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COVER STORY
Variety is the spice of careers: How fractional working is reshaping talent strategy
Can fractional working contribute to more fulfilling careers and a skills-enriched organisation? For HR, it isn’t just a trend, but a strategic opportunity. Andy Moore discovers how leaders can manage this increasingly popular people practice.
Ailsa Smillie AAB
Employment Law Update: Managing an informal grievance p. 14
Paul Crabb atypical* Creativity
Special Feature: A Neurodivergent Epiphany p. 34
Katharine Wooller
Softcat plc
Insight: AI and Change Management p. 42
Michael Burgess Amey
Insight: Reward & Recognition p. 43
Henny Swan
Tetralogical
Insight: Sustainable Accessibility p. 44
Ciaran Bollard
Corproate Governance Institute
Insight: Building Governance Around AI p. 45
Media Avenue Limited 18 Young Street, Edinburgh, EH2 4JB 0131 625 3267
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Founder and Publisher: Lee Turner lee@hrnetworkscotland.co.uk
Senior Associate Editor: Andy Moore editor@hrnetworkscotland.co.uk
Welcome to the July 2025 issue of Hr NETWORK Magazine. Despite things quieting down a bit over the next month or so with summer holidays for some, the Hr NETWORK Team is very busy with lots of planning and arrangements for a wide range of initiatives and events over the coming months.
We have started work on our all-new Breakfast Club, which has just been launched and we’re very excited to be on-boarding our new members during July and getting ready for the first Breakfast Club event, taking place in Edinburgh towards the end of August.
Hr NETWORK National Awards 2025
The Judging process for this years’ Awards 2025, has begun with the Phase One of the scoring of all nominations received, which has attracted record entries across ALL categories for 2025. Following the initial scoring process, the Judges will decide their finalists and then invite them for interview.
The interviews for finalists will take place in mid-September and the winners will be announced at the Gala Dinner at the Hilton Glasgow on Thursday 13th November.
Hr NETWORK Conference & Exhibition 2025
The Hr NETWORK Conference & Exhibition 2025, which took place at the magnificent Murrayfield Stadium was a huge success following some incredible feedback from delegates, sponsors and exhibitors.
The feedback from delegates, sponsors and exhibitors has been incredible and the biggest challenge of all will be to have an even bigger and better Conference & Exhibition again next year.
This Issue
In this online edition of the magazine, and with a huge rise in the number of people who are taking on other jobs, also known as a side hustle, Andy Moore asks can fractional working contribute to more fulfilling careers and a skillsenriched organisation?
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: Ailsa Smillie, Paul Crabb, Ciaran Bollard, Henny Swan, Katharine Wooller, and Michael Burgess.
Two in five working carers would not have a job without flexible working
Over two in five (41%) working carers say they would not have a job without the option to work flexibly, new research from Phoenix Group shows. This figure is significantly higher than among the working population at large (31%).
The research by Phoenix Group, one of the UK’s largest long-term savings and retirement businesses, also found that nearly two thirds (65%) of working carers would look for a new job if their current employer limited their ability to work flexible hours. The most recent Census 2021 data (provided by Carers UK) puts the estimated number of unpaid carers at 5 million in England and Wales, with a further 0.8 million in Scotland.
More than half (55%) would start job hunting if their employer removed their working from home policy, while only 47% of the wider working population say they would do the same, highlighting the importance of comprehensive flexible working arrangements to keeping carers in the workforce.
It is estimated by Carers UK that more than 600 carers quit work to look after older and disabled relatives on a daily basis. This is already having an impact on carers’ ability to save, with recent Phoenix Insights analysis finding that nearly half (47%) of carers have zero private pension savings at age 60 to 65. Among those aged 60 to 65, who do have pension savings, carers have 17% less than the UK average, representing a shortfall of nearly £37,000.
