Hr Network Volume 20 Issue 3 by Hr NETWORK Magazine

Inspiring People Development

JANUARY 2024 VOLUME 20 ISSUE 3 A MEDIA AVENUE PUBLICATION | www.hrnetworkjobs.com

Leading with Kindness in 2024:

“ We’ll tak a cup o’kindness yet...”

SPECIAL FEATURE: SHOWCASING THE WINNERS OF THE Hr NETWORK NATIONAL AWARDS 2023

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CONTENTS

COVER STORY Leading with Kindness in 2024: “We’ll tak a cup o’kindness yet…” Last years Award’s Gala Dinner saw the introduction of the inaugural Leading with Kindness award, which created a hugely positive impact across the HR industry. Gleneagles Hotel was the eventual winner of this inaugural award in 2023, which was sponsored by kindness consultancy, Leading Kind. People director at Gleneagles, Emma Simpson along with Lynn Killick from Leading Kind, spoke to Andy Moore about the huge benefits for leaders who adopt a leading with kindness culture in their organisation.

CONTENTS

News

14 Employment Law Update Employee Relations (Flexible Working Act 2023)

8 22

20 Stats Menstruation symptoms affecting majority of working women

22 Feature Two Review of Hr NETWORK National Awards 2023

32 The Bookshop Latest bestsellers to the published

34 Feature Three Top Ten AI Skills required for your dream job in 2024

38 Extra Preview of the ‘Future Leaders’ Hr NETWORK Conference & Exhibition 2024

38 42 5

42 Insights Employee Benefits; CEO Mistakes; Menopause at Work; Financial Wellness

46 My LinkedIn Richard Stark, AAB People

CONTRIBUTORS

Ciara McEleney

Founder and Publisher:

Employment Law Update: Employment Relations p. 14

Senior Associate Editor:

AAB People

Lee Turner lee@hrnetworkscotland.co.uk

Andy Moore editor@hrnetworkscotland.co.uk

Dr. Stella George

Deputy-Editor:

CIGNA

Teresa Flannigan editor@hrnetworkscotland.co.uk

Insight: Menopause Awareness p. 42

Editor-At-large: Neil Archibald editor@hrnetworkscotland.co.uk

Vincent Giolito

Emlyon Business School

Editor’s Assistant/Admin:

Insight: CEO Mistakes p. 43

Freya Turner editor@hrnetworkscotland.co.uk

Advertising/Sponsorship:

Damon Golsorkhi

Donna Turner advertising@hrnetworkscotland.co.uk

Insight: CEO Mistakes p. 43

Design:

Emlyon Business School

Media Avenue Ltd Hr NETWORK now available on:

Martin Parish

LinkedIn: uk.linkedin.com/in/ hrnetwork1

Insight: Financial Wellness p. 44

Twitter: www.twitter.com/ HrNETWORKNews

Aon

YouTube: www.youtube.com/ user/hrnetworkscotland

Matt Russell

Zest

Insight: Employee Benefits more useful for younger workers p. 45

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The views expressed in Hr NETWORK (SCOTLAND) are those of invited contributors and not necessarily those of Media Avenue Ltd. Media Avenue Ltd does not endorse any goods or services advertised, or any claims or representations made in any advertisement in Hr NETWORK (SCOTLAND) magazine and accepts no liability to any person for loss or damage suffered as a consequence of their responding to, or placing reliance upon any claim or representation made in any advertisement appearing in Hr NETWORK (SCOTLAND)magazine. Readers should make appropriate enquiries and satisfy themselves before responding to any such advertisement or placing reliance upon any such claim or representation. By so responding or placing reliance readers accept that they do so at their own risk. © Media Avenue Ltd. 2024.

W E LCO M E

January 2024

On behalf of everyone at Hr NETWORK Magazine, welcome to our January 2024 issue and we wish all our readers, contributors, advertisers and sponsors a very Happy New Year and we look forward to supporting you throughout 2024. We were very proud to host the 16th Hr NETWORK Awards Gala Dinner in partnership with Roffey Park Institute back in November 2023 and we have another exciting Awards process planned again for this year including the hugely anticipated and very exciting Gala Dinner taking place in Glasgow on Thursday 14th November 2024. The feedback from finalists and eventual winners, as well as all our sponsors and guests from the Gala Dinner back in November was absolutely wonderful and plans are well underway to make sure that we can repeat this amazing event again in November 2024, with even bigger numbers expected again this year.

Following last year’s wonderful annual Hr NETWORK Conference & Exhibition at the magnificent BT Murrayfield Stadium in May 2023, we will return to BT Murrayfield again this year for our ‘Future Leaders’ themed Conference & Exhibition 2024, taking place at the home of Scottish Rugby on Thursday 9th May. Our Conference Planning Team is currently pulling everything together to make this our biggest and best Conference & Exhibition to date and aim to make people feel connected and inspired and by attending they can realise the amazing benefits that come from the many networking opportunities too.

Hr NETWORK Awards Gala Dinner 2024 We are very excited at the prospect of hosting the 2024 Gala Dinner again in November with most of last year’s sponsors already indicating their intention to sponsor the award categories again this year and we already have a large number of organisations confirming their intention to host a Table of 10 again in 2024. We are extremely grateful to all our sponsors and table hosts for their wonderful and continued support again this year. If you would like to join us at the Gala Dinner with your guests, please contact the Awards Planning Team as soon as possible.

This Issue Last years Award’s Gala Dinner saw the introduction of the inaugural Leading with Kindness award, which created a hugely positive impact across the HR industry. Gleneagles Hotel was the eventual winner of this inaugural award in 2023, which was sponsored by kindness consultancy, Leading Kind. People director at Gleneagles, Emma Simpson along with Lynn Killick from Leading Kind, spoke to Andy Moore about the huge benefits for leaders who adopt a leading with kindness culture within their organisations. The regular sections of the magazine include: Stats, the Bookshop and a range of Insight features on some hot topics in the people management & development world. I hope you enjoy your online copy of Hr NETWORK Magazine and look forward to welcoming you to our events this year.

Lee Turner Publisher

Contributors: Ciara McEleney, Martin Parish, Vincent Giolito, Stella George, Damon Golsorkhi, Matt Russell.

NEWS

Employers urged to do more to harness young women’s talents as discrimination levels rise The charity Young Women’s Trust are calling for employers to address the rising levels of discrimination that young women face in the workplace as new research reveals half (50%) of young women reported discrimination this year, compared to just over two fifths last year (42%).

The survey showed some signs of progress towards more equal workplaces, notably that flexible working – which 84% of young women say is important to them - is now embedded in many organisations, with 80% of employers now offering this. A lack of progression opportunities remains a major driver of income inequality for young women: almost half (49%) are worried about not having enough opportunities to progress – rising to 57% of racially minoritised young women. Meanwhile 28% of HR decision makers agree that it’s harder for women to progress in their organisation than men. However, there has been some improvement in the support organisations offer young women with their progression – 57% offer programmes to support the development of young women, up from 51% last year.

Over a third (34%) of HR decision makers confirmed that they were also aware of instances of young women being discriminated against in the past year. The same number agreed that sexist behaviour still exists within their organisation. In the charity’s latest annual survey, which spoke to 4000 young women, 1000 young men and nearly 1000 HR decision makers, almost a quarter (23%) of young women said that they are being paid less than their male peers even for the same work, despite this being illegal. They also said that when instances of discrimination do occur, they feel less able to challenge or report it (25%) compared to young men (17%).

Claire Reindorp, Chief Executive at Young Women’s Trust said: “We know that many employers want to drive change, and there is so much they can do to create workplaces where all young women can thrive. We’re urging HR teams to use our resources, read our manifesto and start to implement some of the suggestions that have come from young women themselves”.

The survey found that almost 3 in 10 (28%) HR decision makers agreed that it is harder for women to progress in their organisation than men.

