Hr Network Volume 20 Issue 4

Future Leaders: Future Leaders:

RECOGNISING THEIR UNHATCHED POTENTIAL

an experience, like no other

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COVER STORY

Future Leaders: Recognising their unhatched potential

Modern leaders must be adaptable, innovative and collaborative to add organisational value. But how can they shape their people policies so they’re fit for the future? Andy Moore discovers how organisations can unhatch their future potential and help them achieve their goals.

8

22 34

38

8 News

14 Employment Law Update

Having the right to disconnect

20 Stats

Cost of Living Crisis

22 Feature Two Categories, criteria and sponsors for the Hr NETWORK National Awards 2024

28 The Bookshop

Latest bestsellers to the published

30 Feature Three Keynote Speaker Sessions

‘Future Leaders’ Conference & Exhibition 2024

34 Special Feature

Busting the myths about apprenticeships

38 Extra

What does HR look like in 2024?

42

42 Insights

Financial Insecurity; Hybrid Working; Heart-centred Leadership; Menopause at Work

46 My LinkedIn Hr NETWORK Magazine

Michael Black

AAB People

Employment Law Update: Having the right to disconnect p. 14

Danielle Le Breton

Lanes Group

Special Feature:

Busting the myths around apprenticeships p. 34

Ben Mercer

Leisure Lakes Bikes

Insight:

Financial Insecurity p. 42

Clinton Groome

Espria

Insight:

Hybrid Working p. 43

Sadhna Monteiro

Divine Love

Insight: Heart-centred Leadership p. 44

Dr. Thom Phillips

Forth

Insight: Menopause in the Workplace p. 45

Founder and Publisher: Lee Turner lee@hrnetworkscotland.co.uk

Senior Associate Editor: Andy Moore editor@hrnetworkscotland.co.uk

Deputy-Editor: Teresa Flannigan editor@hrnetworkscotland.co.uk

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

Editor’s Assistant/Admin: Freya Turner editor@hrnetworkscotland.co.uk

Advertising/Sponsorship: Donna Turner advertising@hrnetworkscotland.co.uk

Design: Media Avenue Ltd

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The

March 2024

A warm welcome to our March 2024 online issue of Hr NETWORK magazine and we’re very excited about a wide range of activities and plans we have coming up this year.

As ever, there are hugely exciting plans for the forthcoming Hr NETWORK Conference, Exhibition & Leaders Dinner taking place at the magnificent BT Murrayfield Stadium in Edinburgh on Thursday 9th May followed by the Hr NETWORK National Awards Gala Dinner which takes place at the hugely impressive Hilton Glasgow on 14th November.

We also have a number of smaller, more intimate events planned for the coming months including the first Hr40 Dinner in March since before COVID, which we’re delighted to be co-hosting with our long term partners Right Management followed another Hr40 Dinner in April which we are co-hosting with Roffey Park Institute. We’re also delighted to announce that we are co-hosting a ‘Drinks & Nibbles’ evening in Aberdeen with our close partners PTR Ltd, who have just opened up their new office in Queens Road, Aberdeen to complement their existing offices in Edinburgh.

Prior to the Awards Gala Dinner in November, we will also host the annual Nominees Lunch later in Edinburgh in October.

The Hr NETWORK Team are very excited about the forthcoming ‘Future Leaders’ themed Conference & Exhibition taking place at BT Murrayfield on Thursday 9th May, featuring an impressive group of award winning organisations and speakers who have realised the huge benefits for their organisation by developing their talent pool of tomorrow’s leaders.

Our Conference Planning Team is currently pulling everything together to make this our biggest and best Conference yet and aim to make people feel connected and inspired and by attending, can enjoy the great benefits that come from the many networking opportunities too.

Hr NETWORK Awards Gala Dinner 2024

We are very excited to open the Nominations for this years’ Hr NETWORK National Awards and the prospect of hosting the 17th Awards Gala Dinner again in November. We are extremely grateful to all our sponsors and table hosts for their wonderful and continued support again this year and 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

To offer an insight into the Future Leaders theme, being discussed at the Conference in May, Andy Moore looks at this hugely important topic and provides employers and HR professionals with some great examples the endless benefits for organisations who are investing in their talent pool and developing their leaders of tomorrow.

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: Michael Black, Danielle Le Breton, Ben Mercer, Clinton Groome, Clinton Groome, Sadhna Monteiro, Dr. Thom Phillips

Cost of Living in the Workplace: The true cost of money worries

Campaign Against Living Miserably (CALM), a leading suicide prevention charity, and MoneySuperMarket are launching Money Talks, a new campaign to break down the taboo around talking about money, as new research reveals that 8 in 10 UK adults worry about money and a quarter worry about money at least once a day.

Despite this, the research reveals that three quarters of people haven’t talked to anyone about their money worries. One in four (24%) consider talking about money worries to be a bigger taboo than talking about politics (13%), gambling (15%), or mental health (20%).

Almost half (40%) of UK adults also say financial worries have negatively affected their mental health in the last 12 months, leaving people suffering from low mood (41%), feeling guilty about spending on non-essential items (34%), anxious (33%), and lonely or isolated (26%). Over a fifth of people also said they felt feelings of inadequacy (23%) and reduced self-worth (22%).

1 in 2 people are more worried about money than they were 12 months ago with quality of sleep (38%), productivity at work (20%) and relationships with family (18%) and friends (19%) being negatively affected as

a result. Over a third of people (36%) have had to use their savings to get by in the last 12 months. Many have stopped doing things they love that help their mental and physical health such as seeing friends (33%), travelling to see family (44%) and giving up small treats that brought them happiness (39%).

The research revealed that the main reasons people don’t share money worries is because they don’t want to be an emotional burden to friends and family (30%), they think money worries are universal and everyone has them (28%), they feel embarrassed (15%), trapped in their financial situation (27%) or they don’t think anybody would be able to help them (16%). All of which can add to mental strain and challenges to mental health.

Over half (51%) said they wish the stigma that surrounds talking about money worries didn’t exist and 16% said information on how to approach conversations around money and mental health would make it easier to open up.

However, people who have spoken about their money worries said they felt supported (55%), relieved (32%) and hopeful (25%) after their conversation. If a friend or family member were to tell them that they were worrying about money, the majority would listen (70%) and be glad they could confide in them (60%).

In response to the research findings, CALM and MoneySuperMarket have joined forces to launch Money Talks – a series of powerful videos and online resources to break down taboos around talking about money, with tips for how to have conversations, and to support mental health and financial know how.

Less than 4% of young people use ethnic or racial labels

When describing friendship cliques in their school, less than 4% of young people use ethnic or racial labels, reveals new research by the University of Cologne.

The study, conducted by Clemens Kroneberg, Professor of Sociology at the Institute of Sociology and Social Psychology, and Mark Wittek, investigated the use of ethnic and racial labels among 13-year old students in Germany, and found that in most cases they were rarely used.

The researchers conducted interviews with more than 3000 students across 39 schools, and asked students to indicate which cliques they observed in their school grade and to describe these groups in their own words.

The study found that students were most likely to describe friendship cliques in a neutral way. After this, the most common way they perceived their fellow students were by their hobbies, if they were funny, or just in a positive way.

This revealed that despite that fact that friendships are more frequent between individuals of the same ethnicity, the younger generation seems to be more successful than adults at blurring such boundaries.

However, the study also finds that Muslim cliques with a high level of self-identification were more likely to be labelled in ethno-racial terms. Still, this was a rare occurrence.

“Our results call on people to rethink their assumptions about the nature of ethnic segregation in students’ social networks, as these findings add to recent studies that found ‘ethnic homophily’ to be less detrimental than often assumed,” says Professor Kroneberg.

The study was published in the Journal “Sociological Science” and was a part of the SOCIALBOND project funded by the ERC

Almost a third of office workers see their manager as less genuine when they use corporate jargon

New research by BRITA VIVREAU reveals that corporate jargon is limiting employers’ and employees’ ability to be authentic, leaving workers feeling disconnected and less likely to start conversations at work.

Working somewhere that uses a lot of corporate jargon would result in 29% being less likely to start conversations with colleagues, and a quarter (25%) being less likely to speak up in meetings and less likely to ask questions at work.

Almost a third (30%) feel that corporate jargon is used in the workplace for the sake of it, and that senior managers are the worst offenders (45%).

Eloise Leeson-Smith, leading Linguist & Language Expert, explains: “Corporate jargon is all too common in

the workplace but can be exclusionary and leave employees feeling left out – creating barriers between them and their colleagues.