The research also showed that more than a third (37%) of working carers have had a flexible work request refused by the business they worked for, compared to only a fifth (20%) of workers overall. This is despite 62% of carers saying they cannot fulfil their caring responsibilities unless they work flexibly. A further 62% said they believed they were more productive if they worked at home and nearly 7 in ten (68%) saying they were more productive because their employer allowed them to work flexible hours.
New Research shows significant improvement in workplace performance and quality of Life for employees with ADHD after-treatment
The ADHD Centre has released new research demonstrating the transformative impact of its evidence-based treatment and coaching services on professionals with ADHD. According to its findings, 72% of clients report a substantial improvement in their overall quality of life, while 67.6% experience a significant boost in workplace performance.
These results emphasise the importance of early diagnosis and tailored support for individuals with ADHD, not just for individual wellbeing but also for business success. With an estimated 540,000 officebased professionals in the UK potentially living with undiagnosed ADHD, many struggle with focus, organisation, and time management. This includes many people in professional services who face significant challenges due to ADHD, despite their intelligence and expertise.
Undiagnosed ADHD in the workplace can lead to chronic stress, burnout, workplace conflicts, and increased sick leave. High turnover rates are common, as employees leave roles where they feel unsupported, affecting overall business productivity.
From a business perspective, the consequences are equally significant. Without proper support, ADHDrelated challenges, such as missed deadlines, inefficiencies, and human error, can impact profitability. At the same time, businesses risk missing out on the unique strengths of employees with ADHD, including creativity, problem-solving abilities, and hyperfocus. Addressing these challenges is not just a legal responsibility under the 2010 Equality Act but also an opportunity to enhance workplace performance and inclusivity.
Beyond the workplace, effective ADHD treatment has wider societal benefits. By providing targeted support, The ADHD Centre helps individuals stay in employment, reducing reliance on disability benefits and improving overall economic stability.
For employers looking to create an inclusive workplace and support neurodiverse employees, The ADHD Centre provides expert-led guidance, practical strategies, and ongoing support. Its free Employer Handbook, a comprehensive guide designed to help businesses understand ADHD and implement reasonable adjustments for employees diagnosed with the condition is available to download from the website.
New research reveals the strange side effect of remote working
It turns out working together every day doesn’t mean you’d recognise someone in real life.
The study lifts the lid on a bizarre but growing problem in post-pandemic work culture: the breakdown of real-world visual memory.
Key findings include:
• 43% said they wouldn’t be able to pick some colleagues out of a line-up.
• 22% admitted they’ve already mistaken a coworker for someone else in person – and just went along with it.
• 1 in 3 said they’ve never seen their teammate’s full body on screen, only their head and shoulders.
• 36% work in teams where the default is “camera off” – meaning they’ve never actually seen what people look like.
• And worryingly, 64% said they’ve Googled or LinkedIn-searched a colleague before an in-person meeting – just to be sure they’d recognise them.
“We’re all navigating this strange new era of digital familiarity,” said a spokesperson for Slotozilla, which often explores human behaviour in online environments. “It’s easy to feel like you know someone – but remove the screen, and that connection can vanish instantly. It’s like we’ve built entire relationships in 2D.”
Methodology: The survey was conducted by Slotozilla in May 2025 using an independent polling panel of 2,000 UK-based adults who work in remote or hybrid jobs. Participants were asked about their recognition of colleagues, video call habits, memory of visual cues, and whether they’ve experienced awkward in-person moments after months of digital-only contact.
There’s been no shortcut to this point, but you did it! Your new job is a reality. Your thoughts now turn to how you make the right impact from day one.
Your First 90-Day Roadmap™ allows you to manage your entry into a new role. It provides a structure that will help you get started, enhance your chances of success and saves you time.
Visit www.befutureready.today and find it in Roadmaps. Your First
One in three Scots likely to quit their job as work takes its toll on mental health
Over a quarter (26%) of Scottish workersequating to around 690,000 people – feel that work negatively affects their mental health and more than a third (34%) of those impacted are likely to quit their job in the next 12 months, according to new research from the CIPD.
