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COVER STORY
Professional Development: Great(er) Expectations
How often do you ask your colleagues about their professional development expectations? Andy Moore discovers why it’s so important for practitioners to listen and then tailor team and career enhancement initiatives that deliver the ‘WOW factor’ in professional development.
Ailsa Smillie
AAB People
Employment Law Update: Disability Pride Month: The Importance of Creating Neuroinclusive Workplaces p. 14
Jane Sparrow
The Culture Builders
Special Feature: Leadership for the Future: Equipping for Relentless Change p. 34
Peter Slater
CMAC Group
Insight: Hybrid Working Model p. 42
Laura Probert
Egress
Insight: Neurodiversity in the Workplace p. 43
Emma Serlin
London Speech Workshop
Insight: Authenticity p. 44
Jenny Wells
High Speed Training
Insight: Benefits of a Volunteering Culture p. 45
Founder and Publisher: Lee Turner lee@hrnetworkscotland.co.uk
Senior Associate Editor: Andy Moore editor@hrnetworkscotland.co.uk
Welcome to the July 2024 issue of Hr NETWORK Magazine. Lots of people will be getting ready to take some time off during the summer break and the Hr NETWORK team is no different – with the things quieting down a bit now for the month of July.
Hr NETWORK National Awards 2024
When we return from the summer break, we certainly have a busy few months coming up with the Judging process for this years’ Awards 2024, which will include the initial scoring stage over the month’s of July and August and from there the Judges will look to decide who the shortlisted finalists are.
The interviews for finalists will take place in mid-September and the winners will be announced at the Gala Dinner at the Hilton Glasgow on Thursday 14th November.
Hr NETWORK Conference & Exhibition 2024
The Hr NETWORK Conference & Exhibition 2024, which took place at the magnificent Murrayfield Stadium was a huge success following some incredible feedback from delegates, sponsors and exhibitors.
The biggest challenge of all will be to have an even bigger and better Conference & Exhibition again next year.
This Issue
In this online edition of the magazine, Andy Moore looks at the resurgence and growing interest in continuing professional development for the workforce and the lengths that employers are going to, to ensure they maintain the highest levels of engagement and job satisfaction as part of their war for talent. This shift is driven by the need to adapt rapidly to evolving market demands and technological advancements and by integrating on-the-job training, mentoring programmes, and continuous feedback, organisations aim to cultivate a more agile and skilled modern workforce.
The regular sections of the magazine include: STATS, Employment Law Update, EXTRA and Insights.
I hope you enjoy your online copy of Hr NETWORK Magazine and look forward to welcoming you to some of our remaining events this year.
Lee Turner Publisher
Contributors: Ailsa Smillie, Jane Sparrow, Peter Slater, Laura Probert, Emma Serlin, Jenny Wells
Global employers must ensure all employees receive appropriate screening
With the recent Cervical Screening Awareness Week, it is important for global employers to understand how provision differs by country, that not all countries offer screening, and the impact this may have on employees, according to Towergate Health & Protection.
Sarah Dennis, head of international at Towergate Health & Protection, says: “Early diagnosis is key to tackling cancer, and screening is a valuable tool in this process. While most developed countries have programmes for cancer screening, the types of cancer, target population, frequency and methods of screening varies hugely.”
For instance, figures released in 2023 show that 70% of women in the UK aged 20-69 had cervical cancer screening within the past three years at the time of surveying. However, this was as low as 26% in Hungary, 12% in Poland and 3% in Costa Rica. In the UK, 64% of women aged 50-69 had mammography screening within the past two years at the time of surveying. This rises to 83% in Denmark, but is less than 30% in the Slovak Republic, Turkey, and Mexico.1
While many countries may be lagging behind in the screening of some cancers, others do not screen for certain cancers at all. For example, in Germany and Austria, prostate cancer screening is available for all men aged over 45 years. However, there is currently no national screening programme for prostate cancer in Canada, Australia, France or the UK.
Even in the countries where national cancer screening programmes are provided, the pandemic has caused severe backlogs, and the impacts of the delays are expected to be long-lasting. The answer is for employers to provide cancer screening tests as part of health and wellbeing support – to all relevant employees, regardless of where they are based in the world.
It is important for employers to ensure that cancer screening is targeted towards the appropriate staff demographics. For this, employers should take expert advice, as different screening will be relevant to different people, based on a variety of factors including, age, sex, and risk factors.
For overseas employees in particular, ensuring the right messages get through to encourage take-up will be vital. Regular communications, targeted to the right demographics will be important, along with making access easy for employees to book their screening tests, many of which can be carried out by taking a simple test at home.
New government must tackle urgent skills gap
New data released recently shows the number of people in work has dropped. The number of people unemployed in the UK rose by 138,000 in the three months to April amid growing signs of a weaker jobs market and the unemployment rate rose to 4.4%.
Rosalind Gill, Head of Policy and Engagement at the National Centre for Universities and Business (NCUB), newly released labour market statistics paints a very worrying picture and hammers home the uphill battle that the new Government will face. New data reveals that 3.2 million people are out of work but want a job, and that the unemployment rate rose to 4.4%.”
Gill concluded: “As the new government takes office, it’s vital that they implement a cohesive plan that involves educational institutions, businesses, and policymakers to equip our workforce with the skills needed for today’s economy. As technology quickly advances, the labour market is transforming at pace and the skills gaps will only become more acute. Failure to address these issues now risks further economic stagnation and missed opportunities for growth.”
Nearly half of UK employees want to change their career
Now in its fourth year, the LHH Global Workforce of the Future research investigates the changing world of work from the workers’ perspective.
The global employment landscape has changed tremendously in recent years, with its impact being felt by UK workers. Over half (54%) feel like external factors such as company strategy and performance, and the economy, have more control over their career than they do.
Despite this, employees are still proactively planning for the future. Nearly half (49%) want to change their career but don’t know which path to take, with 1 in 5 (20%) spending time weekly considering their career plans.
Retaining top talent is of critical importance for organisations, it helps them to future proof themselves, and lays the platform for stability and growth. It is good news, therefore, that our report found that UK employees are keen to be developed. Over two-thirds (68%) of respondents feel that companies should train,
upskill and/or develop existing employees for different roles across the organisation before hiring external candidates.
The report found that UK employees are also optimistic about upskilling, with over half (58%) feeling that the prospect of a different or new profession or career inspires them to learn skills outside of their day job. Nearly half (47%) want to move into management but feel that the lack of leadership development holds them back.
JC Townend, CEO, LHH said: “Companies are finding it more and more important to invest in their employees. Their best employees will often be among their most ambitious, and ensuring they have development and support for their advancing career goals will be important to retaining them in the company.”
Among HR leaders, leadership development is also a big priority. LHH’s ICEO 2024 research found that HR senior leaders in the UK are investing in leaders with 69% stating their organisation has a formal executive development programme in place.
There are still barriers however, with 1 in 5 (20%) seeing underrepresentation of women and other diverse groups in the executive ranks as a challenge within their organisation’s senior executive ranks. That said, 36% feel like they have the necessary support to overcome the current challenges of leadership.
Three in five UK employees admit they haven’t called in sick despite needing to
Almost three in five (59%) UK employees say they haven’t previously taken time off work sick, either due to illness or injury, despite needing to, according to new research from protection and employee benefits provider, MetLife UK.
The research explored employee’s attitudes and behaviours towards the workplace, taking time off, and employee benefits. When asked why employees haven’t called in sick even when they’ve needed to, a third (36%) confirmed they didn’t think there was anyone to cover them, whilst over a quarter (28%) said they didn’t want to miss work, and 16% said they had a deadline to meet. Many are also conscious of the impact not being at work will have on others - just over a quarter (27%) said their colleagues needed them. Almost the same number (26%) admitted they were worried they wouldn’t be paid, whilst 17% said they believed their boss would tell them off if they took time off work.
Less than a half of Brits would know what to do if a colleague suffered a cardiac arrest
In the past year alone, 34,407 people in the UK have suffered an out-of-hospital cardiac arrest.
Of these, 4,472 occurred outside the home, relying on members of the public and colleagues to attend to them.