“For any company wanting to foster a workplace culture of inclusion and prioritise staff mental wellbeing, creating opportunities for employees to communicate and connect authentically is essential.”

“Employees want to have authentic, in person conversations with their managers and colleagues. More than two thirds (68%) said that being told well done in person by their manager feels more genuine than an email to the whole company (25%) or a voucher (10%).”

Chris Dagenais, General Manager, BRITA VIVREAU UK, adds: “We want employers and employees to benefit from the every-day water cooler moments. While these brief moments in the day may seem unimportant, the water cooler is where some of the most genuine conversations happen in the office. These in-person conversations have a meaningful impact on how employees feel towards their team and company.

“Water cooler moments facilitate more hierarchical conversations and help colleagues establish relationships and feel more part of a team. BRITA VIVREAU water dispensers can help businesses of all sizes to create a space in the office that encourages these more authentic conversations.”

There’s been no shortcut to this point, but you did it! Your new job is a reality. Your thoughts now turn to how you make the right impact from day one.

Your First 90-Day Roadmap™ allows you to manage your entry into a new role. It provides a structure that will help you get started, enhance your chances of success and saves you time.

Visit www.befutureready.today and find it in Roadmaps.

One in five neurodivergent employees have experienced harassment or discrimination at work

One in five neurodivergent employees surveyed (20%) have experienced harassment or discrimination at work because of their neurodivergence, according to new research from the CIPD, working with corporate neuroinclusion training specialists Uptimize.

Neurodiversity refers to natural differences in human brain function and behavioural traits. It’s estimated that as many as 20% of people may be neurodivergent in some way, an umbrella term that can include those with autism, dyslexia, or ADHD. However, despite this potential figure, support and awareness of neurodiversity is lacking in many UK workplaces.

The new report, Neuroinclusion at work, surveyed over 1000 employed adults about their working life, of which 790 identified as neurodivergent. It found that only half

Older employees need to continuously develop their skills to stay motivated

Continuous learning and development in the workplace is key for people’s motivation, reveals new research by the University of Cologne.

The study, conducted by Professor Anne Burmeister, investigated the positive and negative effects of workers over 45 seeking knowledge from their younger coworkers.

The findings show that older people seeking knowledge from the younger co-workers leads to higher work motivation and higher workability because they are able to learn something new.

“Old dogs can learn new tricks—in fact, older workers are more motivated at work when they can learn something new from their younger co-workers,” says Professor Burmeister.

of neurodivergent employees feel that either their organisation (52%) or team (54%) has an open and supportive climate, where employees feel able to talk about neurodiversity.

In response, the CIPD and Uptimize are calling on employers to raise awareness of the value of neurodiversity and build open and supportive cultures at work.

The research shows three in 10 (31%) neurodivergent employees surveyed haven’t told their line manager or HR about their neurodivergence. While 44% of this group said it’s a private matter that they don’t want to share, over a third (37%) said they are concerned about people making assumptions based on stereotypes. A third (34%) said they feel there’s too much stigma, 29% said they are concerned about the possible impact on their career and almost a fifth (18%) said they don’t think their organisation would be understanding or offer support.

Dr Jill Miller, senior equality, diversity and inclusion policy adviser at the CIPD, the professional body for HR and people development, commented: “Neurodiversity needs to be a key focus in an organisation’s equality, diversity and inclusion work. The design of workplaces and people management approaches haven’t traditionally considered neurodiversity, meaning many employees may not be able to perform at their best. Action is needed to create neuroinclusive organisations and fairer workplaces, with equality of opportunity for neurodivergent employees, free from harassment and discrimination.”

However, the research also reveals that seeking knowledge from younger co-workers can be uncomfortable for older employees, and can leave them feeling embarrassed. This is because societal norms view the older workers as the knowledge providers, not the learners.

This effect was significantly reduced if older workers had higher levels of positive intergenerational affect.

“Creating opportunities for high-quality contact between employees of different age groups, allowing them to get to know each other and discover similarities can facilitate the development of higher levels of intergenerational affect,” says Professor Burmeister. The study was published in the Journal of Organisational Behaviour.

Beating burnout crucial to stop over half of HR professionals quitting

HR, payroll, and finance expert MHR has recently released its predictions for the top trends for HR professionals in 2024, with addressing burnout the most pressing priority on the agenda.

Shockingly, it reveals that half (50%) of HR professionals are on the verge of quitting thanks to burnout. Organisations will have to either prepare for a sudden massive talent deficit, or consider investing in ways to combat this urgently in 2024.

The increase in reported burnout is likely due to the emotional load presented by the role of HR, which is likely to increase through 2024 given constant changes to employment law and increased employee expectations. Remote work has also compounded the issue, with teams feeling disconnected and bereft of a support network.

Automating key processes can provide a solution to HR burnout. Coming into 2024, more organisations will embrace digital transformation, and HR departments will need to work closely with other departments to

understand how AI can improve business functions, and how it can serve as a supplemental tool, rather than a talent replacement.

However, AI needs to be especially monitored for instances of bias, particularly in recruitment. In order to mitigate this, HR teams should work alongside Chief Technology Officers to regularly analyse and test AI-driven HR processes, and continuously improve AI models based on feedback, ensuring ethical and fair AI use in HR through the New Year.

With the continued implementation of AI and automation in the workplace in 2024, HR professionals will also need to ensure that employees have the correct skill sets, as shifting technologies mean that role requirements will look different year to year.

The research reveals that skillsets for jobs have already changed by 25% since 2015, and by 2027, this number is expected to double. As a result, candidates who can pick up new skills and adapt to change will be in high demand for 2024.

Likewise, up-skilling existing employees will be a focus for 2024. With 80% of the workforce no longer sitting behind desks to do their jobs according to the report, HR professionals cannot keep relying on traditional ‘office-based’ learning approaches to create an upskilling culture. Instead, HR professionals will need to re-examine talent management strategies, and ensure that these align with learning resources offered.”

Reasons to consider a career break in 2024

FDM Group a global business and tech consultancy, has revealed seven reasons why workers should consider a career break in 2024.

A career break is any unpaid leave from work that lasts longer than two months; however, they typically last around 6 months. Unlike taking a sabbatical, you do not typically have a job lined up for your return to work.

More than 90,000 people in the UK take some kind of career break every year.

Taking a career break can be a transformational experience and there are several reasons why workers might consider it.

Personal development often tops the list, as stepping away from work can provide space for learning new skills, exploring passions, or furthering education. Some may even take a career break for health reasons, to recover and rejuvenate both physically and mentally.

Travel is another popular reason, with individuals wanting to explore the world beyond the confines of annual leave, whilst care responsibilities, including parental leave or caring for a family member, can also necessitate a break.

A spokesperson at FDM Group comments: “Contrary to traditional notions, stepping away from your profession temporarily doesn’t signify a lack of direction or ambition. Instead, it presents individuals with a unique opportunity to rejuvenate, reassess their goals, and broaden their perspectives.

“Whether it’s through furthering education, volunteering, travelling, or simply taking time to focus on personal wellbeing, career breaks can enrich individuals in ways that reverberate positively in their eventual return to work.”

1 in 4 UK workers lack working relationships but MUSIC could hold the key to better bonds

One in four (25%) people in the UK don’t have close relationships at work, based on a new survey of 1,000 UK employees by music licensing company PPL PRS. But, according to a leadership coach, MUSIC could hold the key to better bonds.

The findings come as a 2022 poll by Mental Health UK highlighted that one in five (20%) UK employees feel lonely at work. A recent report by The British Red Cross further revealed that the quality of working relationships can significantly impact whether or not employees are isolated during their 9-5.

Encouragingly, half (50%) of workers feel very comfortable with their colleagues with 49% saying they’re in a friendship group in their place of employment. On the other hand, less than a quarter (22%) have one work best friend, while almost one in six (14%) reveal their colleagues feel distant.

The survey revealed that MUSIC can positively influence relationships with work friends (26%) and wider colleagues (34%), helping to bridge the gap between professionals.

One in 12 (8%) workers say that music has helped them connect to their mentor. In an increasingly multigenerational workforce, PPL PRS drilled down into the types of music favoured by people aged 18 to 65.

Overall, most workers (48%) like POP music best. However, over a third (34%) of Gen Z (aged 18-24) enjoy listening to Hip Hop as they tackle their to-do list, whereas more than one in four (26%) of millennials (25-35 year old) enjoy RnB to focus. A quarter (25%) of those aged 36+ love Rock to motivate them.