The CIPD’s annual Working Lives Scotland report analyses the day-to-day experiences of over 1000 Scottish workers. The findings from the latest report highlight the urgent need for organisations to prioritise good people management and employee wellbeing, with high workloads, stress and exhaustion among the contributing factors negatively impacting workers health:
• Over half of Scottish workers (59%) said they are always, or sometimes, under excessive presure at work.
• Close to two-thirds (64%) said they feel exhausted at work either all or some of the time.
• Nearly half (46%) of workers in Scotland, who say their workloads are too high, find it hard to relax in their personal time because of their work.
New website launches to boost female representation in finance
Scottish Widows has partnered with professional networking group Her Wealth Network to launch a new website, in a bid to address gender equality in financial services.
Herwealthnetwork.co.uk has been designed to help drive greater levels of female representation in financial services, and nurture talent with practical support, in-person engagement and online tools and resources.
Scottish Widows has been shining a spotlighting on the specific financial challenges faced by women for over 20 years through its Women and Retirement Report, with its most recent report revealing that at the current slow rate of progress it will take at least another 20 years before women will retire with the same average pension pot as a man.
Jill Henderson, Pensions Expert at Scottish Widows, said: “The current average gap in pension savings at retirement shows women trailing men by about £100K. There are a number of factors driving this – including the disparity in
Over the past 12-months close to half (48%) of Scottish workers have experienced some form of physical health condition, whilst 44% have experienced a mental health condition.
Those who say work has a negative impact on their mental health also report significantly lower job satisfaction (34%) than those who said work has a positive impact on their mental health (95%).
The CIPD’s findings are published as the UK Government seeks to understand how to keep more people healthy and in work through its Keep Britain Working review, in the context of rising health-related economic inactivity. According to figures from the Scottish Government, around 800,000 people in Scotland aged 16 to 64 are currently not in work and are economically inactive; many due to long-term sickness or disability.
In response to the findings in the report, the CIPD is calling on employers to prioritise providing line managers with the development and support they need to manage people well, given their central role in managing workloads and stress and providing flexibility and support to staff.
pay between men and women, and what is often called the ‘motherhood penalty’ where women have to take time out from their careers to raise children.
“The gender pensions gap is just one of many examples of why it is crucial to have greater female representation in financial services, to help ensure advice is inclusive, relevant and accessible to everyone.
“Creating communities – both in person and online –where women can come together, share ideas and take forward activities which will help more females play a leading role in financial service decision making are essential, and we’re proud to support this partnership.”
Her Wealth Network was founded in 2018 (originally as Women in Asset Servicing) by Kate Webber and has seen its membership grow by 200% in that time. With Scottish Widows announcing its sponsorship, plans are underway for a series of events in the second half of 2025 in London, Bristol and Luxembourg, along with a regular schedule of Her Wealth Network podcasts.
Her Wealth Network founder, Kate Webber, said: “Scottish Widows’ work on the gender pension gap is well established and the insights they have shared over the past 20 years from their reports have been groundbreaking for the industry’s understanding of how women’s lives shape their financial futures. We look forward to working with them on more events, podcasts, mentoring with our members and helping women be successful in their chosen careers in financial services.”
New support tools available from the Fair Work Convention
As part of the Scottish Government’s Fair Work Festival, the Fair Work Convention has launched two new support tools, a Self-Assessment Tool for Workers and a Fair Work Data Tool.
The Self-Assessment Tool for Workers asks workers how fair they think their workplace is against the five dimensions of fair work (effective voice, security, opportunity, fulfillment and respect).
Workers, employers and trade unions can use the tool to enable workers views and experiences to be collected quickly and easily. It provides visual results, and allows different experiences of fair work to be explored. The tool also provides a variety of resources that offer practical advice on implementing fair work.
The Fair Work Data Tool will for the first time give policy makers, employers, researchers, journalists and the general public exclusive access to Scotland’s Fair Work Measurement Framework data. This tool allows efficient data dissemination in a user-friendly, engaging, and interactive way and tracks Scotland’s progress against the five dimensions of fair work.
