Hr NETWORK Magazine November 2024 Volume 21 Issue 2
an experience, like no other
Our newly renovated showroom is open and ready to be rediscovered. We recently embarked on an incredible transformation to create a space that celebrates heritage whilst innovating with contemporary design.
16
COVER STORY
Entrepreneurial HR: Creating a new chapter in people and organisational agility
Andy Moore looks at Entrepreneurial HR and how it can breathe new life into people practices, creating innovation, opportunities and collaboration to achieve dynamic talent management.
Julie Hirst
AAB People
Employment Law Update: Implications for the Workers Protection Act 2024 p. 14
Hamish Shah
CMI
Insight: Artificial Intelligence and increasing management capability can be a boost to workplaces p. 42
Jacqui Sjenitzer,
The Firefly Group
Insight: Leading with Integrity: How to Create a Culture of Trust in the Workplace p. 43
Founder and Publisher: Lee Turner lee@hrnetworkscotland.co.uk
Senior Associate Editor: Andy Moore editor@hrnetworkscotland.co.uk
Welcome to our November issue of Hr NETWORK magazine. We’re super excited ahead of this month’s Hr NETWORK National Awards Gala Dinner 2024.
The Hr NETWORK Team are putting the finishing touches to what promises to be the biggest and the best HR industry event for 2024, taking place in Glasgow on Thursday 14th November.
We have a wonderful evening of celebration planned and the prospect of hosting over 700 guests this year with the chance to recognise, acknowledge and reward the champions of the HR and people management & development industry in Scotland.
Awards Gala Dinner 2024
We are very grateful to all of our category and supporting sponsors for their support this year and thanks also to the many organisations that have secured a Table of 10 at the forthcoming Gala Dinner.
This Issue
In this online edition of the magazine, Andy Moore looks at Entrepreneurial HR and how it can breathe new life into people practices, creating innovation, opportunities and collaboration to achieve dynamic talent management.
We also have a full preview of all the finalists and sponsors in this years Hr NETWORK National Awards 2024 and the following issue in January 2024 will feature the winners from the Gala Dinner taking place at the Hilton Glasgow on Thursday 14th November.
The regular sections of the magazine include: News, Stats and ELU and a range of Insight features on some hot topics in the people management & development world.
Finally, I want to dedicate this issue of Hr NETWORK Magazine in memory of my dear father-in-law Peter Cormack, who suddenly passed away on Thursday 10th October 2024. He was an incredible husband, father, grandfather and father-in-law to us all. A regular reader of our printed magazine and attendee at many of our
Hr NETWORK events over the years, Peter was a tremendous source of encouragement and support to my wife Donna and I, as we laid the foundations for Hr NETWORK Magazine and he will be sorely missed.
I hope you enjoy your online copy of Hr NETWORK Magazine and look forward to welcoming everyone attending the Awards Gala Dinner on 14th November in Glasgow.
Lee Turner Publisher
Contributors: Julie Hirst, Jacqui Sjenitzer, Hamish Shah
Asda trials new initiative for primary, secondary and college students
Asda is trialling a new three-tiered school engagement programme, designed to help pupils develop career skills and encourage community engagement across primary, secondary, and college student year groups.
Running for the duration of the academic year, each programme will align with the United Nations Sustainable Development Goals and specific ESG related content such as food waste, a circular economy, and inclusivity.
The programmes targeting secondary and college students will also help to build employability skills, encouraging students to hone their public speaking and problem-solving skills – all while showcasing the breadth of careers Asda has to offer.
Hayley Tatum MBE, Chief People and Corporate Affairs Officer at Asda, said: “Through this programme, we hope to encourage students to take a keen issue in the important issues facing our planet, while demonstrating the breadth of careers on offer at both Asda and within the wider food and drink industry.”
Each programme will be trialled within ten schools and colleges in West Yorkshire, with Asda encouraging students from disadvantaged backgrounds to participate.
All three programmes will encourage the discovery of hidden careers, showcasing to students of all ages jobs in the food and drink industry that they may not be aware of but could have the skills needed to thrive.
The programme is the latest initiative from the food and drink sector to attract new talent, following the recent launch of the #MMMakeYourMark campaign from IGD, which showcases the food and drink sector as a dynamic and vibrant place to work.
Asda also continues to provide support for schools, having raised more than £2.5m for UK primary schools after three weeks through its Cashpot for Schools initiative.
The campaign was launched at the start of this month, and sees the supermarket donate 0.5% of the value of any shop to a customer’s primary school of choice when they shop using Asda Rewards.
72%
of UK firms struggle with skills gaps and
are turning to
AI and upskilling amid £275m productivity loss
72 per cent of companies are lacking the necessary talent in key areas like AI, data analytics, and cybersecurity – up from 69 per cent in 2023, according to a new report from Docusign’s Digital Maturity Report 2024. Businesses are increasingly focusing on ‘quiet hiring,’ upskilling their current workforce, and leveraging AI tools such as ChatGPT to address the shortage without expanding headcount. The number of companies using AI to fill skills gaps has risen by 42 per cent in 2024.
Despite increased investment in digital transformation, UK companies are still struggling to improve productivity. Workers are wasting an average of two days a week on
manual, low-value tasks, costing businesses over £275 million in lost productivity each year. This inefficiency is also causing dissatisfaction among employees, with 41 per cent considering leaving their roles due to outdated processes.
However, while 35 per cent of companies plan to invest more in AI over the next year, only 43 per cent feel fully prepared to implement it, with concerns around security and data protection still holding many back. Despite these challenges, boosting efficiency through AI and digital tools remains a top priority as companies look to close the gap between their technology investments and productivity outcomes.
Sheila Flavell, COO Of FDM Group commented: “With AI advancing rapidly, businesses are investing more to stay competitive. However, it’s crucial for companies to provide high-impact skills training to help their staff keep pace with evolving technology. Upskilling in AI, data analytics, and security ensures they have the talent needed to drive digital transformation.
To effectively upskill workers in these areas, businesses must prioritise experiential learning, giving employees the hands-on experience necessary to apply new technologies. This approach not only boosts productivity but also reduces the reliance on ‘quiet hiring’ and helps retain top talent by offering real opportunities for growth.”
Career development is the number one reason why employees quit their jobs
Lack of career development is the number one reason that employees quit their jobs, according to a new report by Great Place To Work Belgium and Vlerick Business School. The report also found that employees commonly consider leaving an organisation due to a lack of trust in management and a poor workplace culture.
The study, Great Ways to Explore Career Expectations, was conducted by Felien Lison and Astrid Vandenbroucke – both from Great Place To Work Belgium – and Dirk Buyens, Professor of HR Management at Vlerick Business School.
The report focuses on how potential employees search for job roles, what employees expect from their employers, what drives talent retention and attraction and the effectiveness of employer branding. To do so, the researchers surveyed over 300 employees based in Belgium, in late 2023 and early 2024. Participants were
asked to answer questions related to their career expectations, as well as what they expect from an ideal employer.
Not only did the research identify the most likely reasons as to why people leave organisations, but it also identified the reason as to why most people join a specific organisation, such as financial motivations. Future career development, meaningful work and a good workplace culture are also aspects found to drive people to apply to a certain organisation.
Interestingly, women placed more importance on finding a job role which gives them flexibility in terms of where and when they are able to work, whilst men were more likely to place importance on the financial compensation of a job role.
When applying for a new job role, the researchers also found that the most popular method was through LinkedIn and other social networking sites. Whilst other popular methods were word of mouth, company websites, and specific jobs platforms.
The research also concluded that companies with a strong brand, that were known for treating their employees well, were more likely to attract and retain good staff. Indeed, Potential applicants were much more likely to apply for a company which has received awards, certificates and recognition for being a great place to work.
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.
Lyndsey Denning appointed Chief People Officer at Reconomy
Reconomy, the leading international circular economy specialist, has appointed Lyndsey Denning as Chief People Officer (“CPO”), with her new role effective immediately.
Lyndsey joined Reconomy 11 years ago, starting her career as a HR & Training Manager based in its Telford office. Since then, she has played an instrumental role in developing Reconomy’s ‘People First’ strategy and contributing to the success of the People Team. Under her leadership, the Company has seen its scores relating to employee engagement, collaboration and communication increase significantly in its annual colleague survey known as MyVoice. Lyndsey has also worked hard to enable colleagues to pursue satisfying career paths and encourage internal progression, with more than 25% of vacancies filled through internal promotions and 21,570 hours of training delivered in 2023.
The promotion of Lyndsey to this role comes as Reconomy has experienced rapid growth in recent years and now employs more than 4,000 colleagues operating in over 80 countries. To continue to underpin this growth, Reconomy recently announced the launch of a new Change and Transformation function to bring together
Poor employment rates amongst those with neurodivergent conditions, research by Heston Blumenthal OBE reveals
Research commissioned by restaurateur and chef Heston Blumenthal OBE, who has been diagnosed with ADHD and bipolar, finds more than one in ten (11%) people in the UK have been officially diagnosed as neurodivergent, of which 21% are neither in full - nor part-time paid employment
The survey of over 1,000 people finds that of those who are neurodiverse, more than half (56%) are in full-time employment and 23% work part-time. The remaining 21% have no paid work.