Almost half (48%) of workers confirm they have a similar taste in music to their colleagues. However, when asked what was actually being played in their workplaces, almost half (48%) hear pop. Almost one in four (24%) said that no music was played at all.

Over one-third of Brits are ready to QUIT jobs for 20% less pay as fulltime content creators!

Recent research conducted by marketing experts at FATJOE has unveiled a significant shift in the working culture of Brits. The survey, which focused on the gig economy and surveyed 500 individuals in the UK aged between 20 and 54, revealed that an impressive 37% of content creators are ready to sacrifice 20% of their income to pursue a full-time career in content creation, challenging the traditional 9-to-5 job model.

Interestingly, 41% of men, in contrast to 33% of women, are willing to take a 20% pay cut to pursue full-time content creation. Notably, individuals aged 25 to 34 are more likely (44%) to opt for a career shift to become full-time content creators. Delving further into the demographics, the research revealed that 52% of respondents proudly identify as content creators. Among them, 17% are podcasters, 23% are bloggers, and 12% are social media content creators. Men play a dominant role, comprising 62% of creators, and women actively contribute at a significant participation rate of 46%.

But this vibrant tapestry of content creation is not without challenges. The potential impact of a UK law targeting side hustles earning £1,000 or more puts content creators on the brink of a tax crunch. Further exploration of income brackets reveals that 27.8% of content creators fall within the scope of this law.

A noteworthy discovery from the research is that women outperform men in this market. A higher percentage of women (37%) earned £500-£999 in the last 12 months, surpassing men (26%). Moreover, at higher earning tiers, women take the lead, with 10% earning £2,000 or more, compared to 8% of their male counterparts.

The research also delved into city-specific data. London emerges as a hotspot for high earners, with 10% making £5,000 or more. Nottingham and Manchester follow suit, with 5% of content creators making £5,000 or more, while Belfast and Norwich, hidden hubs of online talent, have 67% and 60%, respectively, earning £500£999 in the past year. Southampton rose in influence as 17% of content creators earned £2,000-£4,999.

Commenting on the findings, a spokesperson at FATJOE stated, “This survey sheds light on the transformative role of content creation in the digital age. The willingness of individuals to trade traditional careers for a shot at full-time content creation reflects the evolving nature of work and income streams. The survey captures the pulse of a nation deeply immersed in the art of content creation and raises crucial questions about the future of work and the challenges these creators may face.”

British men and women want paternity leave to double; workers’ attitudes and expectations shift

The length of paternity leave should double in duration, new research conducted by QBE in February 2024 has found. When asked how much paternity leave they had taken, eligible UK fathers said they took three weeks on average. However, when they were asked how long they think fathers should have with their newborns, both men and women want more than two and half times this amount, at seven weeks.

When asked why they could not take longer – more respondents said their parental leave policy would not allow it. Others cited financial considerations, stigma, and personal views.

Recently, the UK Government announced it had no plans to increase Paternity Leave and Pay. The Fatherhood Institute’s petition had more than 14,000 signatures calling for increased leave and pay.

As part of the research, UK parents were asked: how much paternity leave they or their partners had taken,

One in six Brits would rather date someone who earns more than them

With us spending so many hours of our lives at work, it’s no surprise that this is where plenty of new romantic interests develop. Over the last 12 months, more and more of us have been returning to the office giving Brits an in-person opportunity to seek office romances.

A return to the office coupled with a cost of living crisis is likely to have changed the habits of UK office workers, they may be pursuing new relationships, but can they afford to? With this in mind, we surveyed 1,000 UK office workers to get their opinions on workplace romances and whether the cost of living will be creating a cost of loving.

whether it was long enough, how long they think it should be, reasons for not taking longer paternity leave, and whether an alternative paternity leave policy might tempt them to switch jobs.

Responses are starkly different across the generations. Gen Z and Millennials think paternity leave should be 10.5 weeks, whereas Baby Boomers think it should set at four weeks. This compares to seven weeks for Gen X. In addition, when asked how much paternity leave they had taken, Gen Z took seven weeks, compared with four weeks for millennials and two weeks for Gen X and Boomers.

Around the country, Londoners and the Welsh want 10.5 weeks for paternity leave whereas those in the North, Midlands, South, Scotland and Northern Ireland think Dads should be at home for seven weeks.

More than 26m Brits think their own or their partners’ paternity leave was or is too short. However, the research also points to strong gender differences, recording that over 55% of men think their paternity leave was just right, compared to just 36% of women who think their partners’ paternity leave was just right. In addition, more than 56% of women said their partner’s leave was too short. Gen X are particularly disgruntled about the length of their leave at 58%, compared to just 25% of Gen Z thinking it too short.

Out of all generations, Gen Z and Millennials are more likely to change jobs to receive better parental leave with 52% and 55% of them respectively saying parental leave would be a reason to find a new job. This compares to 37% of the adult population.

Whether it’s a scandalous reveal of a relationship or two of your favourite colleagues giving it a shot, we asked our survey respondents for their opinions on office romances.

63% of respondents shared that they think they’re okay as long as they’re kept private and personal. 17% believe that they’re great as it’s nice that people can work with their partner. 14% are yet to make their mind up on their appropriateness, whereas 5% believe that they’re totally inappropriate and shouldn’t be allowed.

SHOULD WE ALL HAVE THE RIGHT TO DISCONNECT?

Michael Black Senior HR Consultant, AAB People

The prospect of a UK General Election in 2024 means we may see new items on the agenda which businesses will need to navigate this year, in addition to any legislative updates already on the calendar.

Employee wellbeing is high on the agenda for political parties, and we can look to other countries for inspiration on what could be done here in the UK. One topical change we’ve seen is around the theme of the “Right to Disconnect.”

What is the right to disconnect?

The increase in flexibility at work with more and more employees working from home has blurred the lines between personal and work life. It can be difficult to separate work and life when you’re working from home, which brings a consideration for the ‘right to disconnect’. It seeks to protect workers’ health and wellbeing from things like burnout and mental health problems caused by stress by putting in place strong policies and legislation for organisations to follow. Employees are given ‘permission’, to disengage from work outside of their normal working hours. As a result, once employees are off the clock they should not receive or be required

to answer any work-related calls, messages, or emails. Effectively allowing employees to revert back to a time, where when you left the office you did not have access to your emails again until the next morning.

Should we all have the right to disconnect?

With ever increasing countries moving closer to giving their workforce the ability to outright refuse to take on any more work once their workday has ended, similar laws are already in place with our European neighbours (France, Italy, and Belgium) and Australia is looking to be the next country in line to pass a bill in Government.

The Australian Prime Minister recently said referencing their recent proposed bill:-

“We are simply saying someone who is not paid 24 hours a day, shouldn’t be penalised if they’re not online and available 24 hours a day.”

Why is the right to disconnect important?

The right to disconnect aims to create a new shared approach to work communication that will not hinder flexible working. At the same time, it allows people to switch off to their workday outside of their working hours.

Work-life balance is a phrase we often hear. People want to work to live and not live to work, which is perfectly understandable. The right supports employees to have a better work-life balance which allows for everyone in an organisation to truly excel. Enabling employees to bring their best and most productive self to work each day is something employers should strive to achieve.

It isn’t just about enacting policies or regulations; it’s about fostering a cultural shift that prioritises work-life balance and mental wellbeing. Without a cultural change, simply mandating time away from work devices may not effectively address the underlying issues of overwork and burnout. Embracing the RTD means acknowledging that employees are more productive and healthier when they have time to recharge outside of work hours.

We are simply saying someone who is not paid 24 hours a day, shouldn’t be penalised if they’re not online and available 24 hours a day

Benefits of promoting a healthy work-life balance

Encouraging a healthy work/life balance can help to boost your organisations’ reputation. A positive reputation can help you to attract and retain top talent. We know it’s becoming increasingly more difficult for employers to attract and retain, not forgetting the costs to recruit, both monetarily and time invested in training new employees.

Could the UK implement the right to disconnect?

While Australia is looking to implement this now it is not a novel concept. In fact, France was the first country to implement the right to disconnect in 2017. It is something that has been implemented in multiple countries such as Italy, Spain, Portugal, and Canada. In each country, the law is slightly different.

The UK Labour party previously stated that they would like to legislate a right to disconnect policy. It’s likely that their manifesto for the general election this year will be largely focused on employees and the workplace, knowing that it’s something current workforces regard as highly important.

