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Introduction Considering an in-house recruitment team? While this approach gives you full control over hiring, it requires significant time, resources, and planning. This guide walks you through the key steps to building and maintaining a strong internal recruitment function. 1. Define Your Recruitment Needs Before building a team, assess your hiring volume, required expertise, and long-term talent acquisition strategy. How many roles do you typically fill per year? Are they niche or generalist positions? Will recruitment demands fluctuate seasonally? 2. Structure Your In-House Recruitment Team Depending on your needs, your team may include: Talent Acquisition Specialists  – Focused on sourcing and outreach. Recruiters  – Managing end-to-end hiring processes. HR Coordinators  – Handling compliance and onboarding. Employer Branding Specialists  – Enhancing your company’s appeal to candidates. 3. Invest in the Right Tools & Technology To streamline recruitment, invest in: Applicant Tracking Systems (ATS)  (e.g., Workable, Greenhouse, Lever) Job Board Subscriptions  (e.g., LinkedIn, Indeed, Glassdoor) Supporting Tools  (e.g., for interview scheduling, identity verification) 4. Develop a Strong Recruitment Process Ensure consistency by creating a structured hiring workflow: Job requisition approval Role advertising & sourcing strategy Candidate screening & assessment Interview process Offer negotiation & onboarding 5. Build a Talent Pipeline An in-house team should proactively engage with potential candidates to reduce time-to-hire. Ways to build a pipeline include: Maintaining a database of past applicants Attending industry events & job fairs Engaging passive candidates on LinkedIn 6. Measure and Optimise Performance Track key recruitment metrics to refine your strategy: Time-to-hire Cost-per-hire Candidate satisfaction Offer acceptance rate Regularly review performance and adjust processes to improve efficiency. Conclusion Building an in-house recruitment team is a long-term investment that requires careful planning, the right tools, and continuous optimisation. If you’re considering this approach, ensure you have the necessary resources to make it successful. Looking for expert support instead? Contact us to discuss how we can streamline your hiring process.

Introduction Choosing the right recruitment agency can make or break your hiring success. With so many options available, how do you ensure you’re selecting the best partner for your needs? Use this checklist to evaluate agencies before making a commitment. 1. Industry Specialisation Ensure the agency has experience in your specific sector. Ask: Do they have a proven track record in your industry? Can they provide case studies or testimonials? Do they understand the unique challenges of your sector? 2. Candidate Quality & Screening Process A great agency should deliver high-quality, pre-vetted candidates. Consider: What screening and assessment methods do they use? Do they conduct skills tests, background checks, or cultural fit assessments? What is their success rate in placements? 3. Recruitment Speed & Efficiency Time-to-hire is crucial for business continuity. Ask: How quickly do they typically fill roles? What is their pipeline for passive candidates? Do they have pre-qualified candidates ready for hire? 4. Flexibility & Customisation The best agencies adapt to your business needs. Consider: Do they offer tailored recruitment solutions? Are they flexible in their approach (e.g., contingent, retained, or temp staffing)? Can they scale with your hiring demands? Are they willing to incorporate your processes into their service delivery model? 5. Pricing & Transparency Hidden fees can lead to budget surprises. Ask: What is their fee structure (flat fee, percentage, or hourly)? Are all costs outlined upfront? Do they offer guarantees on placements? 6. Communication & Support A good agency should act as a true partner. Consider: Do they provide regular updates on recruitment progress? Is there a dedicated point of contact? How do they handle feedback and candidate rejections? Do they support you in your language? 7. Legal & Compliance Expertise Employment laws change frequently, so your agency should be compliant. Ask: Do they stay updated on labour laws and hiring regulations? Can they assist with contract negotiations and right-to-work checks? Do they provide ongoing compliance for temporary and contract/freelance resources? Do they offer seamless compliance across multiple regions? Conclusion Selecting the right recruitment agency is a crucial business decision. By using this checklist, you can ensure you're choosing a partner that aligns with your hiring goals and delivers quality candidates efficiently. Need a recruitment partner who ticks all the boxes? Contact us to discuss how we can support your hiring needs.