When asked if those who are neurodivergent work part-time because they have struggled to find full-time positions due to their diagnoses, 24% agree this was the case, 67% say no, while 9% prefer not to say.
the expertise and capabilities across its brands. This function will report into Lyndsey.
Lyndsey and the People Team will focus on enhancing Reconomy’s HR offering, developing the Colleague Value Proposition and providing a consistent employee experience across the entire organisation. Lyndsey will oversee the Centre of Excellence, encompassing Colleague Experience, HR Systems & Data, Reward & Recognition, Learning & Development and Internal Communications. Lyndsey will also continue to champion diversity and inclusion initiatives, which are central to Reconomy’s values.
Guy Wakeley, Chief Executive at Reconomy, commented: “I am delighted Lyndsey has been promoted to this role. She has been a major driving force behind our success, championing our values and working tirelessly to make sure Reconomy is a positive and inclusive place to work.”
Lyndsey Denning, Chief People Officer at Reconomy, commented: “I’m thrilled to have been promoted to this role and I am excited to continue working with incredible people as we work together to foster a vibrant and welcoming culture where our values and behaviours are actively lived and breathed at every level of the Company.”
This figure rises considerably for male respondents. Two-fifths (40%) of men say they are working part-time because they could not find full-time employment as a neurodivergent person. Eighteen per cent of neurodiverse women say the same.
The research reveals that the majority of respondents who are neurodivergent did not receive a diagnosis until they reached their late teens.
Almost (23%) were aged between five and 15 years old when they received a diagnosis. Meanwhile 17% were aged between 15 and 20 years old; 31% were between 20 and 40; 8% were 40 to 50 years old and 7% were over 50.
The survey also finds more than one in ten (13%) of respondents think they are neurodivergent but are yet to be diagnosed. Two-thirds (67%) say they do not think they have a condition while 21% are unsure. The percentage of undiagnosed individuals was much higher for women (16%) than men (8%).
Of those who are yet to be diagnosed but think they are neurodivergent, almost three-quarters (74%) work for an organisation, 9% work for themselves, while 18% are unemployed.
Almost a quarter (23%) of respondents admitted that they have turned down a job because
they didn’t like the office
Almost a quarter (23%) of respondents admitted that they have turned down a job because they didn’t like the office and this figure rose to almost a third (32%) for 18 – 24-year-olds indicating the need for a high-quality office environment for the younger generation. Geographically, workers in the capital are most likely to pass on a job based on the office surroundings, with a third (32%) of London based workers admitting to declining a role for this reason.
The research, commissioned by real estate investment firm Castleforge, highlights the importance of a highquality office for workers, and the investment opportunities for amenity-rich, fully serviced workplaces in convenient locations.
The date also focused on the importance of amenities – both near the office and within it. A majority (51%) of respondents say that they value socialising at the restaurants, bars and gyms near to their office, whilst almost half (46%) say offices with their own amenities such as gyms, cafés, and showers improve their experience of coming into work.
These creature comforts don’t impede respondents’ ability to get work done, however. Two in five (41%) believe they are more productive in the office, and one third (33%) say they spend significant amounts of time procrastinating when they work from home.
This is especially true for young people aged 18-24; over half of whom (55%) say they get more done if they commute in.
Remote workers also reported that their social life has been affected by the modern-day hybrid work pattern, with almost one third (30%) claiming that working from home regularly negatively affects them, rising to more than 2 in 5 (44%) of 18–24-year-olds.
Alongside the quality of the office itself, employees are increasingly taking sustainability into account when choosing their place of work. According to the polling, almost one third (31%) of Brits would turn down a job offer if the company had a bad record on the environment.
LHH releases Salary Guide detailing the most sought-after skills and average salaries in sectors including HR
Recently, LHH (a global business unit of the Adecco Group) released its 2025 Salary Guide, detailing the most sought-after skills in many sectors - including HR. (page 26)
The job market in the UK has cooled this year, putting the onus on businesses to retain their top talent through up-skilling, leadership development, and of course, competitive remuneration.
Across the board, employees are craving stability, and a sure fire way to do that is to offer them a salary and benefits that keeps them invested. With that in mind, LHH’s 2025 Salary Guide finds:
• Transferable skills: 66% of human resources professionals feel that their current skills are transferable to other roles in their industry. This is as 61% feel that their current skills are transferable to other industries. However, only 57% of accounting professionals feel like their current skills are transferable to other industries.
• Benchmarking: When it comes to some HR roles, the size of the company doesn’t impact the salary. A Recruitment/Talent Acquisition Partner earns on average £46,160 at a small sized company and £47,900 at a medium sized company. Whereas, the average base salary for a Head of Recruitment is £86,000.
• Diversity plays a role: Companies with diverse executive teams are 35% more likely to financially outperform competitors. Nearly one in five (19%) of organisations with diverse leadership teams generate 19% more revenue.
One in five employers expects an increased demand for menopause support
One in five employers (20%) expects an increased demand for female gender-specific support, such as for the menopause, according to research from Towergate Employee Benefits. Towergate Employee Benefits is encouraging employers to see how they can meet this demand, and provide menopause support for employees.
It is estimated that 6 million employed people in the UK are experiencing menopause, with symptoms impacting both physical and mental health, ranging from anxiety to difficulty sleeping.
Debra Clark, head of wellbeing at Towergate Employee Benefits, says: “The people affected by menopause are often at the pinnacle of their career. They have a wealth of experience and knowledge and are just too valuable to the working world to lose because of the lack of workplace support, so it is vital that businesses provide support for this valuable demographic.”
A good starting point for menopause support is education. Making employees aware of the symptoms and issues associated with the menopause can help both those going through it themselves, and their colleagues, to be more understanding of the situation and the
NatWest Group names new Chief People Officer as Maria Kokkinou
Maria Kokkinou has recently been named as the new Chief People Officer of NatWest Group. She will report into Group Chief Operating Officer, Jen Tippin, and will join the bank in early 2025.
Maria said: “I’m delighted to join NatWest Group as its Chief People Officer to help drive growth in a very exciting time in the bank’s transformation journey.
“I am looking forward to working alongside the Executive Committee and colleagues to build on the foundations in place to develop our colleague experience and shape our new performance culture to deliver success for our employees, customers and shareholders”.
Maria will bring a wealth of experience and expertise to NatWest Group, most recently from Rolls Royce, where she is the Global People Director for Civil Aerospace.
potential requirements of the individual. Including younger colleagues and those who won’t directly go through the menopause in the communications can help them to be more supportive of their colleagues.
There is an increasing amount of support available for menopause, and the options are expanding all the time. There are a growing number of specialists now providing support specifically for the menopause, and this area of employee benefits is becoming more common through mainstream health insurers, as well as directly from advisers.
Providing menopause support can boost productivity in the workplace, decrease absenteeism and help businesses to retain crucial talent and experience. And with the Equality and Human Rights Commission also encouraging support for menopause in the workplace, the subject is gaining prominence so it’s a good idea for organisations to be on the front foot.
In this role, Maria played a key role in transforming the business to become more resilient, competitive and high performing through culture, people and organisation change.
Group Chief Operating Officer, Jen Tippin, said: “The Chief People Officer role is pivotal to creating the performance culture required to create an environment where our customers and colleagues can succeed.
“Maria’s experience of driving growth and transformation, coupled with her track record leading enterprise-wide culture change in customer-facing organisations, makes her the ideal person to lead our People Function.”
Successful LGBT Charter programme opens to businesses
Organisations throughout Scotland can now sign up to an initiative that boosts inclusivity and the experiences of LGBTQ+ staff, clients and stakeholders.
The LGBT Charter scheme, delivered by LGBT Youth Scotland, is a programme which has provided hundreds of schools, further education facilities, charities and public sector bodies with the training and tools to challenge prejudice while supporting equality and diversity.
It is now branching out into the private sector and is available to businesses seeking to improve their training and demonstrate their positive attitude towards people of diverse backgrounds.
Dr Mhairi Crawford, Chief Executive with LGBT Youth Scotland, said: “The LGBT Charter goes beyond mere accreditation; it represents a declaration of support for equality, diversity, and the rights of LGBTQ+ individuals.
“Participating in this programme allows organisations to convey a strong message of allyship in the journey towards inclusivity and acceptance.
“We’ve seen around two-thirds of Scotland’s schools embark on the scheme and it is creating positive cultural changes. We would love that success to be replicated across the business world.”
With a commitment spanning more than two decades to advocating for LGBTQ+ rights and inclusion, LGBT Youth Scotland wants to ensure that all workplaces and services across the country are safe, supportive, and welcoming for everyone.
Anila Mirza at Historic Environment Scotland completed the Charter in 2023 and said: “Participating in the Charter Mark Programme has provided us with an insight into the areas where our organisation can enhance LGBT equity.
“Through this programme, we’ve been able to improve our policies and practices, fostering a more inclusive workplace environment for LGBT individuals. The guidance and encouragement provided by LGBT Youth Scotland have been invaluable to us throughout this process.
“As one of the first heritage organisations in Scotland to receive the LGBT Charter Mark, we anticipate that our involvement will allow us to inspire the heritage sector to promote greater inclusivity for the LGBT community.”
The LGBT Charter offers a structured approach for organisations to demonstrate their commitment to LGBTQ+ inclusion. Through training, policy revision, and active engagement with the community, organisations have the opportunity to achieve Bronze, Silver, or Gold accreditation levels. Each level signifies a deeper commitment to implementing LGBTQ+ inclusive practices.
