Hr NETWORK Magazine September 2024 Volume 21 Issue 1

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COVER STORY

Our Global HR Family

International HR presents practitioners with a different dynamic to embody the best diversity, values and culture. Andy Moore spoke with Skyscanner’s Bob Athwal to discover how HR can inspire and lead teams as part of its extended “international family.”

James Richardson AAB People

Employment Law Update: Workplace Anxiety p. 14

Tim Smith

Safecall

Feature Three: Investigations into Whistleblowing p. 30

Matt Dykes Abzorb

Special Feature: Trust, Flexibility & Respect from Leaders p. 34

Tsvetelina Hinova Thankbox EXTRA: The Ascent of Manpower p. 38

Deepa Tailor

Divorce Lawyers

Insight:

Supporting Employees Through Divorce p. 42

Kirsty Maynor

The Firefly Group

Insight: Emotional Literacy at Work p. 43

Sara Silvonen

Great Place To Work UK

Insight: State of Health & Wellbeing p. 44

Martin Jones Home Instead

Insight: Retired = Cancelled p. 45

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September 2024

Welcome to our September 2024 issue of Hr NETWORK Magazine. This issue marks the start of our 20th year of publishing the magazine with many exciting plans being designed to mark this wonderful milestone in the history of Hr NETWORK.

As is always the case at this time of year, the momentum is building wonderfully for the Hr NETWORK National Awards Gala Dinner, taking place in Glasgow in November. Naturally our plans are well underway and once again we’re expecting to be completely sold-out by the time the Gala Dinner at the Hilton Glasgow, taking place on the evening of Thursday 14th November.

We have recently informed all the finalists who have made it through to the next stage of judging which will include interviews with the Judges, which take place in mid-September and the winners will be announced in November at the Gala Dinner.

Even more time and effort goes in to informing those that have not been successful in the Awards process with many calls and emails required to explain the judges’ decisions.

We’re extremely grateful to all our sponsors for their amazing and continued support this year and thanks also to the many organisations who have secured their Table of 10 at the forthcoming Gala Dinner. A special thank you must also go to our wonderful Judging Panel who all commit a huge amount of their own time and commitment to the entire process.

There are only a few tables remaining and if you would like to join us at the Gala Dinner with your guests, please contact the Awards Planning Team as soon as possible.

This Issue

In this online edition of the magazine, Andy Moore looks at the role for HR professionals who are working in an international setting for their UK based employers and who describe the challenges and opportunities of working in a different culture and how they cope with the separation from their family and friends.

The regular sections of the magazine include: Stats, the Bookshop and a range of Insight features on some hot topics in the people management & development world.

I hope you enjoy your online copy of Hr NETWORK Magazine and look forward to welcoming you to some of our remaining events this year.

Lee Turner Publisher

Contributors: James Richardson, Tim Smith, Matt Dykes, Tsvetelina Hinova, Deepa Tailor, Kirsty Maynor, Sara Silvonen, Martin Jones.

Women’s representation in international diplomacy is alarmingly low

Women’s representation in international diplomacy is alarmingly low, finds a report from LSE IDEAS, the LSE’s foreign policy think tank.

Despite a few women holding senior leadership positions in the World Trade Organisation , European Commission, International Monetary Fund, and European Central Bank, only 20 per cent of ambassadors worldwide are women, according to the report.

Women ambassadors tend to be posted to countries that are more gender equal and are less likely to serve in countries with more economic clout or that are affected by conflict. Of the 18 peace agreements signed in 2022, only one was signed or witnessed by a representative of a women’s group or Organisation .

Authors Marta Kozielska and Professor Karen E. Smith, both co-founders of LSE IDEAS’ Women in

41% of workers are no longer working from home

Now in its 4th year, and with 10,325 responses, Commuter Census® has recorded a new high in employees not working from home, with hybrid working being the order of the day every year after 2020.

Four in ten people are no longer working from home at all, even though only 15% of employees would prefer this working arrangement. The preference for commuters is a hybrid model of home and on-site working; 63% of respondents would like to work from home between one and four times per week.

The results show an increasing need for sustainable commuting as more people return to the office. Mobilityways – which compiles Commuter Census – has determined, through their Commuter Emissions Calculation, that the average worker emits 849 kg of CO2e through commuting every year.

This figure has hardly seen a reduction from two years ago, despite a 17% decrease in commuters who travel to work alone in a petrol or diesel car, and an increase in

Diplomacy Project, note that prior research shows diversity enhances decision-making capabilities, better addresses the needs of the diverse global population, and reaffirms commitments to democratic principles of inclusion and tolerance.

The report’s findings are based on a series of interviews with women who have held highranking diplomatic positions in international trade, international security, climate change, cultural diplomacy, and other sectors. A team of experts conducted the interviews, which are all available as podcasts.

These interviews reveal that women face many challenges when it comes to progressing and rising to the top within international diplomacy.

“Representation matters. A growing number of studies highlight the benefits of diversity in decision-making in private enterprises, states, and international Organisations. Diverse participants bring diverse perspectives to the table, which helps to produce policy outcomes that address the needs of a wider population. For example, involving women in peace processes leads to more robust democracies and longer-lasting peace,” says Marta Kozielska.

more sustainable commuting methods. However, people are now travelling to work much more frequently compared to 2022, which is pushing up emissions regardless.

Commuter Census 2024 has revealed a desire from commuters to receive more help from their employers in their bid to help decarbonise the commute. More than half of respondents said they would like more help to commute sustainably, meaning the responsibility is now on large organisations to make sustainable commuting as easy as possible – for the planet, their employees’ pockets, and their net-zero goals. Scope 3 emissions reporting may also soon be a legal requirement under the Labour Government’s new net-zero plans.

Commuter Census 2024 also found that just 38% of respondents are now travelling to work in a petrol or diesel SOV, and less than half (45%) were commuting by any form of SOV, including hybrid and electric vehicles.

This is the first time ever that the number of commuters who drive alone with a petrol or diesel car has fallen below 40%, with a 17% decrease in petrol or diesel car use since 2022.

It was also revealed that 15% of employees now carpool to work, which represents a return to pre-pandemic levels. Meanwhile, six in ten people would consider carpooling or carpooling in an EV as an alternative to their current commute.

Employees who share the same goals as their manager are more likely to contribute ideas

Employee’s that share similar motivation for achievement with their managers are much more likely to speak up and share their ideas, concerns or feedback, according to new research by Durham University Business School.

The researchers also found that if an employee is well aligned with their manager, they are more likely to feel a connection to the organisation and its identity.

These findings come from research by Dr Janey Zheng, Professor of Leadership at Durham University Business School, alongside her colleagues, Michele Williams from the University of Iowa, and Christina Wang and Jian Liang, both from Tongji University. The researchers wanted to examine how an employee and their manager being aligned on achievement goals and working standards on how likely employees were to speak up to management when they had ideas, feedback or concerns.

In order to do so, the researchers conducted two separate studies, which was a collective sample of over 800 employee-supervisor pairs in Chinese firms.

The participants were asked about their own personal goals in their role, as well as how likely they were to voice their ideas, concerns and feedback to their own supervisor. By matching employee’s answers with their leaders, the researchers were able to identify that if an employee has similar goals and working standards to their supervisor then they are much more likely to speak up.

Interestingly, the researchers did find that the motivation for achievement and to excel did not have to be high for workers to speak up. In fact, employees would share their thoughts even if they did not want to be the best at work, as long as their supervisor was on the same page. However, if an employee had high motivation for achievement, and a leader did not – or vice versa – then employees were less likely to speak up.

The researchers say that an employee can only be aligned to their manager’s goals if they are made aware of what these are of course, therefore organisations should look to pair supervisors with employee’s who share similar goals to ensure the whole team has a collective voice. There’s been no shortcut to this point, but you did it! Your new job is a

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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.

Women who work remotely have greater difficulty separating work and family than men

Women have much more difficulty separating their working lives and their family lives when they work from home, than men do, according to new research from Durham University Business School.

Remote work has often been lauded as a potential solution to gender inequality, given its flexibility, however these findings showcase that personal circumstances still have an effect on women’s careers.

The research, conducted by Menghan Shen, student of MSc Information Management at the University of Sheffield, and Dr. Efpraxia Zamani, Associate Professor of Information Systems at Durham University Business School, sought to understand the experiences of both women and men who work remotely, how they set boundaries and avoided conflict between their work and personal lives.

Their findings revealed that women were much more likely to see a blurring between the boundaries of work and family life – usually in the form of regular distractions during work – often increasing the levels of stress for women and making them less productive.

Men, on the other hand, were more likely to see the opposite with work very often being totally separate from their family time.

Interestingly, the researchers also found that women were much more likely to value being there for their family, even during work time, whilst men were less likely to attend to their family’s needs if these conflicted with their work schedule.

However, the researchers warn these findings do not necessarily mean that remote work is a negative experience, or inadvisable for women.