With this in mind, new survey findings by health and safety experts, Direct365 has revealed how prepared workplaces are in the event that a staff member suffers a cardiac arrest. The findings focused on the number of UK workplaces with a defibrillator on premises, workers’ confidence in attending to a cardiac arrest and the accessibility of public defibrillators.
When participants were asked how confident they would be in their knowledge regarding how to respond to a cardiac arrest, only 11% of workers said that they would be ‘very confident’ in knowing what to do. An additional 35% said that they would be ‘fairly confident’.
The remaining 54% of people were not confident in knowing how to respond to a cardiac arrest, exemplifying a need for further education into first aid among workplaces in the UK.
In total, less than half of those surveyed said that they had access to a defibrillator within their workplace.
The research also explored how employees have previously felt or would feel should they call in sick. Workloads are clearly a concern, with just over a quarter (26%) confirming they’ve felt or would feel guilty that colleagues would have to pick up extra work. Whilst 17% felt or would feel concerned about the amount of work they would come back to. Almost one in five (19%) said they would feel worried that no one would believe they were poorly. Almost one in five (17%) stated they felt or would feel anxious that they would lose out financially.
Adrian Matthews, Head of Employee Benefits at MetLife UK, said: “When sickness or injury strikes, resting to recover should be the first thought on individuals’ minds, but instead many feel anxious and worried, particularly when it comes to any implications on their workload.”
In comparison, 32% of people said that their workplace did not have a defibrillator and almost a quarter (24%) of respondents did not in fact know if their organisation did have a defibrillator.
Regardless of whether a workplace has access to a defibrillator, 53% of respondents said that they had never received training on how to use one before. More significantly only 4% of people have received training in the last 3 months and in the past year, only 23% of workers have received relevant training.
For those that do not have access to a defibrillator in their workplace, it is important that they know where their nearest public defibrillator is in relation to their workplace. The best chance of resuscitation will be when a defibrillator is used within the first three minutes of a cardiac arrest. After this, the chances of resuscitation fall by at least 10% for every minute that a defibrillator is not used.
Over 3 in 5 menopausal women face discrimination in the workplace
With the number of women experiencing menopause in employment rising, as well as increased media awareness, Forth surveyed over 2,000 people to reveal attitudes towards discrimination against women with menopause in the workplace.
The symptoms of menopause can affect women both physically and mentally, which can make everyday tasks harder than usual and according to the Faculty of Occupational Medicine, almost 8 out of 10 menopausal people are in work.
With increased media awareness, the Equality and Human Rights Commission (EHRC) has published new guidance under the Equality Act 2010, which protects employees against discrimination, harassment and victimisation based on characteristics such as disability, age and sex.
Under the guidance, if menopause symptoms have a long-term and substantial impact on a woman’s ability to carry out normal day-to-day activities, these
Over half of tech professionals plan to relocate
In an increasingly globalised labour market, with remote and hybrid work very much part of ongoing conversations, it’s interesting to consider whether tech professionals are still open to the possibilities offered by relocation.
In the context of a current trend of start-ups choosing to migrate as businesses and recent news of Microsoft’s relocation offer made to employees based in China, tech recruitment firm Tenth Revolution Group has conducted new research to gauge attitudes towards relocating amongst more than 2000 individual tech professionals across the globe.
The results show that at 55%, the majority of global tech professionals would be open to relocating, with 37% specifically open to an international move.
Responding to this new data, Tenth Revolution Group President, Zoë Morris commented: “55% is a really substantial portion of working tech professionals, and I
symptoms could be considered a disability
The findings revealed just 13.8% of people believe women never face discrimination in the workplace due to menopause compared with 69% believing menopausal women are subject to discrimination.
Breaking this down by gender, 74% of women and 64% of men said ‘Yes’. However, almost 1 in 5 men (17.7%) believe that women never experience discrimination at work due to menopause.
Those aged 16-24 were most likely to think women faced discrimination, despite being the age group least likely to know about or understand menopause. Nearly 50% of this age group believed menopausal women face some discrimination.
When it comes to what kind of discrimination menopausal women face, one of the main topics was being passed up for promotions. Another common topic was the symptoms women experience needing to be taken more seriously by their line managers and colleagues.
Employers need to be aware of menopausal symptoms and their potential impact on the individual, their performance and progression.
Sarah Bolt, Founder and CEO of Forth said: “While the heightened awareness of menopause discrimination is a positive aspect, the reality that women at this stage of life continue to experience such bias means we have much more work to do as a society.”
firmly believe that their openness to relocation will serve them well in today’s market. Relocation widens the possibilities for new opportunities.”
“And in a landscape where more than half of hiring managers working with Salesforce technology have told us that talent scarcity is their main organisational challenge,” Morris continued, “the tech professional who’s prepared to move for the right role is in a strong position – especially if they’re scanning the horizon for other regional markets and potentially considering relocating internationally.”
Lack of training pushing engineers out of the water industry
A lack of training and opportunities to innovate are pushing more engineers out of the water industry, according to a new study. The Water Industry Labour Report, published by specialist recruiter Water by Murray, part of Murray McIntosh, revealed a concerning mismatch in training that is hindering innovation and driving engineers into other remits where they feel they have more potential to grow.
According to the report, one in three of the nearly 4,000 engineers surveyed indicated that they are not able to innovate in their roles. They cited ageing infrastructure and rigid managerial structures as the reasons behind the stagnation. However, almost half (43%) said they were not being provided with relevant training.
The findings are of concern given the growing scrutiny and significant shortage of skilled workers the water
industry is facing. According to Water by Murray, employers are facing an ‘exodus’ of engineers, with 70% of the existing workforce considering roles in other sectors – an issue which will only be exacerbated by irrelevant training and limited opportunities to innovate.
Teo De La Cruz, Associate Director at Water by Murray, commented: “It’s no secret that the water industry as a whole is going through a challenging time, but this will only be worsened by a potentially growing skills gap in an already stretched sector. If we are to tackle the growing issues in UK water, there needs to be a consensus over what competencies will be required now and in the longer term.
“The lack of relevant training on offer is preventing innovation. Utilising the creativity and problem-solving of our engineering workforce is one of the ways we can escape this crisis, so it’s worrying to see so many saying they aren’t being provided with the right opportunities. If engineers feel unable to innovate in their roles it’s not surprising that seven in ten engineers are considering leaving the water industry in the coming years. It is crucial that the sector sets itself up for success by first ensuring its people are fully equipped with the right skills and opportunities.”
Robertson awarded IIYP Platinum Accolade
Robertson has been awarded the highest Investors in Young People (IIYP) accolade, receiving Platinum accreditation in recognition of its commitment to being an employer of choice for young people (16-28 years). IIYP recognises employers that attract, recruit, develop and retain young people.
During an assessment period, IIYP explored the business’ strategies, culture, initiatives and working practices in addition to having in-depth discussions with 100 employees about their experiences.
It is now one of only fifteen organisations to achieve IIYP Platinum status, and earlier this year retained its Investors in People Gold accreditation.
Elliot Robertson, Chief Executive Officer, Robertson Group, said: “This is an incredible achievement which shows that we are truly committed to ensuring each young person has the necessary development and opportunities to become high-performing individuals as part of Team Robertson.
“Our people will always be at the heart of everything we do. Young people are instrumental to our success and have been an integral part of our DNA since the business was founded, indeed one of the very first employees almost 60 years ago was an apprentice. Since then, we have been on a journey of continuous improvement for all employees and have introduced people strategies, including one specifically geared to the next generation. Its purpose is to provide meaningful personal career development and engagement opportunities that empower individuals to achieve their full potential and career aspirations.”
Scottish shipbuilding revival could boost economy by £342m a year
The latest analysis from finance expert, RIFT, has shown that despite the steep decline from the glory days of the 1900s, Scotland’s shipbuilding industry has remained steadily consistent in recent years, however, a push to rebuild the sector could bring a potential boost of £342m to the Scottish economy.
Analysis of the latest government figures by RIFT shows that in 2021, the Scottish shipbuilding sector employed just 6,700 workers, accounting for just 0.36% of total Scottish employment figures, with just an estimated six ships built over the course of the year, all of which were either workboat or fishing vessels.