The blame game: 45% of parents admit to making excuses
at work due to childcare
More than two in five (45%) working parents admit they have or would make up an excuse to their employer in order to take time off work to care for their poorly child, according to new research from protection and employee benefits provider, MetLife UK.
The research, which surveyed working parents with children aged 22 and under, explored the impact on parents when their child has an accident or is unwell. It found that the most common excuse parents have or would give is being ill themselves (18%). Having an appointment (13%), followed by citing a problem at home, such as a leak (9%), also made it into the top three excuses.
Excuses working parents have or would give to their employer when taking time off to care for their child(ren) if they`ve been unwell or had an accident:
• I’m ill - 18%
• I have an appointment - 13%
• A problem in the home i.e. a leak - 9%
• A colleague has covered for me- 8%
• My child got in trouble at school - 8%
• There’s been a death in the family - 6%
• A relative was poorly I’ve put a fake meeting in the diary - 6%
• I haven’t said anything, I’ve just gone/switched off - 5%
• I had a car accident - 4%
• No internet access - 4%
• Said I had to go to the vets - 4%
The research also found mums are more likely to take time off work to look after their child should they have an accident or feel unwell than dads (53% vs 23%).
Looking at why working parents may have made excuses for taking time off work to care for the child, almost half (49%) said they were concerned about telling their employer the truth - that they needed to take time off due to childcare. This not only highlights the pressure working parents feel in maintaining their careers and looking after their children, but also how parents may feel conflicted over which responsibility to prioritise.
THE IMPLICATIONS OF THE WORKER PROTECTION ACT 2024 FOR UK HR PROFESSIONALS
By Julie Hirst, HR Manager AAB People
In the ever-evolving world of employment law, the case of Mohamed Al Fayed, the former Harrods owner, making headlines with allegations of sexual harassment, serves as a stark reminder of the potential risks businesses face if they do not actively combat workplace harassment.
His case echoes the new responsibilities that the UK’s Worker Protection Act 2024 places on employers to protect employees from sexual harassment and prevent it before it occurs.
As HR professionals, it’s crucial we understand the legal changes that took effect on 26 October 2024 and implement strategies that ensure compliance. The Worker Protection Act introduced a new preventative duty, adding to the existing protections in the Equality Act 2010. With the new regulations in place, employers must take proactive measures to safeguard employees and third parties from sexual harassment or risk enforcement action from the Equality and Human Rights Commission (EHRC).
Enhancing Workplace Protection
The Equality Act 2010 already protects against sexual harassment, defining it under Section 26(2) as unwanted conduct of a sexual nature that either violates a person’s dignity or creates an intimidating, hostile, or offensive environment. It also protects workers from being treated unfavourably for rejecting or submitting to such conduct.
However, concerns that these protections were insufficient have led to the introduction of the Worker Protection Act. This new law takes things further by placing a positive duty on employers to take reasonable steps to prevent sexual harassment from occurring in the first place—whether the harassment involves employees or third parties, such as clients, contractors, or visitors.
Previously, organisations could avoid liability for sexual harassment claims if they could demonstrate that they had taken reasonable steps to prevent the conduct. However, it is now up to businesses themselves to do more than react to incidents that occur, going that step further and actively mitigating the risk of sexual harassment occurring.
Key Responsibilities Under the Worker Protection Act
As of October 2024, employers now face heightened scrutiny regarding their efforts to prevent sexual harassment in the workplace. Failure to meet the new requirements may lead to action from the EHRC, including investigations, enforcement notices, and legal agreements mandating future compliance.
The most significant change is that employers will be held accountable for harassment by third parties as well as employees. This requires a more comprehensive approach to managing risks.
Here are some steps you can take to achieve compliance:
1. Develop a Robust Sexual Harassment Policy - It’s essential that you create a clear sexual harassment policy. This will outline to your team what constitutes unacceptable behaviour, how employees can report concerns, and the process for addressing complaints. This policy should be easy to access, wellcommunicated, and regularly updated to reflect the latest legal requirements.
2. Link Relevant Policies - Sexual harassment doesn’t happen in isolation, so it’s essential to integrate the sexual harassment policy with other relevant policies. These might include policies covering IT use or even business travel where additional risks might occur.
3. Provide Ongoing Training-Regular training on sexual harassment prevention is critical for your team, from entry-level employees to senior management. It’s important that everyone receives the same level
of training. This can help employees to recognise inappropriate behaviour, understand their rights, and know how to protect themselves and others. It should also instil a clear understanding of the organisation’s zero-tolerance approach.
4. Communicate a Zero-Tolerance Policy - It needs to be unequivocally clear across your organisation and within your teams that sexual harassment will not be tolerated. This message should be communicated not just to employees but to everyone associated with the business, including contractors and visitors. Consider posting notices in shared spaces to reinforce this message.
5. Establish a Confidential Reporting MechanismCreating a secure and supportive environment for employees to raise concerns is crucial. Implementing an independent whistleblowing service can significantly strengthen this effort by ensuring greater impartiality and confidentiality. With an external party managing the process, potential conflicts of interest are minimised, as internal staff are not involved in the investigation. This approach enhances employee trust in the reporting system, ultimately promoting more transparent and honest disclosures of misconduct.
Act now to ensure compliance & prevent liability
With the Worker Protection Act in force, it’s essential that you ensure your organisation is taking the necessary steps to protect employees and third parties from sexual harassment. If an employer is found liable for sexual harassment, and it is determined that they failed in their preventative duty, compensation to the affected employee could be increased by up to 25%. By acting now, you can foster a safer, more respectful workplace culture to position ourselves as proactive custodians of workplace wellbeing and compliance, protecting both your employees and your organisation.
Entrepreneurial Entrepreneurial
CREATING A NEW CHAPTER IN PEOPLE AND ORGANISATIONAL AGILITY
Entrepreneurial HR can breathe new life into people practices, creating innovation, opportunities and collaboration to achieve dynamic talent management. Andy Moore explores how this forward-thinking approach is reshaping HR’s future.
Entrepreneurial HR: Entrepreneurial HR:
ORGANISATIONAL
“Innovation is the specific instrument of entrepreneurship,” so declared world renown management consultant, Peter Drucker.
His sentiment strikes a chord when considered in the context of entrepreneurial HR. Many see the concept as a catalyst for innovating practices so they are agile and versatile to meet the dynamic requirements of modern organisations.
Rather than reaching for the dusty HR handbook, the process is not bound by rigid hierarchies or excessive bureaucracy, it’s about maximising opportunities for people and the organisation itself. Entrepreneurial HR embraces a collaborative, people-centred strategy that aligns with an organisation’s shifting needs.
HR leaders that prioritise a human-centred approach to improve people performance are up to 12 times more successful, according to a study by Ernst Young (EY) and Saïd Business School at the University of Oxford.
In the spirit of entrepreneurial HR, the EY study reveals a three-step human-centred approach: Sensing – focusing on early detection by looking beyond traditional lagging KPIs to behavioural and emotional changes of people. Sense-making - identifying and addressing root causes of issues in collaboration with team members. Actingreinforcing key drivers that include engaged leadership and fostering a culture of inspiration.
Entrepreneurial HR enables organisations to build workforces that thrive in uncertain environments, fostering creativity and empowering employees to take ownership of their roles. Traditional people practices focus on stability, compliance and maintaining consistency to mitigate risks, standardise operations and ensure long-term sustainability.
But while these practices may work for large, established organisations, they may lack the flexibility needed in fast moving, more innovative businesses, especially for start-ups that must scale at pace.
Entrepreneurial HR leadership, by contrast, has evolved to meet the demands of organisations that must rapidly adapt and grow.
Josh Bersin, Global HR Research Analyst and CEO of The Josh Bersin Company, says: “Leadership is no longer about hitting the numbers and ensuring operational rigour. It’s now a game of driving change, empowering and developing people, and giving people the flexibility, rewards and growth they need.”
Rather than focusing solely on compliance and administrative tasks, entrepreneurial HR serves as a strategic partner, playing a critical role in shaping an organisation’s direction. It emphasises hiring multi-
“Leadership is no longer about hitting the numbers and ensuring operational rigour. It’s now a game of driving change, empowering and developing people, and giving people the flexibility, rewards and growth they need.”
talented individuals who can pivot as the business evolves, fostering a culture where they are encouraged to experiment, take risks and contribute to the organisation’s innovation.
The process is about creating an environment where employees feel empowered to contribute to their organisation’s mission, driving growth and success in a competitive landscape.
Those operating in fast-paced environments must be able to respond quickly to changes in market conditions, business demands and industry trends. Entrepreneurial HR practices support this by allowing practitioners to adapt policies and practices as needed, from updating performance evaluation systems to creating new roles that reflect the evolving needs of the business.
Josh adds: “Again and again we see stories of companies falling behind, doing a layoff and then struggling to grow. These strategies must be accompanied by a strong and connected leadership strategy, otherwise employees simply quietly quit or refuse to adapt.”
Company culture is another critical focus for entrepreneurial HR. In innovative organisations, culture plays a central role in driving employee engagement and fostering collaboration. Entrepreneurial HR practices aim to build a workplace environment that encourages open communication, creativity and a sense of belonging. This focus on culture helps attract like-minded individuals who are passionate about their organisation’s mission and vision, contributing to long-term growth.