“The greater flexibility that working from home provides has empowered women to bridge much of the gender gap in the workplace.” says Dr. Zamani. “However, our findings show that there’s still a need for more shared responsibilities in the family home if we are to achieve true equality in both work and family life, as women currently are taking on a similar burden in work, but a greater burden at home.”

Remote work, the researchers highlight, can have both positive and negative effects on staff depending on both their personal circumstances, and how their work is managed by their employers.

On the one hand, working fully remotely can lead to alienation, and low self-confidence, leading to an ‘out of sight, out of mind’ mentality. Whilst on the other hand, remote work can help employees enhance their wellbeing, and achieve a better work-family balance – if they also have adequate support.

To achieve this, the researchers say that remote workers should receive access to different tools and systems to manage boundaries in ways that support their performance and productivity. For example, some remote workers may prefer more integrative strategies such as enabling flexible working patterns to accommodate personal and family life and ensure work can be completed in the most effective way.

Employers must step in to help the 20% of lonely employees around the globe

Employers must take moves to help reduce the reported 20% of lonely employees around the world by providing suitable health and wellbeing support, says Towergate Health & Protection. The call to action comes as Gallup’s recently released State of the Global Workplace report reveals that one in five of the world’s employees experience daily loneliness.

Sarah Dennis, head of international at Towergate Health & Protection, says: “We find that loneliness is a big issue for overseas employees. It is important that employers tackle this matter as it can lead to further problems of poorer mental health, lower productivity and increased absence. All of which becomes a vicious circle if the appropriate health and wellbeing support is not in place.”

Stress and loneliness can be exacerbated for those working overseas, away from home. This can be for a number of reasons, including difficulties with making friends in unfamiliar countries, which may come down to language or cultural barriers. It may be because an employee works on a global basis and does not stay anywhere long enough to put down roots. Or it may be due to the stress of being away from family, and the

AtkinsRéalis first accredited Menopause Friendly engineering consultancy

AtkinsRéalis has become the first engineering consultancy in the UK to be awarded the prestigious Menopause Friendly Accreditation, reinforcing its position as a leading employer dedicated to inclusive workplace practices and policies.

Established by industry experts Henpicked: Menopause Friendly Accreditation is the only accreditation that sets and assesses clear and high standards. To achieve this accreditation, AtkinsRéalis was assessed by an independent panel and provided evidence of effectiveness in five key areas: culture, policies and practices, training, engagement, and working environment.

pressures of making the assignment a success.

The issue of loneliness differs according to the area in which the employee is based. According to Gallup’s research, those in South Asia are most likely to suffer from loneliness (29%), followed by those in sub-Saharan Africa (26%) and the Middle East and North Africa (23%). Employees in Australia and New Zealand are least likely to experience loneliness (13%).

Employment itself actually decreases loneliness. In fact the figures show that working people are less lonely (20%) than those who are unemployed (32%). And working onsite is associated with lower reported loneliness (16%) than working remotely (25%). Loneliness is more common in younger employees, with 22% of employees aged under 35 feeling lonely compared to 19% of employees aged over 35 years.

It should also be remembered that loneliness can impact all levels of staff. It is therefore important to ensure that support is in place for all. When managers are supported, they are better able to support others.

Andy Finch, menopause network sponsor and Managing Director - Aerospace, Defence, Security and Technology at AtkinsRéalis, said: “As an employer of more than 3,600 women in the UK, we have a responsibility to have visible initiatives and networks in place to share how we are supporting staff around menopause. Our Menopause Friendly Accreditation demonstrates that we are already complying with the new Government’s commitment to require all companies with over 250 employees to produce a Menopause Action Plan.”

Deborah Garlick, CEO and founder of Henpicked: Menopause in the Workplace, said: “I applaud the excellent efforts of AtkinsRealis in achieving the Menopause Friendly Accreditation. Particularly impressive is how the organisation has engaged all staff in the conversation, recognising the importance of bringing men and younger colleagues on board. They are setting a strong example to the engineering industry and I hope others will be inspired by what they are doing.”

Recruiters say traditional skills declining as AI and tech rise over the next five years

Tech and AI skills are predicted to be one of the most important skills for graduates to have in the next five years according to recruiters, finds a new survey by the Graduate Management Admission Council (GMAC).

‘Technology/IT’ skills are predicted to jump from the 14th most critical skill this year, to the 3rd over the next five years. Additionally, on average recruiters say ‘AI’ skills are said to become the 4th most critical skill for graduates in the next five years, up from 21st.

On the other hand, several traditionally valued skills, such as ‘teamwork’ and ‘project management’, are predicted by recruiters to decline in importance.

GMAC’s annual Corporate Recruiters Survey gathered responses from global recruiters and staffing firms to identify the key skills they seek and anticipate prioritising in the coming years.

In addition to AI and technology/IT skills, ‘innovation’ is expected to rise in importance, becoming the 6th most

UK employers prioritise wellbeing, but miss the mark with employees

While employers are taking steps to support employee’s physical and mental wellbeing, research found there is a disparity between the focus of employer wellbeing programmes and what employees need the most. That’s according to the latest Wellbeing Diagnostic Survey by WTW (NASDAQ: WTW), a leading global advisory, broking, and solutions company.

UK employers are prioritising support for mental (72%) and physical (45%) wellbeing, in light of declining mental health amongst employees and a quarter of the workforce suffering from poor physical health. Yet, employees say that financial wellbeing support is their top area of concern (59%), despite being the one of lowest priorities for employers (24%).

UK employers often offer foundational support for financial wellbeing, through life and disability insurance or retirement/savings programmes. Fewer are providing much needed support in the way of educating employees on the various financial issues they may face or offering personalised financial decision support for spending, borrowing and saving.

important skill within the next five years, up from 11th today.

Similarly, ‘grit’ (defined as a combination of passion, perseverance, resilience, and determination towards achieving long-term goals) is predicted to increase in importance, moving up to rank 9th.

“Employers do not want to be left behind by an ongoing industrial revolution, one based on automations and more data,” says Nalisha Patel, Europe Regional Director at GMAC.

“This is driving the skills employers are expecting to prioritise. As AI and automation dominate business operations, expertise in these areas is vital for efficiency and competitiveness. Organisations are recognising that they need employees who can leverage these technologies effectively.

Recruiters are also adjusting their focus to address a more volatile global business environment, where resilience, adaptability and grit are essential.”

Two-fifths of employees (42%) are suffering with moderate or major issues in at least two areas of their wellbeing. Poor health in any dimension of wellbeing can lead to higher absence, presenteeism and burnout among employees and lower levels of work engagement. The study shows that almost two-thirds of employees (59%) have above average levels of stress, while 40% have reported symptoms of anxiety or depression.

Kazune Kozen, Clinical and Data Analytics Lead in Health & Benefits at WTW says: “Increasing mental health issues have brought employee wellbeing to the forefront of employers’ minds in recent years. Companies have been leaning heavily into physical and mental wellbeing to make it a core part of their human capital strategy. We know that these investments have improved employees’ perceptions of these initiatives.

“Organisations that are highly effective at employee wellbeing often report better business outcomes, such as enhanced financial performance and reduced employee turnover. However, there is a disconnect between the wellbeing areas that employers are investing in and what employees are saying they need help with.”

Gaby Joyner, Head of Employee Experience Europe at WTW says “The delivery of wellbeing initiatives is just as important as the content of the programmes. Communication, accessibility and creating a connected culture that links back to company and employee values is key to building a stronger employee experience when it comes to wellbeing.”

Toyota (GB) PLC has been ranked in 32nd place in the Top 100 Best Apprenticeship

Employers table 2024-25

Toyota Apprenticeship Programme ranked 32nd in Top 100 Best Apprenticeship Employers table 2024-25.

The awards are based on apprentice reviews of their employment experience, posted on Rate My Apprenticeship, the UK’s leading jobs board for people seeking paid apprenticeships.

The 2024 award winners were announced recently at an event attended by top employers, who came together to celebrate the achievements of businesses providing valuable workplace opportunities through apprenticeships and helping people develop their talents and careers.

Toyota provides apprenticeships across a range of departments at its UK headquarters near Epsom in Surrey, including data science, facilities management and human resources.

Rachel Shepherd, General Manager, People and Workplace Experience at Toyota (GB), commented: “Apprenticeships are a fairly new stream to our Emerging Talent programmes at TGB. When we think about the skills we need to have for the future of our business, it makes sense to grow some of these skills ourselves. Going to university isn’t right for everyone, so by offering apprenticeships we’re able to tap into a new talent pool. All our apprentices are making a huge impact in their roles and they’re learning a lot from our experienced teams alongside their formal studies. We’re also hearing job satisfaction among the people around them is increasing, as they see them develop with the knowledge they are sharing.”

Hannah Desmond, a Toyota People Team Apprentice, said: “The opportunity to complete an industryrecognised qualification while working was an amazing opportunity It came at the perfect time, as I was looking to make a career change. My apprenticeship has enabled me to put my learnings directly into practice with the projects I’m owning. Toyota, my team and my manager are really supportive when it comes to studying and assignments.”