Research showing gender-balanced business success must inspire all organisations to strive for equality

Recent research from investment management giant Blackrock shows that organisations operating with a gender balanced workforce are seeing better results in comparison to those failing to take the same approach to diversity and inclusion. According to the findings, between 2013 and 2022, companies with gender parity would outperform peers by as much as 2% annually. Liam McNeill, Group Vice President, EMEA at UKG believes that the findings should encourage more businesses to make bigger, bolder strides towards achieving a balanced workforce.

Building a diverse workforce of differing perspectives and experiences will lead to broader ideas and better problem-solving skills being brought to the table. Achieving gender parity within the workplace is a target for most businesses today. Despite how crucial it is to achieve this, many organisations may be unaware of the additional benefits that an equal workforce may bring, from performance to a competitive edge.

McNeill comments: “The results from Blackrock’s research should kickstart gender inclusion initiatives across the country that are long overdue. For businesses struggling to meet their targets, the results provide direction and inspiration for organisations playing catch up, at a time when organisations need to be as strategic as possible during the current economic headwinds. “Gender diversity is a very obvious direction and goal for all organisations. After all, it is something that should already exist across the workforce and a culture of inclusion should be fostered to bring out the best in employees. Not only is it the right thing to do, but building a diverse workforce of differing perspectives and experiences will lead to broader ideas and better problem-solving skills being brought to the table, having a competitive edge in creativity will also quickly develop into expanding your market reach and in turn, new revenue streams.”

As of January 2024, the Corporate Sustainability Reporting Directive (CSRD) will come into effect. Large organisations with a presence in the EU will need to report on issues like gender and pay equality, inclusion, training and skills development. While reporting will be mandatory, research suggests that this will pay dividends in return.

NEWS

Employers facing drastic mental health epidemic amongst male workers Almost half (48%) of Millennial and Gen Z men claim employers are prioritising productivity over their mental health and well-being, according to new research.

Geoff explains: “Among men, particularly those in middle management and senior management positions, there is still a high degree of stigma surrounding mental health in the workplace.

More than 10,000 people in 12 countries, including over 1,200 in the UK, took part in the Cigna 2023 Vitality Study, which also reveals that cases of burnout are at alarming levels amongst men - more than 9 in 10 Gen Z (98%) are experiencing at least one symptom as well as 89% of Millennials and 4 in 5 Gen X (81%).

Even though we have made progress in recent years, there is still the masculine stereotype in the corporate world that people think they must live up to. That means many find it hard to be vulnerable and talk about any emotional and mental health struggles they might have.

Other findings show that the majority of Gen Z (87%) and Millennials (77%) have worked even when they’re unwell, as have two thirds of Gen X (66%). And, this ‘always on’ mentality is leading to a disconnect between employees, with 4 in 5 Gen Z (80%) displaying signs of presenteeism at work, falling to 66% for Millennials.

“The hard truth, however, is that this is about saving a life. Every 17 seconds, someone in the world will take their own life - suicide is the number one cause of death among men under the age of 50 in the UK*, and that’s to a large extent, preventable. That’s how important it is to address the stigma and why a practical approach among employers is vital to tackle the issue.”

With men’s mental health a particular concern and something that hits close to home, mental health campaigner Geoff McDonald warns of an epidemic hitting working males, and is calling for organisations to take the issue more seriously.

Former HR leader McDonald’s life was turned upside down in 2008 when he fell ill with anxiety-related depression. He refers to this as his ‘crucible’ moment and credits his ability to open up about his illness for saving his life.

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NEWS

Employees prioritise working for ethical businesses over higher salaries

Corporate social responsibility was also deemed important by employees, with 52% of respondents saying it was important for them to work for a company that gives back to local communities through fundraising, donations and/or volunteering, while 46% said they would like to work for a company that has an environmental, social and governance (ESG) policy. More than half (57%) of people agree it’s important to work for a company that champions diversity and inclusivity.

New research reveals that money isn’t always the biggest motivator when it comes to people looking for their dream jobs, with nearly half of adults (46%) saying that working for an ethical business is more important to them than getting a higher salary.

When applying for jobs, more than half (59%) said they would look at the businesses’ own websites and social media channels for information about the culture, values and general ways of working, with the same number researching to see what recent news stories there were about the company. More than two-fifths of people (42%) said they would look to see what awards the business had recently been shortlisted for or won.

Those aged 25-34 were most likely to agree with this sentiment (54%), as well as those working in the environment and energy sector (65%). Additionally, nearly two-thirds (62%) of adults value a better work-life balance over getting paid more, while 53% prefer to work for a company that gives the option to work remotely at least some of the time.

Claire Gamble, MD of Unhooked Communications, said: “We know how vital it is for businesses across all sectors to attract and retain the very best talent, yet competition can be tough, particularly in sectors like construction or technology, which are dealing with an ongoing skills shortage. Businesses might struggle to compete on salaries, so it’s reassuring to see that employees also value non-financial qualities in their employer.”

Outlined in the HR Unhooked PR and Marketing Report, published by Unhooked Communications, the research questioned 2,015 UK adults on what they look for in an employer, as well as well what motivates them in their work.

Presenteeism to me-ism to collectivism: How lockdown increased control for workers and why employers must now strive for a new collective approach

and published in late 2023 says staff now expect more choice and control in when and where they work. As a long-term campaigner for flexible working, Jackson notes this has enabled a very positive step away from pre-pandemic presenteeism. But the shift in expectations has, in some cases particularly relating to hybrid working, resulted in a sense of ‘me-ism’ where workers put themselves first and think less about their broader contribution to their team and organisation. Sarah Jackson said: “There’s no doubt that hybrid working is positive for most workers, and my research with employers suggests they see organisational benefits from happier more productive workers too. But I came across whispers of concern about some negative impacts on team or organisational performance.

The pandemic put paid to presenteeism by demonstrating workers don’t need to be in an office to be effective. But it also created a sense of ‘me-ism’ among some workers who prioritise personal needs and preferences over those of their team. The challenge for employers is to ensure hybrid workers understand their value to their wider team, and that hybrid arrangements are managed collectively, says new research published by Cranfield University School of Management

“Before the pandemic, office workers were generally in the office all or most of the time. Even flexible workers, such as people working part time hours, tended to work their hours in the office with everyone else. It wasn’t always good for workers, with some negative impacts on their work life balance and family responsibilities. But for the organisation, it worked well.” The report includes recommendations for employers, including on how to help rebuild collective commitment and responsibility, such as investing in training for line managers to build confidence and capability in managing hybrid and remote workers.

Sarah Jackson’s report, titled How we work now: the enduring impact of Covid lockdown on flexible working,

NEWS

Night shift workers need support to manage weight and metabolic health conditions Work based policies must be designed to target barriers that night shift workers face when managing weight and metabolic health conditions, a Monash University-led review has found research commissioned by GRiD, the industry for the group risk sector.

The review also analysed the data from 12 intervention studies in Europe, Australia and Canada. It found the studies targeting weight management behaviours for night shift workers demonstrated limited weight loss results, with only one intervention reporting a clinically significant weight loss result. The existing interventions had largely focussed on addressing only a limited number of barriers faced by night shift workers.

Making up 13-27 per cent of the workforce, there are no systems in place to assist night shift workers to make healthier lifestyle choices, despite having an increased risk of weight gain, and a higher risk of weight related conditions such as type 2 diabetes and cardiovascular disease.

Senior author Professor Maxine Bonham, from Monash University’s Faculty of Medicine, Nursing and Health Sciences, said, “Night shift workers are critical to our 24 hour society, yet interventions to improve their health fail to acknowledge the physiological and behavioural challenges of their work schedule.”

Published in Obesity Reviews, the mixed-methods systematic review, which was led by the Department of Nutrition, Dietetics and Food at Monash University, investigated the barriers that night shift workers face in enabling them to make healthier lifestyle choices.

The authors called for more research that takes into consideration the complexities of shift work and consideration of weight loss approaches that account for timing and quality of food intake as well as exploring the impact of sleep quality for night shift workers on weight management. Future interventions should also focus on eliminating the key barriers faced by night shift workers such as facilitating the availability of healthier food options within the workplace at night.