Attracting and retaining top talent is a challenge for any organisation, and enterprising practices must employ innovative strategies to stay competitive in this area.
Retention initiatives often offer flexible work arrangements, equity options and opportunities for professional development.
Likewise, performance management is another area where entrepreneurial HR departs from traditional models. Instead of relying solely on annual reviews, it emphasises continuous feedback and real-time performance management.
This approach allows employees to receive timely guidance, make adjustments and stay aligned with the organisation’s goals. It also fosters a culture of ongoing learning and development, which is essential for both employee satisfaction and organisational success.
Technology also plays a significant part in the evolution of entrepreneurial HR practices.
HR tech solutions, such as Applicant Tracking Systems (ATS) provided by Hr NETWORK supporters Jobtrain, one of the UK’s leading ATS companies, and Human Resource Information Systems (HRIS) can streamline recruitment, onboarding and data management, allowing HR to focus on strategic initiatives.
Ultimately, entrepreneurial HR is essential for organisations to innovate and thrive in today’s fastpaced business environment. By prioritising agility, fostering a strong company culture and investing in employee development, practitioners can build a workforce that is adaptable, engaged and prepared to drive long-term success.
And this is nicely summed up by Art Mazor, Global Human Capital Practice Leader and Principal at Deloitte Consulting: “While organisations grapple with many challenges, a fundamental shift they should embrace is putting humans back at the centre of work. After all, it is humans, more than any physical assets, that drive business performance.”
Entrepreneurial HR
• Maximises opportunities for people, policies and the organisation itself.
• A catalyst for rejuvenating practices so they are innovative and agile.
• Embraces a collaborative, people-centred strategy, aligning with shifting needs.
• Helps workforces to thrive in uncertain environments, fostering creativity.
• Serves as a strategic partner to shape an organisation’s direction.
• Creates an environment where employees feel empowered to contribute to the organisation’s mission.
• Allows practitioners to adapt policies and practices as needed.
One in four employees looking for a new job
Millions of people have been considering, and actively pursuing, a job switch this year, according to a new survey by HR software provider Ciphr. The poll of over 1,200 UK employees found that one in seven (15%) had started a new job in the last six months or so. While a further one in four (26%) have been ‘actively job hunting’, due to continuing cost-of-living pressures.
Workers at the beginning of their careers – who tend to be among some of the lowest earners – are the most likely to be primed to leave.
Over half (53%) of Gen Z employees, aged 18-24, and a third (34%) of younger Millennials, aged 25-34, said they were looking for better-paying roles. This contrasts to around a quarter (28%) of 35-44-year-olds, a fifth (22%) of 45-55-year-olds, and a tenth (9%) of those over 55.
Notably, over half (53%) of respondents who are, or have been, looking for a different job this year have also taken on more hours or extra shifts to supplement their income, and two in five (40%) have taken on an additional job or side hustle.
Based on Ciphr’s data, Londoners are comparatively more likely to be in the market for a new position than other UK workers, with well over a third (37%) reportedly ‘actively job hunting’. Nearly a third of employees in the South West of England, Northern Ireland and Scotland (32%, 31% and 31% respectively) have also been seeking a change.
Employers in the East Midlands, however, may be more relieved to hear that ‘just’ one in eight (12%) people living there have been looking for a new job.
Some industries may also be facing more of an exodus than others.
As many as one in three people currently working in sales (37%), business and management consulting (35%), hospitality and events (35%), and IT (32%) are likely to switch jobs this year (if they haven’t already).
As are one in four people working in healthcare (28%), accountancy, banking and finance, including pensions and insurance professionals (28%), recruitment and HR (27%), and property and construction (26%).
In comparison, only around one in seven (15%) solicitors, lawyers, and others in the legal sector, have been making steps to change jobs this year. Transport and logistics workers are also less likely to be job hunting than most (17% of people employed in this sector vs the survey average of 26%).
Claire Williams, chief people and operations officer at Ciphr, says: “It’s still a highly competitive job market, and I’m sure most employers are very aware that retention continues to be a challenge. Especially when so many people are continuing to feel financial pressures. Inflation may have come down from the double-digits of recent years, but the cost of living and the cost of doing business remains high.
“HR’s role is to understand what is driving employee turnover – to utilise people data to look at the trends, compare that with the market, and be realistic about what constitutes a healthy level of turnover. They should be creating strategies to improve retention where needed – listening to employee feedback to shape the broader EVP [employee value proposition] and working with the C-suite and management to deliver on that.”
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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:
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Hr NETWORK NATIONAL AWARDS 2024 PRESENTING THE FINALISTS FOR THE Hr NETWORK NATIONAL AWARDS 2024
By Teresa Flannigan
Hr NETWORK is proud to present the full list of finalists for this year’s Hr NETWORK National Awards 2024. With the eventual winners being announced at the 17th annual Gala Dinner taking place at the hugely impressive Hilton Glasgow on Thursday 14th November 2024, the excitement and anticipation is really starting to build.
Winners will be announced in 18 awards categories for a range of people, project and organisational entries.
Categories include HR Graduate of the Year sponsored by Chrystal HR & Coaching, ESG Award of the Year sponsored by Suntory Global Spirits and HR Business Partner of the Year which has been sponsored for 17 consecutive years by Right Management.
Returning to host the Awards for the 2nd year in row, radio presenter and broadcaster Scott Wilson will host the Awards Gala Dinner. Scott is one of the country’s bestknown voices having spent over 20 years in radio broadcasting and appears regularly on TV & radio adverts, worldwide. Scott is also in high demand as a sports presenter and event host and is best known in football circles as the ‘Voice of Hearts FC’ where he spent 20 years as stadium announcer.
Awards Finalists and Category Sponsors 2024:
HR Graduate of the Year
sponsored by:
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 solutions 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.
Noor Azeyati Azren Anuar, Strathclyde Business School
Azeyati is from Johor, Malaysia. She completed her Bachelor’s in Accounting from University Kuala Lumpur Business School. Subsequently, she completed her Master’s in Human Resource Management with Distinction from University of Strathclyde Business School. She is currently completing her ACCA papers while working full time as an HR professional and her interest drifted from telling stories through figures, to passionately finding, nurturing and building the best talent in people. Hope and will are as important to her, always!
Antonios Konsolakis, Strathclyde Business School
Antonios is an HR professional with a solid background in both hospitality and the armed forces. He achieved a Master’s in Human Resources and hands-on experience in recruitment, staff training, and financial management. He worked in various roles, from boosting hotel sales to managing HR for a retail store. He is all about building strong teams and helping organisations grow by creating positive work environments and driving performance.
Khushboo Parikh, Strathclyde Business School
Khushboo believes that every individual possesses unique qualities, much like no two snowflakes are alike. She is passionate about leveraging her HR skills to enhance the industry. As a recruitment advisor, she connects individuals with the resources they need to thrive, demonstrating her expertise daily. Her commitment to supporting others in their professional journeys drives her work, and she strives to elevate the HR field through collaboration and innovation.
Attraction & Resourcing Award of the Year
Aegon’s Talent Acquisition (TA) evolution was clear in its intention, revolutionary in its approach and audacious in its aspiration to ensure TA was viewed as not only an integral pillar of our People Strategy but overall organisational health. Intentional focus on candidate, hiring manager and recruiter experience optimisation culminated in exceptional results across all key metrics. Crucially the teams’ delivery has been sustained ensuring that the perception of the TA has changed internally and externally.
The Ascensos Talent Acquisition team is proud to be shortlisted in the Attraction and Resourcing category. This dynamic group are dedicated to innovative recruitment strategies that prioritise diversity and inclusion. Their commitment to excellence and collaboration has led to remarkable achievements in attracting top talent. Recognised for their impactful efforts, the team continues to set new standards in talent acquisition, driving Ascensos towards a brighter future.
dashboards and release of a series of Women in Leadership videos supporting its D&I ambitions, Three has seen a material increase in candidate applications and associated KPIs.
HR Assistant/Officer of the Year
sponsored by:
Travel is so much more than moving from one place to another. It’s about discovery, excitement, adventure, meeting new people, experiencing new cultures and breaking from the norm. It’s about journeys and destinations that make your eyes light up and neurons fire. At Skyscanner they fully embrace the joy of travel and strive to bring this ethos of discovery, community, and culture into what they do every day. In how they operate as a company, how they treat their people and how they deliver for their travellers. Skyscanner is The Real Deal. Their people are The Real Deal. Sponsoring the HR Assistant/officer of the year category is a pleasure as having an awesome people team encapsulates everything they stand for at Skyscanner by recognising emerging talent.
For further information, please visit: www.skyscanner.net
Lynn Harper, University of Strathclyde
To address challenges attributable to talent market conditions and inflexible in-house processes, Three developed a strategic plan focused on candidate experience, brand engagement and service excellence. Through a series of initiatives including digital hiring training, a new Applicant Tracking System and Careers page, a suite of data
Lynn provides an excellent standard of HR administrative support for the University of Strathclyde Engineering Innovation Centres. She manages to juggle all of her tasks effectively, and consistently delivers work to a very high standard and to deadline. Lynn often receives feedback on how helpful she is. Despite a period of uncertainty and change relating to a new operating
model in the team, Lynn has remained positive, regularly providing feedback and suggestions on improvements.
