays to do your research. A specialist master vend partner will be able to demonstrate the ability to source at least 90% of all roles directly.

This is particularly relevant if you’re needing to recruit over multiple locations, or even regions, it should also be noted that with a master vendor approach, it may be difficult to deploy workers consistently across a multi-region solution.

Neutral Vendor MSP

Next up, you’ve got your neutral vendor MSP model. When you’re working with an MSP partner in a neutral vendor capacity, this mean they will be acting as an intermediary between your company and the roles you need filling, and multiple other recruitment agencies. Think of them as being able to play the field for you.

They’ll review candidates from all these different sources and present the best options to you, regardless of source.

Advantages

The neutral vendor approach will spread out your risk and diversify your talent supply chains, which can then provide you with wider and more diverse access to talent.

You could also maximise some cost savings thanks to the transparency of this approach and being able to review the pricing structures of multiple different suppliers. A diverse supply chain builds scalability and flexibility into a solution.

Challenges

However, a neutral vendor approach may not achieve the same cost savings as a direct sourcing model as there will be two organisations to pay for each hire made, the agency supplier as well as the MSP partner.

Also, you should pay special attention to how each agency is presenting your employer brand to avoid a misalignment in how you’re being represented.

Hybrid Model MSP

Then you’ve got your hybrid model MSP partner. This combines some elements of both the vendor-neutral and the master vendor approaches.

With a hybrid model, the MSP partner may deliver to you via direct sourcing, while also appointing other primary suppliers and opening some of your roles up to a wider pool in the supply chain.

Advantages

A huge advantage you get with the hybrid model is flexibility as you’ll be able to choose the best model per job category. This could mean that your technology hiring is conducted via a neutral vendor approach, while your HR function is handled through a master vendor. This will optimise costs and efficiency while maintaining access to diverse suppliers.

This approach also means you’re not going to be limited by jurisdictions. You can easily hire across various geographical locations and get the best talent on the ground thanks to the expertise of different suppliers based where you need them – say goodbye to compromising on worker quality.

Challenges

However, a hybrid model approach does come with its own set of potential challenges. When you’re working with different MSP models operating for different job categories it can become a hugely complex process to manage. The hybrid model can work very effectively for large, multi-region contracts, mitigating risk and ensuring compliance with local regulations. For mid-size solutions (100 – 750 contractors under management) it may prove overly complex and not deliver the same benefits as the other models.

Which model is right for you?

So, which model do you think is right for you?

Well, it depends. The most appropriate model will depend on factors like your organisation’s size, industry sector, geographic scope, the mix between generalist and niche skills that you’re hiring for, not to mention your strategic goals.

Looking for more information?

We’re on hand to help guide you on which MSP model might be right for you and your business, and how you can get started.

You can find out more in our comprehensive Guide to MSP. Answering all of your questions from what the benefits are through to how to get started, this Guide will set you up for success.

If you have any further questions or would like to chat to us more, please don’t hesitate to reach out to:

Chesney Windsor – [email protected]

Or

Lisa Goodman – [email protected]

We’re now well into 2025 and it’s been a busy start to the year for Sanderson Government & Defence. But what can we learn from the last few months, and what can we expect from the rest of 2025 in the world of recruitment?

We sat down with G&D’s Head of Recruitment Services James Corcoran for his opinion on how the government and defence market has been looking and where it might be heading.

Focusing on permanent hiring

Well things are changing. It’s been a topsy turvy market over the course of the last 18 months where I’ve seen many organisations swing from putting all their focus on contract hiring, then onto permanent hiring and then back again in a recurring cycle.

But as we started this year, I’ve noticed more stability. Since beginning 2025 with a heavy focus on contract hiring, there’s been a huge shift in interest and conversations leaning more towards permanent hiring. The G&D team have been flying from meeting to meeting lately handing queries from customers on how to design, implement and then deliver numerous projects needing permanent hires.

To be honest, this was a trend I was expecting due to the increase in employer National Insurance contributions the government is implementing, and also the similarities in the market trends to the post financial crisis market. Companies are wanting more value for money with better return on investment, so I’m pleased to see the growth of businesses becoming more attune to the cost of hiring and the value of permanent staff – we’re moving away from the trend of just “hire and hope”.