This employment figure sits 12% below the highest peak of the last decade when 7,600 workers were employed
Rising whistleblowing reports with modern slavery a new concern
The number of whistleblowing reports across the UK and Europe continues to rise with modern slavery emerging as an issue among organisations, according to a new report.
Whistleblowing continues to play a crucial role in exposing misconduct within organisations with areas of concern including risk-taking behaviours, deteriorating corporate governance, substance abuse and bullying.
However, it is the issue of modern slavery that stands out as a matter of concern in Safecall’s Whistleblowing Benchmark Report 2024. It is the first time that modern slavery has appeared as a statistically significant area of concern within organisations since the report started in 2019.
Report author Greg Ogle, Operational Excellence Manager at Safecall, said: “There has been growing concern among UK businesses regarding modern slavery over the past year, and the findings of our Benchmark Report support this as an issue.
Construction companies have been identified as hotspots for reports surrounding modern slavery.
“It should be noted that the emergence of modern slavery reports does not mean it has suddenly become
in 2017, however, it has been steadily climbing in recent years.
In fact, between 2017 and 2019, the number of workers within the sector fell from 7,600 to 6,200, the lowest number seen over the last decade.
However, since then this number has climbed steadily to the 6,700 recorded in 2021 and while this may be a drop in the ocean compared to the glory days of the early 1900s, Scottish shipbuilding remains a billion pound sector, turning over £1.022bn in 2021 to be exact.
Almost £400m went towards boosting the Scottish economy in 2021 (Gross Value Added) and shadow chancellor, Rachel Reeves, recently stated that under a Labour government, more ships would be built in Britain - bringing a further boost to the Scottish shipbuilding sector.
If employment numbers were to double from the 6,700 seen in 2021 to 13,400, this would push the total turnover of the Scottish shipbuilding industry to £2.414bn, with gross value added to the Scottish economy via the sector increasing to £741m per year - a boost of £342m versus the annual total GVA seen in 2021.
an issue for the first time, rather it is an indication of a growth in awareness and confidence in raising such concerns.”
He added that whistleblowing requirements have been extended to supply chains in many national legal frameworks. This means that organisations must take proactive measures to identify and eradicate these exploitative practices from their supply chains.
During 2023 there was a sharp increase in the share of reports from the education sector, and the logistics and manufacturing sectors. Safecall observed a decrease in reports from the construction and healthcare sectors.
“There are many factors associated with an effective whistleblowing management system. Working across an extensive client base, in more than 130 countries, we have established best practice guidance to help organisations get the most from their whistleblowing arrangements.”
While legislation (notably the EU Whistleblowing Directive) and compliance are among the drivers of change, many businesses and organisations are discovering that whistleblowing improves workplace environments, in turn helping employees feel respected, experiencing benefits to their overall wellbeing.
Greg explained that more employees are being encouraged and empowered to do the right thing and report wrongdoing at work; likewise, more employers are recognising the ethical benefits of supporting staff to report wrongdoing safely.
DISABILITY PRIDE MONTH: THE IMPORTANCE OF CREATING NEUROINCLUSIVE WORKPLACES
Ailsa Smillie HR Manager, AAB People
July marks Disability Pride Month. With the wellbeing of employees high on the agenda for organisations, it’s becoming increasingly important to build and create neuroinclusive workplaces for your team to thrive. As we celebrate Disability Pride Month this July, it’s important to consider how we can create those positive inclusive cultures by supporting neurodiversity in our workplaces.
What is disability pride month?
The month originated in the US in 1990 when the ‘Americans with Disabilities Act (ADA was passed). Disability Pride began as a day of celebration in Boston in 1990, as time has progressed this has become a month. The first Disability Pride Month occurred in 2015. The first Disability Pride Parade took place in Belfast in 2014. The month is a great chance for those with disabilities to join together and celebrate who they are, no matter what their differences are. The month also serves as a great opportunity to raise awareness of the challenges those with disabilities still face even in 2024.
Who is represented in Disability Pride Month?
The Disability Pride Flag represents the various disabilities that affect people.
• Red - Physical disabilities
• Gold - Neurodivergence such as ADHD, Autism, Dyslexia, Dyspraxia and Dyscalculia
• White - Invisible & undiagnosed disabilities
• Blue - Mental illnesses
• Green - Sensory disabilities
What is Neurodiversity?
Judy Singer first coined the term Neurodiversity in the 1990s. The concept of Neurodiversity is that brains are similar to fingerprints, and no two are ever the same.
A ‘Neurotypical’ person behaves and thinks in a way that is normalised by society. Whereas those who are neurodivergent think, behave and process information differently. Neurodiversity is focused on the respect and acceptance that neurodiverse individuals present a unique set of skills and challenges. As such, employers should find ways to adapt, encourage and support alternative ways of thinking within their organisations.
It is important to consider that neurodiverse employees believe the lack of understanding and negative stereotypes are their biggest employment barriers. So, how can we as employers overcome this?
Benefits of neurodiversity within the workplace:
Neurodivergent employees think differently from neurotypical, and they may be particularly good at problem-solving, creativity, retaining information, attention to detail or taking risks to name but a few. It is important to view these positively and ensure tasks are assigned based on skill set to achieve the best from your employees.
Key principles for creating a neuroinclusive organisation:
Commit to a plan of action:
Regardless of how far your organisation is on a commitment to inclusion, it is important to remember you need to be inclusive of all the employees you currently have and hope to attract and appreciate that they all think differently. Any pledge for a plan of action requires a commitment to the process and engagement with those specialised in the field.
Employee-led focus groups headed up by neurodiverse employees may be the ideal starting point as this promotes inclusion by involving them on a journey that would support their employment journey.
Create a culture based upon openness and support: If leaders are encouraging conversations on inclusion, neurodiverse employees may feel more psychologically safe in asking for support, and adjustments, or even having open and honest conversations about how their role impacts them. A survey from the CIPD found that three in 10 neurodivergent employees haven’t disclosed their neurodivergence to their line manager. To me, this highlights that three in 10 employees aren’t actively being supported or encouraged to embrace their neurodiversity and seek support and encouragement along their journey from their employers.
Consider neurodiversity in all internal processes/ policies:
As people’s brains work and process information and instructions differently, managers need to consider this when managing their teams daily. Now more than ever, it is essential to ensure all employees feel included and they are treated with dignity. The HR landscape is ever evolving so it is essential to evaluate if your internal policies and procedures are achievable to those that are neurodiverse. For example, could you provide interview questions in advance? Could you consider different onboarding plans to ensure all essential information is available and easily retained for all? Could you consider flexible/hybrid working to ensure employees can work in an environment and at a time that works for them? It is important to understand that ‘traditional’ workplaces may impact neurodivergent employees. For example, those with ADHD may struggle to concentrate in a busy office with lots of noise and distractions around.
Expectations Professional Development: MEETING GREAT(ER)
How often do you ask your colleagues about their professional development expectations? Andy Moore discovers why it’s so important for HR practitioners to listen and then tailor team and career enhancement initiatives that deliver the ‘WOW factor’ in professional development.
Wind the clock back 10 years: the Scottish workforce had more modest ambitions for professional development than its modern, hybrid-working contemporaries. Today’s workforce has greater expectations. A younger generation in work, rapid tech advancements and economic challenges are influencing HR to raise its game in this vital people function.
Learning and Work Institute (L&W) research claims that “learners” invest £7.3 billion of their own money and £55 billion worth of their own time in education each year. This is well above the £42 billion annual investment by employers.
Modern employees place a high priority on purpose, creativity and community; they now expect to work for organisations that align with their personal values.
All this demands the creation of meaningful opportunities that are essential to attract and retain talent with fresh perspectives and sought-after technical skills.
Martha Lane Fox, President of the British Chambers of Commerce, says: “Attracting and retaining people with the right skills is crucial for business. But far too many firms are currently struggling to do that. We face a huge challenge in the workforce.
We need to focus on recruitment, retaining and retraining.”