Marta
Turning Point Scotland
Marta moved only to Scotland 3 years ago and began learning English on her own as an adult. Marta’s work experience is very diverse, and includes digitalmarketing, graphic-design, retail and databases. This gives her a unique perspective, and she uses her skills in every aspect of her TPS HR role. She has a natural affiliation with TPS and its aims. She says, “I always wanted to work for a values-based organisation – somewhere that really makes a difference.”
Erin McEwen, Turning Point Scotland
Erin joined TPS with expertise in payroll, but little formal HR or recruitment experience. Thanks to her determination and strong desire for learning, she swiftly became an invaluable member of the HR-team through an approach that aligns perfectly with the organisational objectives. TPS’ core values are respect, inclusion, compassion, and integrity. Erin’s dedication and approach clearly reflect these. She consistently strives to recruit the most appropriate candidates to assist the people who benefit from their services.
Kosik,
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
In 2019, Aegon UK set colleague engagement as a core strategic pillar, and since then engagement has increased from 56% to 79%. The organisation has committed to colleagues: Feeling Heard, Feeling Proud, Feeling Supported & Feeling Inspired. These commitments are based on colleague voice and have been achieved through the People Plan. In 2024, a leaders playbook ‘Lead to Engage’ was created to support local leaders build and sustain strong and engaged teams.
Morgan Stanley is a leading global financial services firm providing a wide range of investment banking, securities, wealth management and investment management services. The Firm’s Young Professionals Network, which was launched in Glasgow and has since expanded to 10 other locations globally, has provided an important engagement platform for our early career employees. .
At Skyscanner, their goal is to build a company where everyone can thrive. “We learn, share & grow” is a key pillar to their culture, highlighting the importance of listening and working together to make positive impact. They actively engage employees through biannual surveys, town halls and social celebrations. These efforts have led to consistent high engagement across their locations. Feedback drives actions that enhance their culture, and their new centralised tracking approach ensures alignment of initiatives to their strategy.
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
Mintra’s proactive approach in digitalising safety-critical industries, combined with its commitment to ESG initiatives & operational excellence, positions the company as a leader in its field. Their ability to foster innovative social engagements & champion environmental stewardship underscores their dedication. As they move forward, their pursuit of excellence will continue to drive their success & contribute to a sustainable future. Together, they will build on these achievements to lead the way in digitalisation and sustainability.
At Skyscanner, their vision is to exist “for generations to come,” driving positive change in societal challenges and inequalities. As a travel business, they are committed to helping travellers make sustainable choices and creating an inclusive online ecosystem. Recognising the importance of diversity, they prioritise inclusivity both within their company and in local communities. Their efforts, aligned with the UN’s Sustainable Development Goals, have earned them multiple awards for sustainability, accessibility, diversity, and community impact.
SSE’s purpose is to provide the energy we need today while building a better world of energy for tomorrow. With bold ambitions including £20.5bn of investment in renewable infrastructure by 2030, this is all underpinned by a guarantee of fair work, a commitment to paying fair tax and sharing economic value. Their sustainability commitment is summarised as they do the right thing for people and the planet.
HR Project of the Year
sponsored by:
The CIPD has been championing better work and working lives for over 100 years. They help organisations thrive by focusing on their people, supporting their economies and societies. They’re the professional body for HR, L&D, OD and all people professionals –experts in people, work and change. With almost 160,000 members globally – including more than 11,000 in Scotland – and a growing community using their research, insights and learning, they give trusted advice and offer independent thought leadership and they are a leading voice in the call for good work that creates value for everyone.
For more information, please visit: www.cipd.org
Project Setter, Aegon’s acquisition of Nationwide Building Society’s financial advice business completed in February 2024 just six months after the deal was announced and involved the TUPE transfer and onboarding of 350 new employees. Priorities were to ensure a smooth transition for customers and to help new colleagues feel supported, heard, inspired and engaged. The project was noted for strong collaboration, successful delivery of a complex integration plan and realising significant commercial benefits to Aegon.
Robertson HR Projects Team led a successful business transformation project to transition to an HR data driven culture through the implementation of a single view of data and adoption of PowerBi. The project allows for improved strategic planning, operational efficiency and alignment to their people strategies and business objectives by providing their leadership team greater people insights to support with operational and performance decision-making through real-time data analysis. support mental, physical, financial and social wellbeing is known and accessible to everyone.
The Spirit of Whyte and Mackay is a colleague recognition platform launched in 2024. It is one of the HR team’s most successful projects this year. It fosters a culture of equitable, consistent, and inclusive recognition, aligning with company values. With access for over 740 colleagues, it offers a diverse range of retailers ensuring user-friendliness for their global workforce. This innovative platform celebrates and acknowledges the contributions and achievements of the Whyte and Mackay community.
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 wellestablished. They will provide creative interventions and flexible, hands-on support every step of the way.
For further information, please visit: www.aabpeople.com
Rebecca Lamb, Edinburgh Napier University
Rebecca’s current role allows her to support managers on a variety of complex ER cases. Working in Higher Education enables her to be part of an innovative and valuable organisation that has far reaching impacts. Areas of interest include Employment Law and EDI, and her future aspirations involve a HR Partnering role. Previous roles have included a working at a Creative Agency in NYC and Oil and Gas Services where she held generalist HR Roles.
Rachel is passionate about using People MI as an enabler to support fact-based decisions. She joined Multrees as an Apprentice and was quickly promoted to People Admin & MI Analyst, and then People Advisor. Rachel has led transformational projects in the automation of Multrees’ onboarding and offboarding journeys, development of real-time People MI dashboards, and the implementation of a pre-employment screening company. She is enthusiastic about self-development and is studying towards CIPD Level 5.
Emma Mitchell, Valneva
Emma joined Valneva for our purpose and is truly passionate about contributing to a world where no one dies or suffers from a vaccine-preventable disease. With deep understanding of HR best practices to effectively navigate complex changes and deliver tangible pragmatic results with the best team. She thrives on building trust, positive environments and works to the highest performance standards. With commitment to CI, driving the opportunities for process optimisation to ensure Valneva remains competitive.
Health & Wellbeing Award 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, please visit: www.interbevgroup.com
Hanover has a strategic goal to be a Great Employer. They are one of three housing associations to achieve Gold in the We Invest in Wellbeing. Hanover’s objective was to achieve Silver by 2027. Supporting the delivery of their plans, they established a network of champions to help embed a wellbeing-first approach into their employee lifecycle. This included the design of an interactive annual wellbeing programme and a dedicated wellbeing site, which sets out the pillars through which we view wellbeing. They have measures of success built into their People & ngagement Strategy.
Rachel Miller – Multrees Investor Services
The physical and mental wellbeing of all colleagues is key to who MDDUS are as an organisation. In their colleague survey, 98.7% agreed/strongly agreed to ‘I feel safe when I’m at work’. Their people get involved in lots of initiatives that complement a wide range of policies and benefits in place including their ‘May Movement’ activities, mental health first aiders, inclusion week, stress awareness month, menopause awareness, and training for colleagues and managers.
Simul8 recognises people are central to its success. If staff enjoy their work and working environment, the business benefits. Simul8 adopts a strategic approach to prioritising employee wellbeing, working within four key pillarsleading by example, purpose-driven projects, health and wellbeing, and inclusion. These are brought to life in varied initiatives to achieve greater happiness, satisfaction and wellbeing among its employees. Demonstrating team members are valued is critical to Simul8’s success.
Organisational Development Award of the Year
service design approach to develop the new framework to support and underpin a culture change of continual dialogue and development.
NHS Lanarkshire’s highly skilled OD practitioners from the Organisational Development team designed and delivered NHS Lanarkshire’s flagship level 1 ELM and level 2 FIR leadership and management development programmes. Each brought varying skills in Leadership, Organisational Change, Coaching and Individual Development, coupled with accredited use of a variety of individual and team psychometrics that are utilised to keep developing NHSL leaders. This new approach has enabled wider participant reach and financial savings for the organisation.
HR Specialist of the Year
Gary Miller, Three UK
Gary is a Lead Systems Consultant in Three’s People Function. He works closely with colleagues to ensure that their systems and processes give their employees and leaders the best possible experience. His knowledge is unrivalled and he’s frequently called upon by others to support them achieve outcomes. In the last twelve months, Gary has been instrumental in helping the business shift the dial on more informed decision making through access to meaningful data driven insights.
Jonathan Pender, NHS Lanarkshire
HES created “Our Behaviours” in partnership with their people, which they have used to underpin the delivery of their five-year People Strategy. One key strand was introducing a Performance Management framework to cultivate a more positive culture across the organisation. They brought 60 colleagues consisting of three cohorts together (Users, Leaders, Strategic Planners) and used a
Skyscanner’s new performance management process, IMPACT, aims to align career development with company goals, enhancing professional growth while driving strategic results. It introduces a structured approach through four elements: Commitments, Behaviours, Role Responsibility, and Drive. This model encourages goal alignment, collaboration, and continuous learning. IMPACT addresses previous challenges in performance evaluation by promoting clear objectives, feedback, and stakeholder engagement, resulting in improved decision-making, reduced silos, and significant commercial success since its implementation.