A year we can be proud of, delivered by a team that is always at your service. From technical specialists to visionary leaders, 2024 has been a year of incredible opportunities and partnerships. We've matched exceptional talent with game-changing roles across a diverse range of industries. Here's a glimpse of the roles we helped fill this year, each one a story of growth and success. Thank you for being part of our journey! Wishing all our partners, colleagues, and friends a wonderful Christmas 💫

Degrees may open doors, but it’s skills that keep them open – and that’s where the future of recruitment is heading. I’ve witnessed firsthand how the traditional emphasis on formal qualifications is giving way to a new focus: skills. The future of recruitment is rooted in finding candidates based on what they can do rather than solely focusing on where they've been educated. At Interval, we champion skills-based hiring, because the competencies a person brings to the table often matter far more than their CV. Degrees and titles might get someone through the door, but it's their abilities that will keep them there and help them thrive. We see this challenge not only with traditional qualifications (i.e. university degrees) but also technical certifications (e.g. Microsoft, Cisco, etc.). Given that most of these certifications have expiry dates, you have to keep redoing them, which isn’t always feasible. As a result, some clients miss out on great candidates because they insist on certifications. This is not to say qualifications don’t count at all – but hiring for skills as well as qualifications opens up a wider, more diverse pool of candidates. This not only benefits businesses looking to fill positions faster, but also creates a fairer, more inclusive process. At Interval, we’ve been helping clients, both in the public and private sectors, identify and assess the specific competencies their roles require. This approach has been a game-changer, improving candidate performance, reducing time and contributing to better retention. Here’s how to implement this approach: Break down the role: Start by analysing the tasks and responsibilities. Decide which are “must haves” and which are “nice to have”. This doesn’t mean watering the requirements down, it means prioritising them. This applies to soft skills, like adaptability and communication, as well as technical abilities. Use the right tools: Leverage skill-based simulations, structured interviews and case studies to get a deeper understanding of what a candidate can offer. Test real-world performance: Asking candidates to demonstrate their abilities and how they'd approach the role, either through examples or real-time tasks, offers insight into their potential. Skills-based hiring is not just a trend, I believe it's the future of recruitment. By prioritising competencies as well as credentials, we can build teams that are more dynamic, adaptable and equipped to meet the challenges of tomorrow.

I've been reflecting on how maternity leave has shaped my values as a leader. As I return from maternity leave for the third time in my career, I'm struck by how much has changed, not only in my own life but in the workplace more broadly. The landscape I’m returning to is vastly different from the one I left 24 months ago. Personally, I’ve grown in ways I never anticipated, learning to juggle the demands of parenting and business ownership while evolving in both roles. Professionally, the world of work has also shifted dramatically, with greater emphasis on flexibility, empathy, and resilience. It has made me more attuned to the challenges that working parents face, as well as more open-minded in how I navigate motherhood and leadership. Communication – As a parent to a “tweenager” (12), a “middle child” (8) and a toddler (2), I am constantly code-switching to respond to each child’s needs - not to mention the teachers, family and other adults in their lives, as well as my own colleagues. I’ve had to hone my communication skills more than ever before. Agility – Every parent knows that adaptability is a non-negotiable: Tried-and-tested systems go out the window, and you must be willing to embrace new things at a moment’s notice. This has made me more agile in my decisions, at home and at work. Empathy – Raising a toddler requires deep reserves of patience, and a high tolerance for unpredictability. This, in turn, has sharpened my empathy for anyone who is in a similar situation – be it as a parent or caregiver – managing work responsibilities on top of home dynamics. As a result, these are the policies that I champion as a leader: Flexible schedules – After my first maternity leave, 11 years ago, I returned to a 100% schedule of compressed hours. While this may work for some, I found it challenging. This time, I am taking a phased approach that allows me to better manage the transition for my kids and team. As a leader, it’s an approach I want to make available to everyone. Personalised support – Everyone has different needs. For some, being fully switched off while on leave is a priority; others may welcome opportunities to stay connected. At Interval, we provide “check-in days” for those on leave to avail of, if desired, to keep on top of what’s happening, meet new team members, or simply connect. Adaptation - Supporting those returning to work is essential, especially in fast-moving industries like tech. At Interval, we provide mentorship and flexibility, helping people shift into new specialities as the industry evolves, to ensure our talent has the tools to succeed while navigating changes and balancing personal commitments. I’d like to extend my heartfelt thanks to my incredible colleagues at Interval Group for their constant support during my maternity leave. Your encouragement and flexibility have made this transition so much smoother, and I’m truly grateful to be part of such a supportive team.