Meanwhile, the CIPD’s latest Learning at Work survey revealed that addressing the skills gap is the number one priority for Learning and Development (L&D) professionals. However, these people are prioritising inputs such as increasing self-directed learning over outputs and speeding up the transfer of learning.
For HR, supporting the professional growth of employees demonstrates their commitment to their workforce’s long-term success.
Individual and team development plans enable employees to acquire new skills, stay up to date with industry trends, and contribute effectively to their organisation’s goals. Engaged and skilled employees not only perform better but also become valuable assets, leading to increased productivity.
In May this year, Great Place to Work UK listed companies that prioritise employee development in their company culture. It analysed over 230,000 employee responses to uncover four key areas that positively impact career essentials: empowerment, recognition, management behaviour and development.
The listed workplaces offer employees the chance to better themselves, to learn new skills, and to progress within the organisation.
These companies demonstrated they understand that development is not a one-size fits all approach, and they actively support every single employee to undertake their own tailored journey of growth. Because of this, their people are fuelled by a sense of purpose, feel valued by their employer and give their best to the organisation.
“Employee training and development isn’t just about teaching employees to do their jobs. It’s about showing them they are valued and that there’s a path of progression available,” explains Ben Gautrey, Managing Director of Great Place to Work UK. “When employees don’t see opportunity, they don’t bring their best selves to work, and productivity and retention will be adversely impacted.”
Employee development enhances performance across both individual and team levels. The capabilities employees gain through learning opportunities and additional training make them more proficient in their roles, ultimately increasing engagement and retention. Development opportunities keep employees engaged by helping them explore their interests, learn new skills and advance in their careers.
Ben adds: “Training and development is future-focused and evidences a commitment to employee’s long-term growth. It ensures people feel valued and feeds into the overall company culture and strategy.”
For HR practitioners, their own professional development is vital to update their accreditations and skills, helping to boost their confidence and strengthen their professional credibility. In turn, HR professionals can lead by example, inspiring their teams and colleagues to become more creative in tackling new challenges.
“Skills and recruitment continue to be the primary issue for businesses as they struggle to get the right staff and the right training to grow their operations,” says Corin Crane, Chief Executive of Coventry and Warwickshire Chamber of Commerce.
“There are critical skills gaps in sectors such as hospitality, care, manufacturing and construction that are holding back our businesses and entrepreneurs.”
Understanding employees’ career expectations and goals enables HR professionals to tailor personalised development paths. This ensures each team member has the opportunity to excel and align with their unique strengths and aspirations.
“There are critical skills gaps in sectors such as hospitality, care, manufacturing and construction that are holding back our businesses and entrepreneurs.”
All this is underpinned by HR measuring the success of professional development to demonstrate its Return on Investment (ROI) to people polices and to organisation managers.
Importantly, effective ROI is vital to ensure practices are fit for the future to enrich colleagues’ career paths and increase organisation performance and productivity.
Baroness Ruby McGregor-Smith, Non Executive Chair of the Institute for Apprenticeships and Technical Education, summed up: “To grow our economy we need more skilled, engaged and motivated people to contribute to the workforce. The barriers that block people’s access to great and rewarding jobs are also barriers to economic growth. Businesses must be able to harness the skills, creativity and potential of everyone who wants to work.”
In summary, as an HR professional, ask yourself this: are you meeting your colleagues’ Great Expectations?
Professional Development
• Listen and then act on career enhancement initiatives
• A younger generation and rapid tech advancements are catalysing expectations
• Meaningful opportunities are essential to attract and retain talent
• Align organisational needs by supporting employee reskilling
• Engaged employees perform better and increase productivity
• Tailor personalised development to align with colleague aspirations
• Development must be future-focused and commit to employees’ long-term growth
Stop dismissing flexible working and look at the evidence
The majority of Scottish employers and workers think flexible working is good for business and for people. But more than four in ten (43%) business leaders and senior managers say greater flex is being held back because of opposition from their own peers and senior colleagues, prompting calls for ‘doubting’ business leaders to stop dismissing flex and look at the evidence.
New research published by social business Flexibility Works in a report called Flex for Life 2024 shows 71% of Scottish employers think flexible working is positive for their organisation, and 85% of Scottish workers either already work flexibly or would like to do so.
The figures, based on polling data from 262 Scottish business leaders and senior managers as well as 1,016 Scottish workers, are the latest in a growing body of evidence (2) about the positive impact of flexible working, which Flexibility Works says business leaders should take seriously.
According to the new data, flexible working continues to rise in Scotland with 67% of workers saying they work flexibly, up from 61% last year, and 46% pre-pandemic.
The data shows Scottish employers recognise many business benefits from offering flexible working. This includes that flex has:
• 75% - helped us retain good staff
• 71% - reduced staff sickness and absence
• 66% - encouraged staff to go above and beyond their role
• 64% - enabled them to increase overall business productivity
• 64% - reduced costs to the business
• 60% - increased the quality and quantity of candidates during recruitment
The research includes comparative responses from flexible workers (people who currently work flexibly) and workers without flexibility that demonstrates clear business benefits from offering flex.
Flexible workers consistently responded more positively than workers without flex to a range of statements, including:
• I’m happy with my work life balance (77% of flexible workers, 47% of workers without flex)
• I would like to stay with my employer (73% of flexible workers, 58% of workers without flex)
• I feel calm and focused at work (69% of flexible workers, 46% of workers without flex)
• I would recommend my employer (65% of flexible workers, 42% of workers without flex)
• Nikki Slowey, co-founder and director of Flexibility Works, said: “Our figures show a strong consensus among employers and workers that flexible working is good for business and for people. And we’re not alone in this finding. The business case for flex is well established with multiple, large-scale UK and international studies showing it makes good business sense to offer flexible working.
“The problem is that some business leaders, who are often highly successful and powerful, are still not willing to look beyond their own preferred ways of working, or the way things have always been done.
“It’s absolutely right to scrutinise flexible working. But the case for flex is stronger than ever and we believe some flexible working is possible in almost every role. We’re urging business leaders who still have doubts about flex to look at the evidence inside and outside their organisation before making decisions on how people work, rather than relying on personal preferences and tradition.”
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.
• Cons tructive external engagement with policy makers and practitioners.
Make Strathclyde your destination.
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REVIEW - Hr NETWORK CONFERENCE & EXHIBITION 2024
Future Leaders
Thursday 9th May 2024
– SCOTTISH GAS MURRAYFIELD STADIUM, EDINBURGH
The Hr NETWORK ‘Future Leaders’ Conference and Exhibition 2024 was held on Thursday, May 9th, at the magnificent Scottish Gas Murrayfield Stadium in Edinburgh. The event, one of Hr NETWORK’s premier annual gatherings for HR and people industry professionals, was lively from the get-go as delegates arrived for refreshments in the Exhibitor Area, continuing throughout the day until the final conference summary and wrap-up.
Hosted by the outstanding Clare Moore from Business Jigsaw, the conference featured a diverse array of exhibitors, including the University of Strathclyde Business School, AAB People, Right Management, and Carer Positive. Exhibitors delighted delegates with various goodies and prizes, such as buckets of popcorn from the Trickle Stand and Firefly Group gifted each attendee a copy of “Untangled,” a book by their founder and CEO Kirsty Maynor.
In the main conference room, speakers from the HR and people management world provided remarkable insights into the benefits organisations can achieve by committing to developing their future leaders. Delegates listened to a range of employers, experts, and commentators who have successfully prioritised the development of their talent pipeline for future leadership roles and responsibilities.
Keynote topics and speakers included:
• Leading Through the Revolution: Helping New Leaders with Change and Evolution by Jane Sparrow, The Culture Builders.
• Empathy in Leadership: Putting yourself in someone else’s shoes by Matt Swarbrick, Chartered Management Institute.
• LeadershipWorks: Ensuring the right culture, shape and skills are in place for the future of media by Katie Leveson, BBC Studioworks.
• The Big Picture Panel Discussion: Aspirations, Challenges, and Expectations of Future Workplaces, Chaired by Clare Moore, Founder, Business Jigsaw and featured a senior HR panel including: Rachel Davidson, Skyscanner, Lyndsey Ross, Historic Environment Scotland, Kevin Staunton, Turning Point Scotland and John Wallace, Quorum Cyber.