The right to disconnect versus the 4-day working week

The case for the right to be implemented is not too dissimilar to the case for a 4-day working week. While there are pros and cons to both, it does raise the question, are we missing an opportunity to revolutionise and redesign our approach to the way we work, whilst building a culture of employee wellbeing? With more countries implementing these laws it shows that there has been a shift and more importance is being placed on employee wellbeing.

The UK implementing the right to disconnect will not fix wellbeing. Why? Because wellbeing cannot be fixed by one singular action, it needs continued effort, and to be weaved through the framework of every organisation. It would however be a continued step in the right direction.

Recognising their unhatched potential

Future Leaders: Future Leaders: Recognising their unhatched potential

Modern leaders must be adaptable, innovative and collaborative to add organisational value. But how can they shape their people policies so they’re fit for the future? Andy Moore discovers how they can unhatch their potential and achieve their goals.

“A leader’s job is to look into the future and see the organisation, not as it is, but as it should be,” so proclaimed US business executive, Jack Welch.

With 2024 now well underway, what trajectory will leaders’ roles take over the next 10 years? Leader and employee development, organisational culture, HR technology and change management are all within the periscope of future vision for practitioners.

These are the top organisational priorities for leaders from a survey of 520 HR leaders by technology research company, Gartner.

On an organisational level, leaders must adapt to address new and continued challenges to drive business outcomes and competitive advantage, it confirmed. Gartner’s Vice President of HR Advisory, Mark Whittle, says: “The HR function will be impacted by several key trends: an unsettled employee-employer relationship, skills shortages, transformative technology innovations and pressure to achieve operational efficiencies.”

The research found that leaders must align and connect employees to organisational culture for it to truly succeed. It revealed that leaders must understand their organisation’s values and what they are trying to achieve e.g. employee longevity, innovation and customercentricity. Measuring culture is also important: what processes, policies and budgets need to change and, with more organisations adopting hybrid work models, building culture must be more intentional.

“Organisational culture is among the top five priorities for leaders, largely because HR leaders believe they don’t measure culture effectively, nor do they know how to truly drive culture change,” adds Mark.

Manager development will also play a crucial part in leaders’ futures, in turn enabling them to enhance and broaden their skills to become more people-centric. Good eggs as opposed to bad eggs.

A 2023 survey of 98 leaders revealed that 59% plan to increase how much they invest in manager development programmes in the next two years.

“Providing managers with more training or more skills does not increase their effectiveness,” explains Mark. “Instead, organisations must focus on job manageability: making the manager job more manageable is five times more effective than skills proficiency in improving manager effectiveness.”

To make leaders’ roles more manageable, organisations must lighten the load on managers by resetting role expectations, he adds. Likewise, he believes that HR must rebuild the manager pipeline, while also helping managers build new habits that lead to desired behaviours.

So what is one of the biggest future challenges facing leaders? A key challenge is, not knowing how evolving technology trends, such as generative AI will impact both their role and talent. To move forward, leaders must evaluate new technologies based on key criteria to help determine the business value specific to their organisation.

Governance relates to who will own, maintain and manage the technology, while workforce readiness must identify how technology will impact current versus future ways of working.

Aiman Ezzat, Capgemini’s Chief Executive Officer, says: “Leaders have begun the year with an increased sense of confidence. Technology and AI are set to drive the next phase of the transition towards a more digital and sustainable global economy.”

He says that leaders are increasing investments in a wide array of critical business areas from customer experience and innovation to talent and supply chains and, perhaps even more importantly, sustainability.

Under the Risks and Ethics of AI, leaders must ask whether associated risks will meet their tolerance levels, and are there any mitigations and ethical considerations to navigate?

Among 180 respondents to the survey, 82% of leaders agreed that managers are not equipped to lead change, while 77% reported that their employees are fatigued from all the change.

“Change fatigue is cumulative, and it negatively impacts all talent outcomes,” points out Mark Whittle. “It causes employees’ intent to stay with their employer to decline by as much as 42%, while employee performance can decline by as much as 27%.”

How important is enriching the talent pool for future leaders?

Employee diversity, for example recruiting and mentoring employees from marginal backgrounds, will also characterise people policies over the next decade. One such group are neurodiverse people who bring fresh perspectives, creative problem-solving abilities and unique talents that drive innovation and enhance productivity.

Alongside diversity, opportunistic career paths must also be on leaders’ future agendas, according to Gartner. Nearly 90% of 178 leaders who responded to its survey reported that career paths are unclear, with two-thirds saying they are not compelling for many employees.

“To retain top talent, future leaders must ensure today’s career paths adapt to changing organisational and employee needs,” summed up Mark. “Additionally, leading employers are rethinking the role of job descriptions and org charts and focusing more on employee skills and experiences.”

Progressive organisations are moving from a sole focus on traditional career pathing to designing agile career paths, which reflects that roles and skills are constantly changing along with employees’ desires and realities. This all adds up to defining the future leaders of tomorrow!

Future Leaders - It’s more than just being a good egg

• Leader and employee development, organisational culture, HR technology and change management are the future

• HR leaders must adapt to address new challenges to drive business outcomes

• Align and connect employees to organisational culture

• Manager development will also play a crucial part in leaders’ futures

• A key challenge facing leaders is not knowing how evolving technology trends will impact both their role and talent

• Employee diversity will also characterise people policies.

Three quarters of HR leaders say cost of living pressures are impacting workplace performance

New research investigating how cost of living pressures are impacting the workforce has found that three quarters (74%) of HR leaders fear the cost of living crisis is affecting employee performance.

In the survey of 500 UK HR Directors, carried out by employee money-saving platform Nous.co, a third (34%) of HR leaders said they’d noticed a drop in productivity due to employees having other things on their minds. Three quarters (74%) said the cost of living crisis was directly affecting employee performance.

These concerns were echoed by the chief executive of Mental Health UK, who warned that the cost of living crisis was one of a number of factors fuelling stress, anxiety and burnout in the workforce.

The findings come as cost of living data released by the ONS this month saw inflation rise to 4% and core inflation remain stagnant at 4.2%, with around 4 in 10 energy bill payers struggling to afford payments and a third finding it difficult to pay their rent or mortgage.

According to the Nous survey, two in five HR leaders believe employees are doing additional ‘life admin’ on company time specifically due to recent cost of living pressures.

When asked what changes they’d noticed in their workforce since the cost of living crisis began, 40% of respondents confirmed that they believed employees were doing additional life admin - for example, trying to find cheaper energy tariffs, or speaking to mortgage lenders - during the working day. A fifth of respondents (18%) believed employees at their companies had taken annual leave to manage their bills as a direct result of increased pressure on household finances.

In response to the challenges presented by rising living costs:

• A fifth (18%) of HR leaders surveyed by Nous said their organisation had offered employees additional time off to support them through the cost of living crisis

• A quarter (26%) were offering a workplace counselling service to staff

• And just under a third (30%) were offering financial programmes to directly tackle cost of living challenges

• More than half (56%) of the HR leaders asked had increased salaries to support workers

• 2 in 5 (38%) had given employees one-off support payments

This is despite on-going fears that rising requests for pay rises could harm the profitability of businesses and contribute to ongoing inflationary pressures.

Greg Marsh, cost of living expert and co-founder at Nous, comments:

“The cost of living crisis is far from over. Your employees are grappling

with a tumultuous mortgage market and ever-increasing bills. This is going to be playing on their minds and their wallets, and we now know it is affecting their work. The companies that manage this crisis best will be those that embrace the cost of living reality and take steps to improve employees’ financial wellbeing. This includes helping teams manage “life admin” effectively.

“Any employer who thinks their employees aren’t doing life admin on company time is burying their head in the sand. Some of that is inevitable. But tools like ours can significantly improve things so it doesn’t impact employee performance.

Lizzie Paterson is Chief of Staff at VenueScanner. The company offered free Nous membership to their employees in order to support them with the rising cost of living. She said: “We know that the cost of living crisis is a source of stress and worry for our team, and it’s important to us as a business to offer effective support that solves people’s problems at the source.

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.

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.

WINNING AN AWARD. IT HAS TO BE YOU!

By Teresa Flannigan

Nomination’s for this years Hr NETWORK National Awards 2024 have opened, and this is your chance to RECOGNISE, ACKOWLEDGE and REWARD your Scottish HR CHAMPIONS in 2024.

With 18 awards categories, which are FREE to enter, this is your chance to get the recognition for your highest peforming HR people, teams, projects and organisations across the people development and management industry in Scotland and the wider UK.