Unlock your office chair's full potential with our quick guide. Ever wondered why ergonomic chairs come with more controls than a light aircraft? We've put together a quick guide on how to adjust your chair to provide you optimal comfort, support and back pain reduction. Why invest in an ergonomic chair? There are three key spots in your workspace that impact your posture: the seat, the desk or keyboard, and the floor. To stay comfy, at least two of these need to be adjustable. If you can only make one change, go for a fully adjustable chair—it's an absolute must. A well-designed and properly adjusted chair is crucial for a safe and productive computer setup. A good chair supports your back, legs, bottom, and arms, while cutting down on awkward postures, pressure points, and strain. More adjustability means a better fit for you, support in different sitting positions, and the ability to switch it up during the day. This is especially important if more than one person uses the chair. A basic rule of ergonomics is that there is no such thing as an "average" person. Height adjustment 1. Stand in front of the chair. 2. Adjust the height so the highest point of the seat, when in the horizontal position, is just below the knee cap. 3. Once your chair is properly adjusted for your height, check if you can sit at the desk comfortably with your legs underneath. If you cannot fit your legs under the desk or there is not enough space to move them freely, your desk is too low for you! Consider purchasing an adjustable height desk. If you can sit comfortably but need to elevate your arms in order to place them over the desk, your desk is too high. Adjust the chair height so your elbows are about the same height as the desk. If you cannot place your feet flat on the floor, consider purchasing an ergonomic footrest that is adjustable to support both feet and allows you to keep your feet flat and firm on the footrest. Seat pan adjustment 4. Sit on the chair and keep your feet flat on the floor. 5. Check that the clearance between the front edge of the seat and the lower part of the legs (your calves) fits a clenched fist (about 5 cm or 2 inches) and adjust the “depth” of the seat pan accordingly. The seat pan should provide support for most of the thigh without contact between the back of your knee and the front edge of the seat pan. A footrest may also be used to elevate the slightly to relieve pressure on the back of your leg. Back rest adjustment 6. Adjust the back rest forwards and backwards as well as up and down so that it fits the hollow in your lower back. 7. Sit upright with your arms hanging loosely by your sides. Bend your elbows at about a right angle (90 degrees) and adjust the armrest(s) height until they barely touch the undersides of the elbows. Armrest adjustment 8. Remove the armrests from the chair if this level can not be achieved or if armrests, in their lowest adjustment, elevate your elbows even slightly. 9. Tilt the seat itself forwards or backwards if you prefer. Regular movement Regular movement and standing up from your desk are vital for maintaining good health and preventing the negative effects of prolonged sitting. Taking short breaks to stretch, walk around, or simply stand up can improve circulation, reduce muscle stiffness and boost overall energy levels. It also helps to alleviate eye strain and mental fatigue, making you more focused and productive. Incorporating these small habits into your daily routine can significantly enhance your physical and mental well-being, leading to a healthier and more balanced work life. Conclusion At Interval, we truly care about our staff's wellbeing. We understand that a comfortable and ergonomic workspace is essential for maintaining health and productivity. By investing in quality, adjustable furniture and promoting good posture, we're committed to creating a supportive environment where our team can thrive. Your comfort and health are our top priorities, because we believe that happy, healthy employees are the foundation of our success.

How flexible working will change the future of the workplace. Should more employers align working hours to employees’ natural body clocks? Kim Napeñas, Managing Partner, said three key benefits of the policy are increased flexibility, motivation and productivity. Read the full Human Resources Director article here: https://www.hcamag.com/us/specialization/employment-law/should-more-employers-offer-chronoworking/491145 Interval embraces flexible working and our experts have developed frameworks, processes and technologies to support the implementation of chronoworking at several clients. Get in touch now for a free consultation.