Filling the skills gaps

Then there’s the change in attitude to the skills gaps that have been present in the government and defence job market.

While some of these gaps will remain due to reactive hiring spurred on by programme wins across the industry, a lot of these gaps will also be plugged. I expect to see a burst of strategic hires taking place in more challenging positions to fill any future skills gaps, as well as training programmes to further plug these gaps.

I strongly believe that its vital companies continue to focus on overcoming their skills gaps to ensure they’re preparing for the future. In my experience it’s key to show stakeholders the return on investment this will bring in order to get everyone on board with hiring pushes or training programmes. We would advise ring fencing a project that has defined outcomes that all stakeholders have agreed on, to increase engagement, foster commitment and prove value for money.

How can we help?

At Sanderson Government & Defence we have a wealth of experience in bringing stakeholders on this journey to ensure your training programme or recruitment drive gets off the ground.

We specialise in starting these conversations, setting up reskilling programmes and sourcing hard to find and hard to reach skill sets that will support your programme of work. The key is to deliver a tailored, outcome orientated service to ensure best value for money and best return on investment – the exact type of work that gets us up in the morning!

If this sounds like something your organisation needs, or you’d just like to chat about how you can start addressing your permanent hiring needs or how to start filling skills gaps, then please do get in touch with me on [email protected]

We recently launched our much-anticipated Financial Services Hiring Trends Report which focuses on Digital, Technology, Change and Transformation hiring in the Financial Services sector. The Report delves into how hiring in 2024 compared to the previous year, how hiring demand was split across the UK and what the most in demand roles were across the financial services sector.

But what did the data show us about trends in London?

Permanent finance vacancies

According to data from VacancySoft and reviewed by our expert recruiters, the hiring demand for permanent vacancies covering digital, technology, change and transformation in the UK financial services sector has remained highest across Greater London and the South-East of England.

In 2023 there were 2194 vacancies in Greater London, and then an equally high 2099 in 2024. Looking at the South-East region, there were 782 vacancies in 2023 followed by 769 in 2024.

These vacancies are miles ahead in numbers compared to the rest of the UK. For example, the North-West only saw 359 and 296 vacancies in 2023 and 2024 respectively, and the West Midlands only had 291 and 256. This confirms that London and surrounding areas are a real hub of talent and that there continues to be a real demand for talent in the financial services sector.

Hiring trends in London

London is one of Sanderson’s largest markets in the financial services sector, with our expertise spanning across General Insurance, London Market Insurance, Life & Pensions, Investment Management, Banking and Building Societies.

When you look at the hiring trends in this region across the world of Finance, it’s clear that London continues to lead the way in UK in digital, technology, change and transformation hiring in the financial services sector. Hiring demand in London has also been more resilient to the impact of external factors like political uncertainty and economic challenges. This is demonstrated by vacancies across the UK declining by 8.5%, whereas they only declined by 4.4% in London – a clear indicator that the market in London remained strong. Also, the trend we saw back in 2023 of a shift away from London towards regional hubs such as Manchester has slowed.

What will the future look like?

It’s clear that London is at the centre of hiring demand in the financial services sector. But what else should we be aware of in this region and sector?

One thing we’ll be keeping a close eye on is the return to the office, particularly in Financial Services firms in London. We’re already seeing more consistent patterns of 3 days per week in the office and a some of our clients returning to as many as 4 days in London across all roles regardless of whether they’re in digital, technology or transformation.

This is a marked swing back towards the majority of the week being spent in the office, and while hybrid working is here to stay, it does mean less choice for job seekers requiring more remote roles.

I’d therefore expect that we start to see less movement in this sector based purely on what hybrid working schedules companies are offering and instead see trends returning to a more level playing field with other factors in the job offering holding more weight as we progress through 2025/2026.

Next steps

Are you ready to find out more?

As we leave Q1 behind, now is the time to start thinking about enhancing operational efficiencies, addressing your skills gaps and supporting the reskilling of your existing workforce with the right blend of permanent employees, contractors and consultancies.

Arm yourself with data produced by Sanderson’s market-leading experts by downloading a copy of our Financial Services Hiring Trends Annual Report by filling out the short form below.