• Creating Your Leadership Team for Tomorrow: Developing the right individual and organisational mindset by Jacques Quinio, Right Management.
• The 7 Secrets of Inspiring Communication: The Must-Have Skill for Future Leaders by Zara Janjua and Atholl Duncan, The Edge Consultancy.
Hr NETWORK’s renowned ‘Find The Letter’ competition returned, encouraging delegates to interact with exhibitors to discover their secret letter and solve the hidden anagram, with a brand-new Amazon Fire Tablet awarded to the winner.
Throughout the day, delegates also enjoyed excellent networking and connection opportunities during the lunch break. Many participants provided positive feedback on the value of these interactions, especially for colleagues who don’t see each other as often in the new hybrid work environment.
Commenting on the outcomes from this years’ Hr NETWORK Conference & Exhibition, Hr NETWORK’s founder Lee Turner said: Hr NETWORK continues to deliver exceptional value and insight to delegates at a cost that hasn’t increased in five years. Despite not having the extensive resources of larger organisations in our field, Hr NETWORK ensures that both delegates and exhibitors receive outstanding benefits and value for their commitment, making the conference a highly valuable experience year after year.”
For further information on Sponsor and Exhibitor options or to book your Delegate place at Conference 2025, please contact the Conference Planning Team on Tel: 0131 625 3267 or email: subscriptions@hrnetworkscotland.co.uk www.hrnetworkjobs.com
Sponsors:
Exhibitors:
BETWEEN the LINES
The Air Fryer Book
By Kate and Kay Allinson
5-million copy bestselling authors, Pinch of Nom, are back with the brand-new book everyone has been asking for: super-easy, calorie-counted and utterly delicious air fryer recipes. This is everything you love about Nom – fuss-free, comforting recipes that work every time – for one of the most time-saving and energy-efficient items in our kitchen. With brand-new recipes and Nom’s classic and most-popular dishes made perfect for air frying, this stunning book will revolutionise your everyday meals saving you time, money and hassle. With speedy lunches, satisfying fakeaways, weekday dinners and weekend meals, foolproof roasts and sweet treats, Pinch of Nom’s trademark big flavours create dishes that everyone will love – whether you’re new to air frying or searching for tasty new ideas, and whether you are watching your waistline or not.
Taylor Swift – Little People, Big Dreams
By Maria Isabel Sanchez Vegara
Little Taylor grew up on her family’s Christmas tree farm in Pennsylvania. USA. Her life changed at six years old when she attended her first concert. Dancing and singing in the crowd as country musician LeAnn Rimes performed, Taylor fell in love with country music. Some of the kids at school didn’t understand, but Taylor managed to shake it off. She took her first steps towards stardom by recording a demo of cover songs and sending it to record labels in Nashville, the home of country music. Yet while she enjoyed singing others’ songs, she knew all too well that she needed to express herself in her own words. When she began writing her own lyrics and melodies, her talent for putting feelings into words shone through. After signing with a record label, she started working on her first album: Taylor Swift. It became very popular, very quickly. Soon, she had earned a number one single on the country music charts. Next, she released her second album, a country-pop record named Fearless, it was a hit, and suddenly everyone knew her name. She won a Grammy and started to write more pop music for her albums – all the while keeping storytelling at the centre of her work. Several albums and sell-out world tours followed
The Housemaid Is Watching
By Freida McFadden
I used to clean other people’s houses―now, I can’t believe this home is actually mine. The charming kitchen, the quiet cul-de-sac, the huge yard where my kids can play. My husband and I saved for years to give our children the life they deserve.
Even still, I’m wary of our new neighbor Mrs. Lowell. When she invites us over for dinner it’s our chance to make friends. Her maid opens the door wearing a white apron, her hair in a tight bun. I know exactly what it’s like to be in her shoes. But her cold stare gives me chills…
The Lowells’ maid isn’t the only strange thing on our street. I’m sure I see a shadowy figure watching us. My husband leaves the house late at night. And when I meet a woman who lives across the way, her words chill me to the bone: Be careful of your neighbours.
Unbelievably twisty and tension-packed, The Housemaid is Watching can be enjoyed as a standalone read: and once you start, it will have you up all night racing through the pages until the final explosive twist.
Join one of our upcoming workshops to explore how you can turn your wicked problems into innovative solutions
18 June 2024 – FREE online event
Power of Questions: Adaptive Action in Action
10 July 2024 – One-day online workshop
Tame Wicked Issues: Adaptive Action in Action
26-27 July 2024 – Two-day face-to-face workshop Problems into Patterns: Adaptive Action in Action
2-6 December 2024 – Face-to-face programme with four months of online engagement
Human Systems Dynamics Professional Certification
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RECOGNISING, ACKNOWLEDGING AND REWARDING HIGHEST STANDARDS IN HR AND PEOPLE MANAGEMENT
By Teresa Flannigan
With the nomination process for this year’s Hr NETWORK National Awards 2024 closing recently, the focus now shifts to scoring each and every nomination over the summer. This will be followed by interviews in September for all finalists chosen by the Judging Panel.
Table sales for this year’s awards gala dinner are already at an all-time high. To ensure that last year’s sponsors and table hosts can attend again, those wishing to host a table of 10 are strongly advised to secure their tables as soon as possible to avoid disappointment.
A few sponsorship categories are still available, offering excellent benefits in the lead-up to, during, and after the Hr NETWORK Awards Gala Dinner, which will take place at the impressive Hilton Glasgow on Thursday, 14th November 2024.
Benefits of sponsoring a category:
By sponsoring an award category, you are directly supporting the HR community in Scotland. Hr NETWORK has been committed to supporting HR professionals and those closely associated with this vibrant and energetic community for almost 20 years. Sponsoring an award category will enable you to:
1. Promote your employer brand or products & services directly to the HR and business community across Scotland
2. Enjoy rich content media coverage within Hr NETWORK magazine
3. Showcase your brand throughout the year and at the Awards Gala Dinner
4. Enjoy networking with a range of influential HR and business professionals
5. Stand out from your competitors by showcasing your company’s commitment to supporting HR and business professionals across Scotland
6. Build on your organisations’ credibility by supporting events which specifically support HR and business professionals across Scotland
7. Entertain your key clients in a professional and credible environment
8. Opportunity to present your sponsored category in the presence of almost 800 HR and people professionals
Attraction and Resourcing Award of the Year
Organisational Development Award of the Year
For further information please contact the Awards Planning Team on Tel: 0131 625 3267 or email: awards@hrnetworkscotland.co.uk
Award categories and their sponsors
Chrystal HR and Coaching is a consultancy of choice for all your HR and People needs. Based in the heart of Glasgow on the River Clyde, they offer a personalised tailored solution for businesses of all sizes. Their services cover the full employee life cycle ensuring your business stays on track. Tracey Chrystal is a professional business owner and director with over 30 years’ experience and she is a qualified CIPD chartered fellow, executive coach and board director. The business thrives on helping create positive change whilst advising and supporting business owners with all aspects of employing individuals from recruitment, on-boarding, employee relations, HR health checks, employment contracts, policy and procedure refresh, restructuring, training, leadership development, coaching, business change, mediation, and redundancy. Chrystal HR ensures HR strategy and initiatives align with the overall business plan and work proactively and collaboratively with director’s, employees, third parties and key stakeholders.
For further information, please visit: www.chrystalhr.com
HR Business/People Partner of the Year
sponsored by:
Right Management helps organisations make their talent their ultimate competitive advantage by building the capabilities needed to up-skill, adapt and transform their workforce. With over 40 years’ experience and global expertise spanning more than 75 countries, they know how to help you unlock the value of your most important asset - your workforce. Their assessment, coaching, leadership, career development, change and outplacement programmes will accelerate performance and future-proof your talent.
For further information, please visit:www.right.com
Employee Engagement Award of the Year
sponsored by:
Multrees Investor Services was incorporated in the UK in 2010. Multrees exists solely as a provider of outsourced services to wealth managers. In their most successful client relationships, their client partners consider their team as part of their own operation. The background and heritage of their firm is in understanding and supporting the high-quality services requirements of the unique industry they operate within. Their view remains as it was when they formed as a business, namely that the UK wealth management sector requires stronger support from dedicated partner firms that can supply scalability and client outcome driven solutions across the full breadth of the consumer journey. Currently they have 130 members of staff located between Edinburgh, Glasgow, and London.