Jobseekers and recruiters are both using AI to get a leg up. It's a battle of the bots. Over the past couple of years, job seekers have been forced to contend with incessant layoffs, a brutal recruitment market and days of unpaid assignments. They can now add AI recruiting systems to that pile. In 2022, the Society for Human Resource Management found that about 40% of the large-scale employers it surveyed said they were already deploying AI in HR-related activities like recruitment. Rik Mistry, Managing Partner of Interval Group, told Business Insider that AI is now leveraged to write job descriptions, judge an applicant's skills, power recruiting chatbots, and rate a candidate's responses. Read the full article here: https://www.businessinsider.com/jobseekers-recruiters-hiring-broken-ai-bots-resumes-interviews-spam-bias-2024-5 At Interval, we value meaningful relationships with our candidates. Every application is checked by an expert (human) member of our team and we get to know every candidate before presenting them for a job opportunity. Whilst we use technology to support our processes, we place our people at the core of our business and our clients notice the difference in quality, time and time again. To understand more about our ways of working, browse our website and get in touch today.

Struggling to get past the initial screening for your dream job? Over 97% of Fortune 500 companies rely on an ATS to help them hire talent. It’s important to learn how this system works in order to build your CV/resume for success. Rik Mistry, Managing Partner, shares his insights on how to tackle ATS successfully. Read the full article for expert tips! - https://www.worklife.news/technology/ats-candidate/ #Consulting #recruitment #jobsearch #careers #recruiting #CV #resume #ATS #tips #screening

A recent survey conducted by Moneypenny has shed light on the most dreaded aspects of job interviews, revealing the top red flags encountered by job seekers. From salary secrecy to interview rescheduling woes, the survey offers valuable insights into the concerns and experiences of interviewees, prompting discussions among recruitment experts on how to tackle these issues effectively. Rik Mistry, Managing Partner, shares his insights in how to deal with these: https://businesstoday.news/beware-job-interview-red-flags-revealed-what-every-job-seeker-must-know/ #recruitment #freelance #permanentjob #jobinterview #jobseeker #newrole #interviewredflag #interviewprocess #europe #uk #usa #moneypenny

As we approach March (!), I'd like to post a quick update on what we've been busy with at Interval: Focus on localisation Interval serves clients across the UK, EU, USA and APAC. We are investing in ensuring our communications, platforms and processes are tailored for each local market within which we operate. For candidates and clients, this means delivering more of our services in your language, throughout the recruitment, engagement, billing and client service journey. Focus on long-term careers Interval's average engagement length is just over two years - far greater than the market average of around six months for contract / freelance roles. This demonstrates our commitment to our team and is reflected by our high rate of staff retention between engagements. We are continuing to build and strengthen client and partner relationships in order to offer increased continuity and cross-engagement opportunities. Focus on wellbeing Interval has signed several equality and wellbeing initiatives, including Mental Health at Work, Tech Talent Charter and Disability Confident, reinforcing our drive to build a better working world. We have also sponsored several wellbeing events, such as Pilates in the Park and will look for further opportunities to support our local communities. We take wellbeing seriously - you might have noticed the ergonomic mouse in the photo, which I highly recommend! Focus on communication Last, but certainly not least, we are proud to have welcomed Azhar to the team in January as Brand & Marketing Lead for Interval Group. Azhar's focus is to build a strong and meaningful brand presence for Interval, enabling us to reach further in delivering our high quality services. Follow us on LinkedIn and Instagram to stay updated. On behalf of the Interval team, I'd like to thank our candidates and clients for their continued trust and we look forward to continuing to serve you. Here's to a great year ahead!