First author Corinne Davis, PhD candidate from the Department of Nutrition, Dietetics and Food at Monash University, said, “The fatigue and disruption to routine that often accompanies working at night is challenging for night shift workers and we need to make it easier for them to choose healthier food options.”

Fifth of employers concerned about their employees living with long-term chronic illnesses A fifth (21%) of employers say they are concerned about employees living with long-term chronic illnesses (such as diabetes, certain types of cancer or multiple sclerosis) according to research commissioned by GRiD industry body for the group risk sector. In line with current government focus, GRiD stresses the importance of retaining employees and facilitating their continued employment to improve the UK’s productivity but also because crucially, it is good for their employer and the individual too.

There are a number of ways for employers to consider if their support serves their employees and their organisation. As well as offering preventative support, employee benefits should help employees back into work when they have had time off ill. Access to fast-track vocational rehab, talking therapies, virtual GP, second medical opinion services and health apps can all be vital in helping an employee return to work. Such support can also help employees feel part of the team and cared for. Support should also be available for HR teams and line managers who have staff with chronic conditions, and can include HR and legal helplines as well as help with mediation.

As of July 2023, 2.6 million of the 8.78 million economically inactive people in the UK stated long-term sickness as the reason, according to the Office for National Statistics. It is widely recognised that good work is good for people. It can provide a social environment, a salary, contribute to a sense of self-worth and provide satisfaction: all helping an individual’s wellbeing. The opposite can also be true that when someone’s ability to remain in a stimulating work situation and the ability to support themselves financially is removed, the individual’s mental and physical health can deteriorate.

NEWS

Apprenticeships are a key route for social mobility say 85% of HR leaders

But, while many organisations are embracing apprenticeships and focusing on social mobility, the report’s findings reveal a gap between HR leaders who see the potential of apprenticeships for social mobility (85%) and those who plan to use them in the next 12 months (65%). The report also found that 38% of organisations do not currently have a way of measuring social mobility in their business, with difficulties in measuring (43%) and not knowing how (24%) being two of the main reasons for this.

Findings in workplace training provider Corndel’s new Elevating Social Mobility Report* suggests that UK businesses are keen to improve social mobility yet often lack the means or knowledge to follow through with this aim.

Indeed, the Social Mobility Commission State of the Nation 2023 report found that measuring social mobility in the UK is becoming more complex, and a person’s social mobility is not only dependent on who their parents are and their education but also where they grew up.

The report, which is based on a survey of 300 HR and Learning and Development (L&D) decision makers in UK businesses, found 85% of organisations believe apprenticeships are a key route for social mobility. The government also announced an additional £50 million investment for apprenticeships in November’s Autumn Statement, which will be used to create more opportunities for apprenticeships.

The report found that over half (53%) of roles in large businesses require a degree. Despite this, when assessing a potential new hire, more HR leaders today say apprenticeships are vital criteria when assessing candidates for roles (83%) than those who say degrees are important criteria (81%), while only 68% feel a degree from a prestigious university is an important criteria.

Over a quarter (27%) of HR leaders said they will specifically incorporate degree apprenticeships into their recruitment strategy in the future, with 62% saying they will use workplace training to improve social mobility. Nearly all HR and Learning and Development leaders feel that social mobility is important to their organisation (92%) and its EDI strategy (95%).

85% of HR and L&D decision-makers believe that degree apprenticeships specifically have a role to play in creating equal opportunities for new and current employees.

Retention a major problem for HR leaders as businesses struggle to keep up with rising pay demands Research among HR leaders of firms - from SMEs to large corporate organisations – found almost three quarters are worried that they will lose vital talent.

The research comes as Nous has partnered with several major employers to save their staff money by offering membership to teams via Nous for Business. When employees join, Nous is able to save them many hundreds of pounds by finding them fairer deals and handling the headache of switching providers.

A massive 90 per cent say they are concerned about staff leaving or planning to leave as they are unable to meet demands for pay rises that keep up with inflation, and 88 per cent say they have noticed increased requests for pay rises since the start of the cost-of-living crisis.

The research found that 78 per cent of those questioned believe that rising requests for pay rises risks harming the performance and profitability of their company. Only 38 per cent of firms were able to give pay rises in line with inflation in their last pay review, a fall of 8 percentage points on the previous year. Meanwhile 34 per cent gave below-inflation rises and one in eight firms gave no rise at all.

Wages in the UK are rising at one of the fastest rates ever recorded. Wages (excluding bonuses) between June and August 2023 were up 7.8% on the previous year, according to the latest data from the Office for National Statistics.

Three-quarters of HR bosses say they are aware that their workers are struggling to make ends meet because of the cost-of-living crisis and most believe this is driving pay demands and the dissatisfaction with what companies can afford to pay.

The study, involving 500 HR directors or business owners, is part of a wide-ranging white paper by household money-saving tool Nous.co, due to be published in the new year.

NEWS

Seconded employees provide more novel and innovative ideas, finds new research Seconded employees, employees temporarily assigned to a different role, organisation, or department - choose more innovative ideas and influence permanent staff to do the same, finds new research from ESMT Berlin.

send proposals for external review and then assemble and lead expert panels before making funding recommendations or decisions. The NSF also runs a secondment scheme in which permanent and seconded employees act as programme directors.

Despite the motivation to select new ideas, individuals and organisations often still reject or overlook them. These ideas can be difficult to understand, risky, and challenging as their inherent uncertainty makes it harder to predict reception and usage.

Measurement of novelty was based on how similar a grant was to previous grants of the same NSF programme. They also conducted 37 in-depth, semi-structured interviews with former seconded employees, permanent employees, as well as former panel members.

Linus Dahlander, professor of strategy and Lufthansa Group Chair in Innovation, ESMT Berlin, alongside researchers from Aarhus University, Warwick Business School, and Bocconi University, investigated whether seconded employees impact the selection of novel ideas.

The researchers found that seconded employees choose more novel ideas and influence permanent staff to do the same. This suggests a simple intervention of leveraging seconded employees more often can significantly boost the acceptance of innovative ideas, offering valuable insights for those in science and innovation. Understanding this can empower managers to strategically engage with seconded employees, fostering a more innovative and adaptive organisational culture.

In their research, they used information on seconded employees serving at the National Science Foundation (NSF) between 2000 and 2012 and retrieved information on grants awarded between 1998 and 2012. The NSF allocates research funds; programme directors

Survey reveals employees most sought after benefits

edays’ survey also found that nearly half (45%) of respondents would like bereavement leave that goes beyond the statutory entitlement, by extending it to include wider family and pets. Other sought-after benefits included birthday leave (45%), unlimited annual leave (34%) and wellbeing days (34%).

Studies have shown that 91% of UK employers face ‘significant challenges’ with recruiting and retaining staff. According to the Chartered Institute of Personnel and Development (CIPD), an estimated 4 million UK employees have changed their careers between 2022 and 2023 due to a lack of flexible working options.

Katrina Bennett, People Director at edays, says: “Since the pandemic, many employers have focused more on what employees want and need during different life stages. It’s important to consider what professional development can empower people in their roles and how to offer the appropriate support for various circumstances.

When considering how organisations can attract and retain talent, research suggests employees are increasingly prioritising benefits packages over pay when it comes to selecting their next role.

“Ensuring that you can remain adaptable and flexible around benefits can also give employers with a limited budget an edge in a competitive recruitment space.”

A survey conducted by edays absence management asked UK employees which benefits matter most to them, with four out of five respondents saying that the most important is sick pay above SSP. Another 65% of employees favour a four-day working week the most — making it the second most desirable benefit in the survey. A pilot programme of the four-day working week was carried out in 2022 – with results showing that 39% of employees reported feeling less stressed, almost three-quarters had reduced levels of burnout, and the number of staff leaving their roles dropped by 57%.