For further information, please visit: www.multrees.com
ESG Award of
the Year sponsored by:
Nature is full of brilliant, breathtaking contrasts. The flow of water. The strength of wood. The heat of fire. The chill of ice. When the right ingredients come together, they can create something beautiful. We also find unexpected beauty in the rich interplay of our many cultures, and in conversations where diverse thinking interacts to create something new. Taking bold steps forward, while treading lightly on the earth, we craft the brilliance of nature into breathtaking experiences of our own. Our experiences combine the familiar and the new, uniting memory and tradition with moments of surprise and delight.
We’re Suntory Global Spirits. Embracing the wonders of nature to craft brilliant experiences.
For further information please visit: www.suntoryglobalspirits.com
HR Manager/Advisor of the Year
sponsored by:
At AAB People, they don’t believe in one-size-fits-all solutions. They will work closely with you to truly understand your business inside out, and together, they will craft innovative, commercially driven strategies spanning HR, health & safety and learning & development. Their strategic and outsourced services are personalised and designed to fit your current needs and future aspirations. They don’t just give you “off the shelf” solutions, their team of experts will seamlessly integrate as an extended part of your team whether you’re just starting out or are well-established. They will provide creative interventions and flexible, hands-on support every step of the way.
For further information, please visit: www.aabpeople.com
HR Manager/Advisor of the
Year
sponsored by:
International Beverage is a premium spirits company, bringing together a family of brands with a strong commitment and respect for their people. A Great Place to Work which is fundamental to their culture, their vision and overall business ethos. Their people truly define who they are, with their pride and passion shaping their journey and success. An inclusive workplace demonstrating the power of diversity and celebrating the benefits of cross-cultural teams that make their business thrive. It is this culture which drives equity, diversity and inclusion is fundamental to their success. Committed to the long-term investment in their brands – they are always looking ahead, remaining focused and evolving, whilst staying true to who they are.
For further information visit: www.interbevgroup.com
HR Team of the Year
sponsored by:
Robertson is one of the largest family-owned construction, infrastructure and support services businesses in the UK. Their purpose is to assure a sustainable future. They achieve this by working in partnership and through sustainable growth, which enables us to invest in our business, the future of their people and communities, and to deliver a wide range of projects for customers nationally. Ultimately, everything they do is about making progress safely towards a sustainable future for their people, communities and their business. It’s the Robertson Way.
For further information visit: www.robertson.co.uk
Best Employer/Workplace of the Year
sponsored by:
Jobtrain a UK based provider of applicant tracking systems, talent and insights services. They’re proud of their 20+ year track record delivering first class ATS solutions and services to a multitude of diverse organisations including the whole of NHS Scotland, Glasgow Airport, Toshiba, Voyage Care, Cornerstone, CrossReach, Active Care Group and Scottish Canals. Alongside their out-of-the-box product, JTGO, no organisation is too big or too small to benefit from the Jobtrain applicant tracking experience.
For further information visit: www.jobtrain.co.uk
Leading With Kindness Award of the Year
sponsored by:
Leading Kind believe that kind organisations and kind leaders make a difference to the bottom-line – and they work with their clients making work fairer, workplaces kinder, more inclusive, and outcomes better. The Leading Kind team combine strong research skills and extensive HR, Equality, & People experience gained across a range of sectors with deep knowledge of how organisations work (and what to do when they don’t). Naturally diverse, their core team have a range of lived experiences that informs what they do and how they do it – using evidence and insight to provide thoughtful solutions that make a (positive) difference.
For further information visit: www.leadingkind.co.uk
HR Director of the Year
sponsored by:
As the world’s leading integrated talent development and outplacement company, LHH has got both global scale and local knowledge; pioneering technology and experienced consultants. Whether you’re restructuring, changing your culture or developing your leaders, they can help. They work with companies to simplify the challenges of workforce transformation. They do that by helping their people navigate change, become better leaders, develop their careers or find a new path in life. The results: a stronger employer brand, less risk and better business performance.
For further information visit: www.lhh.com
Outstanding Contribution to Scottish HR or Lifetime Achievement Award of the Year
The winner of this award and all other awards will be announced at the annual Hr NETWORK Awards Gala Dinner taking place at the Hilton Glasgow Thursday on 14th November 2024.
If you have any enquiries in relation to nominations, sponsorship or becoming a table host at the Gala Dinner at the Glasgow Hilton on Thursday 14th November 2024, please contact: Tel: 0131 625 3267 or email: awards@hrnetworkscotland.co.uk
Leadership the Future: Leadership the Future:
EQUIPPING FOR RELENTLESS CHANGE
On October 2, 2003, a phone call from a key client marked a pivotal moment in leadership development for them. The company was about to undergo significant changes and needed a robust plan to ensure their leaders were prepared. Within just three weeks, more than 3,000 leaders were equipped to navigate this new phase of transformation.
CHANGE Leadership for Future: Leadership for Future:
TBy Jane Sparrow
his experience underscored a vital lesson: change isn’t an occasional challenge but a constant reality that leaders must be equipped to handle effectively. But what really showed how critically this was needed was one comment from a senior attendee: “I wish I’d had this 30 years ago.”
The leadership landscape has drastically evolved, presenting three major challenges. First, the world has shifted from periodic change to relentless transformation, demanding leaders who can adapt quickly and efficiently. Second, cultures have moved from a command-and-control model to one of empowerment and autonomy. However, this shift has outpaced the development of accountability and feedback mechanisms, creating imbalances in many organisations. Third, the rise in burnout, exacerbated by the always-on nature of modern work, has reached alarming levels, particularly among high performers.
The world today is marked by instability and rapid changes driven by factors such as AI, climate change, and global unrest. Leaders need a fluid mindset to navigate this volatility successfully. A recent story of a client who ran the London Marathon, despite battling leukaemia, highlights the importance of a resilient mindset. Leaders, like marathon runners, must cultivate an inner voice that embraces challenges with a “What if?” attitude rather than succumbing to fear and doubt.
Organisations like the BBC have recognised the need to invest in their leaders’ development. Through workshops, coaching clinics, and continuous support, these companies have ensured their leaders feel equipped and motivated to lead change. This intentional approach to leadership development is crucial in today’s fast-paced environment.
One of the key areas needing attention is fostering a culture of high accountability and feedback. Empowerment without clear expectations and accountability can lead to confusion and inefficiency. Leaders must be developed to give and receive feedback effectively, ensuring alignment and clarity in their teams.
Moreover, managing the Human Bank Account— balancing work demands with personal well-being — is essential. Leaders must be mindful of their physiological needs, emotional states, focus, motivation, inclusion, and personal growth. Addressing these areas holistically can help leaders maintain their energy and effectiveness. It’s what I call ‘The Bank of Me’.
The Human Bank Account: A Holistic Approach to Well-Being:
Understanding the concept of the human bank account is essential for sustainable leadership. Leaders must balance the six key areas as they are all interconnected and impact overall performance and well-being.
1. Physiological Needs:
Adequate rest, nutrition, hydration, and exercise are fundamental. Leaders must ensure they get enough sleep, eat healthily, stay hydrated, and incorporate regular physical activity into their routines. These habits support both physical health and cognitive function.
2. Emotional States:
Managing emotions and being aware of others’ emotional states is crucial, especially during periods of change. Leaders should develop emotional intelligence to navigate their feelings and understand their team’s emotional dynamics.
3. Focus:
Balancing strategic thinking with operational tasks is vital. Leaders should allocate time for both high-level planning and day-to-day execution, avoiding the trap of constant distraction.
4. Motivation:
Knowing one’s “why” and aligning it with the organisation’s goals can drive motivation. Leaders should seek tasks that fulfil them and understand that some duties are necessary even if they are not particularly enjoyable.
5. Inclusion
Creating an inclusive environment where everyone feels valued and understood fosters a sense of belonging and engagement. Leaders should promote diversity and empathy within their teams.