Interval has signed the Mental Health at Work Commitment, demonstrating our ambition to develop a workplace environment and culture where all employees can thrive. By signing the Mental Health at Work Commitment, Interval has committed to achieving better mental health outcomes and a genuine longer-term positive impact on staff’s wellbeing, joining a growing movement of over 1000 organisations including including: Accenture, B&Q, Barclays Bank, BT, Bupa UK, Deloitte UK, Hewlett Packard Enterprise, Historic England, IBM, Network Rail, Santander UK, Save the Children UK, Sky, and many more. Developed with the knowledge and expertise of mental health charities, leading employers and trade organisations, the Mental Health at Work Commitment provides a simple framework for employers who recognise the importance of promoting staff wellbeing. This framework sets out six clear standards based on what best practice has shown is needed to make a difference and better equip employers to create an environment where employees can thrive. Arj, Diversity & Inclusion Specialist at Interval said: We are delighted to join the 2880+ companies that have signed the Mental Health at Work Commitment. We believe that mental health at work is a priority and with more and more resources, tools, advice and recommendations available, the opportunity is here to make a real difference. We want to encourage anyone in the professional space who needs support, whether you are already working with us or not, to reach out to us. Sarah Merrington, Mental Health at Work Programme Manager, said: “We’re delighted to see Interval sign the Mental Health at Work Commitment. By embedding our six standards in the way they operate, Interval are demonstrating a real commitment to supporting the mental health of everyone in their workplace.” “We know it can be hard to talk about mental health and seek support, which is why public commitments such as this one are so important. With issues like stress, anxiety, and depression common across all employers, regardless of size or sector, we want to see every employer recognise and address any work-related causes of poor mental health among their staff and it’s fantastic to see organisations like Interval taking the lead.” In a survey of UK adults conducted by Business in the Community in partnership with Bupa in 2020, only one in two (51%) of employees say they feel comfortable talking about mental health in the workplace, whilst two in five (39%) report they have experienced a work-related mental health issue in the last year. New mental health research from Deloitte has revealed that the cost to employers of poor mental health has increased, to up to £56bn in 2020-21 compared to £45bn in 2019, and investment in workplace support and interventions remains a key issue. The pandemic has changed our ways of working, and Deloitte’s findings show that the mental health challenges following the pandemic have undoubtedly had a huge impact on employees. Sarah Merrington, Mental Health at Work Programme Manager, added: “Many leading employers have found that making a strategic commitment to the mental wellbeing of their workforce not only benefits their staff but also their bottom-line, improving productivity and staff retention. Rates of burnout, anxiety, and depression are at record levels. With one in six British workers experiencing mental illness, now is the time for businesses to make a change and start creating more mentally healthy workplaces.”

Interval supports creating a more diverse workforce in tech by becoming a signatory to the Tech Talent Charter. Interval has signed up to the Tech Talent Charter (TTC), a government-supported, voluntary, employer-led initiative designed to drive greater diversity and inclusion (D&I) within the UK’s technical workforce. A lack of diversity in the UK’s tech sector has been a longstanding issue. The Chartered Institute for IT (BCS) says on its website that women currently account for only 20% of IT specialists in the UK and BAME IT professionals are less likely to be in senior roles, despite being better qualified. In becoming a signatory to the TTC charter, Interval has joined a group of over 800 UK organisations committed to overcoming the diversity gap in the UK’s tech workforce, by driving practical and measurable change within their own tech personnel teams.

We are pleased to announce that Interval has recently been accredited and onboarded as a new supplier for several authorities within the UK Government. As a result, we will be able to offer even more exciting roles, both permanent and contract, across all professional functions. This includes: - Admin - Business Support - Commercial - Education & Training - Executive - Finance - HR - IT - Legal - Management - Marketing & Communications - Planning - Procurement If you are interested, follow our LinkedIn page and visit Interval Jobs. We look forward to working with you!

Embracing the hybrid talent model The workforce is central to an organisation’s success. In an increasingly volatile world, businesses must respond quickly to client and internal needs with a limited set of resources, scaling capability and size to meet demand, all at an impeccable level of quality. With the emergence of Shared Service Centres, Centres of Excellence, Outsourcing and Contingent Labour to complement employees working in global, multifunctional and remote environments, organisations have a wealth of options they can leverage to help solve this challenge. Driven by learnings from COVID-19 and subsequent world events, these models have adapted (and continue to evolve) to provide even greater value for the organisation and its customers. Shared Service Centre (SSC) SSCs are centralised units or facilities that provide support services such as finance, IT, HR or procurement to multiple business units or functions within an organisation. The goal of an SSC is to optimise operations, reduce costs and improve service quality and consistency across the organisation. Centre of Excellence (CoE) A team or entity that provides leadership, best practices, research, support and training for a service area to a whole organisation. A CoE can exist within a department or across multiple departments and its main purpose is to promote expertise, innovation and standardisation of processes and practices. Outsourcing Contrary to SSCs, outsourcing involves the strategic use of external (third-party) resources to perform activities traditionally handled by internal staff and resources. Outsourcing can be used to leverage external expertise, reduce cost and complexity, improve efficiency or access specialised resources that may not be available in-house. Workforce model A workforce model is a framework that outlines the composition and structure of an organisation's internal and external workforce, including skills, abilities and roles. The model helps organisations plan and optimise human resources to achieve business goals. It includes identifying the skills and competencies needed to fulfil objectives, determining the resources required and creating a structure for how they will be composed and operated. It is an important tool for organisations to align their human resources with their business strategy, ensure that they have the right people in the right roles and manage their workforce effectively. Our Point of View Whether motivated by improving efficiency, creating new offerings, enhancing the customer and employee experience or driving strategic business outcomes, it is important to explore the benefits and limitations of these models and understand how they can be leveraged in combination to achieve strong, sustainable competitive advantage. Interval has extensive experience and subject matter expertise in assessing, designing, implementing and optimising workforce operating models to suit individual client needs and objectives. If you are interested in finding out more about our workforce transformation or wider consulting services, reach out to us and we will be happy to set up some time with our experts.