Just two in five HR professionals would recommend their company to others

Only two in five (42%) people working in HR said they would recommend their employer to others, according to new research by HR software provider Ciphr.

The survey of 300 HR decision makers revealed a raft of less-than-positive findings about how they view their role at many UK organisations, with over one in three (37% of respondents) claiming to be overworked most or all the time. Around a quarter (28%) also regularly consider leaving their current positions.

Notably, less than half (48%) say they receive regular or ongoing training and development for their role. Merely a third (34%) are satisfied with their salary, and just one in four (27%) think there are career progression opportunities available to them at their organisation.

And yet, despite the dissatisfaction with certain aspects of their role, the survey also found that most HR professionals do appear to enjoy the important work they do.

When asked how often they found their job fulfilling and engaging during a typical working week, nearly two-

thirds (64%) said most or all the time. Another quarter (28%) said their job was fulfilling and engaging some of the time. The remaining one in 11 (9%), however, reported rarely or never being fulfilled or engaged.

Well over half of respondents also said that most (or all) of the time they felt valued and appreciated for their work (56%) and that their skills and experience were being fully utilised (61%).

While the survey didn’t delve into the reasons why people would or wouldn’t recommend their employer, Ciphr’s data shows that their opinions on this are clearly influenced by how valued, fulfilled, trained and well paid they feel. Work/life balance and workload are also factors.

Among those who said they would recommend their employers to others, 79% felt fulfilled and engaged by their work and 71% felt valued and appreciated for their work all or most of the time. In stark contrast, only 53% of HR professionals who didn’t say they would recommend their employer to others reported finding their job fulfilling and engaging all or most of the time.

SUPPORTING YOUR EMPLOYEES TO REDUCE WORKPLACE ANXIETY

James Richardson Principal Consultant, AAB People

Workplace anxiety is becoming more common every day. It’s safe to say it happens to everyone. However, when your team find themselves constantly stressed, that can become overwhelming and a barrier to them living their lives the way they want. This could be an anxiety disorder.

Anxiety disorders caused by work are not as uncommon as you might first think. It’s estimated that 12.7% of sickness absences in the UK can be attributed to mental health conditions like anxiety. Given the fast-paced nature of modern work and general life, it’s important that you can identify, address and overcome these issues for your team.

What is Workplace Anxiety?

We know feeling anxious is natural, a standard response from our nervous system. We spend a lot of our daily lives in work and Mental Health UK notes that one in five people report being affected by anxiety at work.

People in your team may naturally feel anxious about that big presentation next week, a new person joining their close-knit team, or because of something unrelated

to work such as moving house or having a baby. However, when this becomes overwhelming and anxiety around work starts to impact day-to-day life, it can become a detrimental disorder with symptoms, which can impact individuals both mentally and physically.

Potential symptoms of workplace anxiety

• Avoiding spending time with people outside of work this might be friends or family

• Constantly worrying about things that haven’t yet happened

• Crying

• Getting easily irritated

• Struggling to sleep

• Working constantly

Anxiety can impact team dynamics and productivity. Despite how common workplace anxiety can be, managers often feel ill equipped to support individuals or have meaningful conversations around this. Which is why it’s important to focus on practical tips to help support individuals and best overcome anxiety in your workplace.

The best scenario for everyone involved is someone who is engaged and in the right headspace to deliver the work you know they can produce. Although you may not have all the answers, initial detection of a potential issue is going to be the first step in getting things back on track.

6 Practical Tips to Tackle Workplace Anxiety

Managers are a vital support in tackling workplace anxiety, and this means you can play a crucial role by providing a supportive and ‘mentally healthy’ working environment. Here are some practical tips to consider:

1. Lead by example with open communication - Let your team know it’s ok to talk about their mental health, stresses and anxieties without judgment. You can model healthy behaviours by showing that you prioritise your mental health and wellbeing and providing a safe space to actively listen to any worries (for example, open conversations through regular check-ins, surveys, and an open-door policy).

2. Access to Mental Health Education & Resources - Make sure everyone is aware of what the organisation can provide and, wherever possible, offer resources like Employee Assistance Programmes (EAPs), team-building activities, counselling services, mindfulness workshops and mental health awareness to help employees manage anxiety.

3. Work/life Balance - Options like flexible hours, remote work, and job-sharing can reduce pressure and improve work-life balance. Ensure breaks and holidays are utilised properly as important time to recharge.

4. Provide Clear Expectations and Feedback - Ensure your team have clear expectations for their roles and you provide regular, constructive feedback to keep them on track. Anxiety is often fed by a lack of direct feedback.

5. Celebrate the little things - Celebrate achievements to build a positive and encouraging work atmosphere, no matter how small. You can use positive language to motivate and support team members and encourage others to do the same. The aim is to encourage collaboration, social interactions, and peer support to help build a sense of belonging and reduce feelings of isolation and anxiety.

6. Promote Physical Health - Consider whether you can introduce programmes or benefits, which encourage physical activity, healthy eating, and relaxation techniques. The age-old approach to mind, body and spirit has a proven success rate of supporting positive mental health in the workplace.

Addressing anxiety in the workplace is essential as it can have a huge impact day-to-day on your team. Understanding its relevance and impact on your organisation is invaluable.

Creating a supportive environment for team members struggling with anxiety involves fostering a culture of understanding, empathy, and proactive support. Strong managers can readily identify concerns in their team and will have the confidence to provide support and signposting as needed.

Our Global HR Family Our Global HR Family

International HR presents practitioners with a different dynamic to embody the best diversity, values and culture. Andy Moore spoke with Skyscanner’s Bob Athwal to discover how HR can inspire and lead teams as part of its extended “international family.”

Our colleagues can often be like our families. A compass that guides us or an inspiration to reach great heights. The same could be said when managing disparate, globally-based colleagues as part of International HR. Contrasting cultures, work ethics and expectations engender a complex backdrop for even the most seasoned practitioner.

As Culture and Belonging Director at Skyscanner, Bob Athwal (Pictured far right) has huge and first-hand experience in managing this complexity by contributing to the company’s People Strategy from his office in China.

Although he admits that working far away from his UK based family can be tough at times, the separation is made easier being reunited with them every couple of months; he freely discloses that his role is right for his stage of career.

For HR, he believes that co-ordinating an international workforce is about striving for that “human decency” to ensure a common, value-based theme is intertwined to assimilate with colleagues from diverse backgrounds.

“It’s vital to take a global approach and be mindful of local implementation,” Bob explains.

“We try hard to make sure the global employee experience is equitable. Sometimes there are different components due to legislation discrepancies across different regions – but on the whole for HR it’s about being human.”

For practitioners, he believes it’s essential to uphold a “universal sentiment” across people policies and perks – for example through travel, volunteering, training and colleague development. However, these should be tailored according to colleagues’ various nationalities, cultures and expectations throughout their regions.

“HR must leave their judgements and biases at the door. We must remember that the UK and other parts of the world are not the centre of the universe,” Bob stresses.

“The world is vast. We want people to have the same experiences and be able to grow their careers and expertise – but growth can be both horizontal and vertical too.”

So how do you help a global workforce reskill? He believes that HR professionals must look for ways to grow, inspire and motivate people universally. This is achieved by nurturing a unified thread across people practices that depend on that human decency, mutual respect and trust. In any culture, organisations must strive to permeate values that are universal but can be translated into the local region, in Bob’s case China. The values must be authentic and held dearly by colleagues, he advises.

“I work with my colleagues, listen to them and understand as much as share with them what we’re trying to do. When HR talks about inclusion and equity they must start with the foundations,” he reasons.

HR must encourage an ethos for people to be willing to learn, and in context to break down pre-existing stereotypes. Practitioners must adapt policies to meet the curiosity of diverse employees, and be patient to know that colleagues may respond differently to world events and societal trends.

Having flexible recruitment and people development practices is also key insists Bob.

He says: “We don’t recruit colleagues based purely on their academic background because it may mean we miss out on a wider talent pool. A pattern emerges. If you’re a global organisation working in another part of the world the transition becomes easier if you’ve already worked or studied abroad.”

Tailoring clear and patient communication so that it’s understood by colleagues across different countries and cultures is fundamental – for example language translation from English to a different language.

Bob adds: “We have over 60 nationalities at Skyscanner so we must ensure that we don’t engender any miscommunication. Instead we conduct inclusive meetings that cater for people that may appear a little quiet or misunderstood.

We spend a lot of time developing our colleagues to be mindful of our inclusive practices.”

So what makes an effective international HR leader? What qualities do they need?

Bob answers: “The number one priority is listening. HR must also have a network of other professionals they can work with across the globe. One-to-one chats with colleagues across different parts of the company also plays a big part to stay in tune about what’s going on. Effective leadership is also staying on top of societal events local to employees that may affect their wellbeing outside work, and feel sensitive to any perceived threats.”

Promoting career and skills growth is also essential for global employees to access new opportunities across the organisation.