6. Personal Growth:
Adopting a growth mindset and seeking continuous improvement are essential. Leaders should actively seek feedback, embrace learning opportunities, and encourage their teams to do the same.
Imagine a future where leaders are fully equipped to handle constant change, where empowerment is matched with accountability, and where personal well-being is prioritised. In this future, leaders have the confidence and competence to navigate ambiguity and inspire their teams to do the same.
The journey to this future involves intentional development and support. Tools like the “Bank of Me” app can provide ongoing nudges to help leaders adopt new habits and maintain their well-being. Organisations must commit to continuous learning and improvement, ensuring their leaders are prepared for whatever challenges lie ahead.
By fostering a resilient mindset, promoting accountability and feedback, and supporting holistic well-being, we can equip leaders to thrive in an everevolving world. This is the leadership of the future — a vision that promises a dynamic, inclusive, and sustainable approach to navigating change.
Jane is a highly respected expert on culture, change and performance. Author of three books and global commentator on all matters relating to organisational culture and wellbeing. Described as a C-suite ‘whisperer’ by one global CEO, Jane’s passion is enabling others to perform at their best, to achieve organisational and personal success.
She invented the phrase ‘the miracle in the middle’ based on her belief that managers are the secret to unlocking change and performance. Jane is an expert facilitator, consultant, performance coach and impactful speaker with an interactive, dynamic and inclusive style. One of the CEOs she works with regularly captured it perfectly when they said ‘This happened and the first thing we did was dial 0800-Jane’.”
Great Great Great Great
THREE IN FOUR DIRECTLY
workplaces:
Great managers = Great workplaces: Great managers =
FOUR EMPLOYEES GLOBALLY SAY THEIR MANAGER MOTIVATES THEM TO GO ABOVE AND BEYOND
Managers have a major impact on employees’ productivity and engagement, create a great place to work such as building trust, fostering open communication, as individuals, according to a new global study by the UKG Workforce Institute. report the highest levels of burnout at work, underlining the critical need order to be the most effective in their roles.
About three in four employees (73%) say their manager’s support, encouragement, and/or leadership directly motivates them to go above and beyond in the workplace, and more than a third of employees (37%) say having a good manager — one who’s accessible but doesn’t micromanage — makes them feel the most productive at work. Moreover, according to the UKG study:
• 87% of employees believe their manager trusts them.
• 79% of employees say their manager supports their career goals.
• 75% of employees feel their manager cares for and has empathy for them.
• 63% of employees say their manager supports them as a whole person.
When it comes to open communication, a pillar of building a great place to work for all people, 59% of employees say their manager is approachable and easy to talk with. A majority of employees also have regular conversations with their manager that motivate them — including 19% of employees who say these conversations occur daily and over one third (35%) saying the constructive chats happen weekly.
Managers are making an impact — But feeling the brunt of burnout
While managers have a great impact on fostering a great workplace, the UKG study reveals they’re also feeling a great crunch from the role’s responsibilities. Eight in 10 managers (86%) report experiencing job burnout (i.e. work-related stress associated with physical and emotional exhaustion) — the most of any group, including employees (82%) and even C-suite leaders (73%). So much so, that nearly half (49%) of all managers surveyed say they would accept a pay cut to reduce their workload.
“We’ve long said at UKG that great managers are key to creating great workplaces — and this study affirms that belief. Though, like the safety instructions about oxygen masks on airplanes, managers need the full support of their organisations first, in order to fully support their employees,” said Pat Wadors, chief people officer at UKG. “The good news is nearly half (46%) of the C-suite leaders we surveyed say their companies offer training on people skills, performance management, and more in support of managers’ success — but there’s still work to do.”
engagement, as well
as other factors that communication, and caring for employees Institute. However, managers also for more organisational support in
Supportive managers boost employee engagement
The UKG study also uncovered that employees who feel supported by their managers feel more engaged in the workplace. For example:
• 93% of employees who say their manager trusts them also feel “Energised” — they genuinely enjoy work; are passionate about their career; care a lot about their company, co-workers, and/ or customers; and are inspired to always go above and beyond without being asked.
• 84% of employees who say their manager supports their career goals also feel “Committed” — they like their work and care about their career; often put in additional effort to make sure they do a good job for their company, support their team, and/or serve their customers; and they’re happy to go above and beyond at work when needed.
Despite role’s demands, most managers still enjoy managing.
It’s no secret that being a people leader is one of the most challenging roles in the workplace today. Despite the dynamic demands, 79% of managers still say they enjoy being a manager and hope to always remain in a management role. As to their primary reason for becoming a people leader, the UKG study found 60% of managers chose the role because they “like to help others succeed” — the top-ranking response, and a greater motivator than higher compensation (54%), career progression (36%), or having power (24%).
Most people leaders also recognise that their role expands beyond just managing their teams, and often means serving as a coach both inside and outside of the workplace. According to the UKG study, 88% of managers say they regularly mentor employees and help them advance in their careers, and 86% of managers believe they can talk to any of their direct reports or peers about work or personal issues.
“People leaders wear many hats, from shift manager to career counsellor, and everything in between,” said Dr. Jarik Conrad, vice president of human insights at UKG and executive director of the UKG Workforce Institute. “Supporting our managers means providing the right tools and technology that make this vital role that much easier — from personalised nudges that cut through daily distractions to proven practices that help leaders get to know their team members as individuals, which can be challenging when you’re managing dozens of people. The best workplaces make the hard stuff simple for people, and when you’re wholly committed to caring for all employees, building a great place to work becomes part of a healthy routine.”
Why every business’ hybrid work strategy needs business continuity
With 40% of businesses in the UK now working under a hybrid model compared to only 4.7% pre-pandemic, it’s clear that this flexible future is here to stay, as what started out as a necessity has started to show its merit. Here, Peter Slater, CEO of CMAC Group, explains four key reasons why business continuity should be an essential part of every business’ hybrid model.
With a shift to hybrid working, companies should place an emphasis on robust digital infrastructure, comprehensive cyber security measures, and flexible policies that ensure operational stability regardless of where teams are located.
Despite the advantages, the transition has unmasked several challenges for companies to tackle. Prepandemic protocols no longer fit this new way of life and organisations should be re-evaluating their business continuity strategies to suit this new normal.
1. To minimise downtime
Unplanned downtime is one of the greatest fears for any business. From weather incidents to cyber attacks; during an unexpected event, the priority is to get everybody to safety and to protect critical business operations.
Every second counts when it comes to getting back up and running, otherwise an organisation’s revenue and reputation can take a serious hit. Resilience must therefore cover all locations. If employees are already able to work from home and can do so at the drop of a hat, an organisation’s downtime and impact on business will be minimal if an incident were to arise.
By regularly testing continuity plans, businesses can ensure their organisation is prepared for a swift recovery if disaster strikes. These tests should cover a range of scenarios to allow the recovery plan to be optimised for whatever situation may occur.
2. Protect what’s important
Outside the office walls, unsecured networks can put company data at risk. With a work-from-anywhere policy in place, a major concern for businesses is whether connections and private information is secure.
Establishing a resilient IT infrastructure is therefore essential. Getting to grips with how data is accessed,
managed and stored is vital to mitigate any risk and reduce the likelihood of a cyber attack, taking place.
Cloud solutions are now the go-to when operating a hybrid work model. Implementing a cloud structure means if a disaster was to strike, businesses can access the system from elsewhere without delay.
3. Communicate with confidence
Good communication is the key to business continuity and it’s essential to introduce a centralised remote communications system that will enable seamless collaboration when working remotely.
If businesses wait until a crisis arises before they act, employees will be left adrift, unsure of how to help or who is responsible for which task. A well-established crisis communication plan is also essential for an effective response, as it will alleviate any misunderstanding during crucial moments. Businesses should communicate the plan as soon as it is established and keep reminding employees periodically.
4. Create a more agile workforce
A hybrid work culture is one that emphasises a skilful workforce with a blend of both digital hard skills and soft skills — such as problem solving, knowledge, and networking. Agility will play a huge role in the culture of a hybrid business.