BULLYING & HARASSMENT

DATA PROTECTION

DISABILITY

DISCIPLINE & GRIEVANCE

DISMISSAL

EMPLOYMENT TRIBUNALS

E M P L OY M E N T L AW U P DAT E

EMPLOYMENT RELATIONS

(FLEXIBLE WORKING) ACT 2023

By Ciara McEleney AAB People

The landscape of employment law is constantly evolving, with further change on the horizon in 2024.

The introduction of this Act is a strong step forward in the enhancement of flexible working rights for employees and will have significant impact on employers as well as employees.

ver the past few years, there has been a significant shift towards more flexible ways of working. The term ‘flexible working’ is all-encompassing and does not only refer to hybrid or remote working, but also includes arrangements such as part-time working and compressed hours. Since 2003 it has been possible for employees, particularly those with childcare and other caring responsibilities to make a formal flexible working request when they reach 26 weeks’ service.

The Act will introduce four key updates:

However, the impending introduction of the Employment Relations (Flexible Working) Act 2023, which gained Royal Assent in July 2023, is set to give all employees the right to make a flexible working request from their first day of employment and will apply to all employees regardless of caring responsibilities. The Act will also dictate changes in the way that employers respond to flexible working requests, meaning that businesses will be required to review and update their policies and procedures in time for the Act taking effect.

•

Employees will be able to make two flexible working requests in any 12-month period, rather than one.

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Employees will no longer be required to explain what effect their request will have on the employer, and how they propose these effects be dealt with.

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Employers will be required to consult with employees before rejecting a flexible working request.

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Employers will be required to respond to flexible working requests within two months, rather than three.

A further significant change that will be introduced through supplementary regulations is that employees

E M P L OY M E N T L AW U P DAT E

Training for line managers will be vital. They should be equipped with the knowledge and support they

In conclusion, while the effective date for these legislative changes is yet to be confirmed, businesses must now take the opportunity to prepare in advance of these imminent updates to ensure they can effectively navigate the changes. By preparing HR infrastructure, aligning company policies with the new legislation, and educating their workforce, businesses can smoothly transition into a more supportive and flexible work environment. Embracing these changes doesn’t just ensure legal compliance; it cultivates a workplace culture that values and supports the diverse needs of employees, ultimately fostering a more engaged and productive workforce.

TERMS & CONDITIONS OF EMPLOYMENT

HR teams will play a crucial role in understanding and implementing

Finally, communication is key. It is essential that employees are informed of, and fully understand their rights under this new Act. This encourages an environment of transparency and trust and ensures that employees are able to make informed decisions.

REDUNDANCY

Employers should be cognisant of the significant impact these changes will have on their current practices with regards to flexible working and prepare for the introduction of the Act accordingly. While the effective date of these legislative changes has not been confirmed, it is thought that it will take effect from around one year after the Act received Royal Assent, meaning employers should consider taking steps imminently to prepare for these changes.

The requirement to consult before rejecting a flexible working request is likely to be the most significant change for employers. ACAS have produced a draft Code of Practice, which aims to encourage employers to keep an open mind and adhere to best practice when handling flexible working requests. Therefore, it is important that any procedural updates highlight that there will be opportunity for meaningful discussions during the process. This is particularly important in the event that a request cannot be accommodated, and it should be clear in the procedure document that the employer is willing to discuss alternative options.

need to successfully manage flexible working requests in a fair and consistent way, while also ensuring the best outcome for the business.

MATERNITY & PARENTAL RIGHTS

These updates are reflective of the increasingly flexible way in which we work and are indicative of the Government’s intention to enhance employees’ rights to request changes to their work pattern more easily. The introduction of the right to make two flexible working requests in a 12-month period will support those whose requirements for flexible working change quickly, should their circumstances change.

these new regulations. One of the key priorities should be a focus on updating company policies and procedures to ensure they are compliant with the updated legislation. Clear and comprehensive guidelines should be made available to all employees to ensure they understand the eligibility criteria, application process, and their rights and entitlements.

HEALTH & SAFETY

will be able to make a formal flexible working request from the first day of employment, as opposed to the current 26-week qualifying period.

TUPE WORKING TIME

F E AT U R E

Leading w Kindness

“ We’ll tak a cup o’kindness yet... Is treating your people with kindness among your New Year’s Resolutions? Offering a cup of kindness should be a key priority within your people policies. Andy Moore discovers why kindness must be at the heart of everything you do.

F E AT U R E

with in 2024:

.”

F E AT U R E

“Regardless of whether the sun is shining, or the clouds are gathering, each member of our team knows we’re right beside them.” These are the words of Emma Simpson, People Director at Gleneagles, which won the Leading with Kindness Award of the Year in the recent Hr NETWORK National Awards. As we start another year and look forward to the “Future Leaders” Conference on 9th May, being one of a kind amongst people, practices and policies must be firmly on HR’s agenda in 2024. So how can kindness be demonstrated in an organisation’s values?

Emma says: “Leading with kindness or creating a culture of care is about looking after the whole person, not just the professional, where everyone can be themselves and are treated with kindness, respect and fairness.”

“In our experience, the best examples of values are those co-created with the workforce and, even better, with customers,” she explains. “Whether organisations choose to instil kindness values overtly or not, a Behavioural Framework is important to set out what they stand for when embedding them though their people processes – from recruitment to retirement.”

Critical to embracing a culture of care is being authentic, empathetic and holistic in approaches towards supporting people. A key part of this is Gleneagles’ ‘Moments that Matter’ initiative, which identifies the significant events that can occur in people’s lives, providing meaningful support.

Leading Kind believes that for attracting and retaining colleagues, kindness must be at the core of the Employee Value Proposition (EVP). It stresses that external promises must match employees’ experience and not pay lip service to genuine practices in action.

“We want our people to feel part of a compassionate and inclusive community, one which recognises that we all go through different moments at different points in our lives,” she explains. “For our people, they must know they are part of an organisation that cares about them as people, not just employees.”

HR must create an environment where everyone can be kind without fear or favour, advises the consultancy. And this comes down to a culture of empowerment and autonomy – trusting colleagues to make the right call.

Another organisation deeply immersed in these values is consultancy, Leading Kind. It likens kindness virtues and policies as the light to help keep people and their teams running smoothly.

“We know candidates are increasingly discerning when it comes to choosing employers. They want to work for organisations that provide work of high social value and are principled and kind in their outlook – and benign by association,” Lynn says. “In our experience, kindness costs nothing, unkindness costs a lot. We advise clients to foster kindness as an intrinsic motivator and celebrate it through recognition rather than seek to reward it transactionally.”

Lynn Killick, Director, believes that a kindness ethos is about treating each other with dignity and respect, and acting with care, compassion and empathy. This is supported by creating the conditions where people act with civility even when there are issues of difference, particularly in relation to deeply held beliefs. “At leadership level, we see a real need to act with compassion and care in the most challenging of times,” she explains. “An example of this is when focusing on performance improvement, redundancies and dismissals, and when colleagues are going through stressful times at home or work.” At policy level, practitioners must consider others when making their decisions. If they don’t think about their needs, then their decisions won’t hit the mark. This could lead to sub-optimal outcomes for people and society, for example in hybrid and flexible working without thinking about front line workers. Kindness is the foundation of work inclusion, Lynn affirms.

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Knowing the positive effects of kindness, it makes sense for organisations to embody and deliver such practices. Leading Kind emphasises that kindness initiatives can reduce stress, increase happiness hormones, lower high blood pressure and raise energy levels. These all add up to increasing employee productivity and reduce absenteeism, while ultimately improving the bottom line. “It’s about being intentional, thoughtful in what we as humans at work do, especially when AI will disrupt the future of work,” Lynn sums up. “The good news is that kindness can be learnt. We’ve worked with the enlightened as well as the cynical. But the great news is everyone can all see the benefits now.” So, there we have it. As Gleneagles highlighted at the start of this article, embodying kindness is all about each team member, knowing that HR and employers are right beside them. Will kindness be high on your agenda in 2024?