HR must ask in its People Strategy what it needs to be successful. “We try to run programmes that are empowering for colleagues. We want them to be the best they can be in the best work environment,” he adds. “Our precept is that exploring work makes you a better human being. We try to live and breathe human decency for all our colleagues across different global regions.” And this decency could be for HR to treat all colleagues as an extended family.

International HR Tips

• Contrasting backgrounds, work ethics and values present complexity

• Ensure a common, value-based theme is intertwined to assimilate with varying cultures and expectations

• Strive to make the global working experience equitable

• Leave judgements and biases at the door

• Enable people to have the same experiences and be able to grow their careers

• The number one global HR priority is to listen

• Offer flexible and opened-minded people development practices

“We try hard to make sure the global employee experience is equitable. Sometimes there are different components due to legislation discrepancies across different regions – but on the whole for HR it’s about being human.”

96% of HR leaders worry about pace of technological evolution

New research from BT has uncovered widespread anxiety among business leaders in the HR sector regarding the pace of technological change. In fact, 96% of HR company directors and executives report suffering from ‘bytemares’ – tech-related stress that’s severe enough to disrupt their sleep – with cybersecurity and AI coming up as the main sources of anxiety.

With 74% of leaders in the sector agreeing that tech transformation is critical to the survival of their business, tackling this tech anxiety could result in a significant contribution to the growth of both the HR sector and the wider economy. Half of business leaders in the HR sector say their companies are tech-driven, but just as many admit they find it hard to keep up with the pace of digital transformation – with 55% saying that thinking about the right tech solutions for their business is stressful. It appears this sentiment is impacting the sector’s adoption of new technologies, with only 11% of HR businesses investing in tech, falling behind sectors such as IT & telecoms (15%), legal (13%) and finance (12%).

When it comes to the most common reservations HR business leaders have about digital transformation, BT data shows the impact of AI on operations (69%) and cybersecurity (66%) are seen as the biggest barriers to adopting new tech. Asked about the perceived threats posed by AI to their business, data privacy / security challenges (32%) and ethical considerations (32%) come up as top concerns for more than half of business leaders in the sector. This could ultimately lead to a slower adoption rate for new tech solutions.

However, BT insights show that 70% of HR executives are committed to mastering technology as they look to futureproof their businesses. In fact, four in five executives say they are optimistic about technology’s ability to transform their operations, with just under three quarters admitting that digital transformation is critical to the survival of their companies. This is why 65% of leaders in the HR industry wish they had more support to tackle digital transformation and combat the tech-related decision paralysis almost half (48%) of decision-makers grapple with.

BT is teaming up with ex-Dragon Sarah Willingham and meditation guru Izzy Judd, to arm business leaders with the mental tools to take on worries around tech transformation head on. Together they’ve created The Business Reboot, a series of tech-inspired guided meditations designed to help businesses of all sizes, and their employees, to hit the reset button before facing up to the tech challenges of the day.

Seetal Bhatti, Director of HR, BT, says: “Today, HR is an increasingly digital business – and our research shows that the pace of change is taking its toll. Our job is to make things easier: providing the rock-solid digital foundation businesses need to thrive. A third of business leaders in HR already practice meditation at least once a week, with 14% saying they meditate every day to manage stress levels. Almost half (45%) of business owners in the HR sector also say their companies have offered mindfulness and meditation tools for their employees. Developed with Sarah Willingham and Izzy Judd, BT’s The Business Reboot guided meditation series is specifically designed to help business leaders beat their ‘bytemares’, with episodes focusing on AI, cybersecurity, data analytics, digital skills, and cloud computing. The audio meditations are available for free to everyone, including more than one million BT business and public sector customers across the world.

International Enterprising Impactful Leading Strathclyde

The final word in business education

Our Masters programmes are consistently ranked among the best in the UK – and around the world. Our department of Work, Employment and Organisation is Scotland’s leading centre for research, knowledge exchange and professional education in human resource management and employment studies. As HRM experts, we understand the importance of providing high quality education that fits around your career:

We offer:

• A part time MSc/PGDip Human Resource Management programme which is completed in two years with classes from 1–7pm once a week.

• CIPD* approved postgraduate qualifications leading to Associate Membership.

• Cons tructive external engagement with policy makers and practitioners.

Make Strathclyde your destination.

www.strath.ac.uk/business

INTRODUCING THE JUDGING PANEL FOR 2024

By Teresa Flannigan

The Hr NETWORK National Awards Judging Panel will conduct the final stage interviews in mid-September, after which, they will then choose their winner for each category and the winners will be announced at the hugely anticipated awards gala dinner in Glasgow in November.

The 17th annual awards gala dinner, anticipated to attract almost 800 top HR & people industry professionals, will see the presentation of 18 Awards for a range of people, project and organisational categories and will take place at the hugely impressive Hilton, Glasgow on Thursday 14th November 2024.

Susan DeFazio

Susan is a recognised expert in strategic workforce planning, business growth and organisational effectiveness with 20+ years global experience. With a passion for empowering internal capabilities by making ‘the how’ possible for leaders and practitioners, as the founder of Be Future Ready Today, she acts as an advisor, coach, speaker, organisational health and strategic workforce planning expert. She is passionate about simplifying the world of work. Susan is a partner with The Human Capital Institute to deliver a well established and proven strategic framework that allows learners to advance their careers and prepare them to lead the future of HR. Prior to running her own consultancy, Susan led and developed a Global Consulting Practice which was designed to help companies build strategic capabilities for workforce planning, transformation, business analytics and differentiated people practices.

John Ferguson

John is Founder and Managing Partner of John Ferguson Leadership Ltd a results-based leadership company with particular emphasis at Executive and Board levels. John is recognised as a specialist in strategy facilitation and enabling high performing teams. With over 25 years leadership development background, John is recognised for his wealth of international experience and practical insights to support clients to optimise their leadership and achieve their commercial organisational objectives for today and tomorrow. John is a Fellow of the Chartered Institute of Personnel and Development, Fellow of the Chartered Institute of Bankers, a Chartered Member of the Institute of Directors and Deputy Chair of a community service organisation.

Fiona Martin

Fiona is a highly experienced Chief Officer with a demonstrated history of working in the environmental services industry. Skilled in negotiation, business planning, coaching, environmental awareness, and business transformation, Fiona is a strong business development professional with a Post Graduate Diploma focused in Personnel Management from Glasgow Caledonian University.

Andrew Penker

With over 30 years in HR, Andrew is a highly qualified, pragmatic, commercial and adaptable HR professional with experience gained across a range of sectors with leading national and international companies. A Trustee with Southeast Scotland Scouts, he is also a qualified Curling Coach. Andrew is an independent HR Consultant and Founder of XSectorMentor®, the global community for companies to connect their people across sectors, using reciprocal mentoring to share knowledge and ideas and develop professionally. Married, he lives in Edinburgh and enjoys a good dog walk with Dougal, his ‘spaniel trapped inside a labs body’.

Julia Stevenson

Julia has recently retired, following a career in HR/Learning and Development spanning 40 years. Her early roles were in London as HR Assistant for a large international accountancy firm and as Graduate Recruitment Officer for a fast-growing software development company. Julia then moved to Edinburgh and joined Bank of Scotland as an Assistant Manager in the Training Department, from which she progressed through a number of different roles to become Director of Management Development for Bank of Scotland/Halifax Bank of Scotland. In 2002 she joined the newly formed Scottish Water as General Manager, Organisational Development, playing a part in the transformation of the public sector utility. Latterly her role was Head of Employee Experience, where she was delighted to win the 2021 Hr NETWORK Award for HR Specialist of the Year. Julia won Hr NETWORK’s Outstanding Contribution to Scottish HR award in 2023. A long-standing Fellow of the CIPD, Julia served as a non-executive director of a sector skills council for 7 years, and participated on various external bodies involved in youth development.

Award Category Sponsorship

A few sponsorship categories are still available, offering excellent benefits in the lead-up to, during, and after the Hr NETWORK Awards Gala Dinner, which will take place at the impressive Hilton Glasgow on Thursday, 14th November 2024.

Benefits of sponsoring a category:

By sponsoring an award category, you are directly supporting the HR community in Scotland. Hr NETWORK has been committed to supporting HR professionals and those closely associated with this vibrant and energetic community for almost 20 years. Sponsoring an award category will enable you to:

1. Promote your employer brand or products & services directly to the HR and business community across Scotland.

2. Enjoy rich content media coverage within Hr NETWORK magazine.

3. Showcase your brand throughout the year and at the Awards Gala Dinner.

4. Enjoy networking with a range of influential HR and business professionals.

5. Stand out from your competitors by showcasing your company’s commitment to supporting HR and business professionals across Scotland.

6. Build on your organisations’ credibility by supporting events which specifically support HR and business professionals across Scotland.