With the dualism of working in the office and from home, businesses need to ensure they can be prepared for the unexpected and guarantee resilience in business continuity, wherever their employees may be.
Neurodiversity at work: Celebrating differences, unlocking potential
The goal of any People team is to attract and retain world-class talent, including neurodivergent talent that is so crucial. The UK estimates for neurodivergence 15-20%, and some firms are taking steps to make reasonable adjustments so their workers can feel psychologically safe and can do their jobs well in a hospitable workplace. Here, Laura Probert, CPO at Egress offers some tips to improve company culture for neurodiverse employees.
When considering neurodiversity while hiring, it’s vital that neurodivergent prospective talent feel that their differences will be accommodated right from the outset, starting with the hiring process. Job interviews are stressful for everyone, and conditions such as ADHD and autism can add an extra layer to this that should be considered.
For example, some people with autism and ADHD can find video calls to be overstimulating, which can negatively impact their performance in the interview. Some people might prefer to have the camera off or would much rather have an in-person meeting. It’s vital that hiring managers are trained to make it known that these accommodations can be made so that interviewees feel comfortable asking for them. Ensuring that hiring managers are taking neurodiversity into account throughout the hiring process will include everyone from the very start, and helps businesses attract and retain potential talent that might have struggled in interviews elsewhere.
Being neurodiverse can be an isolating experience. The world is built mostly by and for neurotypical individuals, and, when struggling with neurodiversity, it can be hard to feel like people will understand the individuals’ issues when they seek help.
Having a space where individuals can openly share their concerns lets people know that they can share these issues without impacting their career progression or job security. At Egress, we have a neurodiversity Team channel which is open for anyone to join and celebrates people of all backgrounds; as someone with ADHD, I am proud to be in this group with colleagues from every part of the business. Through education and increasing awareness, businesses can create inclusive environments.
Workplace benefits are a valuable tool for keeping employee morale up, and these can include fun activities like monthly team meals and a pool table in the breakout room, to something more serious like company-provided eye and hearing tests. In this vein, it’s important to offer free diagnoses for neurodiverse conditions as part of the employee benefits package where requested.
This is great for multiple reasons. Firstly, it signals that the workforce takes neurodiversity seriously and puts it on the same level as other medical issues that might be covered by the business. Some people might be worried that conditions such as ADHD will not be treated with the same severity, and offering free diagnoses shows them that the organisation treats these conditions with the respect that they are due.
Making the workplace an inclusive and an accommodating environment for everyone is an ongoing process. One of the biggest ways Egress has innovated is through its ‘eFlex’ policy, where employees can have up to 15 days paid time out at short notice (in addition to annual leave), either in small chunks of two hours a week or six half days throughout the year at times of the individual’s choosing.
Be sure to listen to requests and needs, get managers onside as advocates within departments, and continue to mould the company’s culture to fit around your fantastic talent.
Are you struggling to be your authentic self at work?
We’ve all heard of ‘fake it ‘till you make it’, but what about ‘authenticate it ‘till you make it’? Not as catchy, but it’s vital to feel more comfortable at work and keep self-doubt at bay. Here, Emma Serlin, Founder and Director at London Speech Workshop describes authenticity in its simplest form, which is about caring about what you are saying. When you speak your truth - it matters. But that also opens up a space to let people in, to be seen.
First, what does ‘being authentic’ mean? MerriamWebster defines authenticity as ‘true to one’s own personality, spirit, or character’, while Oxford Dictionary expresses it as ‘the quality of being true’. So, how can we bring our own quality of ‘being true’ into an environment where for so long, we have been taught to mask our truth and put on a ‘professional’ face or persona?
It’s important to dig into the principle of authenticity and consider why it matters. In fact, research shows that when we are ourselves at work, our performance can be positively impacted by up to 85%, with authenticity also reducing stress and burnout.
It can help to think of it this way: it’s not about working to be authentic, it’s about ensuring you’re not being inauthentic. Trust between those we work with is more important than ever, and inauthenticity can potentially destroy that trust, and hold back your professional credibility and, in turn, your career.
So, how can you feel confident and safe to bring your authentic self to the workplace? And how will that help you to be a better colleague and leader and climb further in your career?
Authenticity is something that can come to us automatically if we let it. If you’re speaking about a topic you’re passionate about, for example, your body will engage, your eyes will brighten, and your voice will be powered by your breath. Tapping into this to make sure you connect back to your values and passions is key for authenticity.
In the workplace, consciously making the connection between your words and actions and your values will quickly start to ignite more passion in you. It will help to give you your ‘Why’ - especially on those tougher days, which require a bit more grit to get through them.
Once you see the benefit of bringing a bit more of yourself to the table, practice a bit of empowered vulnerability. A simple way to do this is to share some of your personal journeys, lessons and challenges you have worked through or overcome.
An inspiring leader is someone who is humble enough to share their flaws, and strong enough to have learnt great lessons from them.
The late Steve Jobs wasn’t known for being a great public speaker, but was fanatical about work. When he announced new products, his passion was contagiousriveting even. And as a result, whatever he announced would sell out beyond everyone’s wildest dreams. Why? Because he oozed authentic passion.
When you bring your authentic self to work, your communication will become more powerful, your team members will benefit from your energy and contribution, and others will also feel more comfortable and encouraged to be more authentic – resulting in a happier workplace and a happier you.
Seven ways staff volunteering can improve your organisation
In today’s fast-paced business world, finding ways to enhance employee satisfaction and community engagement is more important than ever. One powerful yet often overlooked method is encouraging staff to participate in volunteering activities. Here Jenny Wells, Head of HR at High Speed Training, a registered B-Corp explores seven compelling reasons why your organisation should prioritise staff volunteering.
Not only does volunteering benefit the community, but it also brings a myriad of advantages to organisations and their employees.
1. Boosts Team Building and Collaboration
Volunteering offers a unique opportunity for employees to bond outside the usual work environment. When colleagues work together on community projects, they build trust, improve communication, and strengthen their relationships. These experiences can translate into better teamwork and collaboration back at the office.
2. Positive Community Impact
Organisations who encourage volunteering can make a tangible difference in their local communities. By dedicating time and resources to community projects, companies can address local issues, contribute to causes that align with their organisation’s ethos and contribute to societal wellbeing.
3. Develops Employee Skills
Volunteering provides employees with opportunities to develop new skills and competencies that are directly transferable to their work roles. Skills such as leadership, project management, and problem solving are often honed during volunteer activities.
4. Increases Employee Engagement and Retention
A study by Neighbourly found that 70% of employees who had volunteered with their organisation were more likely to trust their employer, and that employees who had gone through a volunteering program reported higher levels of workplace happiness. In 2023, staff at High Speed Training completed over 650 hours of volunteering time with 17 different organisations and charities. Providing employees with volunteer opportunities allows them to feel valued and engaged, meaning they are far less likely to look to leave their role, increasing retention rates and reducing employee churn and the need for costly recruitment.
5. Benefits to Staff Mental Health
Engaging in meaningful activities outside of work can provide a real sense of achievement and fulfilment, as well as helping with social bonding and feelings of isolation. In a world of work where many people still work from home, getting out and engaging with colleagues and people working in the community can have huge benefits. The National Alliance on Mental Illness reveals that volunteering can help to reduce stress, increase happiness, develop confidence and help employees to develop a purpose.
6. Improves Company
Reputation
Corporate social responsibility (CSR) activities, such as volunteering, can greatly enhance a company’s public image, improving customer loyalty and helping to demonstrate an organisation’s values and ethos. A report by Cone Communications found that 87% of customers would purchase a product because the company advocated for an issue that they cared about, and that when a company supports a social or environmental cause, 92% of respondents would have a more positive image of the organisation.
7.
Having fun!
Volunteering, especially in groups or individual teams, is a great way to spend a morning, afternoon, or even a whole day! Shaking up your working routine, heading out and getting your hands dirty can be a lot of fun. Encouraging staff to volunteer is a win-win strategy for any organisation. It provides real benefits to employees, strengthening working relationships and helping to build skills and improve mental health. It also helps bolster an organisation’s culture, and creates a more attractive and responsible workplace.
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