Interval is delighted to announce plans to create over 50 jobs in Ireland over the next two years. This will include specialist roles in technology, organisational change and strategic/financial advisory, in addition to administration, marketing and recruitment positions. Our talented team is at the heart of our mission: to deliver high-quality consulting and recruitment services. Ireland is an important strategic region for #Interval. We set up our Irish HQ in 2021 to support our Irish, EU and US customers. The Irish operation's people, professionalism and talent has been instrumental in our growth and with this announcement, we are delighted to reaffirm our #commitment to our Irish operations, staff and partners. Interval's growing client base includes the Big 4, global consultancies, IT infrastructure service providers and public sector clients. We are already helping our clients across the EU with contingent labour, engagement delivery, managed services and #recruitment at all levels. If you are interested in joining Interval or finding out how we can support you, get in touch. Special thanks to our team in #Ireland and clients across the #EU for your commitment and support in making our #expansion a reality. Thanks to Andrei Carina for the beautiful photo of #Dublin.

That Ireland has been very successful at attracting high-value Foreign Direct Investment (FDI) by both well-established and high-growth companies, particularly from the US, is without question. The track record is well publicised and promoted: 9 out of 10 global software companies, 9 out of 10 global pharmaceutical companies, 15 of the top 20 medical technology companies, over 50% of the world’s leading financial services firms and so on, have set up significant operations in Ireland. It may well be hard to argue with success, but the promotion and marketing of Ireland as a home for FDI investment is too often reduced to a high-concept “Why Ireland” bullet-point list of high-level facts regarding Ireland: Access to skilled talent across the EU Access to EU market Efficient, online regulatory and tax system Low cost of business Eurozone English speaking Physical location These high-concept, high-level facts are certainly important reasons why Ireland has been so successful at attracting FDI, and should be part of the marketing and promotion of Ireland as an FDI home. But, as important as such high-concept, high-level facts may be, they are only a start, as they overlook an overall more important reason why FDI companies have been so successful setting up and operating in Ireland: business and social cultures of Ireland in which such FDI companies and their employees actually operate, work and live in. Culture is a big word and is crucial to any FDI company deciding where to set up in Europe. The intertwined business and social cultures of a country affect every facet of a company’s business life and the lives of its employees. Ultimately, the business and social cultures of the society an FDI company chooses will determine the company’s: speed and efficiency in setting up operations in Europe; and success of those operations in Europe. Ireland is unique as a European country in that it is not just the geographically closest EU member state to the US, but the closest culturally as well. When asked how Germans view Ireland, the responses could be summarised as "stubborn, creative, under-European". [i] And there is much truth in that. A prime example is the work culture of Ireland. US companies, particularly technology companies, will find a work culture in Ireland not dissimilar to the US: a work culture familiar with and readily adaptable and accepting of tech work culture. Coupled with Ireland's refreshingly economically minded policymaking, it is the fact that overseas companies and personnel find Irish business and social cultures easy to understand and adapt to, and thus navigate, manage, operate, work and live in, that makes Ireland such a successful location for FDI. If you and/or your organisation are interested in setting up EU operations, talk to Interval's expert advisors today. We offer a range of services to support you in making your venture a success. [i] https://www.irishtimes.com/culture/books/how-germany-sees-ireland-stubborn-creative-under-european-1.2811885