The ‘Nominations Intention’ scheme captures early interest from those intending to nominate in the various categories, running from 1st March to 31st May 2024, and those planning to submit nominations before the deadline can notify the Awards Planning Team who will provide ongoing updates and relevant information during this period.

Following the incredible success of the Awards and Gala Dinner in November 2023, the search is on for those HR and people professionals, who have gone above and beyond in delivering a first class service to the business. This years’ awards gala dinner is in extremely high demand and organisations wishing to host a table of 10 are strongly advised to secure their table as soon as possible to avoid disappointment.

Those that do manage to attend as table hosts will see the 2024 winners being announced at the hugely anticipated annual Hr NETWORK Awards Gala Dinner taking place at the hugely impressive Hilton Glasgow on Thursday 14th November 2024.

The awards categories are judged in two sections, PEOPLE categories and PROJECT categories.

People

These categories focus on individuals (except for the HR Team category). Judges are looking for exceptional individuals who MUST demonstrate that they are at the top in their respective role.

Projects

These categories focus on projects/specific initiatives that have had a measurable impact in the organisation.

Award categories and typical nomination summary:

Learning & Development Award of the Year

AVAILABLE TO SPONSOR

Typical Nominees: Nominations will either be on behalf of the whole organisation or can be Trainers/Training Managers. Nominees will be nominated by their HR Directors or Senior Manager who has responsibility for training/organisation development within the organisation.

For further information, visit: www.hrnetworkjobs.com/learning-and-developmentaward-of-the-year/

HR Specialist of the Year

AVAILABLE TO SPONSOR

Typical Nominees: Nominees in this category provide leadership and expert advice on discreet areas of HR. The types of role are likely to be middle to senior level HR practitioners that may be, for example, responsible for Equality and Diversity, Health and Safety, Wellbeing, Resourcing, Reward, HR Systems. Nominees will be nominated by their HR Directors or Senior Managers who has responsibility for HR within the organisation.

For further information, visit: www.hrnetworkjobs.com/HR-Specialist-of-the-year/

HR Graduate of the Year

sponsored by:

Typical Nominees: Nominees will typically be early career graduates who graduated in a CIPD (Chartered Institute for Personnel and Development) recognised HRM qualification, on or after the 1st September 2023. Nominees in this category will be nominated by their lecturers or course tutors rather than their employers.

For further information, visit: www.hrnetworkjobs.com/HR-Graduate-of-the-year/

HR Project of the Year

AVAILABLE TO SPONSOR

Typical Nominees: Nominations in this category will either be on behalf of the whole organisation or be individuals or teams who have successfully delivered a significant people focused project with a sustained high level of excellence throughout the projects lifetime. Nominees will be nominated by the Chief Executive or Senior Manager responsible for commissioning the project.

For further information, visit:

www.hrnetworkjobs.com/hr-project-of-the-year/

HR Assistant/Officer of the Year

AVAILABLE TO SPONSOR

Typical Nominees: Nominees will be entry-level HR practitioners whose role generally involves providing administrative support within the HR function. They may work in a general administration support function within HR or within a specific HR discipline such as recruitment, learning and development or reward, for example. Nominees at this level may also include HR practitioners who provide advice and guidance to staff and managers within the organisation. Nominees will be nominated by Head of HR or Manager responsible for HR within the organisation - Read more:

For further information, visit: www.hrnetworkjobs.com/hr-assistantofficer-of-the-year/

Attraction and Resourcing Award of the Year

Typical Nominees: Nominations will either be on behalf of the whole organisation or senior managers, in-house resourcing/recruitment specialists or teams responsible for key talent attraction and recruitment initiatives. Such individuals may be part of the HR/OD function or may be part of an in-house recruitment function. Nominees will be nominated by the Head of HR, Executive Director or CEO.

For further information, visit:

www.hrnetworkjobs.com/attraction-resourcingaward-of-the-year/

Diversity & Inclusion Award of the Year

AVAILABLE TO SPONSOR

Typical Nominees: Nominations will either be on behalf of the whole organisation or will typically be senior managers or specialists responsible for the overall planning and implementation of a key diversity & inclusion strategy. Such individuals may not necessarily be members of the HR/OD function. Nominees will be nominated by the Chief Executive or Executive Director.

For further information, visit:

www.hrnetworkjobs.com/diversity-and-inclusion-ofthe-year/

HR Business Partner of the Year

sponsored by:

Typical Nominees: Nominees will be senior HR professionals or also HR Business Partners within an organisation who work in partnership with the business to provide specialist strategic, support and influence that enable key clients to effectively deliver their people plans. Provide a service that delivers best practice and commercially focused HR solutions that support the business area in conjunction with specialist HR functions, bringing people management expertise to business decisions and strategies and secures and/or delivers HR interventions and programmes to achieve business needs. Nominees will be nominated by their HR Directors or Senior Managers who has responsibility for HR within the organisation.

For further information, visit: www.hrnetworkjobs.com/HR-business-partner-of-theyear/

Employee Engagement Award of the Year

sponsored by:

Typical Nominees: Nominations will either be on behalf of the whole organisation or can typically be senior managers/specialists or teams responsible for the overall planning and implementation of key employee engagement and development initiatives and strategies. Such individuals may not necessarily be members of the HR/OD function.

For further information, visit:

www.hrnetworkjobs.com/employee-engagementaward-of-the-year/

Organisational Development Award of the Year

AVAILABLE TO SPONSOR

Typical Nominees: Nominations may either be on behalf of the whole organisation or may be hired by organisations to undertake this specialist work such as Consultant/Manager/Specialist etc. Nominees in this category can be senior HR leaders or client organisations with regular contact with the individual who have supported the implementation of a programme to improve the organisation’s effectiveness and viability through the introduction of a revised organisational culture allowing the organisation to adapt to new technologies, competition, regulation or other commercial demands.

For further information, visit:

www.hrnetworkjobs.com/organisational-developmentaward-of-the-year/

HR Manager/Advisor of the Year

sponsored by:

Typical Nominees: Nominees in this category run or assist in running the people management functions that support the business. HR Manager/Advisor nominees must demonstrate leadership and direction to enable them to deliver a comprehensive HR service, be that through the HR Team or the Company as a whole. The role may be concerned with the provision of advice, guidance and support to managers in employee relations, discipline, grievance and absence management. Project management may also likely be a feature of the role and may include advice, support and guidance in organisational redesign, redundancy and restructuring programmes. Nominees will be nominated by their HR Directors or Senior Manager who has responsibility for HR within the organisationRead more:

For further information, visit: www.hrnetworkjobs.com/hr-manageradvisor-of-theyear/

ESG Award of the Year

The ESG (Environment, Social and Governance) Award recognises those organisations and their associated partners who have implemented a highly successful and impactful ESG strategy. The award also recognises the effective communication surrounding the ESG approach and what employee engagement benefits have been realised by the organisation through its ESG policy. Judges will be looking for organisations to match the rhetoric with real world practice that makes a positive impact.

Typical Nominees: The nomination will normally be the whole organisation. The goal of ESG (Environment, Social and Governance) across the organisation is to embrace responsibility for a company’s actions and encourage a positive impact through its activities on the environment, social inclusion and the accountability of governance in which they operate or have an impact.

For further information, visit:

www.hrnetworkjobs.com/ESG-award-of-the-year/

Health & Wellbeing Award of the Year

sponsored by:

Typical Nominees: Nominations will be for the whole organisation. This award will take in to consideration the positive culture and health and wellbeing practices being encouraged in the workplace by one of Scotland’s many positive organisations. The category acknowledge will reward organisations that can demonstrate their commitment to the health and wellbeing of their people through the application of a range of health and wellbeing programmes, which meet the needs of all staff.

For further information, visit: www.hrnetworkjobs.com/new-health-and-wellbeingof-the-year-award/

HR Team of the Year

AVAILABLE TO SPONSOR

Typical Nominees: Nominees in this category may be an established HR Team, or alternatively may have come together to form a team to complete a specific project. Nominees will be nominated by their HR Directors or senior Managers who has responsibility for HR within the organisation. Please note that when nominating in this category, a nomination in one of the other categories is also required - Read more:

For further information, visit: www.hrnetworkjobs.com/hr-team-of-the-year/

Best Employer/Workplace of the Year

sponsored by:

Typical Nominees: Nominations will be for the whole organisation. This award will take in to consideration the positive culture and health and wellbeing practices being encouraged in the workplace by one of Scotland’s many positive organisations. Judges will be looking for empirical evidence such as external accreditations, for example, Living Wage, IIP, BITC, Healthy Working Lives and the like, but also by experiencing the culture and ‘feel’ of the organisation through a site visit.