Have any further questions or considering how your London based business can get ahead of these hiring trends? Don’t hesitate to get in touch with Joss Collins on [email protected]

In the rapidly evolving digital landscape, the future skills required by the workforce are changing at an unprecedented pace. The World Economic Forum’s 2024 report on “Fastest Growing and Declining Jobs by 2030” highlights the essential skills needed for the future, presenting both significant opportunities and challenges for the UK government and defence sector.

The Opportunity

The future job market is rich with potential for innovation and growth. For the UK government, this means an opportunity to harness new technologies and methodologies to improve public services and national security.

According to the World Economic Forum report, the fastest-growing jobs include roles such as big data specialists, fintech engineers, and AI and machine learning specialists.

By investing in these areas, the government can drive efficiency, reduce costs, and enhance service delivery. Moreover, the emphasis on green transition roles, such as environmental and renewable energy engineers, aligns with the government’s sustainability goals which also contributes to economic growth and job creation.

The Challenge

However, the shift towards these future skills also presents several challenges. One of the primary hurdles is the existing skills gap. Research by PA Consulting and McKinsey indicates that there is a significant gap between the current skill levels and those required for future roles. This gap needs to be addressed through comprehensive training and development programs.

Another challenge is the need for a cultural shift within government institutions. Traditional hierarchical structures may need to be re-evaluated to create more dynamic and flexible career paths. This shift is essential to attract and retain Gen Z talent, who prioritize flexibility, meaningful work, and a supportive work environment.

Conclusion

The future skills landscape presents a unique opportunity for the UK government to lead in digital transformation and innovation. However, it also requires a concerted effort to address the existing skills gap and to create a work environment that aligns with the values and expectations of the future workforce. The UK government must take proactive steps to embrace these changes, and ensure it is well-equipped to meet the challenges of the future and to continue delivering high-quality public services.

Get in touch

Would you like to chat about this topic further? Don’t hesitate to reach out to Nick Walrond or Mollie Hatton to find out more and continue the conversation.

Nick Walrond – Managing Director – [email protected]

Mollie Hatton – Head of Talent Consulting – [email protected]

We’re pleased to present Sanderson’s brand-new hiring trends report focusing on Digital, Technology, Change and Transformation hiring in the Financial Services sector in 2024.

This much anticipated report arms you with industry-leading data on how hiring in 2024 compared to the previous year, how hiring demand was split across the UK and what the most in demand roles were across the financial services sector.

It will have escaped no one’s attention that hiring trends in 2024 reflected a year of uncertainty. Thanks to economic challenges and political instability, the year saw many companies having to adopt a cautious approach to recruitment as business confidence was knocked.

Many companies in the financial services sector will currently be reassessing their hiring strategies in preparation for the changes in National Insurance contributions for employers set to take effect in April 2025, alongside ensuring they’re business strategies are aligned with the rapid digital transformation AI is bringing to the sector.

Now is the time to think about enhancing operational efficiencies, addressing your skills gaps and supporting the reskilling of your existing workforce with the right blend of permanent employees, contractors and consultancies.

This report, produced by Sanderson’s market-leading experts, reflects on how the business context has been impacted in the past and provides our predictions for the future of hiring in the financial services sector.

Download your copy by filling out the short form below and get all the data you need in your back pocket.

Have any further questions on the trends discussed in this report? Don’t hesitate to contact William Boney at [email protected]

The Power of Empathy in a Talent Services Environment: A Coach’s Perspective

In today’s competitive job market, the role of a talent consultant goes beyond simply matching resumes to job descriptions. It’s about truly understanding the human behind each application and fostering meaningful connections. This is where I believe empathy is a superpower!

What is Empathy?

Empathy is the ability to recognize, understand, and share the feelings of others – the ability to put yourself in someone else’s shoes and see things from their perspective.

There are two main types of empathy:

•  Affective Empathy: This refers to the sensations and feelings we get in response to others’ emotions. It can include mirroring what another person is feeling or feeling stressed when we detect another’s fear or anxiety.
• Cognitive Empathy: Also known as perspective-taking, this is the ability to identify and understand another person’s emotions and thoughts.