Jonathan has 17 years’ experience in HR and is passionate about continuous improvement and leveraging technology to drive innovation - leading many successful projects to achieve this. Jonathan thrives on implementing cuttingedge solutions that increase efficiency – most recently making use of automation in Microsoft365 to streamline a range of processes across HR. Jonathan is dedicated to demonstrating the integral role HR plays in the organisation for delivering impactful results and fostering a culture of excellence.
Astrid Smallenbroek, University of the West of Scotland
Having previously held roles at University of Stirling’s Student Union, Children’s Hospices Across Scotland and Scottish Fire and Rescue Service, Astrid joined UWS as an Equality, Diversity and Inclusion Consultant in 2022. Passionate about Equality, Diversity and Inclusion, Astrid has led many key initiatives for UWS across policy, knowledge awareness and support and has been key to UWS creating their seven employee networks.
Hollie Watson, Robertson Group
Hollie champions L&D and a culture of continuous improvement across Team Robertson – and does so with an enthusiasm that rubs off on all who meet her. From conducting comprehensive training needs analyses to designing customised learning solutions, she leverages her expertise in design, adult learning principles and talent development strategies to deliver impactful and measurable results. Key achievements include redesigning the employee on-boarding experience and revamping the Graduate and Summer Internship Development Programmes, boosting engagement.
Learning & Development Award of the Year
Leadership development programmes support organisations adapt to change and navigate through complex challenges. As Multrees evolved and grew rapidly, leaders needed to be agile, innovative, and able to make informed decisions. The programme equipped our managers with the skills to think critically, analyse situations, and develop effective strategies to address our goals and respond to challenges. Additionally, it enhanced our succession planning by proactively developing leaders from within, reducing the risk of talent gaps.
The world of work is changing, employees need to develop the adaptive capacity to learn, adapt and thrive in what’s been called workplace 4.0. It is against this backdrop that Scottish Water developed their Future (meta) Skills Programme to help their employees to learn, connect, adapt and thrive in the future world of work. Working with their learning partners they creatively integrated a range of different learning methods into one, impactful, and blended learning experience.
Whyte & Mackay’s Learning and Development excels in creativity and innovation. Inclusive learning is at the core of their strategy, ensuring that programmes are accessible, meaningful, and impactful for all. They offer professional development opportunities and collaborate with a diverse range of industry experts to create enriching learning
experiences. Their commitment to inclusivity and excellence drives growth, curiosity, and development across the organisation.
Diversity & Inclusion Award of the Year
At Skyscanner, they believe travel is about discovering new perspectives and experiencing diverse cultures. They are committed to fostering a diverse, equitable, and inclusive environment throughout their organisation. Their dedicated DEI team works to challenge biases, remove obstacles to inclusion, and ensure all their employees can thrive and belong. In 2024, they’ve focused on improving diversity data to enhance their decision making, revamped their employee networks to further empower their employees, and continued fostering equity and inclusion through continuous improvements to their policies and processes.
Tata Consultancy Services (TCS) places a huge importance on creating “Inclusion without Exception” by focusing on creating the sense of belonging through training, improving infrastructure and practices for different employee groups. Also focusing on accessibility, progressing in measuring the diversity data, working on improving governance, providing tailored programmes and career progression support, creating feedback systems through employee conclaves and Diversity Maturity Matrix. Their diversity is an asset. It enriches them. It makes them stronger.
To support the goal of fostering an engaging, inclusive and ambitious culture, Three UK launched an evolved Inclusion & Belonging strategy, bringing together Diversity & Equity with Wellbeing and Ways of Working. This holistic approach encourages diversity in their workforce by offering flexibility, choice and opportunities in their people propositions and wellbeing support. They’ve also raised the bar by setting ambitious leadership targets, stood up a taskforce and steering committee lead by business leaders to help them drive progress and change.
Best Employer/ Workplace of the Year
sponsored by:
Seamless, flexible, and leading-edge applicant tracking systems –Jobtrain pioneered applicant tracking systems in 1999 when online recruitment was in its infancy. They are regarded as the UK’s most innovative and client-focused ATS / Talent Acquisition Management Software provider. They are a trusted partner to organisations including, NHS Scotland, Teleperformance, Glasgow and Edinburgh Airports, Toshiba, Odeon Cinemas, and Scottish Canals. They enable you to manage the sourcing, assessment and hiring of the right people with minimum effort and maximum efficiency. This positive automation of administrative processes in recruitment, frees up your time as recruiters to focus on the all-important element of hiring – people and relationships. For further information, please visit: www.jobtrain.co.uk
Bella & Duke is a forward thinking employer. Encouraging a growth mindset, internal development and driving engagement through a sense of community. Employee wellbeing is just as important as their journey advocating pet wellbeing. From championing health and safety, being a Living-Wage employer, to their social events and informative town halls all in their pet-friendly office and achieving a place in the Sunday Times ‘Best Places to Work’, Bella and Duke is becoming a standout employer of choice.
The Envevo Group, the UK’s leading design and build expert of EV charging facilities, has undergone significant expansion over the last year, acquiring EV charging installation experts SRG, along with maintenance specialists APS. As a group they have delivered over 3,000 projects, from forecourts to workplaces. During this period of rapid expansion, their teams have grown significantly, with 76 new members joining in the past year across their 6 offices throughout the UK.
MDDUS’ recent colleague survey had a fantastic response rate of 83% with an employee net promoter score of +25.48 and an employee engagement index of 78. These results don’t happen by accident and MDDUS are so proud to have passionate colleagues, such capable managers and a great working environment. The external provider noted that ‘Virtually every respondent is proud to be working at MDDUS and in particular, proud of its ethics and reputation.
HR Business Partner of the Year
sponsored by:
Right Management
Right Management from ManpowerGroup Talent Solutions has more than 40 years of expertise in the talent lifecycle, helping organisations ensure they have the right people, in the right place, at the right time. Their workforce solutions include outplacement, workforce career management, leader development, coaching and assessment. Right Management’s solutions blend high-tech and high-touch, providing the strategies and insights to ensure your workforce is equipped for the future, whilst empowering employees to take charge of their careers.
For further information, please visit: www.rightmanagement.co.uk
Claire is an HR Business Partner at Highland Spring, with six years in the HR team. Motivated and passionate about her profession, Claire excels in leading strategic change projects that enhance employee experience and cultivate a positive workplace culture. With extensive experience in FMCG manufacturing, she is committed to partnering with leaders and teams to develop a work environment that thrives today and is fit for the future.
Claire Jenkins, Highland Spring Group
Claire Marshall, University of the West of Scotland
Claire has been with UWS since 2015 in her role as HR Data and System Analyst. When UWS suffered a serious cyber-attack in 2023, Claire was responsible to rebuilding the University’s HR and Payroll System ensuring colleagues were paid during a challenging period. Guided by her commitment to excellent customer services, driven by being solutions focused, Claire is always looking to deliver more for her stakeholders.
Nicki Reilly, Ascensos
Nicki joined Ascensos with over 15 years’ experience in HR. Since she joined, she has been pivotal in several key projects including large complex TUPE and Redundancy processes. Nicki’s dedication, expertise and passion have made a significant impact on Ascensos. Her commitment to fostering a supportive and innovative HR environment is truly commendable. Nicki is a powerful force in the workplace and uses her positive attitude and tireless energy to encourage others to work hard and succeed.
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, please visit: www.robertson.co.uk
Eden Springs’ HR team is small but impactful team. They put people at the heart of everything they do and this year the team took employee wellbeing to a new level by introducing 11 brand new policies, ranging from enhanced maternity and paternity, paid fertility support for both parents, additional support for neurodiverse employees and pawernity leave/pet bereavement. These have been gratefully received by employees who have appreciated the support from the business.
2024 marks the culmination of a five-year people strategy and transformational change programme to overhaul Gleneagles’ people journey and build a culture of care across the business. In five years, this team has embedded initiatives to demonstrate that Gleneagles’ people are as important as its guests. Now established as a true support function, the team has earned the trust of employees, serving their needs and putting their experience at the heart of every decision made.
The 162-year-old society only introduced an HR function to the business in 2020. The last year has seen this small team help shape the future of the business. Through supporting the operational transformation, investing in people systems and transforming the colleague experience through people initiatives as well as the colleague journey they have made savings of 20% of their budget at the same time as being externally listed as a ‘very good place to work’.
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, please visit: www.leadingkind.co.uk
Mintra’s commitment to its people is evident in every aspect of its operations. By valuing employees, fostering a supportive inclusive environment, and investing in their development, Mintra has built a strong foundation for success. Mintra’s core values and mission ensure that employees are motivated, engaged, and equipped to contribute to Mintra’s ongoing growth and innovation. As Mintra continues to evolve, dedication to its people will remain a cornerstone of its strategy, driving performance and delivering excellence.
At Skyscanner, kindness and recognition are central to their culture. The “We Care Always” value drives over 800 monthly recognition awards, fostering a supportive environment. Their IMPACT system aligns career growth with company goals, encouraging collaboration and high performance. Leadership’s dedication to open communication and inclusivity ensures everyone is engaged and valued. This valuesdriven approach has resulted in record-breaking growth and a motivated workforce, showcasing the power of their culture.