For further information, visit: www.hrnetworkjobs.com/best-workplace-of-the-year/

Leading With Kindness Award of the Year

sponsored by:

The Leading with Kindness Award was introduced in 2023 to acknowledge the huge role that kindness and compassion play in our everyday lives. The Award will recognise, acknowledge, and reward an organisation, team or individual that has demonstrated a kinder approach to people, through empathetic leadership, by showing real care and concern for colleagues or customers, and with a positive impact on business performance. Kindness is not the same as being nice. It is acting with intention, standing up for values in tough times and addressing unacceptable behaviour when it is sometimes easier to look the other way. With their actions impacting others through their generosity of kindness, this award will celebrate the unsung heroes that go above and beyond what is required of them in their day-to-day working life.

Typical Nominees: Nominations will be for an individual, team or organisation that has gone above and beyond expectations by demonstrating genuine kindness and compassion towards others or empowering their people through commitment and service for others through their actions. Fostering a culture of kindness and willingness across the organisation to help their community, this award will take into consideration the positive culture and the practice of kindness for others in remarkable examples of kindness across Scotland’s many forward-thinking organisations.

For further information visit:

www.hrnetworkjobs.com/leading-with-kindnessaward-of-the-year

HR Director of the Year

sponsored by:

Typical Nominees: Nominees will be the most senior HR professional within the organisation operating at or near Board level. They will be responsible for design and execution of an integrated HR strategy or plan. Roles at this level may typically be entitled Head of HR, People Director, Chief People Officer or similar. Nominees will be nominated by their Chief Executive or Chairman of the Board.

For further information, visit:

www.hrnetworkjobs.com/HR-Director-of-the-year/

Outstanding Contribution to Scottish HR or Lifetime Achievement Award of the Year

The Outstanding Contribution to Scottish HR or The Lifetime Achievement Award is Scottish HR’s most prestigious award specifically given by the Judges to an individual who has an established history of distinguished service to the HR profession either as a practitioner, academic or someone who has successfully transcended different areas of the HR profession. The individual will have made a lasting contribution to HR practice and has demonstrated excellent leadership qualities and provided inspiration to others in the sector. The Award may be presented to an individual in recognition of their contribution to a new innovation, new knowledge, or ways to improve professional practice. Importantly, the contributions should be above and beyond the everyday and have had a long lasting impact in the HR sector.

Please note that nominations for this award are not requested, as the recipient of this award, will be chosen by the Judging Panel.

Nominations

To see the full criteria and to make your nomination, please log on to:

www.hrnetworkjobs.com/events/awards - and select the Awards Nominations Form

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

BETWEEN the LINES

Wake Up and Smell the Coffee

By Simon Mac Rory

The deconstruction of the traditional workplace hierarchy, the abandonment of performance appraisal, the impact of millennials/generation Y and Z, all point to a substantial revival of teams and teamwork for the first time in more than 20 years. Leading companies are pushing towards a team-centric model but, for many others, team development remains ad hoc as they fail to recognise that teams hold the answers to increased effectiveness. Delivering improved team effectiveness across an organization does not have to be time consuming. The Team Diagnostic Profiler (TDP) is a methodology and process that is easy to use, self-administering and can deliver 10 to 20% improvement in team effectiveness when deployed in a corporate team strategy. This book is based on the TDP methodology and the years of research completed by the author.

Potential

By Pam August

Potential: an oft-used word that is both enticing and elusive—enticing because it is a “thing,” an “energy” that draws us forward, and elusive because it is often not realized amidst the clamor and stress of busy work and busy lives.

In Potential, Pam August cuts through the noise and makes potential real, relevant, and relatable, teaching how to amplify your impact by connecting the potential—within yourself as an individual, between you and your relationships, and around you in organizations. Synthesizing her learning from a decades-long career in higher education, leadership, team, and organizational development, Pam weaves stories, insights, and practical actions into an engaging experience with immediate and lasting results.

In a complicated and complex world where we are often strained, stressed, and stuck, it is possible to have energy, ease, and effectiveness—no matter the circumstance or the challenge.

And what if connecting potential was both simple and powerful? It can be! All you need is ONE mindset shift, ONE operating system, ONE core practice, and THREE dimensions of exponential impact. This is the promise that Potential delivers on.

Make Work Healthy

By John Ryan and Michael J. Burchell

In Make Work Healthy, a team of distinguished organizational transformation professionals delivers an insightful how-to manual for improving organizational performance with a new approach to workforce management. The book offers organizations, leaders, and managers with the knowledge, data, frameworks, and methodologies they need to radically transform how they approach day-to-day operations into a sustainable and resilient business success model.

The authors focus on workplace health —in a broad sense— as a way of focusing organizational attention on culture, building work capacity, productivity, and sustainability. They explain the tangible business value that comes from focusing on wellbeing as well as the symbiotic relationship between organizational health and employee health.

An indispensable, effective, and holistic new take on organizational and employee health, Make Work Healthy will earn a place in the hands of managers, executives, board members, and other business and human resources leaders who seek impressive gains in company productivity and fulfilment.

ROFFEY PARK INSTITUTE

ANNUAL OD CONFERENCE 2024

Thinking Global, Acting Local 24-25 October 2024

We are exited to announce our first two speakers:

Sile Walsh

Sile is the global diversity and inclusion co-lead for the Association of Coaching and focuses on the intersection of inclusion, psychological safety and performance.

Dr Rob Worrall

Rob is an award winning and highly experienced academic, researcher and consultant in leadership, collaboration and innovation, working at levels from emerging leaders to Board level.

hello@roffeypark.ac.uk

www.roffeypark.ac.uk/contact

Leaders Leaders

Future Leaders 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.

The Conference Planning Team has pulled together a wonderful selection of Keynote speakers from across the people landscape.

Future Leaders

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.

Our range of 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.

Keynote Speakers

The Conference will feature SIX keynote speakers sessions throughout the day, which also includes our ‘BIG PICTURE’ panel discussion chaired by Clare Moore from Business Jigsaw and panelists will discuss a range of topics including the Cost of Living Crisis, the impact of AI on recruiting and the future of work in general. The 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.

Keynote session topics include:

Leading Through the Revolution: Helping New Leaders with Change and Evolution

Jane Sparrow Founder & Author, The Culture Builders

Empathy in Leadership: Putting yourself in someone else’s shoes

Matt Swarbrick, Director of Partnerships, CMI

LeadershipWorks: Ensuring the right culture, shape and skills are in place for the future of media

Katie Leveson, Transformation Director, BBC Studioworks

The Big Picture Panel Discussion: Aspirations, Challenges, and Expectations of Future Workplaces

Chaired by Clare Moore, Founder, Business Jigsaw and featuring our senior HR panel

Keynote title to be confirmed

Jacques Quinio, UK Leadership Solutions Director, Right Management

The 7 Secrets of Inspiring Communication: The Must-Have Skill for Future Leaders

Zara Janjua and Atholl Duncan, The Edge Consultancy

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 is published on the Hr NETWORK website.

Delegate package includes:

• 6 Keynote Speakers

• Networking & Exhibitor Area

• Lunch & Refreshments

• Delegate Bag and Goodies

• Official Conference Programme

• Delegate List

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

Delegate Cost:

£165+VAT

Please note the Early Bird booking discount is no longer available and from 1st March 2024, the cost per delegate is £165+VAT.

Group bookings available - Details available on request

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

Special Requirements:

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.

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.

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

www.hrnetworkjobs.com/events/conference

FUTURE LEADERS CONFERENCE & EXHIBITION

apprenticeships apprenticeships

Busting the myths about apprenticeships Busting the myths about apprenticeships

By Danielle Le Breton, HR director, Lanes Group

Apprenticeships have a lot of misconceptions surrounding them - and these myths may be putting off a whole generation of young people who could benefit significantly from embracing the opportunities that come with being an apprentice.

Currently, there is a lack of understanding about what apprenticeships really involve, leading to limiting assumptions about the types of careers that apprentices can achieve. In reality, however, apprenticeships are extremely valuable and useful qualifications that can lead to a rewarding learning experience, allowing you to open a lot of doors for your career - while earning a wage at the same time. So what are the myths vs. the reality when it comes to apprenticeships?