7. Entertain your key clients in a professional and credible environment.

8. Opportunity to present your sponsored category in the presence of almost 800 HR and people professionals.

For further information please contact the Awards Planning Team on Tel: 0131 625 3267 or email: awards@hrnetworkscotland.co.uk

Award categories and their sponsors

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 solution for businesses of all sizes. Their services cover the full employee life cycle ensuring your business stays on track. Tracey Chrystal is a professional business owner and director with over 30 years’ experience and she is a qualified CIPD chartered fellow, executive coach and board director. The business thrives on helping create positive change whilst advising and supporting business owners with all aspects of employing individuals from recruitment, on-boarding, employee relations, HR health checks, employment contracts, policy and procedure refresh, restructuring, training, leadership development, coaching, business change, mediation, and redundancy. Chrystal HR ensures HR strategy and initiatives align with the overall business plan and work proactively and collaboratively with director’s, employees, third parties and key stakeholders.

For further information, please visit: www.chrystalhr.com

HR Business/People Partner of the Year

sponsored by:

Right Management helps organisations make their talent their ultimate competitive advantage by building the capabilities needed to up-skill, adapt and transform their workforce. With over 40 years’ experience and global expertise spanning more than 75 countries, they know how to help you unlock the value of your most important asset - your workforce. Their assessment, coaching, leadership, career development, change and outplacement programmes will accelerate performance and future-proof your talent.

For further information, please visit:www.right.com

Employee Engagement Award of the Year

sponsored by:

Multrees Investor Services was incorporated in the UK in 2010. Multrees exists solely as a provider of outsourced services to wealth managers. In their most successful client relationships, their client partners consider their team as part of their own operation. The background and heritage of their firm is in understanding and supporting the high-quality services requirements of the unique industry they operate within. Their view remains as it was when they formed as a business, namely that the UK wealth management sector requires stronger support from dedicated partner firms that can supply scalability and client outcome driven solutions across the full breadth of the consumer journey. Currently they have 130 members of staff located between Edinburgh, Glasgow, and London.

For further information, please visit: www.multrees.com

ESG Award of the Year

sponsored by:

Nature is full of brilliant, breathtaking contrasts. The flow of water. The strength of wood. The heat of fire. The chill of ice. When the right ingredients come together, they can create something beautiful. We also find unexpected beauty in the rich interplay of our many cultures, and in conversations where diverse thinking interacts to create something new. Taking bold steps forward, while treading lightly on the earth, we craft the brilliance of nature into breathtaking experiences of our own. Our experiences combine the familiar and the new, uniting memory and tradition with moments of surprise and delight. We’re Suntory Global Spirits. Embracing the wonders of nature to craft brilliant experiences.

For further information please visit: www.suntoryglobalspirits.com

HR Manager/Advisor of the Year

sponsored by:

At AAB People, they don’t believe in one-size-fits-all solutions. They will work closely with you to truly understand your business inside out, and together, they will craft innovative, commercially driven strategies spanning HR, health & safety and learning & development. Their strategic and outsourced services are personalised and designed to fit your current needs and future aspirations. They don’t just give you “off the shelf” solutions, their team of experts will seamlessly integrate as an extended part of your team whether you’re just starting out or are well-established. They will provide creative interventions and flexible, hands-on support every step of the way.

For further information, please visit: www.aabpeople.com

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 visit: www.interbevgroup.com

HR Team of the Year

sponsored by:

Robertson is one of the largest family-owned construction, infrastructure and support services businesses in the UK. Their purpose is to assure a sustainable future. They achieve this by working in partnership and through sustainable growth, which enables us to invest in our business, the future of their people and communities, and to deliver a wide range of projects for customers nationally. Ultimately, everything they do is about making progress safely towards a sustainable future for their people, communities and their business. It’s the Robertson Way.

For further information visit: www.robertson.co.uk

Best Employer/Workplace of the Year

sponsored by:

Jobtrain is a UK based provider of applicant tracking systems, talent and insights services. They’re proud of their 20+ year track record delivering first class ATS solutions and services to a multitude of diverse organisations including the whole of NHS Scotland, Glasgow Airport, Toshiba, Voyage Care, Cornerstone, CrossReach, Active Care Group and Scottish Canals. Alongside their out-of-the-box product, JTGO, no organisation is too big or too small to benefit from the Jobtrain applicant tracking experience.

For further information visit: www.jobtrain.co.uk

HR Assistant/Officer of the Year

sponsored by:

Renowned for developing their next generation of emerging talent, Skyscanner is a search aggregator and travel agency based in Edinburgh and their site is available in over 30 languages and is used by 100 million people per month. The company lets people research and book travel options for their trips, including flights, hotels and car hire.

For further information visit: www.skyscanner.net

Leading With Kindness Award of the Year

sponsored by:

Leading Kind believe that kind organisations and kind leaders make a difference to the bottom-line – and they work with their clients making work fairer, workplaces kinder, more inclusive, and outcomes better. The Leading Kind team combine strong research skills and extensive HR, Equality, & People experience gained across a range of sectors with deep knowledge of how organisations work (and what to do when they don’t). Naturally diverse, their core team have a range of lived experiences that informs what they do and how they do it – using evidence and insight to provide thoughtful solutions that make a (positive) difference.

For further information visit: www.leadingkind.co.uk

HR Director of the Year

sponsored by:

As the world’s leading integrated talent development and outplacement company, LHH has got both global scale and local knowledge; pioneering technology and experienced consultants. Whether you’re restructuring, changing your culture or developing your leaders, they can help. They work with companies to simplify the challenges of workforce transformation. They do that by helping their people navigate change, become better leaders, develop their careers or find a new path in life. The results: a stronger employer brand, less risk and better business performance.

For further information visit: www.lhh.com

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

The winner of this award and all other awards will be announced at the annual Hr NETWORK Awards Gala Dinner taking place at the Hilton Glasgow Thursday on 14th November 2024.

Table sales for this year’s awards gala dinner are already at an all-time high. To ensure that last year’s sponsors and table hosts can attend again, those wishing to host a table of 10 are strongly advised to secure their tables as soon as possible to avoid disappointment.

If you have any enquiries in relation to sponsorship or becoming a table host at the Gala Dinner at the Glasgow Hilton on Thursday 14th November 2024, please contact: Tel: 0131 625 3267 or email: or email: awards@hrnetworkscotland.co.uk

BETWEEN the LINES

Seeing Other People

By Diana Reid

Charlie’s skin was stinging. Not with heat or sweat, but with that intense, body-defining selfconsciousness—that sense of being watched. She lowered her eyes from Eleanor’s loving gaze. Her throat taut with tears, she swallowed. ‘You’re a good sister, Eleanor.’

‘Don’t say that.’

After two years of lockdowns, there’s change in the air. Eleanor has just broken up with her boyfriend, Charlie’s career as an actress is starting up again. They’re finally ready to pursue their dreams— relationships, career, family—if only they can work out what it is they really want.

When principles and desires clash, Eleanor and Charlie are forced to ask: where is the line between self-love and selfishness? In all their confusion, mistakes will be made and lies will be told as they reckon with the limits of their own self-awareness.

Seeing Other People is the darkly funny story of two very different sisters, and the summer that stretches their relationship almost to breaking point.

Hello Beautiful

By Ann Napolitana

Best friends and sisters, the four Padavano girls bring loving chaos to their close-knit Italian American neighbourhood. William Waters grew up in a house silenced by tragedy, where his parents could hardly bear to look at him, much less love him. So, when he meets the spirited and ambitious Julia Padavano, it’s as if the world has lit up around him.

With Julia comes her family: Sylvie, the family’s dreamer, is happiest with her nose in a book; Cecelia is a free-spirited artist; and Emeline patiently takes care of them all. But when darkness from William’s past begins to block the light of his future, it is Sylvie, not Julia, who becomes his closest confidante. The result is a catastrophic rift that leaves the family inhabiting two sides of a fault line.

The Extra Mile

By Kevin Sinfield

The Extra Mile is no ordinary sports memoir. But Kevin Sinfield is no ordinary sportsman. A one-club legend of Leeds Rhinos, who has now crossed codes as a defence coach for the England national rugby union team, Kevin Sinfield is a rugby icon. But in recent years has shown heroism of a very different kind through his selfless and extraordinary fundraising for motor neurone disease (MND), the terminal illness that has affected his best mate and former teammate Rob Burrow.

Sinfield’s epic challenges have included running 7 ultra marathons in 7 days, and running over 101 miles in 24 hours. In the process, Sinfield has captured the hearts of the nation and over £7 million for MND. He was awarded an OBE in the Queen’s Birthday honours for his efforts, along with the Freedom of Leeds and a special BBC Award for his fundraising.

Told with Sinfield’s characteristic warmth, dry wit and inspirational leadership, The Extra Mile is the story of an astonishing life, of an enduring friendship, of perseverance against the most difficult of challenges, and of a remarkable, humble human being who has defied the odds. The book equips readers with the tools and the mindset to embrace togetherness and to overcome their own challenges. It leaves the reader with the urgent question: Who would you go the extra mile for to help in life?