Engaging with everyone in the room will release the full potential of the talent in your organisation – here are some simple considerations to make sure everyone’s voice is heard. As writer and inspirational speaker Verna Myres famously stated: ‘Diversity is being invited to the party, inclusion is being asked to dance’. Feeling safe in the knowledge that your input is valued works wonders for motivation, collaboration and efficiency. If you host meetings in your organisation, keep reading to explore a few techniques to improve the inclusivity of the meeting-space that you create – and you won’t have to dance (unless you insist). Accessibility The accessibility arrangements that you create for meetings that you host is a great way to provide the cultural script for the organisation that you represent. Here are a few things to bear in mind before your next meeting: Has everyone who might benefit from this meeting been invited? Have I sent out a clear agenda in advance, in a way that every invitee can provide contribution, alongside recording it to suit people in a wider variety of contexts? Have I enabled closed captions and if not, could I switch to software where closed captions or transcribing are more readily available? Will my meeting be suitable be accessible for people who don’t speak English as a first language? How will I ensure that certain people won’t dominate the meeting? If it’s online, could I ask anyone not speaking to mute themselves? In person, could I make sure people raise their hand if they want to speak? Simple adaptations make all the difference. It gives everyone an equal footing and demonstrates an awareness that context is key. While planning your next meeting, run through the questions above and scope out the changes you could make. Not in my name! Our names are vessels, capturing culture, history, tradition and social identity – or at the very least, a meaningful choice made by parents. In a world where a quick search online will give you the entire etymology of someone’s name, hearing it mispronounced can feel like an act of war. It might be completely unintentional, but mispronouncing someone’s name sends the message that they’re less important in the environment that you’re facilitating – it could become the reason that someone doesn’t give their valuable input in the meeting. When it comes to face-to-face meetings, a simple step to take is to ask everyone to introduce themselves, rather than assuming that you know exactly how to pronounce everyone’s name. Giving everyone a chance to speak affirms their place in the room and is a great tool in reducing anxieties around speaking up for the first time. If you’re conducting the meeting online, could you ask invitees to RSVP to your invitation with the phonetic spelling of their name? This attention to detail is a signal to all attendees that you’re trying to create a safe space, where everyone’s experience and background is respected. Reflect Building on your experiences and reflecting on the way you orchestrated your last meeting could lead to positive change in your next. Within this process, actively seek the feedback from as diverse a range of people as possible. Sending out a quick form for participants to complete about ways to improve could provide you with actionable, context-specific methods in improving the inclusivity of your next meeting. At the feedback stage, It’s vital that you’re not only seeking thoughts from colleagues who you know will affirm your beliefs. Let everyone be a part of the conversation and embrace growth together. Orchestrate Creating a truly inclusive culture is an evolutionary process – it takes time and commitment. But at Interval, we believe that by making a few subtle changes, you can drastically improve the way in which your organisation collaborates, engaging with voices sometimes unheard. You’ve got the golden opportunity to orchestrate an environment where everyone can thrive, so why not start with your next meeting? If you’d like to learn more about ways to improve the inclusivity of your organisation, we offer a multitude of solutions for your organisation. Please get in touch with us to learn more.