MYTH: Apprenticeships are low-level qualifications

Apprenticeships offer a huge range of qualifications from entry level and beyond. Those levels range from getting qualifications at GCSE level (level 2) and working their way up to degree level (level 7). This means you can achieve a degree-level qualification, but with the added benefit of on-the-job training. Here are some more details about the levels of apprenticeship:

Level 2: Intermediate apprenticeship

This type of apprenticeship is the equivalent to 5 GCSEs. Most commonly, you will not need to hold any qualifications for an apprenticeship at this level - all you have to do is show interest in the role or the industry.

Level 3: Advanced apprenticeship

An advanced level apprenticeship is the equivalent of 2 A-Levels! For this level it is likely you will need to have up to 3 GCSE’s.

Level 4 & 5: Higher apprenticeship

A higher-level apprenticeship is the equivalent to a foundation or full degree. To apply, it is usually expected you will have five GCSEs and an A-level or NVQ.

Level 6 & 7: Degree equivalent

This level is equivalent to a foundation, bachelor’s or master’s degree. For this level, you will likely need five GCSEs, A-levels, a level 3 qualification or apprenticeship, or a BTEC or NVQ, preferably in a relevant subject.

MYTH: Apprenticeships are only for young people

The prevailing view has always been that apprenticeships were a tool for young people who were not going to university to get into entry-level positions. This is certainly true for some, as apprenticeships are available to anyone over the age of 16, so many young people will use them as a pathway into work in a subject area they are showing interest in.

However, as discussed previously, there is a huge range of different levels when it comes to apprenticeships, meaning there are beneficial options no matter what point of your career you are at. Apprenticeships allow people who are already in the workforce to add to their skill set and improve their earning potential, with the added benefit of remaining in work and earning at the same time.

MYTH: Apprentices earn less

As with most roles, salary levels for apprentices vary significantly depending on your level of experience, or the role you’ve chosen. For example, the minimum wage for apprenticeships for people who are joining a business, especially at level 2, has traditionally been lower than the minimum wage requirements for other roles. However, if you were to join at a higher level, this would be reflected in your salary.

If you join an apprenticeship whilst already employed in the business, you won’t see any changes made to your current contract; your salary will remain the same, but your earning potential will increase as you develop new skills and undertake further work-based projects.

MYTH: Apprenticeships are only for trade jobs

Apprenticeships have often been viewed through the lens of people looking for work in trade roles. While this does play a huge role in apprenticeships, in fact, apprenticeships offer a number of options from trades to office-based roles and beyond. For example, you could even do an apprenticeship to become a qualified accountant while earning and fulfilling a role within a business.

Apprenticeships are a great way for you to enter the workforce or enhance your skills while in a role. They are whatever you make of them, and give you the opportunity to improve your career whilst earning a wage - so if you’ve never considered an apprenticeship before, then now could be the time!

What What

What does HR look like in 2024?

What does HR look like in 2024?

THE WAR FOR TALENT AND GRAPPLING WITH SALARY INFLATION

Today’s job market is fiercely competitive. The mounting cost of living pressures in a challenging economic climate has made hiring and employee retention challenging for HR professionals. Many companies are now engaged in a relentless pursuit of a limited pool of talent, each organisation striving to stand out amidst a sea of competitors. As we enter 2024, Advanced investigates how the focus has increasingly shifted from the end of last year:

• Approximately 87% of HR professionals expect hiring in 2024 will continue to be a challenge

• HR professionals need to foster a strong people experience to retain and attract talent, as 86% of employees say they’ll quit a job if it doesn’t support their well-being

• 92% of workers think that learning and development through soft skills are integral to career advancement

The current HR landscape

The primary challenges for 2024 identified by HR professionals are hiring skilled workers, fostering a strong people experience as well as providing plenty of learning and development opportunities. HR professionals need to be proactive in incorporating personalised social learning into leader’s work lives.

As a leader in cloud-based core HR software, Advanced scrutinises what HR looks like for companies in 2024, including the best strategies HR professionals can use to retain talent and tackle salary inflation.

Salary inflation and pay on demand

From August to October 2023, employee average total earnings (including bonuses) had grown by 7.2% and continue to stay strong. But, as wages rise, more people will have to pay income tax at higher rates — and the demand for extended cost of living payments shows many felt the squeeze into the New Year. To combat this, HR teams can suggest more flexible payment methods for employees. Pay-on-demand means employees can receive wages as they earn them, which breaks away from the traditional weekly or monthly pay cycles.

Nick Gallimore, Managing Director of People Management at Advanced, adds: “Wages in real-time can ease financial strains for employees and have the option for them to withdraw a portion of their salary ahead of the regular pay cycle for emergencies or unusual circumstances. In this current economic climate, flexible salary options are a valuable way to retain and attract talented employees who need a financial safety net”.

Rewards & wellbeing

Salary increases are always a hit, but they’re not the only incentive for employees. Benefits and rewards such as health and wellness packages, flexible leave and awards for performance can go a long way to provide employees with reasons to stay at a company.

In a recent survey, 42% of respondents wanted their employers to offer flexible working hours as a top benefit, followed by five weeks minimum leave and the ability to work where they want. Born out of COVID-19 adjustments, the hybrid/ remote working model has become a staple of modern workplace structures.

“Incidences of organisations attempting to impose widespread returns to older, more rigid modelsparticularly in high profile cases such as with X, have led to many employees choosing to move on from their places of work.” Nick Gallimore notes. “The message is clear - regardless of salary, if organisations fail to offer a degree of workplace flexibility in line with the demands of today’s workforce, they risk an exodus of talent.”

Achieving a healthy work-life balance shows workers also prioritising mental wellbeing and flexible working. Research by the Executive Development Network found that 86% of employees will quit a job if it doesn’t support their well-being.

Increasingly, employees want to feel a sense of distinct personal purpose and value at a company. Management should focus on embedding a strong people experience by listening to employees through employment surveys and reviewing continuous feedback.

Optimising internal mobility

One of the main reasons people end up leaving their jobs is due to the lack of learning and development opportunities. And, there’s a healthy demand out there, affecting retention rates. In fact, a report conducted by social enterprise Skills Builder Partnership found that 51% of workers had missed out on soft skills training.

Further, 92% thought that soft skills such as communication, teamwork and adaptability were integral to their career. HR professionals should remind their business leaders to not only make sure they’re offering a competitive salary for any position but also

clearly show candidates and current employees clear career advancement pathways.

Employees aware of their advancement prospects through continual training and development are more engaged and likely to stay. If the organisation scales up, workers deserve their earnings to scale up with the company. Earning more is always a strong incentive, which is why HR departments should focus on communication effectively.

What’s next?

Business management and leadership teams need to work with their HR departments to fundamentally understand and respond to what their employees and the market think of them. This is vital to retain and attract talented individuals despite external and socioeconomic challenges. Explore flexible working, payment benefits and reward schemes specific to employee feedback in a creative and agile way. Consistent assessment of your organisation’s appeal to new candidates and current workers is key in developing strategies, which meet the needs of the modern workforce.

How to Support Employees Through the Cost-of-Living Crisis

Employees and workforces across the UK are feeling the strain of the cost-of-living, with the Office for National Statistics (ONS) finding that nearly half of households throughout the country have experienced their living costs increasing compared to the previous month. Here Ben Mercer from road bikes business, Leisure Lakes Bikes has outlined the importance of considering a cycle-to-work scheme for workers and the multiple benefits this brings.

Employers and businesses can support their workforces during these difficult times to help keep morale and well-being boosted, as well as providing options that can help relieve some of the financial pressure that they’re under.

Before providing solutions to the issue, it’s important to understand the reality of this crisis and how the ripple effect impacts millions of workers in the UK. The rise of consumer goods and services by 9.6% in October 2022 and the inflation rate staying at 4.2% exiting December 2023 means that workers are forced to re-evaluate how they manage their money and the resources available.

Financial insecurity has a huge impact on mental health, leading to increased levels of stress, anxiety, burnout, and depression. In fact, a survey from the British Association of Counsellors and Psychotherapists (BACP) found that 61% of therapists had reported clients experiencing anxiety over being able to pay household bills, 52% losing sleep due to their financial anxieties, and 49% cutting meaningful activities out of their schedules due to cost worries, including gym memberships.

Adding the costs associated with commuting, which can range from paying for petrol (which has also seen increased fluctuations in price) to train and bus tickets, can mean another level of concern for workforces.

While businesses can’t provide every solution for their employees, there are ways and steps that can be taken to ensure that they’re supported where they’re able to. Commuting costs is one area that can be focused on, such as by promoting alternative transportation options.

This can be through organising car-sharing for drivers in your workforce to pick up non-drivers and save on

petrol or offering a cycle-to-work scheme to provide workers with bikes and encourage the embracing of more sustainable transport.