Being one of a kind •

Creating a culture of care is about looking after the whole person

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A kindness ethos is about treating each other with dignity and respect

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Kindness is the foundation of work inclusion

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It must be at the core of the Employee Value Proposition

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People want to work for organisations with a high social value

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Kindness costs nothing, unkindness costs a lot

S TAT S

More than two thirds of women say that menstruation symptoms have a negative impact on their work

The latest findings from the CIPD’s report Menstruation and support at work, which surveyed more than 2,000 women, found that more than two thirds (69%) of women have a negative experience at work because of their menstruation symptoms. In response, the CIPD, the professional body for HR and people development, is calling on organisations to create awareness, tackle the stigma associated with menstruation and train managers to be confident, comfortable and inclusive when talking to employees about menstrual health. The most common symptoms reported include abdominal cramps (60%), irritability (52%), fatigue (49%) and bloating (49%) but there are a wide range of symptoms experienced. Of those who experienced symptoms, four-fifths (61%) said they had worked when they didn’t feel well enough to, and one in five (20%) took sick leave. The report findings make it clear that some menstruation symptoms can have a serious and negative impact on the careers of those who experience it. In fact: •

63% felt less able to concentrate

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Half (50%) felt an increased amount of stress

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49% felt less patient with colleagues or clients

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38% said they felt less confident at work

As well as the more common symptoms of menstruation, 15% of women said they also had a menstrual health condition such as polycystic ovary syndrome (PCOS), premenstrual dysphoric disorder (PMDD) or endometriosis. Of the employees who have a formal diagnosis of such a condition, 81% said that menstruation symptoms have had a negative impact on them at work. The report also highlights that, despite 53% of women surveyed being unable to attend work at some point in their career because of menstruation symptoms, nearly half (49%) said they never tell their manager the absence is related to their menstrual cycle.

Sadly, when asked why they didn’t feel able to say why they were not able to go into work, the report finds that 45% of women felt that the problem would be trivialized and 43% felt embarrassed. According to the survey, just one in ten (12%) women say that their organisation provides support for menstruation and menstrual health conditions. The report shows that employees experiencing menstruation symptoms would value a range of support from employers with free period products, paid time off for medical appointments and paid sick leave being the three top-rated opportunities.

International Enterprising Impactful Leading Strathclyde The final word in business education

Our Masters programmes are consistently ranked among the best in the UK – and around the world. Our department of Work, Employment and Organisation is Scotland’s leading centre for research, knowledge exchange and professional education in human resource management and employment studies. As HRM experts, we understand the importance of providing high quality education that fits around your career: We offer: • A part time MSc/PGDip Human Resource Management programme which is completed in two years with classes from 1–7pm once a week. • CIPD* approved postgraduate qualifications leading to Associate Membership. • Constructive external engagement with policy makers and practitioners. Make Strathclyde your destination.

www.strath.ac.uk/business

* CIPD is the professional body for HR and people development. SBS are proud to be offering programmes in conjunction with CIPD (previously IPD and IPM) for almost 70 years.

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A MOMENT IN TIME FOR EACH OF OUR Hr NETWORK NATIONAL AWARD WINNERS IN 2023 By Teresa Flannigan

The 16th annual Hr NETWORK National Awards 2023 in partnership with Roffey Park Institute took place at the hugely impressive Hilton Glasgow on Thursday 9th November 2023.

osting the Awards for the first time was radio presenter and broadcaster Scott Wilson, who is one of the country’s best-known voices having spent over 20 years in radio broadcasting and appears regularly on TV & radio adverts, worldwide. In his welcome address, founder of Hr NETWORK Lee Turner thanked all the sponsors and table hosts for their continued support of the Awards. Lee also paid tribute to four HR industry professionals who had sadly passed away during 2023: Stephen Dunn, Lynne Connolly, Tim Dew and Sandra Stewart. Stephen was the Former HR Director at Miller Homes, then corporate services director at ScottishPower some years ago and latterly was a director at his beloved Hibernian FC. Stephen sadly passed away on the 13th September 2023. Lynne was Global Head of Diversity for abrdn, formerly Standard Life and regarded as a pioneer in diversity and inclusion within the financial services sector. Lynne and her colleagues were part of the Hr NETWORK Awards on a numerous occasions. Lynne sadly passed away on the 26th January 2023.

23 23

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Tim was founder of Gingrtech and the Gamification product Rocket. Tim spoke at the Hr NETWORK Conference as a Keynote speaker in 2017 and at a number of Hr NETWORK events a few years afterwards. Tim passed away on 23rd September after a short illness. Finally, one of the biggest supporters of Hr NETWORK was Sandra Stewart, known as the lady with the fluffy white hair. Sandra was a prominent figure within the CIPD movement in Scotland when Hr NETWORK was launched in 2005 and later became the Chair of the Hr NETWORK Awards Judging Panel and when she retired a few years later, she was presented with the Judges’ Outstanding Contribution to Scottish HR Award.

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The music and song themed annual gala dinner, this year attracted 700+ guests from the world of human resources and people development & management, showcasing seventeen award category winners from a wide range of sectors across Scotland. The annual event, the largest of its kind for HR professionals anywhere in Scotland, recognised, acknowledged and rewarded the champions of the Scottish HR profession including: ScottishPower (ESG Award) International Beverage (Health & Wellbeing Award) and Robertson Group (HR Team of the Year). The coveted Outstanding Contribution to Scottish HR award was presented to Julia Stevenson, who until recently was head of employee experience at Scottish Water where she enjoyed over 20 years as an HR & OD professional. In her principal sponsors’ welcome, Dr. Arlene Egan, CEO from Roffey Park Institute expressed her thanks to Lee and the entire Hr NETWORK team and all their partners for creating such an exciting event that recognises the champions of the Scottish HR profession. The chosen charity for the charity raffle draw was North Edinburgh Dementia Care, a very committed and deserving charity offering a day care service to people living with Dementia, six days a week, fifty one weeks a year and their key aim is to ensure that people with Dementia can remain living in their own home, for as long as possible - thus delaying the need for permanent residential care. On the night, well over £8,000 was raised for the charity, which will increase by up to 25% from gift aid.

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Category winners of the Hr NETWORK National Awards for 2023 are: Attraction & Resourcing Award of the Year

Employee Engagement Award of the Year

sponsored by:

Winner: abrdn Winner: Multrees Investor Services

HR Graduate of the Year

HR Assistant/Officer of the Year

Winner: Rebecca MacKinnon, Strathclyde Business School

Winner: Jennifer McIvor, Three UK

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ESG Award of the Year

HR Manager/Advisor of the Year

Winner: ScottishPower

Winner: Stephanie Stewart, Three UK

sponsored by:

HR Project of the Year

Health and Wellbeing Award of the Year

Winner: Turning Point Scotland

Winner: International Beverage

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Organisational Development Award of the Year

Learning & Development Award of the Year Winner: NHS Greater Glasgow and Clyde

sponsored by:

Winner: Zero Waste Scotland

Best Employer/Workplace of the Year sponsored by:

HR Specialist of the Year

Winner: Kate Paterson, Morgan Stanley

Winner: Skyscanner

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HR Business Partner of the Year sponsored by:

Winner: Jenny Asher, Aegon UK

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HR Team of the Yearr

HR Director of the Year

Winner: Robertson Group

sponsored by:

Winner: Samantha Kirk, International Beverage

Leading with Kindness Award of the Year sponsored by:

Outstanding Contribution to Scottish HR

Presented to: Julia Stevenson, Scottish Water (Retired)

Winner: Gleneagles

Further information regarding the winners and the gala dinner, including the official video and photographs from the evening can be found on the Hr NETWORK website: www.hrnetworkjobs.com. For further details on attending the Hr NETWORK Awards Gala Dinner 2024 either as a sponsor or table host, please contact the Awards Planning Team on Tel: 0131 625 3267 or email: awards@hrnetworkscotland.co.uk.