Thinking Global, Acting Local

24-25 October 2024

We are excited to announce our keynote speakers:

Sile Walsh

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

Dr Rob Worrall

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

Jesse

Segers

Jesse is a Partner at Ginkgo Consulting and serves as an Honorary Associate Professor at the University of Exeter in the UK. He specialises in teaching leadership and developing leaders at the executive and board levels. Additionally, Jesse is a visiting faculty member at the Stichting Bedrijfskunde in the Netherlands.

Ku’ulani Keohokalole

Ku’ulani established People Strategies Hawai’i in 2019 with the vision of growing the capacity of organisations to foster community-minded and people-oriented leaders. She trains, consults, and supports organisations who are looking to transform around the ways they engage people to achieve their mission.

Emma Du Parcq

Emma, our Head of Consulting, has extensive transformation and change leadership experience as an internal and external consultant. Spanning various industries, she has led large-scale projects for The Open University, Ministry of Defence, Boots, and other major organisations.

Neil Mullarkey - Conference MC

Neil Mullarkey is one of the world’s most experienced and accomplished improv performers. He will be our Conference MC and also lead a fun energiser workshop to kick off our second day.

hello@roffeypark.ac.uk

www.roffeypark.com/contact-us

Find out more

Ensuring effective investigations Ensuring effective investigations

into whistleblowing reports into whistleblowing reports

By Tim Smith, Safecall

For companies and organisations that have a whistleblowing policy it’s important the process is trusted and that employees feel safe and supported in reporting misconduct in the workplace.

There needs to be a genuine culture where employees feel able to report wrongdoing and potentially challenge authority. If there is a culture of transparency and a leadership endorsing ethical behaviour this will lend credibility to any whistleblowing policy.

The challenge for organisations is ensuring their whistleblowing system is as effective as possible. The practical characteristics of an effective system can be summed up as having:

• Anonymity

• Accessibility

• Ease of use

• Multilingual support

• Accessibility across devices and platforms to accommodate a diverse workforce

As someone who has been on the front lines of these investigations, I’ve learned that the process can be intricate and fraught with challenges. Here’s a stepby-step guide on how to effectively investigate a whistleblowing report.

Step 1: Acknowledge and assess the report

Do: Act promptly and confidentially

When a whistleblowing report lands on your desk, it’s crucial to acknowledge it immediately. Confirm receipt of the complaint to the whistleblower and reassure them that their concerns are being taken seriously. Once any report is received it’s important to triage the complaint to determine if it falls under whistleblowing protections and if it’s within your scope to investigate.

Don’t: Ignore or delay

One of the biggest mistakes is ignoring or delaying action on the complaint. Additionally, ignoring a complaint can lead to severe legal and reputational consequences for the organisation

Step 2: The investigation team

Do: Choose an impartial team

Select a team of impartial, experienced professionals to conduct the investigation. Ideally, this team should include members from legal, human resources, and experienced external consultants, depending on the complexity and sensitivity of the issue. It’s important to ensure that team members have no conflicts of interest related to the complaint.

External, third-party investigators can reassure employees of expertise and independence, further building trust and credibility in the process. Perception can be everything.

Don’t: Involve potentially biased parties

Involving individuals who may have a stake in the outcome can compromise the investigation’s integrity. Avoid appointing anyone who is mentioned in the complaint.

Step 3: Plan the investigation and best approach

Do: Develop a clear plan

Outline a clear, step-by-step investigation plan. This should include identifying key issues, defining the scope, setting timelines, and determining the methods for collecting evidence. Scoping is important from the outset, helping ensure there is no mission-creep. A wellstructured plan helps keep the investigation focused and efficient.

For sensitive issues, an external investigator can improve levels of trust in the process.

Don’t: Rush the process

While it’s important to act promptly, rushing through the investigation can lead to oversights and errors. Take the necessary time to gather and review all relevant information thoroughly. You must be proportionate in your approach.

Step 4: Conducting an effective investigation – gathering evidence

Do: Collect and document thoroughly

Gather all relevant documents, emails, and other forms of evidence meticulously. It’s important to have a laserlike focus on fact-finding and follow all reasonable lines of inquiry.

Interview witnesses and subjects in a manner that ensures their confidentiality and encourages honest disclosure. Document every step of the process, including how and where evidence was obtained. Protect against retaliation throughout the investigation process.

Don’t: Compromise confidentiality

Maintaining confidentiality is critical. Avoid discussing the case with individuals who are not part of the investigation team.

Step 5: Analysing findings and decision-making

Do: Analyse objectively

Review the collected evidence impartially. Cross check facts and seek corroborative evidence to substantiate the claims. Objective analysis is key to determining the validity of the whistleblower’s allegations.

Don’t: Jump to conclusions

Avoid making premature judgements based on incomplete evidence. Let the facts guide your conclusions, not assumptions or external pressures.

Step 6: Report, recommend and implement

Do: Provide a clear report and implement recommendations

Prepare a comprehensive report detailing the investigation process, findings, conclusions, and any recommended actions. Ensure that the report is clear, factual, and free of bias. Determine appropriate disciplinary actions or corrective measures. Present the findings to the appropriate decision-makers within the organisation. Act on the investigation’s recommendations promptly.

Don’t: Conceal findings or retaliate against the whistleblower

Do not withhold any findings, even if they are unfavourable to the organisation. Transparency is crucial to maintaining trust and integrity. Ensure that the whistleblower is protected from any form of retaliation and monitor the situation to ensure compliance.

Post investigation follow-up and summary

Just because an investigation has concluded and a course of action has been decided upon, it doesn’t mean the work stops. Agreed actions must be implemented, and the success if decisions made must be monitored. Often the real value post-investigation is ‘lessons learned’ and the subsequent corrective changes to mitigate against any repeated behaviour.

Many organisations see the importance of publishing a summary outcome of the investigation. Such feedback and communication to employees further improves trust in the whistleblowing process.

Handling whistleblowing complaints effectively requires a blend of prompt action, thorough investigation, and unwavering commitment to fairness and confidentiality.

“Avoid making premature judgements based on incomplete evidence. Let the facts guide your conclusions, not assumptions or external pressures.”

Trust, flexibility respect are the business leaders Trust, flexibility respect are the business leaders

flexibility and the only words leaders need flexibility and the only words leaders need

TBy Matt Dykes, COO, Abzorb

he workplace has changed over recent years more than it has done since the industrial revolution, so we are most definitely due an update. Remote and hybrid working is now the norm since the pandemic. Multi generations in the workplace have never been so diverse to manage and the younger generations such as Gen Z are constantly disparaged about being too ‘precious’ just because their needs and aspirations are different to others. And let’s not forget the biggest game changer of all in the workplace, the introduction of AI.

This is a lot for business leaders to grapple with but understanding and managing this changing landscape is essential for business growth and attracting and retaining talent. These colossal changes do not warrant minor edits to your policies and strategy but call for a complete re-write.

Remote, Hybrid and Flexible Working

Many business leaders are enforcing ‘return to the office’ (RTO) mandates but despite companies trying to allure them into the office with various benefits they won’t be bribed because they are determined to keep remote and hybrid working. A recent study from BambooHR’s 2024 Return to Work report shows that 90% of employees want remote and hybrid work for flexibility and a better work/life balance with 51% of remote workers saying it helps them with family duties and 74% of respondents enjoy not commuting daily.

Business leaders need to understand that a ‘one size fits all’ model does not work with today’s diverse workforce of multi generations with different needs.

Leaders have struggled over the past few years with the shift of power moving from employers to employees and are trying to reclaim it. But by enforcing RTO and tracking employee office attendance and monitoring them too closely you are creating a micro-managed ‘Big Brother’ culture driving down trust, respect and taking away any autonomy and flexibility.

Managing Multi Generations

Today there are a multitude of generations in the workplace from baby boomers, Gen X, Millennials and Gen Z. As mentioned, the younger generation always seem to get bad press but what we must acknowledge is that this generation grew up with the digital age and in a different world so it’s no surprise they have different needs and aspirations. Instead of disparaging them

maybe we should learn from them, even better learn from each other. Research from LiveCareer revealed that 87% agreed they could learn from each other while 78% thought it led to conflict.

Millennials and particularly Gen Z have grown up in a world where mental health and wellbeing is freely talked about, and they wouldn’t hesitate to talk about it at work. Whereas a Baby Boomer would probably feel very awkward talking to their manager about mental health. Deloitte Digital reported that empathy was the second most important trait in a business leader while leaders placed it fifth. The Visier survey also revealed that 64% of Gen Z employees ranked good physical and mental health as a leading life ambition.

Gen Z prioritise spending time with family and friends and good health over career aspirations. They want to work for companies with good ethics and values they believe in. They have seen what the workaholic lifestyle does to people and burnout is not attractive. They are more self-aware and can talk about feelings, ethics and values, and what matters and that’s a good thing.

Incoming AI

Employees fear AI taking their jobs in the workplace and it’s not surprising when the Institute of Public Policy Research recently announced that AI will threaten up to 8 million workers in the UK. However, if we harness the power of AI now and understand it then we can use it to relieve workers from admin and mundane jobs focusing them on more rewarding, interesting, and high value positions.