Empathy is considered crucial for healthy social interactions and relationships, as it helps individuals connect with others on an emotional level and fosters prosocial behaviour.

How is Empathy Important in a Talent Services Context?

• Building Trust: Empathy helps build trust with candidates. When candidates feel understood and valued, they are more likely to trust the talent services provider and the organisation. This trust can lead to more open and honest communication, making it easier to find the right fit for both parties. Plus, who doesn’t want to be known as the recruiter who genuinely listens and cares as much about their candidates as they do about their bonus?!
• Improving Communication: Empathetic talent consultants can communicate more effectively. They can pick up on non-verbal cues and respond appropriately, making the interaction smoother and more meaningful. This can help in understanding the true motivations and concerns of candidates and ultimately save both parties from wasting time pursuing the wrong opportunities.
• Enhancing Candidate Experience: By understanding candidates’ needs, concerns, and aspirations, empathetic recruiters can provide a more positive candidate experience. This can lead to higher satisfaction and an elevated impression of the company, even if the candidate is not ultimately selected for the position. Happy candidates talk, and word of mouth is powerful.
• Making Better Matches: Empathy allows recruiters to better understand the cultural fit and personal motivations of candidates, leading to more successful placements. This not only benefits the candidates but also contributes to the long-term success of the organisation they’re placed in. It’s a bit like being a matchmaker for careers!
• Fostering a Positive Work Environment: Empathetic interactions contribute to a positive and inclusive workplace culture. This can improve overall employee morale and retention, as employees feel more valued and understood. Think of it as creating a workplace where everyone wants to bring their best selves.

Impact of Implementing Coaching Skills as a Talent Consultant

Incorporating coaching skills into talent consulting practices can significantly enhance effectiveness. Coaching skills can support in building stronger relationships with candidates, understanding their aspirations, and providing valuable feedback. This approach shifts the focus from merely filling positions to fostering long-term growth and development within the workforce.

• Building Relationships: A coaching approach emphasizes understanding candidates’ goals and potential, rather than just their qualifications. This deeper connection helps match candidates with roles that align with their career aspirations, leading to higher job satisfaction and retention rates.
• Empowering Through Feedback: Coaching involves providing constructive feedback, which helps candidates improve and grow professionally. This not only benefits the candidates but also enhances the overall talent pool available to the organisation.
• Identifying Growth Mindsets: Consultants trained in coaching skills are better equipped to identify candidates with a growth mindset—those who are eager to learn and embrace challenges. Such candidates are more likely to contribute positively to the organisation’s adaptability and success.

Benefits of Receiving Individual Coaching as a Talent Consultant

Just as consultants can benefit from using coaching skills, receiving coaching themselves can also be incredibly valuable. Coaching can help consultants develop greater empathy, improve their interpersonal skills, and enhance their overall effectiveness.

• Enhanced Empathy: Coaching helps individuals understand their own emotions and those of others more deeply. For talent consultants, this means being able to connect with candidates on a more personal level, which can lead to more successful placements.
• Professional Development: Receiving coaching can help consultants set and achieve their own professional goals, identify areas for improvement, and develop strategies to overcome challenges. This continuous development ensures that they remain effective and motivated in their roles.
• Improved Communication Skills: Coaching often focuses on enhancing communication skills, which are crucial for talent consultants. Better communication leads to clearer expectations, more effective interviews, and stronger relationships with both candidates and hiring managers.
  Conclusion
• Empathy is not just a soft skill: it’s a powerful tool that can enhance the recruitment process and contribute to the overall success of an organisation. By incorporating empathy into our interactions with candidates, we can build stronger relationships, make better hiring decisions, and create a more positive and inclusive workplace culture.

As a career coach, I am committed to helping talent consultants develop this essential skill and transform their practices. Together, we can create a more empathetic and effective recruitment process. And who knows, we might even have some fun along the way…

Next Steps

At Sanderson we offer Transformative Career Coaching services that are designed to empower individuals and teams to achieve their highest potential, ensuring that they are equipped to navigate career transitions with confidence and meet the demands of their roles, whilst feeling fulfilled by the work they do, with clarity and direction towards a future they are excited about.

You can find out more here

Any more questions? Don’t hesitate to reach out to Chloe O’Keeffe to find out more.