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Supporting Sponsors

Additional sponsors

FE B OAT O KUSRHEO P

BETWEEN the LINES Friends, Lovers, and the Big Terrible Thing By Matthew Perry Here is the riveting story of acclaimed actor Matthew Perry, who takes us along on his journey from childhood ambition to fame to addiction and recovery in the aftermath of a life-threatening health scare. Before the frequent hospital visits and stints in rehab, there was five-year-old Matthew, who travelled from Montreal to Los Angeles, shuffling between his separated parents; fourteen-year-old Matthew, who was a nationally ranked tennis star in Canada; twenty-four-year-old Matthew, who nabbed a coveted role as a lead cast member on the talked-about pilot then called Friends Like Us. . . and so much more. In an extraordinary story that only he could tell - and in the heartfelt, hilarious, and warmly familiar way only he could tell it - Matthew Perry lays bare the fractured family that raised him (and also left him to his own devices), the desire for recognition that drove him to fame, and the void inside him that could not be filled even by his greatest dreams coming true. But he also details the peace he’s found in sobriety and how he feels about the ubiquity of Friends, sharing stories about his castmates and other stars he met along the way. Frank, self-aware, and with his trademark humour, Perry vividly depicts his lifelong battle with addiction and what fuelled it despite seemingly having it all.

Mary Makes It Easy By Mary Berry Trust Mary to make home cooking stress-free, easy and delicious! In this brand-new collection of 120 recipes, Mary shares her tips and tricks from a lifetime of culinary knowledge. Divided into clear chapters, featuring one-pot recipes and 5-ingredient meals, easy bakes and desserts as well as prep-ahead and store cupboard favourites, this book contains fool proof food that the whole family will enjoy. Each recipe is beautifully photographed and accompanied by no-fuss tips and advice on preparing ahead and freezing. Mary Makes It Easy brings Mary’s years of experience straight into your kitchen.

T.V.: Big Adventures on the Small Screen By Peter Kay Blockbusters, Baywatch … Mastermind, Moonlighting … Porridge, Parkinson … Peter Kay takes you on a journey into the wonders of TV – back to the days when Dusty Bin was a household name, Robin of Sherwood was a pin-up and the Brookside siege was the event of the year. For a young telly-loving Peter growing up in Bolton, TV meant Sunday bath nights with a black-and-white portable, the unbridled excitement of the new Christmas TV guide and his elderly neighbour’s inconvenient hearing problem. Here, for the first time, he collects his TV memories and adventures together in this brilliant book. Join Peter as he finds success on the small screen, leaving his own unique footprint in the golden age of TV: from making tea at Granada Studios and marching along to ‘(Is This the Way to) Amarillo’ to hanging out in the Rovers Return, having run-ins with Bernard Manning and starring in possibly the worst Doctor Who episode of all time. You’ll go behind the scenes of the legendary Phoenix Nights, take The Road to Nowhere with Max & Paddy and discover how Peter created his BAFTA-winning performance in Car Share. So sit back and enjoy a journey through the wonderful world of television. Endearing, sidesplittingly funny and utterly unforgettable – T.V. sees Peter Kay at his vivid, nostalgic and hilarious best.

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A BUSINESS SHOULDN’T JUST FUNCTION. IT SHOULD FLOURISH. With more than 40 years of expertise in the talent lifecycle, Right Management enables organisations to attract, develop and retain the skilled talent your business needs in today’s rapidly transforming world of work. BUSINESS AND TALENT ALIGNED www.rightmanagement.co.uk © 2022 ManpowerGroup. All rights reserved.

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Top 10 AI skills you need to land your dream job in 2024 With artificial intelligence (AI) skills in such high-demand, FDM Group, whose mission is to bring people and technology together, offers expert advice on the top ten AI skills to learn to land your dream job.

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ccording to reports by Gartner, the global revenue of artificial intelligence reached $51.5 billion in 2021, experiencing a 14.1% increase from the previous year. This shows no sign of slowing in coming years as AI becomes increasingly ingrained across industries. AI skills are now not only beneficial, but are often required in fields like technology, healthcare, finance, transportation, and marketing, among others. Understanding AI can provide a competitive edge in the job market, likely resulting in better job opportunities. Possessing AI skills could also lead to higher salaries due to increased demand. In essence, knowing about top AI skills is a strategic move for job seekers aiming to land their dream job in this rapidly evolving job market. Here, FDM Group lists the top 10 skills to develop, implement, and manage artificial intelligence systems and applications:

1. Programming languages Proficiency in programming languages, such as Python, R, and Julia, is essential for AI professionals. These languages serve as the building blocks for AI development, facilitating the creation of algorithms, data manipulation, and the implementation of AI models. If you’re interested in learning how to code, there are plenty of AI roles at your fingertips, such as Machine Learning Engineering, AI Software Development, Data Science, and much more!

2. Data modeling and analytics A deep understanding of data modeling and analytics is crucial as AI algorithms rely heavily on high-quality, structured data for effective learning and decisionmaking. This AI skill involves the collection, cleaning, and interpretation of data, enabling organisations to make data-driven decisions and construct accurate AI models. Proficiency in tools like SQL and data visualisation platforms is also vital.

frameworks being essential for this, candidates who possess these skills will be highly desirable,

5. Mathematics and statistics

3. Machine learning and deep learning

Mathematics and statistics are not just in-demand skills but are fundamental to problem solving, innovation, and success in AI-related positions.

Machine learning constitutes a substantial domain within the AI landscape, encompassing the majority of AI software and initiatives. So, a mastery of machine learning techniques, including supervised and unsupervised learning, as well as deep learning, like neural networks, is essential. These techniques underpin the development of AI systems that can learn from data, make predictions, and solve complex problems.

A strong foundation in mathematics and statistics is fundamental to understanding and optimising AI algorithms. Concepts like linear algebra, calculus, and probability theory are crucial for grasping the inner workings of AI models and for making informed decisions during model development.

4. Libraries and frameworks

6. Natural Language Processing (NLP)

Familiarity with AI libraries and frameworks such as TensorFlow, PyTorch, scikit-learn, and Keras streamlines AI model development and deployment. These tools offer pre-built functions and structures that expedite the development process and ensure the efficient implementation of AI solutions. With many businesses looking to prioritise efficiency, and libraries and

The Natural Language Processing (NLP) market is anticipated to experience substantial expansion, with its global market size forecasted to increase from $24.10 billion in 2023 to a remarkable $112.28 billion by 2030. Proficiency in Natural Language Processing (NLP) techniques is vital for building applications that can

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9. Creativity

understand, interpret, and interact with human language. This includes sentiment analysis, named entity recognition, and the development of chat bots and virtual assistants, among other applications.

Creativity is not just a skill for those working in ‘creative’ fields. In fact, creativity plays a significant role in AI, enabling professionals to devise innovative solutions and explore novel applications. AI experts often need to think outside the box to create unique AI-driven products, services, or experiences that solve complex problems and meet the evolving needs of industries and society.

7. Problem-solving Landing a job in AI is not all about your technical or ‘hard’ skills. In fact, soft skills are just as important. For example, AI professionals encounter unique challenges and uncertainties during model development. Problem-solving skills are crucial for identifying and addressing these issues, adapting to changing circumstances, and optimising AI systems to perform effectively in real-world scenarios.

10. AI ethics As ethical concerns surrounding AI continue to grow, understanding AI ethics is paramount. AI professionals must consider the ethical implications of their work, including issues related to bias, fairness, transparency, and privacy. Ensuring responsible and unbiased AI development and deployment is not just a technical concern but a moral and societal obligation in the AI industry.

8. Critical thinking Critical thinking skills are indispensable in the AI field. Professionals must critically assess AI models for biases, fairness, and ethical considerations. They also use critical thinking to make informed decisions about model selection, feature engineering, and hyper-parameter tuning to ensure the best AI performance.

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Save £40 now!! F E AT U R E

Hr NETWORK CONFERENCE & EXHIBITION 2024

Future Leaders

THURSDAY 9TH MAY 2024 BT MURRAYFIELD STADIUM, EDINBURGH The Hr NETWORK ‘Future Leaders’ Conference and Exhibition 2024 will take place on Thursday 9th May at the magnificent BT Murrayfield Stadium in Edinburgh. 39

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Future Leaders

Keynote Speakers

For some, showing ambition, initiative, attention to detail and a clear understanding of business strategy are key characteristics of our future leaders. For others, being trusted, having credibility and integrity and showing compassion to others, are what makes our successful future leaders what they eventually become.