The Morris Internet Worm source code (source: Computer History Museum) The Landscape Cyber security awareness has its origins in the 1980s (during the cold war) with the Morris worm, the world's first genuine malware. In the next years, as tools evolved and computers were adopted worldwide, automated malware made it to the centre stage. Script-kiddies (amateur hackers) started to grow in number and the rise of the anti-malware industry began. Hacks have changed extensively since then, not only in number but also in terms of their targets. In the last decade cyber threats have grown dramatically in volume, complexity and diversity. Professional hacker groups are also growing in number, particularly as isolationism increases across the world. Recently, the spotlight has fallen on countries such as Russia and India, with many high-profile attacks appearing to originate there. In reality, the largest hacker groups are decentralised, with members spread across the world. Whether they are looking for ransom money or to punish what they perceive as evil behaviour (known as “hacktivism”), these attacks cause heavy monetary and social damage and need to be taken seriously. The attacks have also become harder to track and therefore harder to prevent, giving black-hat hackers and hacktivists the opportunity to take advantage of unprepared corporations and governments with little chance of being caught. Modern cyberattacks have shocked the world and have shown us how vulnerable our institutions and corporations are. Yet one thing hasn’t changed throughout the years: end users are still the biggest targets for hackers. In the last couple of years, ransomware, social engineering and keyloggers have taken central stage in the industry, making endpoints (end-user devices) a critical pillar in corporate cybersecurity. The Role of Endpoint Management in Cybersecurity Not long ago, an up-to-date antivirus and a basic remote access app were enough to constitute endpoint management. Nowadays, corporate devices typically run dozens of apps, certificates, plugins, security agents and VPNs in order to function. Managing this is a complicated task. One that IT admins have worked tirelessly to automate in their management systems and integrate with their company's operational procedure. A professional Endpoint Management System has a multitude of dimensions critical to cybersecurity. From security updates and agents to operational procedures, a solid endpoint management system has three structured pillars: lean operational procedures, documented and automated/scripted management policies and strict privilege access management. Lean and Clear Operational Procedures Operational speed is critical to a systems cybersecurity response. Operational procedures need to be seamlessly integrated into their organisation’s processes to avoid delays which could cause severe damage. For example, most corporations have approval systems for new purchases (such as new software). All software to be bought will have to go through this process of approval, including cybersecurity software. If this process is not streamlined or at least diversified the system might run into the issue of having to wait days to patch a threat. This delay might cause threats to escalate and end up in catastrophe. Documented and Automated/Scripted Management Policies Modern endpoint managers must handle dozens of agents, programs and updates every day while on top of this having to report to complex corporate systems. This makes handling well their time and focus even more critical. So how do we make sure that even on the busiest of days, all endpoints remained hardened and therefore protected? Automation. Modern IT admins must rely on automation to maintain updates and security agents in place no matter what. A modern system must automate critical compliance tasks and seamlessly block non-compliant devices. Keeping devices up to date, helping them avoid online threats and making sure that specialised users (such as developers) maintain a safe profile are just a few of these critical functions. Strict Privilege Access Management Whether using Intune, Jamf or any other MDM tool, access management is the base of any cybersecurity strategy. System admins and their policies must clearly identify roles, privileges and behavioural patterns for all computers, mobile devices, system and local accounts and any other identifying dimension in the system. Break Glass accounts need to be in place and maximum authentication security should be in place (MFA, etc) at every step, in combination with The Principle of Least Privilege. Apple and the future of Endpoint Management As Endpoint Management evolves, more and more companies are looking for simplicity and easily manageable devices. Apple has proven itself again and again in this realm with lean and easy to use devices. In the last few years Mac has steadily grown in popularity in corporations for three main reasons: Lean and Stable With a lean operating system, solid support and easily scriptable workflows, managing MacBook devices is a much simpler task than their Windows based counterparts. MacOS has very few services running compared to Windows. It also has a much stronger support compared to most Linux systems making it a great option for corporations to implement. Long Term Costs This simplicity and their longer lifetime help overcome the difference in initial hardware costs making Macs cheaper over time. Employee Retention In the modern world employee retention is a key goal for all corporations. With their famous design, simple OS and brand value, MacBook devices can play a key role in attracting talent to an organisation. Furthermore, employee buyback programs can make this proposition even more attractive. If we glance back at the three pillars of a solid Endpoint Management system (lean operational procedures, documented and automated/scripted management policies and strict privilege access management), we start to see the growing benefits of introducing Mac to the enterprise environment. Windows-based organisations can also strengthen endpoint management using the same principles; this often requires more tailored planning but can certainly be achieved in conjunction with introducing Apple technology to the enterprise. Conclusion Endpoint Management has become a critical dimension for all corporations and governments worldwide. As technology changes and threats increase, making our processes leaner and more efficient will be critical for the safety of our assets. As a result, Apple devices and their simple, effective design will play a key role in the future of cybersecurity. Interval is proud to be delivering several Endpoint Management and Cybersecurity engagements to valued clients. We offer the full range of Endpoint Management services, from consulting, architecture, design, implementation, preventing and recovering from cyberattacks. If you are interested in understanding more about what we can do for you and your business, get in touch with us. As Interval’s Cybersecurity Lead, I would like to thank you for reading this article and I look forward to hearing from you. Sources Codecademy Team: The Evolution of Cybersecurity, https://www.codecademy.com/article/evolution-of-cybersecurity FBI News, The Morris Worm: 30 Years Since First Major Attack on the Internet, https://www.fbi.gov/news/stories/morris-worm-30-years-since-first-major-attack-on-internet-110218