Email: [email protected]

An MSP explained

An MSP (Managed Service Programme) is an outsourcing solution in which a partner takes responsibility for managing the contingent workforce for an organisation.

The contingent workforce can be made up of temporary employees, contractors and consultants deployed under Statement of Work (SoW) agreements.

Typically, an MSP partner will manage the full contingent worker lifecycle from resource planning and approvals, through the end-to-end recruitment process, to onboarding, payroll, extension management and offboarding. In addition, an MSP partner provides market intelligence and guidance, access to great talent, consistency of process, compliance, cost management and reporting across the contingent workforce.

Who may benefit from an MSP?

When they first started, the main appeal of an MSP solution was focussed on the time savings and efficiencies associated with the management of the contingent worker process.

Enterprise organisations with large contingent worker populations (250+), would appoint a partner to ensure that roles had been approved, to co-ordinate the recruitment process and to centralise time keeping and invoices into one, consolidated format.

The introduction of VMS technology has automated much of this process, enabling MSP providers to expand the scope of the service across multiple geographic areas, or, to focus their attentions on cost saving, risk mitigation, and access to high quality contingent talent.

With more agile MSP partners entering the market, size and scale is no longer a barrier to entry for organisations.

What should I be asking before starting an MSP?

The key questions any potential MSP buyer should ask themselves before getting started are:

Are contingent workers a consistent part of your resourcing strategy?

Would you like to access the best contingent talent in the most cost-effective manner?

Is it important that your contingent workforce complies with local regulations and legislation?

Do you struggle to gain visibility of contingent workforce spend across your business?

Does recruiting, managing, and onboarding contingent workers take up more time than you would like?

Ready to find out more?

If you’re looking to deliver real business value from your contingent workforce and are ready to get started with an MSP, download our ultimate guide to getting started today.

Answering all of your questions from what types of MSP are available to you, what the benefits are through to how to get started, this Guide will set you up for success.

Have any more questions? Reach out to Steve Phillips today [email protected]

In a world where everything’s going digital, the need for tech-savvy talent in the defence sector and central government is huge. The government’s push to use AI to cut costs and boost efficiency is a big deal. But getting Gen Z, the digital natives, on board is still a challenge.

Research by PA Consulting and McKinsey reveals a significant gap in awareness and interest among those aged 13-27 regarding careers in government and defence. This highlights the need for a strong employee value proposition that speaks to Gen Z.

What Gen Z Wants

The research found four key things that matter to Gen Z:

• Flexibility
• Mental health and wellness
• Ethical practices and value alignment, and
• Variety.

These are crucial for creating roles that attract young talent.

Showcasing Career Variety

Gen Z loves diverse career opportunities and the chance to try different roles. However, almost half of the Gen Z respondents didn’t know about the wide range of roles in government and defence, such as AI specialists, cybersecurity experts, policy advisors, and project managers. Closing this knowledge gap is the first step to attracting young talent. It’s also important to highlight career progression.

Over a third of Gen Z respondents think the sector offers chances to develop a variety of skills and clear career paths. Investing in training programs and promoting these opportunities can make careers in government and defence more appealing.

Highlighting Meaningful Work

Meaningful work is a big motivator for Gen Z. The research found that many respondents believe roles in government and defence make a positive impact on society. However, there’s a need to better communicate how these sectors tackle global challenges and contribute to a safer, more sustainable future. For example, the government’s AI and digital transformation initiatives aren’t just about efficiency; they’re about improving public services and enhancing national security. Sharing success stories and case studies that show the positive impact of these initiatives can help align the sector’s values with those of potential recruits.

Promoting Flexibility and Wellness

Flexibility and a good work-life balance are top priorities for Gen Z. Yet, only a small percentage of respondents felt that the government and defence sectors offer flexible working conditions. There’s a clear opportunity to build more choice and control into these careers, such as remote work options and flexible hours.

Mental health and wellness are equally important. Creating a culture that prioritises mental health and provides a supportive environment can make a big difference in attracting and retaining young talent. This includes fostering psychologically safe workplaces where employees can learn from mistakes and develop the right behaviours.