The University is a leading international technological University that is socially progressive. They proudly demonstrate kindness through various people-oriented initiatives, including departmental wellbeing reviews and socially progressive policies, including agile working toolkit, paid carers leave, family friendly research and scholarship leave, menstruation and menopause policies. Their Safe 360 framework ensures people feel safe, supported and secure at work, with an underpinning community commitment about how they treat others and how they can expect to be treated themselves.
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, please visit: www.lhh.com/outplacementsupport
Carolann Begbie, Edinburgh Napier University
Carolann joined ENU in November 2021 as Director of People and Student Services and is a member of the Executive Leadership Team, having worked in a variety of HR roles in Financial Services before then (AEGON, Standard Life, Sainsburys Bank and Tesco Bank). Her experience lies in organisation transformation, culture change, and colleague experience and she has a strong track record in operational delivery, OD and change management. Carolann’s remit also includes responsibility for Student Employability, Student Wellbeing and Inclusion and the University’s School Support Service.
Tony Elliott, Robertson Group
Tony is a key member of the Robertson Executive team with over 20 years’ experience in senior HR roles. He leads a multi-faceted team with the capabilities to support and drive strategic business goals, with a modern People function operating mindset. He is committed to a supportive and high-performance culture, leading a People Strategy aligned with the Robertson Group Strategic Business Objectives and promotes continuous development for all, something Tony actively champions and role models.
Fiona Morton, University of the West of Scotland
A successful HR leader in a range of management roles across the private and public sector, both in the UK and globally, Fiona joined UWS in 2021 as Head of HR before progressing to Executive Director in 2022 before becoming VicePrincipal (People & Student Wellbeing) in 2023, last year leading UWS’s people through a cyberattack. Holding an MSc in Human Resource Management, Fiona is a chartered member of the Chartered Institute of Personnel and Development.
Emma Simpson, Gleneagles
Emma was appointed to Gleneagles in 2019 to transform the people experience and organisational culture. In steering a five-year strategy and change programme, Emma has facilitated a seismic cultural shift to demonstrate to employees that they are as important as hotel guests and established a highly respected people function at the centre of the business.
Outstanding Contribution to Scottish HR
The Outstanding Contribution to Scottish HR Award is Scottish HR’s most prestigious award made to an organisation or individual who has demonstrated a distinguished service to the HR profession. The winner of this most prestigious award will be announced at the Gala Dinner on Thursday 14th November 2024.
Sponsors
If you have any enquiries in relation to sponsorship or becoming a table host at the Gala Dinner at the Glasgow Hilton in November 2025, please contact: Tel: 0131 625 3267 or email: awards@hrnetworkscotland.co.uk www.hrnetworkjobs.com/events/ awards/
Motherhood entrepreneurship: Motherhood entrepreneurship: NAVIGATING MATERNITY LEAVE AS
Motherhood meets entrepreneurship: Motherhood meets entrepreneurship: AS A BUSINESS OWNER
Personal maternity leave is often overlooked by business owners amidst other challenges, but preparation is crucial for a smooth transition. Navigating the uncertainties of maternity leave, and returning back to work, can be difficult, but flexibility is key. Entrepreneurs share top tips for expectant mothers on managing maternity leave.
Capital on Tap, has spoken to two female entrepreneurs, Katie Hanton-Parr, co-founder of Baboodle, and Eleanor Bagust, co-founder of Letterbox Gifts, to share their recent experiences with maternity leave. They offer valuable advice for other expectant mothers preparing to navigate parenthood and entrepreneurship.
Maternity leave offers a crucial period for new mothers to heal and bond with their newborn. However, as an entrepreneur it can become overwhelming trying to balance the joys and responsibilities of motherhood with the business you’ve passionately built from its inception.
Personal maternity leave is often overlooked by business owners amidst other challenges, but preparation is crucial for a smooth transition.
Amidst the whirlwind of running a business, planning for maternity leave is often overlooked as you focus on overcoming the challenges of managing finances, securing customers, and building a strong brand.
Katie admits, “[Maternity leave] is not something you think about when starting a company. There are so many unknowns and ‘what if’s’ that it didn’t feel as though I should give it any thought against all the other obstacles that I was facing starting the business.” However, once you find out you’re expecting, preparing your business for this life change becomes inevitable.
Upskilling and retraining existing members of staff can be a beneficial way to prepare for maternity leave, ensuring your business is left in trusted hands and saving on additional recruitment costs and bottlenecks.
Both Katie and Eleanor suggest that the hardest thing about planning for maternity leave was the realisation that they must give up some control and hand over responsibility to others. Eleanor related it to her experience of being a mother, “When your business has been your baby for years, relinquishing control can be difficult and for me, it took some getting used to.”
Despite this, they both report that their revenue growth has been steady. However, in Eleanor’s case, the need to rely on staff and increase their hours has resulted in additional expenses. Rebecca Alford, Finance Director from Capital on Tap, suggests that “Applying for a business credit card can alleviate some of the uncertainties that come with any hidden, and planned costs when handing over control whilst you’re on maternity leave. It can help simplify financial management and provides oversight on spending.”
Navigating the uncertainties of maternity leave, and returning back to work, can be difficult, but flexibility is key.
Both Katie and Eleanor had business partners who were able to take charge in their absence. However, their maternity leaves unexpectedly coincided with large projects and the beginning of new business collaborations, which was the source of some nerves when handing over responsibilities.
Transitioning in and out of maternity leave can be challenging. After investing so much into your business, it can be difficult to ‘switch off’.
Katie notes, “I’m working more than I thought I would during my maternity leave, but when you run your own business it is often impossible to turn your mind off”. Setting boundaries around your maternity leave is crucial so you can take the much needed time to recover and enjoy your new family member. Still on maternity leave, she is concerned about returning to work due to motherhood’s fatigue but is arranging flexible work schedules to adapt to her new responsibilities.
“Katie’s concerns about finding a suitable work/life balance upon returning from maternity leave are common. As you transition back to work, it is important to stay flexible and determine what works best for you, your baby, and your business.” says Rebecca Alford, Finance Director from Capital on Tap.
Katie and Eleanor share tips for prospective mothers on taking maternity leave as a business owner:
1. Be flexible with your expectations on returning to work: Eleanor notes “you don’t know how you’ll feel, especially as a first time mum.” It is important to have a plan for your return to work, but be ready to adjust if needed.
2. Don’t compare yourself to others: Avoid comparing yourself to others regarding how quickly they adjust to motherhood or return to work. Eleanor reminds new mothers that, “some struggle with becoming new parents more than others”, so be kind to yourself as you enter this new chapter.
3. Don’t feel guilty for wanting to spend time on the business: It is okay to take time for yourself during maternity leave, even if that means working on your business. The way you choose to balance motherhood and entrepreneurship is personal.
4. Have an open line of communication between you and your team: Katie advises “be an open book from the start, as people also tend to help more when they know you are pregnant!” Early communication with your team ensures everyone is prepared and supportive during your leave.
5. Maternity leave is an exciting time for new mothers, and it should be no different for women with their own businesses. Embrace this period as an opportunity to learn more about your leadership and delegation skills while enjoying the new addition to your family.
“I’m working more than I thought I would during my maternity leave, but when you run your own business it is often impossible to turn your mind off”.
Compassionate Leadership: Compassionate Leadership: GRIEF AND BUILDING
In the corporate world the sudden death of a well-loved leader can be deeply disruptive, affecting the morale and cohesion of the entire organisation. When YPO Scotland lost its chapter chair, Mark Williams, the organisation was faced with the difficult challenge of how to manage this profound loss, particularly as it coincided with a major event – a Christmas gathering already planned for members and their families.
YPO Scotland, part of a global membership organisation spanning 150 countries, was formed in 1986 to help Scottish business leaders share ideas and learn together. Williams had been more than just a leader; he was a friend and mentor to many within YPO Scotland.
His sudden passing, just six weeks previously left a void and the chapter was struggling with how to honour his memory while also fulfilling their need to connect as a group. The upcoming Christmas event, which was originally planned as a festive gathering, now carried the heavy burden of being the first time the group would come together since Williams’ death.
Colin Rowley, interim chair, and Alice Bradley, chapter manager, were faced with a tough decision: should they proceed with the event as planned or cancel it out of respect for Williams?
After thoughtful consideration and discussions with Neil Mullarkey, an international expert in using improv for leadership development, they decided to move forward, turning the event into an opportunity for collective healing.
Mullarkey, known for his ability to enhance communication and emotional intelligence, was brought in to lead the group through an improv session designed to break down barriers and foster a sense of unity during this emotionally charged time. Understanding the sensitivity of the situation, he designed his session to be more than just a festive activity; it was intended as a crucial moment for members to reconnect, share their grief and begin to move forward together.
The session began with an act of remembrance for Williams, attended by his widow, Nicola along with other members and their spouses. This set a compassionate tone for the event. Mullarkey then seamlessly transitioned the group into a series of improv exercises including word association games and the “yes, and” technique, which encouraged spontaneous, positive communication and helped participants engage with one another in a safe, non-judgmental space.
Execution and impact: transforming grief into a source of strength
Mullarkey’s approach was a delicate balance of sensitivity and creativity. His ability to read the room and create a psychologically safe environment allowed the participating CEOs, chairs, managing directors and managing partners – many of whom were accustomed to maintaining control in their professional lives – to let down their guard and connect with others on a more personal level.