The Conference will feature SIX keynote speakers throughout the day, which also includes a panel discussion and debate. The keynote speakers and panel members will be confirmed very soon. The organisers have provided an insight into the session topics and for a full list of session titles, please visit the Hr NETWORK website delegate booking page, to book your delegate place.

Whatever is considered as the key attributes of our future leaders, we must ensure they can lead the business and its people through the good times as well as the bad times.

Keynote session topics include:

Keynote speakers will offer insight into what can be achieved by organisations when they make a commitment to developing their future leaders. Conference delegates will hear from a range of employers, experts and commentators who have learned to prioritise the needs and requirements for developing their future talent pipeline for leadership roles and responsibilities. Speakers from a range of award-winning organisations, who have successfully embedded a future leaders strategy in their organisation and have created and implemented a sustainable plan to develop future talent and leadership, ensuring they are equipped to succeed in tough market conditions, will offer real-time examples of what they have done to ensure their future leaders will be able to cope with the threats and challenges of this ever-changing world of work.

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How to identify future leadership potential

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Ensuring our future leaders understand the power of empathy and emotional intelligence

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Planning for the future and turning ambition in to vision

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Creating empowering opportunities for our future leaders to achieve their goals and the goals of others

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Encouraging future leaders to embrace change

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Integrity and credibility in our future leaders

Please note that this is a sample of keynote session themes with many other theme’s being featured at the Conference and the full speaker programme will be published on the Hr NETWORK website in due course!

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Delegate package includes:

Special Requirements:

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6 Keynote Speakers

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Networking & Exhibitor Area

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Lunch & Refreshments

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Delegate Bag and Goodies

Hr NETWORK welcomes a diverse group of delegates to the conference therefore please indicate any special requirements you have on your booking form and we will be very happy to accommodate you while you are attending the Conference.

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Official Conference Programme

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Delegate List

COVID Safety Policy: There is no requirement to wear a mask at the Conference. However, any delegates wishing to wear a mask may do so.

Full terms & conditions for booking are available on request and the booking form is available at the link: www.hrnetworkjobs.com/events/conference/

For further information on Sponsor and Exhibitor options or to book your Delegate place, please contact the Conference Planning Team on Tel: 0131 625 3267 or email: subscriptions@hrnetworkscotland.co.uk

Early Bird Delegate Cost: £125+VAT* The Early Bird discount for each delegate attending the Conference & Exhibition on Thursday 9th May is £125+VAT and we have group booking discounts for groups of 5 delegates or more.

www.hrnetworkjobs.com

* Please note that the Early Bird booking discount is available until 29th February 2024. From 1st March 2024, the cost per delegate is £165+VAT. Group bookings available - Details available on request

FUTURE LEADERS CO N F E R E N C E & E X H I B I T I O N

Please note that costs quoted include full access to the Keynote sessions, Exhibitor area plus lunch and refreshments on the day.

I N S I G H T : M E N O PA U S E AWA R E N E S S

Women mistaking menopause for breast cancer, early onset dementia and MS A leading health expert has warned that women are often confusing menopause symptoms for life threatening conditions and is calling on employers to do more to educate employees and raise awareness in the workplace. Here, Dr. Stella George Chief Medical Officer at global health service company Cigna Healthcare, warns businesses they could face a major talent drain if they do not offer proper support and care for women going through menopause.

It’s vital that workplaces help raise awareness of the wide-ranging symptoms and side effects of the process – and provide as much help and advice as possible for those who need it.

Top Five Steps for Better Support The most important steps businesses need to take to provide better menopause support include:

Menopause can mimic many other diseases, and education and awareness is required to help promote greater understanding of some of the lesser-known symptoms and side effects. These can include dizziness and vertigo, heart issues and dental problems. Education is vital because the symptoms of perimenopause and menopause can be vague or can mimic so many other diseases. You can start blaming everything on other conditions - if there is tenderness in the breasts, you can worry it’s cancer, or you might think you have multiple sclerosis if you suffer from tingling in hands and feet, or even dementia because you are more forgetful. Many symptoms of the menopause can mimic something more grave, so educating women about this issue can help give peace of mind. As part of the movement to raise awareness in the workplace, Cigna Healthcare has identified five lesserknown symptoms of menopause: •

Numbness and tingling

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Breast tenderness

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Brain fog/memory issues

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Oral health

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Mental health

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Spread awareness – Businesses need to promote awareness of menopause, particularly among managers and those in the menopause age group

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Indicate resources – People need to know what assets are available through the company. A central information point can be very useful, such as a list of all the available information and benefits on the company intranet.

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Promote an open culture – People need an atmosphere in which they can talk freely. Many companies offer counselling and guidance for mental health; for example, Cigna Healthcare has nurses who can offer support and connect people with the right tools.

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Normalise discussion – Leaders who have a voice in the organisation should not hesitate to speak about issues like menopause. For example, managers need to say when they are not feeling well, not only for themselves but also to signal to the team that it is OK to take time off when needed.

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Appoint a workplace champion – Initiatives like ‘Lunch and Learn’ awareness meetings are helpful, or appointing a champion or case manager who can rally women to talk about menopause and explain all the benefits and resources available.

It’s vital that employers take menopause seriously and help shed the stigma around the subject. While it is a natural part of ageing for women, going through menopause, including the perimenopause stages can be very disruptive and uncomfortable. Tackling menopause head on will help to promote health and well-being as well as increase workplace productivity.

The number one step every employer should take is improve awareness and education among all staff – men and women, managers, and employees alike. People often don’t want to talk about it themselves or be seen to be complaining, but this is a natural progression in every woman’s life.

INSIGHT: ERRORS IN JUDGEMENT

Can leaders admit company errors, but also keep their job?

Leaders making mistakes can be costly not only to the organisation, but also to their own job security, which makes it difficult for them to admit when there’s been an error. New research shows that there are some techniques CEO’s can use to frame these mistakes, in order to ensure they keep their jobs, but also make changes in their organisation. Here, Damon Golsorkhi, Professor of Strategic Management and Vincent Giolito, Professor of Strategy and Organisation at Emlyon Business School discuss the findings of the study.

There still is, however, a lack of job security for many CEO’s who do follow this path and admit these errors, hence why there are a number of tactics that CEO’s used when communicating this path to their stakeholders, in order to keep them on their side.

When there is this clear trade-off between admitting a mistake and potentially losing power and control in the organisation, it is important that CEO’s use their language effectively to create a safe space for themselves in the organisation – but how can they do so?

It is important to collectivise the issue, using terms like ‘we’, or ‘us’ when discussing the mistake and how to change to it, then there is less blame placed on one person – usually the CEO. Secondly, the researchers use the term, ‘temporalise’, which refers to CEO’s showing that the error generates from the organisation not adapting or changing quick enough, and how there is a simple solution to solving the errors – adapting to today’s world quicker.

We interviewed the CEO’s and board chairs on strategic errors in the organisation, and how they were approached by senior management, as well as the dialect and narrative behind the communication of these errors to all stakeholders. When discussing key errors with severe economic and/or reputational consequences for the firms and important strategy changes, many CEO’s stated that there was a process in which communication follows. First the CEO will acknowledge and diagnose the error, then they will dramatise it to put it into context for stakeholders, and then they will showcase the solution and how they are capitalising on this error to make changes.

CEO’S should generalise the issue, and showcase how all firms in the industry are making the same mistakes, it’s not a firm-level error, but one that many are facing too. And finally, CEO’s should isolate the issue, and show that the error is an isolated incident and a rare one, not to happen again.

Leaders make errors, they are human too. But, unfortunately an error at the top-level can be costly for both the organisation and them personally. Hence why many leaders often refuse to acknowledge they have made an error of judgement or a mistake publicly, as doing so risks their own position of power.