Implications of Delayed Evolution

If these changes are implemented too late, the consequences could be significant. The government and defence sectors may struggle to attract the necessary talent to drive digital transformation, leading to a lag in technological advancements and efficiency. This could result in higher operational costs and reduced effectiveness in addressing national security and public service challenges.

Moreover, failing to meet Gen Z’s expectations for flexibility, mental health support, and meaningful work could lead to high turnover rates and low employee engagement. This would not only impact productivity but also damage the sectors’ reputation as desirable places to work, making it even harder to attract future talent.

The tech sector has seen similar consequences when changes were implemented too late. For instance, 70% of digital transformation projects fail to meet their goals. Companies like Nokia and Kodak are prime examples of what happens when businesses fail to adapt. Nokia, once a leader in mobile phones, lost its market share because it didn’t keep up with smartphone innovations. Kodak, despite inventing the digital camera, failed to capitalise on it and was left behind as the market shifted to digital photography. Implementing change when it comes to current and future generations is no less critical, so change is paramount.

The Way Forward

Attracting Gen Z talent is crucial for driving digital transformation in government and defence. This requires a strong employee value proposition that increases awareness of opportunities to this market as well as sharing success stories that the positive impact roles in government and defence can bring.

It’s important to emphasise variety, flexibility, and meaningful work with robust training programmes as well as a supportive culture.

The message is clear – move away from traditional hierarchical career paths and embrace dynamic, fluid career journeys. Above all, communicate the breadth and scope of roles available and the real impact these roles have on both a local and global scale.

By implementing these accountability actions with measurable outcomes, we can ensure that the strategies to attract and retain Gen Z talent are effective.

Get in touch

Would you like to chat about this topic further? Don’t hesitate to reach out to Nick Walrond or Mollie Hatton to find out more and continue the conversation.

Nick Walrond – Managing Director – [email protected]

Mollie Hatton – Head of Talent Consulting – [email protected]

The prospect of living to 100 is now increasingly realistic in today’s day and age.

This is a topic I’ve been exploring a lot as I believe it’s crucial for the UK government and defence sector to get to grips with this and adapt to this new reality if they’re to harness the full potential of a multigenerational workforce.

In my previous blog, I explored the concept of the 100-year life and how advancements in healthcare, lifestyle changes, and technology are enabling people to live longer, healthier lives. In this next instalment, I’m taking a deeper dive into this topic thanks to exciting new research published in Nature Ageing, which reveals that baby boomers are now ageing so slowly that 70 really is the new 60.

So let’s take look…

The Slow Ageing Phenomenon

Recent studies have shown that the biological markers of ageing are shifting, particularly for the baby boomer generation. This research indicates that individuals in their 70s today exhibit health and vitality levels comparable to those in their 60s a few decades ago

This shift can be attributed to several factors:

1. Improved Healthcare: Advances in medical science have significantly enhanced the management of chronic diseases and preventive care.
2. Healthier Lifestyles: Increased awareness of the importance of diet, exercise, and mental well-being has led to healthier lifestyle choices.
3. Technological Innovations: Wearable technology and telemedicine have made it easier for individuals to monitor and manage their health proactively.

What This Means for Society

I believe the implications of this slow ageing phenomenon are profound.

As people live longer and healthier lives, we can expect to see changes in various aspects of society such as:

• Workforce Dynamics: With people remaining healthier for longer, the traditional retirement age may shift, allowing for extended careers and new opportunities for lifelong learning and development.
• Healthcare Systems: There will be a growing need for healthcare systems to adapt to the needs of an ageing population, focusing on preventive care and chronic disease management.
• Social Structures: Communities and families will need to adjust to the reality of multi-generational living, with more active and engaged older adults.

Embracing the Future

As we continue to understand the science of ageing, it becomes clear that our perceptions of age and vitality are evolving. The idea that “70 is the new 60” is not just a catchy phrase but a reflection of the remarkable progress we have made in extending the healthy years of life.

And that means that we must look to the over 50’s as a viable and long-term career group that will be critical to the health of the UK employment market.

More thought needs to be given to attracting and mobilising this generation.

The journey towards a 100-year life is not just about adding years to life but adding life to years. By embracing healthier lifestyles, leveraging technological advancements, and adapting our societal structures, we can look forward to a future where ageing is not something to be feared but celebrated, and where our working lives will extend well into our 70’s for many of us.