As the session progressed the initially heavy atmosphere began to lift. Laughter, a powerful tool for reducing stress and fostering connection, became more frequent, helping to ease the emotional burden. Mullarkey’s exercises, which require active listening, quick thinking and collaborative effort, not only facilitated open communication but also helped to re-establish trust and camaraderie among the participants.
Bradley notes that the session was particularly effective for those who were hesitant at first. The activities allowed them to step outside their comfort zones and engage with their peers in a new way, demonstrating the value of vulnerability and collaboration during difficult times.
YPO Scotland, part of a global membership organisation spanning 150 countries, was formed in 1986 to help Scottish business leaders share ideas and learn together. Williams had been more than just a leader; he was a friend and mentor to many within YPO Scotland.
Lessons: Building resilience through improv
The impact of Mullarkey’s session extended beyond the immediate event. Several key outcomes emerged:
1. Enhanced emotional intelligence: The improv activities helped members to better understand and manage their emotions, fostering empathy and self-awareness, which were crucial in supporting each other through grief.
2. Strengthened team cohesion: By engaging in shared activities that required trust and collaboration, members rebuilt and strengthened their connections, which was vital for the chapter’s cohesion during this challenging time.
3. Stress reduction and healing: The session provided a much-needed outlet for members to relax and process their emotions, helping to reduce the stress associated with the recent loss and begin the healing process.
4. Improved communication: Participants learned to listen more actively and communicate more openly, skills that are essential in both leadership and the grieving process.
5. Resilience building: The session helped members to develop resilience by embracing discomfort and uncertainty, crucial traits for leaders facing both personal and professional challenges.
Rowley reflects on how the session gave him the confidence to continue in his leadership role despite the challenges. The experience was cathartic, helping him and others to navigate their grief and renew their commitment to the chapter’s future.
Improv: A blueprint for compassionate leadership
The success of this improv session highlights the potential for innovative approaches like Mullarkey’s to address deep emotional challenges in organisations. By fostering a psychologically safe environment and encouraging open communication, such methods can help leaders and their teams to navigate difficult times with resilience and empathy.
For HR professionals and leaders this case study serves as an innovate example of how to handle the delicate situation of losing a beloved team member. It shows that with the right tools and approaches, it’s possible to honour the memory of the lost individual while also helping the team to heal and move forward together.
AI and increasing management capability can be a boost to workplaces
Managers will be responsible for seeing widespread adoption of AI in businesses and organisations across the UK, but their concerns and lack of training around it could prevent companies from seizing the opportunity that these new technologies offer. Here, Hamish Shah, policy and innovation manager at The Chartered Management Institute (CMI) considers ways to create an organisation that empowers people to produce innovation, productivity and deliver results.
The CMI who surveyed their managers found that:
• Over four fifths of managers (86%) claimed that they have not received any training from their organisation about using the latest AI technologies, with only one in 10 (13%) saying that they have.
• Over three in five managers (62%) disagreed that employees in their organisation are adequately trained to work with AI technologies, with only 9% agreeing with this statement There needs to be more focus on management capabilities
What doesn’t help is that there is also minimal discussion among employers and wider literature about the role of management capabilities and skills in determining how AI is used in the workplace and how to ensure its success. There is some talk of the impact of leaders, but minimal discussion about managers - this needs to change immediately.
AI and management capabilities around communication, collaboration and leadership can contribute to greater innovation and organisational productivity. AI technology has the potential to make managers’ lives easier with the tools able to rapidly analyse data, automate repetitive and mundane tasks, and better track company performance. Companies must train and prepare managers to handle these technologies if the UK is to fund a way out of the economic doldrums.
Work has started
CMI found that overall, a quarter of managers (25%) said that their organisation is currently using AI technologies in data analysis, followed by automating routine tasks (e.g., data entry) (19%) and information gathering and summarising (19%).
That said, not all tasks can be automated – and that’s where real human potential kicks in - led by managers. Organisations should also place a focus on skills that AI cannot easily replicate, such as creativity, critical thinking, emotional intelligence and adaptability. Providing training programmes on critical thinking and emotional intelligence is a good start, from both a knowledgesharing and skills-development perspective. As mentioned above, AI can be very complimentary in the workplace if done right.
The impact of AI on inclusion
Rightly so, there are also concerns that it is very hard to build AI models that are not inherently from the start, because models reflect the experiences of those who build them and this bias can continue depending on how organisations recruit. This is where leaders and managers need to consciously and actively improve their recruitment process and to keep a focus on whether those who are designing and implementing AI models and systems in the workplaces to reflect the diversity of society - if not, we could be in trouble.
Conclusion
The end goal is to create an organisation that empowers people to produce innovation, productivity and deliver results while prioritising human wellbeing, inclusion and growth. So, implement a positive workplace culture that aligns with AI integration, increasing management capability, training, the preservation of human skills and creates a diverse and inclusive workplace. That said we also need managers to be bolder, educate themselves on these new technologies, and embrace the opportunity they present - training them up is key to this.
Leading with Integrity: How to Create a Culture of Trust in the Workplace
Employees are increasingly seeking authenticity and purpose in their work, making integrity one of the most important traits for effective leadership. True leadership goes beyond making smart business decisions; it involves aligning those decisions with personal and organisational values, even in challenging circumstances. Integrity builds trust, strengthens team bonds, and creates a culture where people feel safe and valued. Here, Firefly’s Jacqui Sjenitzer describes what integrity in leadership looks like.
So, what does integrity in leadership look like, and how can you embody it in your workplace?
Recognising the Humanity in Leadership
Leaders, regardless of their position, are human, and expecting perfection can create unnecessary pressure. By embracing their humanity and acknowledging their limitations, leaders can lead with authenticity and compassion. When leaders show appropriate vulnerability, they create a safe space for team members to do the same. This openness strengthens connections and encourages a culture of trust and collaboration.
Putting the Team First
Leading with integrity often requires making tough choices that prioritise the well-being of others over personal interests. For example, during challenging economic times, some leaders may choose to support lower-paid employees by offering them a cost-of-living payment while the senior leadership team opts to forgo similar benefits or salary increases. This consideration shows a commitment to your team, reinforcing trust within your organisation.
Supporting and Empowering Your Team
Leaders with integrity prioritise the growth and success of their teams, creating a supportive environment that encourages everyone to excel. Authentic recognition is crucial in this process; when leaders celebrate their team members’ achievements, it boosts morale and nurtures a culture of appreciation. By acknowledging individual contributions, leaders help team members feel valued and connected, leading to a more engaged and motivated team.
Integrity During Organisational Change
Periods of organisational change can test a leader’s integrity. Leaders who prioritise their team’s needs over personal gain during these periods build trust and loyalty. Transparent communication about changes not only reassures employees but also strengthens trust. By offering support, guidance, and clear communication, leaders help their teams navigate uncertainty while maintaining stability.
Embracing
Individual Differences
Valuing diversity within a team is another crucial aspect of integrity. Leaders who appreciate the unique contributions of every team member create a more inclusive and collaborative environment where all voices are heard, leading to innovative solutions and a stronger team dynamic.
Conclusion
Leadership integrity encompasses more than just ethical decision-making; it’s about creating an atmosphere of trust, support, and inclusion. By recognising the humanity in leadership, embracing authenticity, and empowering their teams, leaders can cultivate a culture of integrity that drives both personal and organisational success.
For further insights on leading with integrity, explore our Authentic Leadership and Fundamentals of Change Leadership courses in our new Online Learning Library.
To get started, visit: thefireflygroup.co.uk/online-library
The
Annual Hr NETWORK National Awards Nominees Lunch took place on Thursday 24th October at the APEX Hotel in Edinburgh’s Grassmarket.
Over 60 guests from this years’ awards shortlist, as well as members of the judging panel and some specially invited HR guests joined Hr NETWORK’s Lee Turner and his team for the annual lunch-time gathering.
The lunch forms part of the build up and excitement to the Hr NETWORK National Awards 2024, with the winners being announced at the Awards Gala Dinner, which takes place at the Glasgow Hilton on Thursday 14th November.
During the Lunch, founder & publisher of Hr NETWORK Magazine Lee Turner congratulated the FINALISTS for reaching the last stage of the Awards for 2024.
Lee said: “The Lunch is an excellent opportunity for us to recognise the contribution made by all the finalists ahead of the annual Gala Dinner and we would simply not be able to host the Lunch or the Gala Dinner without the support of all our sponsors.”
Lee added with a message to the gathered finalists: “With lots of excitement for everyone on the night, plus the odd drink or two I’m sure, there might not be the chance to say this, however please take being part of this process as a huge achievement whether you are the winner of you category on the night or not. You have been shortlisted in what is an incredibly robust and stringent process and that’s an achievement in itself to be a finalist in the Hr NETWORK National Awards, which you should be rightly proud.”
The lunch offered guests, particularly the shortlisted finalists the chance to meet with other finalists in their categories and to ‘weigh up the opposition’ before the winners are announced at the Gala Dinner taking place in November at the Glasgow Hilton.
Hr NETWORK would like to wish all the finalists the very best of luck for the Awards Gala Dinner on Thursday 14th November 2024.
PETER CORMACK
IN MEMORY OF 1946 - 2024
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