Not only does it help with sustainable transport outlooks for commuters, but it also encourages a healthier approach to journeys to and from work. Cycling promotes a boost in both physical and mental health. The endorphins experienced through cycling can help improve mental health and allow employees to enjoy their commute more.

Another option for businesses to offer is flexible scheduling or remote working, which can help workers avoid peak times for commuting and reducing associated expenses. This can also contribute to greater support for employees to strike an improved work-life balance, while also saving considerably on costs related to work travel.

Commuting costs are not the only financial area that businesses can assist their workers with, as reviewing financials with some adjustments could help keep worker wages in line with inflation.

However, the cost-of-living crisis is also affecting businesses, meaning that financial options may not be as available as they would be usually.

Finding a way to support employees through the challenges presented by the cost-of-living crisis is crucial to helping improve their financial wellbeing, mental health, and the morale of the workforce. Implementing initiatives that aim to be more costeffective and providing knowledge can help build solid foundations to get them more engaged and considering their own finances.

Hybrid working is here to stay –Here’s how to support your employees

Managing workforce mobility in the current work environment is key, and HR and industry leaders have a role to play in optimising their systems to empower workers. Here, Clinton Groome, CEO at Espria confirms there has been a noticeable shift in companies’ work structure and in order to remain competitive within the business sector, attitudes towards hybrid working must change.

In recent years, businesses have had to adapt to the working arrangements to support their employees. The IT industry, in particular, has seen a significant shift toward hybrid working however, this has brought several challenges that must be addressed through a holistic approach led by both managers and HR.

A 2024 Gartner report found that while 41% of HR leaders believe employees’ connection to culture is compromised by hybrid work, 56% also admitted their technology solutions and strategy do not match their business needs i.e. those supporting communication and digital transformation.

HR managers must foster a sense of connectivity among workers regardless of their physical location by providing the IT support necessary for employees to work productively.

Many companies might wish to mandate an officecentric approach to working but this can overlook the numerous benefits of hybrid work such as greater opportunities for employee flexibility, opportunities to reduce overheads on premises, and increased employee engagement and productivity. A thoughtful hybrid working arrangement can retain employees and attract great candidates for whom hybrid work is preferable. Resisting this new work format may lead to talent loss that hinders long-term competitiveness in what will inevitably become a more virtual workforce.

Without adapting to flexible workers, businesses risk losing the opportunity to grow their teams. A critical component of a successful hybrid workplace is having the right tools in place to deliver frictionless service for devices connecting remotely. This includes providing hardware resources and platforms for hybrid workers, such as conferencing and team messaging which can encourage a sense of community and real-time idea

sharing, as well as optimising networks for remote access through cloud-based solutions. This can reduce IT costs, ensure operational efficiency (such as accessing files) and encourage collaborative efforts across different work locations.

However, these investments also come with security challenges and businesses must train workers on the new technologies and establish well-defined remote work policies to maintain consistency and a clear understanding of the risks of phishing and social engineering. By implementing robust data protection measures and strengthening remote access security through VPNs, businesses can mitigate risk from attacks and ensure peace of mind for both hybrid workers and managers.

Hybrid working is here to stay and the need for reshaping IT to support employees is clear. HR and company leaders have a vital role to play in helping their remote workers to thrive. By implementing tools to address employee concerns, businesses can foster a positive culture and a workforce that is not only secure and efficient, but more productive.

Equipping your employees with the right technology tools facilitates easier collaboration while also optimising their time in and out of the office. By effectively managing this challenge, companies can reap the benefits of increased talent retention and help hybrid workers with work-life balance.

Recognising the essential role of mental, emotional, and physical wellbeing in the workplace

In the challenging landscape of the 21st century, Sadhna Monteiro, the visionary founder of Divine Love and experienced psychotherapist, leads a revolution in the workplace by highlighting Well-Being Leadership she calls HeartCentered Leadership. Here Sadhna offers an insight into this innovative approach to help employers to not only follow trends, but create a fundamental shift in how organisations prioritise the wellbeing of their employees and offer an assertive and empathetic response to the world we live in.

Heart-centered leadership is not just a management style; it is a holistic vision that recognises the essential role of mental, emotional, and physical wellbeing in the workplace. It’s about understanding that a healthy and happy workforce is the cornerstone of any successful organisation. We can no longer talk about business management without thinking with the heart; the brain-heart dichotomy is increasingly the answer to the challenges companies face worldwide.

Providing a pleasant workplace with traditional benefits is an out-dated model in the face of current needs. Heart-Centered Leadership goes beyond, recognising the importance of the quality of life and the mental and physical health of employees.

This new paradigm seamlessly integrates wellbeing practices into daily corporate culture. It’s not just about adding benefits; it’s about creating an environment where mindfulness, work-life balance, and support are ingrained in the organisation’s DNA. It’s a change that goes beyond slogans to prioritize the health and happiness of each team member.

Leaders with a distinctive profile and beyond traditional skills are needed. The Leader of the Future is someone with a genuine interest in people, human behaviour and emotions.

Heart-centered leadership is an art form that elevates employee connection to new heights. By fostering a sense of purpose, belonging, and fulfilment, leaders who adopt this approach recognize that connected employees are the beating heart of a thriving work environment. Even though it may seem obvious, pressure, manipulation, and overload are still common in many companies. Heart-centered leadership aims to transform this reality.

This new paradigm is a revolution and not just a change. A cultural shift towards an empathetic, inclusive, and well-being-centered corporate environment is needed. Leading with the heart involves adopting a peoplecentered approach, demonstrating empathy, compassion, and genuine concern for the wellbeing of employees.

This visionary approach is setting the standard for a more sustainable and people-centered business model. Maintaining high levels of production in a company while remaining empathetic and inclusive can be challenging, but it is crucial to create a healthy and productive work environment with respect for the human being.

Heart-centered leadership is not just about numbers; it’s about creating a positive feedback loop. By investing in the health and happiness of your team, companies initiate a chain reaction where productivity increases, employee turnover decreases, and absenteeism becomes a thing of the past.

As we navigate the complexities of the 21st-century corporate landscape, embracing Heart-Centered Leadership is not just a choice, but an urgent necessity. We are not just seeking productivity; we are creating an environment where people thrive emotionally, mentally, and physically.

Join the Movement: As organisations deal with the challenges of the modern business landscape, the call for Well-Being-Centered Leadership grows louder. Exploration of this transformative trend serves as a guiding light for leaders and organisations seeking to create healthier, innovative, and productive work environments.

Menopause: Are You Doing Enough to Support Your Employees?

A new survey has revealed that more than 1 in 10 Brits believe that those suffering with menopause symptoms should not be eligible for sick leave, despite the fact that 63% of menopausal women say their working life has been negatively affected by its symptoms. Here, Dr. Thom Phillips, a qualified doctor with over 10 years experience working with both menopausal and perimenopausal women offers some insght on the findings from the study and stresses that this isn’t about women during the menopause wanting to be off work.

The recent study comes just 3 years after their study of 1,000 women aged 45+ found that 90% of workplaces have no formal support in place for women experiencing the menopause.

The same study found that just 3% of women said their workplace has menopause specific policies in place. And again, just 3% said their line managers had received specific training around menopause

The survey was conducted in November 2023 using an ESOMAR-practising market research company. A demographically representative panel of 2,005 people aged over 16 in the UK were surveyed.

Make no mistake, the menopause can cause serious symptoms that really make it difficult for people to go about their daily lives. It impacts both mental and physical health and can make day-to-day tasks difficult.

What we refer to as “hot flushes” aren’t simply just feeling a little warm here and there. Hot flushes can involve very sudden feelings of heat across your entire body and face. It can lead to sweats and even dizziness. It usually lasts a few minutes. Some women experience them a couple of times a week. For some it’s every hour! So you can imagine that could be practically debilitating for some women.

One of the biggest impacts of menopause is to your mental health. Low mood and anxiety are common symptoms and they don’t just affect women with a previous history of mental health concerns either. Women who’ve never been affected by poor mental health can suddenly find themselves experiencing this for the first time during menopause.

It’s important that we accommodate the needs of women experiencing menopause in the same way we would accommodate anyone else who needed to adapt their role in order to work around a health condition. Flexibility in hours or working location or even changing some of the day-to-day tasks might be things that could help.

This isn’t about women during the menopause wanting to be off work. It’s very much, in the case of almost all the women I speak to, that they would just like to get about their daily lives. In some cases, though, some adaptations are needed.

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