What this means for the Government & Defence sector

Specifically, to the world that we service, I think real thought and time needs to be given to the following points:

• How to harness multi-generational talent
• Adapting workforce policies to make them fit the generations (hire to retire policies etc…)
• Improved Health and Wellbeing policies to enable a positive extended working life
• Learning and development initiatives that enable reskilling later in careers

With well documented Digital, Data, Cyber skills shortages across the Defence and Government sectors in the UK now is the time to harness the potential of the extended working life, I really believe it will be a critical skills channel of the future.

If you would like to discuss this topic further, please don’t hesitate to get in touch with me.

[email protected]

In today’s day and age, the prospect of living to 100 is becoming increasingly realistic.

This shift, explored in depth by Lynda Gratton and Andrew J. Scott in their seminal book “The 100-Year Life”, can actually have profound implications for how we approach our careers, education, and personal lives.

This is a topic I’ve been exploring in-depth (as you might have seen in my previous blog last month) and I believe that it’s crucial for organisations, particularly those in the UK government and defence sector, to properly understand and adapt to this new reality if they’re to harness the full potential of a multigenerational workforce.

The Implications of a 100-Year Life

Living longer means working longer, but it also means rethinking the traditional three-stage life cycle of: education, work, and retirement.

Gratton and Scott argue that this model is becoming obsolete and propose instead a multi-stage life where individuals cycle through periods of learning, working, and leisure multiple times.

This approach requires a fundamental shift in how we manage careers and support employees throughout their extended working lives.

So how does this outlook impact organisations in the government and defence sector and what are some of the elements in the workplace they should pay attention to and strategies they can implement in order to support such a multigenerational workforce?

Continuous Learning and Development

Lifelong Learning

In a 100-year life, the need for continuous learning becomes paramount. Organisations must foster a culture that encourages lifelong learning and provides opportunities for employees to acquire new skills at various stages of their careers. This could include offering access to online courses, workshops, and formal education programmes.

Career Flexibility

Employees will likely transition between different roles and industries multiple times throughout their extended careers. Providing career flexibility and supporting lateral moves within the organisation can help employees remain engaged and productive. This flexibility also allows organisations to retain valuable talent by offering new challenges and opportunities for growth.

Financial Well-being and Security

Financial Education

With longer lives come longer retirements, making financial planning more critical than ever. Organisations can support their employees by offering financial education programmes that help them understand and manage their finances effectively. This includes planning for retirement, managing debt, and investing wisely.

Flexible Retirement Options

Traditional retirement ages and structures may no longer be suitable for a 100-year life. Offering flexible retirement options, such as phased retirement or opportunities for part-time work, can help employees transition smoothly into retirement while still contributing their expertise to the organisation.

Health and Well-being

Promoting Physical and Mental Health

A longer life requires a greater focus on maintaining physical and mental health. Organisations can play a pivotal role by promoting healthy lifestyles through wellness programmes, providing access to mental health resources, and creating a supportive work environment that prioritises employee well-being.

Work-Life Balance

Balancing work with personal life becomes even more important in a longer career. Flexible working arrangements, such as remote work and flexible hours, can help employees manage their responsibilities and reduce stress, leading to a healthier and more productive workforce.

Building a Supportive Culture

Intergenerational Collaboration

Encouraging collaboration between different generations can lead to a more innovative and dynamic workplace. Mentorship programmes, where experienced employees share their knowledge with younger colleagues and vice versa, can foster mutual respect and understanding.

Inclusive Policies

Developing policies that support employees at all stages of their lives is essential. This includes offering parental leave, supporting employees who are caregivers, and creating an inclusive environment where everyone feels valued and respected.

Conclusion

I think it’s clear that the 100-year life presents both challenges and opportunities for organisations.

But by embracing the principles outlined by Gratton and Scott, companies can create a supportive and flexible environment that allows their people to thrive throughout their extended careers.

This approach not only benefits individual employees but also enhances organisational resilience and innovation, ensuring long-term success in an age of longevity.

If you would like any advice on how to implement any of these strategies into your own organisation, please don’t hesitate to get in touch with me: [email protected]