There are plenty of examples in both politics; where leaders refuse to acknowledge wrongdoing to keep their party in power, in sports; where managers do not admit errors to keep their job roles, or in business; where CEO’s don’t own up to bad investments because of the risk of the sack.

It is important that CEO’s understand how to frame these issues, otherwise organisations will never move forward, and will simply keep replacing CEO’s every time there’s an error.

This study serves as inspiration for top executives, on how to frame and proactively manage the errors in the organisation, acknowledging them but also learning from them in an effective way. Organisations should develop a narrative approach for errors and failures in order to keep CEO’s credibility, job security and power.

INSIGHT: FINANCIAL WELLNESS

HR professionals believe wellbeing is valued, but strategies not working This gap between employers believing they are matching their employees’ financial needs with appropriate support and how they feel employees perceive their efforts is further demonstrated when respondents were asked the following financial wellbeing statements:

Aon plc has revealed the results of the firm’s 2023 HR Future Focus Survey, which found that HR professionals believe not enough is being done to support employee financial wellness or meet employees’ cost of living. Here, Martin Parish UK leader for workplace pensions and financial wellbeing at Aon discovers the worrying signs not enough is being done to support them. It’s a worrying sign that HR respondents don’t believe that their organisation is doing enough to match on-going cost of living increases or giving their employees the confidence to hope for a robust financial future. The results indicate that there’s cause for concern of greater stress on individuals who may be suffering in silence and allowing financial worries to impact their wellbeing and their productivity at work.

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Our employees are coping with the cost of living crisis. Traditional score: 53 per cent / Neuroscientific score: 24 per cent (29 per cent difference)

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Employees feel confident about their financial future. Traditional score: 51 per cent / Neuroscientific score: 20 per cent (31 per cent difference)

However, Aon’s survey also showed that health and wellbeing is valued in organisations. When respondents were asked if they believe that employees were encouraged to live healthily, the traditional score was 65 per cent, while the neuroscientific score was 85 per cent. The positive 20 per cent incline in the authentic response indicates that the vast majority of respondents truly believe that healthy living is supported at work.

Aon’s study used the firm’s Neurotech® listening tool, Reflection®, which captures two types of insights: a ‘traditional’ score – what people are prepared to say (consciously moderated answers) and a neuroscientific score – how people genuinely feel.

This is further demonstrated when participants responded to further wellbeing support questions:

The difference between the two scores reveals a cognitive dissonance gap. This gap is the difference between what people say and what people really think. When both scores are close together, it suggests low cognitive dissonance where people are responding authentically. However, when there is a clear gap between the scores, it indicates a degree of inauthenticity.

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Our CEO values wellbeing for positive business outcomes - Traditional score: 67 percent / Neuroscientific score: 84 percent (17 percent difference)

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A well workforce is better for our business Traditional score: 85 percent / Neuroscientific score: 75 percent (10 percent difference)

It’s never been more important for businesses to support employees’ health and wellbeing. This view is shared by HR leaders as reflected in the results from Reflection®, which show genuine belief that wellbeing is key to driving performance and retaining talent.

The survey shows a marked disparity when participants were asked to respond to the statement: ‘We do enough to support employee financial wellness.’ The traditional score was 59 per cent, while the neuroscientific score was much lower at 20 per cent. This significant 39 per cent gap indicates that HR professionals feel that not enough is being done to help employees manage their financial commitments.

However, the results also indicate that more needs to be done to support employee resilience, with particular risks being identified, including the lack of manager empowerment and the current cost of living. Businesses with healthier employees will always have better outcomes.

I N S I G H T : E M P L OY E E B E N E F I T S

Younger employees value workplace benefits more than older counterparts as they bear the brunt of the cost of living crisis Over half (55%) of 18-34 yearolds say that a good benefits package is now the most important thing they look for in employment, compared to 42% of the general workforce, finds new research from employee benefits technology platform Zest. Here, Matt Russell, CEO at Zest discusses some of the report outcomes. Our survey findings are released as younger employees, continue to struggle financially more than older colleagues as a result of the cost of living crisis. For example, 14% of 18–24-year-olds believe their employee benefits packages provided a lifeline during the cost of living crisis, compared to 4% amongst those aged over 55.

number of Gen Z employees is set to rise to about 58% by 2030. With four in ten (42%) businesses struggling to hire talent, and a third (29%) unable to raise salaries in line with inflation, investing in personalised flexible and targeted benefits could be a cost-effective approach to attract and retain talent businesses need. Younger employees are much more heavily reliant on their workplace benefits packages than their older colleagues – without these financial benefits, many young people will have struggled to survive the last few months. In the current challenging landscape, it shouldn’t be a surprise that employees are placing greater emphasis on their benefits and employers are driving investment in this area to remain competitive.

In fact, workplace benefits are now seen as playing such a vital role in providing financial support that two thirds (67%) of younger employees would leave their job if another company offered them a better benefits package – compared to just 37% of employees aged over 55 and the average for all UK employees (54%). Our research demonstrates that employers need to do more to provide financial support through employee benefits packages. Despite 82% of businesses increasing investment in benefits since the pandemic, 45% of employees think that their workplace benefits package is inadequate.

For many businesses, it will be concerning that despite recent investment in benefits, the majority of employees are demanding more from their packages. Many are clearly failing to meet demands – a fact that will only become more apparent as younger generations, who place a greater emphasis on their benefits packages, begin populating the workforce.

A major factor behind employee dissatisfaction with benefits packages is a lack of engagement and the benefits on offer not being relevant. Although 84% of businesses believe that employees use the full range of benefits available to them – just a third (33%) of employees say they use all the benefits on offer. Two thirds (65%) also say they’d use their benefits more if they were personalised to their needs.

However, it is not simply about the amount invested in packages – employers need to ensure that the benefits on offer are relevant to their workforce, personalised to what they need and communicated clearly at the right time to those most likely to use a specific option. This approach will not only boost engagement with benefits but also offer enhanced value for money for both employer and employee.

Moreover, younger generations are not afraid to keep moving jobs if it means that their demands can be better met. According to Cushon, one in five (21%) of the 18-24 olds it surveyed this year are already on to at least their fifth job. By 2025 it is predicted that millennials will make up most of the workforce and the

MY LINKEDIN

MyLinked Richard Stark

Commercial Director, AAB People (part of AAB Group) Current: AAB People Followers: 22k+ Connections: 500+ Location: Greater Glasgow, Scotland, United Kingdom

About:

Head of Business Development Ellis Whittam - Full time October 2019 - September 2021

A strong and proven track record in consultative sales and commercial management. Extremely goal focused and ambitious; I have a clear history of over achievement in all roles: sales management, direct new business, channel and account management. I have continually achieved exceptional sales results and business growth, through hard work and determination. Involved in Charities and have the honour of being a trustee of several amazing charitable organisations. Interested in Employment Law/HR and/or Health and Safety.

Business Director – Scotland & North East England Ellis Whittam – Full time November 2016 – October 2019 National Sales Manager Ellis Whittam – Full time June 2015 – October 2019

Education: IOSH Managing Safely Occupational Safety and Health Technology/Technician 2012 – 2012

Commercial Director AAB People – Full time November 2021 – present

CIPD Course Level 5 CIPD Human Resources Management and Services 2018

My focus is on driving significant growth across AAB People, developing new routes to market and ensuring the service offering is of a quality we are proud of, and that clients are fully aware of the different options available to them. I joined AAB People in 2021, having spent almost 15 years working within the HR and Health & Safety consultancy sector. I have an IOSH qualification, and I am currently working towards level 5 CIPD. I pride myself in ensuring that my team and I provide exceptional customer service, and focus on delivering exactly what the client is looking for. Clients are at the front and centre of everything we do, and I want to ensure clients always receive the best possible service. I am also a trustee of several charities, including Sleep Scotland (Capella), Ceartas and Teens plus.

Recommendation: “Richard is very focused and customer driven. He looks after the need of the client and their business.” Helen Lucy

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