Business leaders need to step up and understand how they are planning to use AI in their business and make employees feel at ease working with the technology instead of against it.

The Re-Write

The archaic attitude of ‘this is how we have always done it’, ‘who do they think they are?’, ‘we are in charge not the employees’ needs to change. Admittedly, this will mainly be from business leaders of older generations and maybe also from larger established businesses rather than start-ups who tend to be more receptive, innovative and agile.

Business leaders will need to re-write the culture of their organisation ensuring it is transparent, meaning that you openly communicate your vision, mission, objectives, strategies and what you are working on, what works and what hasn’t. Empower employees by involving them in decisions, provide them with the opportunity to voice their opinions, suggest new products and services encouraging innovation and creativity, but at the same time ensuring that they know it’s OK to make mistakes and that we learn from our failures.

Involve them in the introduction of AI asking them how their roles and everyday tasks could be improved and

what they find dull about their job. Make it clear to them that they will not be replaced by AI, and you want to get to a place where they can work seamlessly with AI to improve their productivity and efficiencies and augment their roles. Then offer them training and development programmes to ensure they have up to date training and opportunities to develop their career if they want to.

Devise a remote and hybrid working strategy ensuring employees can work flexibly and remotely if desired and come into the office when required. Ensure that they have the option to come into the office when they want to or for a purpose such as a meeting, or brainstorm, the choice is theirs. You are giving them the autonomy to get on with their work and make the decisions on how best they do it.

Help create and cultivate social connections for all teams that are in office, remote or hybrid to increase effective collaboration and inclusion, and connect teams.

Trust, flexibility and respect are the buzz words here, by demonstrating this to your employees they will be aware that you trust and respect their autonomy to get on with their job and get the work done. By doing this you will be rewarded with enthused and motivated employees who value their job and who they work for and remain working for you.

Demonstrate that you care for your employees by being empathetic and understanding by holding regular ‘check in’ sessions to ensure that they are OK and if they have any issues they want to talk about.

All Good Things

All good things come to those who wait so be patient. This new way of managing the modern workplace takes time and we are all learning together, and it will continuously evolve, and you and your employees will adjust accordingly.

It’s not a power struggle it is about gaining mutual respect and trust and working as a team to achieve your objectives. The payback will be that employee engagement will increase and you will garner their respect and trust which is two-way, you must earn it to receive it. This takes effort and time, but the benefits will be that you attract and retain talent, improve your reputation as the company people want to work for.

The Manpower: The Manpower:

The Ascent of Manpower: The Ascent of Manpower:

HOW HUMAN RESOURCES HAS EVOLVED POST COVID

Back in the old days, when people caught the train to work and were at their desks by 9am, the job of the HR department was well established.

By Tsvetelina Hinova

Staff appraisals were once based on reports by line managers who had daily contact with their team and, if the company had an issue to discuss with an employee, the HR manager would swing by their workstation for a chat.

Today, in the world of asynchronous remote working and fixed/flexible hybrid working, things are a little more complicated.

In the wake of the global shift to remote work, human resources (HR) departments have found themselves facing a myriad of challenges unlike anything they’ve encountered before.

No longer confined to the traditional office space, HR professionals are grappling with the task of welcoming new recruits into organisations, integrating them into company culture, and monitoring their performance from a distance.

And it’s not just the formal stuff that has become more problematic. The fun nature of employment, meeting and socialising with colleagues, arranging office parties and collections for staff who are leaving to have a baby or to work somewhere else, risks being left behind in brave new world of remote and hybrid working.

Fostering a sense of community and belonging among employees who are scattered across different time zones presents its own set of hurdles. The things that help to define a company, to give it a culture and a story – through relationships forged between management and staff; the serendipitous discovery of untapped skills and talents; the humour and work ethic that can only be fostered by people working in close proximity – are in danger of disappearing.

Welcoming new recruits into the fold

Gone are the days of in-person orientation sessions and office tours for new hires. With remote onboarding becoming the norm, HR teams are tasked with finding innovative ways to welcome employees into organisations virtually.

While technologies like video conferencing and online platforms facilitate initial introductions, creating a sense of belonging from afar remains a challenge. The absence of face-to-face interactions can make it difficult for new hires to feel connected to their team right from the start.

Integrating remote workers into company culture

Building a strong company culture is essential for employee engagement and retention. However, cultivating a cohesive culture becomes more complex when employees are dispersed across different locations.

HR professionals are obliged to devise more creative solutions to bridge the gap between remote workers, from virtual team-building activities to online social gatherings. Yet, maintaining meaningful connections in a digital environment requires intentional effort and innovative approaches.

Monitoring performance in a remote setting

Tracking employee performance becomes more nuanced when physical presence is no longer an indicator of productivity.

Traditional metrics may not accurately reflect the contributions of remote workers, leading to challenges in assessing performance and providing timely feedback.

HR departments are turning to technology-driven solutions, such as performance management software and virtual KPI tracking tools, to monitor employee progress and ensure accountability. However, striking the right balance between autonomy and oversight remains an ongoing endeavor.

Fostering workplace culture across borders

The geographical dispersion of remote teams poses a significant obstacle to fostering a cohesive workplace culture. With employees operating in different time zones and cultural contexts, HR professionals must find ways to promote inclusivity and collaboration across borders.

Leveraging digital communication platforms, cultural sensitivity training, and cross-cultural exchange initiatives can help to bridge cultural divides and foster a sense of unity among remote workers.

Embracing sustainability and innovation

As organisations embrace remote work as a long-term strategy, HR departments are reimagining traditional practices to align with sustainability and innovation. From reducing paper waste through digital HR platforms to championing eco-friendly initiatives, HR professionals are leading the charge towards a more sustainable future. Additionally, embracing innovative technologies, such as AI-powered recruitment tools and virtual reality training programmes, enables HR departments to stay agile and adapt to the evolving needs of remote workforces.

Study highlights transformation

“The Impact of Remote Work on HR Practices: Navigating Challenges, Embracing Opportunities”, a study published last year in the European Journal of Human Resources Management Studies sheds light on the transformative effects of remote work on HR strategies.

The study highlights the pivotal role of HR in addressing the challenges posed by remote work, particularly focusing on employee well-being. HR initiatives now prioritise combating isolation, burnout, and stress through virtual team-building exercises, mental health support, and flexible scheduling.

Furthermore, HR’s responsibility extends to facilitating seamless virtual onboarding, training, and professional development, ensuring that remote employees are adequately equipped for success.

Beyond day-to-day operations, HR professionals are tasked with navigating policy adaptations to accommodate flexible work arrangements while upholding performance standards. Effective communication, trust-building, and inclusive decisionmaking are emphasised to foster a sense of belonging and engagement among remote team members, particularly as remote work blurs the boundaries between professional and personal spheres, making work-life balance and employee well-being even more critical.

The study also underscores the significance of technological infrastructure and cybersecurity in facilitating successful remote work.

HR professionals play a crucial role in adopting digital tools and ensuring data security in distributed work environments. Continuous investments in technology and training are essential to safeguard organisational assets and maintain remote work efficiency.

Looking ahead, the study anticipates the emergence of hybrid work models, necessitating HR adaptation to manage diverse work preferences effectively.

Consistent communication is paramount in remote teams, requiring a streamlined approach to avoid data fragmentation. Utilising a central project management solution and scheduling regular catch-up calls can keep everyone informed and aligned.

Optimising productivity in a remote setting requires insight into individual and team workloads. Project management tools that centralise data and provide real-time insights enable managers to allocate resources effectively and maintain efficiency.

Training and development remain vital for employee growth and satisfaction, necessitating a tailored approach to identify skill gaps and provide relevant opportunities. Leveraging project management solutions can streamline this process, facilitating targeted skill enhancement.

Preserving company culture in a remote environment demands intentional efforts, including leading by example and organising virtual social events. Building a sense of community and shared values fosters engagement and cohesion among remote employees.

Achieving business agility entails addressing factors beyond workforce management, such as operational efficiency, data quality, and customer engagement. Adapting to these challenges ensures the resilience and success of remote-based businesses in an ever-changing landscape.

About the author

Tsvetelina Hinova is co-founder of Thankbox, an online card and cash collection service that brings the human aspect back into the workforce and boosts connectivity between remote and hybrid teams.

Five essential HR strategies in supporting employees through divorce

Divorce can hit hard, affecting divorcee’s performance and morale at work. The stats are clear: 81% of employees going through a divorce struggle with productivity, 73% miss more work, and 67% see their health and finances worsen. Here, Deepa Tailor, an expert in mental health from specialist family law firm, Divorce Lawyers, offers five essential HR strategies to support employees through divorce.

Recognising the issues that come with how divorce affects employees, many companies are updating their policies to better support staff during such challenging times, something HR’s role is vital in.

Providing support for employees during personal crises like divorce is essential. It not only helps team members through difficult times but also maintains a productive and positive work environment.

Implement Wellness Programmes

Wellness programmes can cut healthcare costs, boost productivity, and reduce absenteeism and turnover. Plus, they make employees happier and more engaged.

Promote Open Communication

Create an environment where open communication is the norm. Providing a safe space for employees to discuss their challenges can lead to better mental health and increased productivity.

Support Work-Life Balance

Flexible work arrangements and policies that promote work-life balance help employees juggle their personal and professional responsibilities more effectively, and give them more space to process what’s happening in their life outside of work. This reduces stress and boosts overall job satisfaction.

Invest in Stress Management Tools

76% of companies are increasing their investment in stress management and resilience tools, benefiting employees both at work and in their personal lives. According to the Harvard Business Review, companies save $6 in healthcare costs for every $1 spent on their employees’ wellbeing, highlighting the importance of companies contributing to their employees’ mental health. Additionally, investing in our employees’ wellbeing is not just good for them, but also for the company’s overall health.

Provide Financial and Legal Support

Providing resources like financial counselling and legal help can ease the stress of divorce, making it easier for employees to stay focused at work.

Supporting employees through personal crises isn’t just about maintaining productivity—it’s about fostering a workplace culture of empathy and resilience. When employees feel valued and supported, they are more likely to thrive, both personally and professionally.

Using emotional literacy to build a more productive and cohesive workplace

Have you ever felt your emotions are unwelcome at work? Having a bad day? “Check your feelings at the door” was the saying. We’re human beings, not just employees and that old notion isn’t just unrealistic, but counterproductive. Here, Kirsty Maynor CEO of The Firefly Group and author of the bestselling book Untangled offers her own insight into the impact of emotional intelligence.

This isn’t just about preventing workplace conflicts; it’s about fostering a culture of understanding and empathy that can lead to a more cohesive and productive environment. Emotional literacy is essential for creating that environment - when leaders embrace vulnerability and empathy, they create stronger connections within their teams.

At The Firefly Group, emotional literacy is a key focus in our development and coaching work with teams and organisations. This emphasis is also woven into the course curriculum of our new Online Learning Library, ensuring that leaders at all levels have the tools they need to build emotionally intelligent and resilient workplaces.

What can you expect when you start implementing emotional literacy in your workplace?

1. Enhanced communication and understanding - by recognising and acknowledging emotions you are able to reduce misunderstandings that often arise from unspoken feelings. This leads to smoother interactions and better collaboration.

2. Stronger team dynamics and trust - emotional literacy fosters a culture of empathy and support, allowing team members to connect on a deeper level. This builds vulnerability-based trust, which is essential for effective teamwork.

3. Increased employee well-being - when organisations support emotional expression and understanding, employees feel valued as individuals. This contributes to greater job satisfaction and overall well-being, which can lead to higher retention rates and improved performance.

4. Improved adaptability and problem-solvingemotionally literate teams are better equipped to handle challenges and change. By understanding and managing their emotions, employees can approach problems with a clearer mind, leading to more effective solutions.

Implementing emotional literacy in the workplace doesn’t mean delving into everyone’s personal lives or engaging in lengthy discussions. Instead, it’s about creating spaces for simple, respectful acknowledgements of how we are feeling.

The two-word check-in is a working example of this - one we use both in practice during Firefly meetings and in teaching moments in the curriculum of our new Online Learning Library - at the start of a meeting, each team member shares their current emotional state in “two words”. Like “stressed and frustrated,” due to a trafficfilled commute or “excited and energised” from a productive morning. No embellishments or lengthy stories, we simply acknowledge how we are feeling at the start and end of the meeting. This exercise creates space for emotional expression and allows us to adjust our communication to better accommodate each other, creating a more understanding environment and preventing people from taking anything personally.

By providing space for your team to acknowledge and express their emotions, we improve our ability to navigate and manage workplace relationships more effectively, leading to happier teams and more productive work.

Visit www.thefireflygroup.co.uk for more information on our coaching and development programmes and new Online Learning Library.

State of Wellbeing: 1 in 3 UK employees often think about leaving their company

Employee wellbeing is a holistic concept encompassing individuals’ subjective experiences of their working lives. It is an outcome and personal assessment of how people feel about their workplace; for employers, it is all about creating the conditions for them to thrive. Here, Sara Silvonen, Senior Consultant & Wellbeing Lead, Great Place To Work UK discusses the recent UK population study, surveying 2,200 employees across 11 sectors to create The State of Employee Wellbeing in the Workplace Report 2024.

The past few years have been particularly challenging for employers and employees alike due to the pandemic and cost-of-living crisis. In the immediate aftermath of the pandemic, employee wellbeing became a priority for company leaders. Yet, despite years of investment, organisations are still struggling to fully meet employees’ needs and achieve high workplace wellbeing measures.

Analysis of employee and employer survey responses highlight the key conditions that, according to staff, contribute to overall wellbeing:

Only fifty-five per cent of employees at a typical UK workplace feel that their organisation genuinely prioritises wellbeing. This highlights a common sentiment: there’s much more that companies can do to support employee wellbeing. This concept covers the entire spectrum of an employee’s work life—from mental and physical health to social connections and financial stability.

Stress is rampant across all industries and job roles, with frontline managers feeling the burn:

Over half (53%) of UK employees say that the demands of their job cause them excessive stress. Stress was highest among frontline managers, with just 37% saying that the demands of their jobs do not cause excessive stress. In comparison, 47% of employees/individual contributors and 44% of mid-level managers reported the same.

As a result, frontline managers tend to report the lowest levels of wellbeing among the working population. The combination of high stress, excessive workloads, demands of leading a team and other pressures significantly impacts their wellbeing.

One-third of UK employees say they often think about looking for a job at another organisation:

In the UK, 36% of employees frequently think about leaving their current company. Given that nearly half (45%) of employees say they don’t look forward to coming to work, the importance of wellbeing in retaining staff comes sharply into focus.

Prioritising employee wellbeing can significantly increase retention, boost employee advocacy, and strengthen employee engagement. Employees who experience high levels of wellbeing in the workplace are 3 times more likely to intend to stay with their employer.

So, what do employees want most to encourage wellbeing within the workplace? By analysing a sample of 1,000 comments from UK employees, Great Place To Work® discovered that employees now look for the following to support their personal wellbeing:

1. Work-Life Balance & Hybrid Working

2. Workload, Resourcing & Processes

3. People Management

4. Pay & Financial Security

5. Benefits & Wellbeing Programs

At the heart of every organisation is its people and looking after their wellbeing should be much more integrative than a package of impressive perks on a careers website. Wellbeing, engagement, and trust between employees go hand in hand as critical ingredients of a successful workplace culture. By creating the conditions for thriving through job design, the work environment and high-trust relationships, organisations can set employees up for success in terms of productivity and long-term commitment to their mission and purpose.

Being an older person in the UK is like being cancelled

Being an older person in the UK can increasingly feel like being cancelled, new research reveals. Many older people say they now feel excluded and marginalised in countless aspects of daily life –leading to an increased sense of isolation and loneliness. Here, Martin Jones, Home Instead CEO, states we urgently need to challenge how older people are both perceived and treated in this country and offers some insight on how to avoid older people feeling isolated and excluded.

What do people think when they reflect on the prospect of their later years? How do the people who are already into older age feel? And what about people who find themselves looking after older people?

The groundbreaking research answers many of these questions - with new insights that often debunk popular perceptions around age.

Over a third of all respondents (35%) believe being old is like being cancelled. This rises to nearly half (43%) for older women (over 75s). And rises further to 46% for some of the youngest respondents (18-34 young men). Almost a third (32%) of older men (over 75s) believe this to be the case.

Older people (currently the fastest growing cohort in society) feel ignored by fashion brands (60%) and high street brands (59%).

They also feel culturally excluded, saying they sense that new TV & cinema (57%) and music (66%) is rarely, if ever, aimed at them. Being excluded in this way directly leads to a sense of isolation and loneliness according to 66% of all respondents. This rises to 73% for the oldest cohort (over 75s).

And not catering to older people is clearly a missed opportunity for retailers (particularly for high street fashion brands). The research reveals that many older people are desperate for more to be aimed at them, with nearly half (44%) saying they would love to wear more fashionable clothing if it was marketed at them.

Traditional stereotypes have become completely outdated. Older people can make a huge contribution and it’s clear from our research that they want to embrace life and be catered for at every level.

The fact that so many of these people say they feel like they’re being cancelled is extremely concerning.

And it should be a wakeup call for businesses to provide better and more innovative services and opportunities for older consumers and older employees - and those that don’t heed it are missing out on potentially enormous revenue streams.

The image we may have of retirees whose horizons have shrunk to just a bit of daytime TV and a cup of tea simply doesn’t stand up to scrutiny.

While there is much positivity, the research does also highlight the wider negative impact of our ageing population on family carers. This is an under pressure group who deserve much more help.

The research also shows the retirees of today are living more active, healthy and dynamic lifestyles than ever before - and are switched on culturally and technologically to a degree that completely contradicts the way many still perceive them.

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