Mary Alexander, Co-Chair of the Fair Work Convention said: “We hope many workers businesses and employers will benefit from these new fair work tools. We believe both the Self-Assessment Tool for Workers and the Fair Work Data Tool can empower workers and businesses to strengthen fair work within the workplace and will have a positive impact on advocating for fair work in Scotland.”
LEADING PROFESSIONAL SERVICES FIRM.
Wellbeing and good management are top HR priorities in the workplace
Four in 10 (40%) UK employees said that workplace concerns have impacted their wellbeing, according to Reward Gateway | Edenred’s HR Priority Report, which presents insight into the trends influencing work for HR, with an exploration of current obstacles and opportunities.
The report also found that nearly two-fifths of employees (38%) are no longer going above and beyond their specific responsibilities or schedules, as their workplace leaves them unmotivated and burnt out:
• 28% of British employees have seen their mental wellbeing decline in recent years.
• Excessive workload is reported to be the leading cause of burnout (50%), followed by insufficient resources (34%) and lack of recognition (31%) .
• Only 47% say they’re not afraid to take risks and commit mistakes because their company doesn’t have a blame culture.
• Strong and supportive people managers are also a significant factor in improving employee wellbeing, though this seems to be a point of struggle.
• Only 57% of people managers feel enabled to be a great manager.
Failing to adapt and offer flexibility to employees leads to burnout
Companies that fail to adapt and offer flexibility to their employees can lead to long-term decline, finds new research by Aalto University School of Business.
The study, conducted by researcher Nikolina KoporcicNietola and her colleagues, explored the effects of a static approach on companies and found that it leads to employee burnout.
Employees of companies that are stagnant can experience emotional exhaustion, cynicism, and a
• 21% of people managers say they weren’t offered sufficient training when they became a manager.
• This has had negative effects on workplace culture
• 32% of employees say frequent stressors makes them feel unsupported by their employer.
• A quarter (25%) say they have lost trust in their employer.
• 20% feel unclear and uncertain about their company’s goals.
• The importance of wellbeing and good management is undisputed.
• 61% of employees say their work wellbeing would improve if they were simply thanked more for their hard work.
• 4 in 5 (83%) employees state they feel more motivated and productive at work if they have a manager who cares.
Chris Britton, People Experience Director at Reward Gateway | Edenred comments: “Employees spend as much time in the office as they do at home or with loved ones, which is why it’s crucial that workplaces and cultures are set up to motivate and uplift them - not tear them down. People teams and managers have great potential to spearhead this by encouraging honest communication, teamwork and displaying leadership, though it’s equally important that they are equipped with the skills to facilitate this. Businesses should invest in these processes to ensure they have happy employees, who feel supported, listened to, and have a clear vision of not only their progression, but the organisation’s future goals as well.”
diminished sense of personal accomplishment. These symptoms can lead to decreased productivity, increased absenteeism, and higher turnover rates, ultimately affecting a company’s performance and bottom line.
“Effective burnout management depends heavily on leadership empathy, open communication, and a supportive organisational culture. Leaders play a pivotal role in shaping the mental health of employees and facilitating burnout prevention and reintegration,” says Nikolina Koporcic-Nietola.
Burnout is a progressive condition that requires proactive measures to avoid compromising employee health and organisational performance.
By managing burnout effectively, companies can, not only improve employee well-being but also maintain business competitiveness, reduce turnover, and ensure long-term organisational success. The study was published in the Industrial Marketing Management Journal.
1 in 10 people who WFH have taken on a side hustle
The latest research from The Global Payroll Alliance (GPA), reveals that with 71% of those in full-time employment maintaining some degree of working from home, as many as 1 in 10 have picked up a side gig to help boost their income, with over a third admitting to earning this additional income whilst on the clocks with their main employer.
The survey of UK workers, commissioned by the GPA, found that 71% of full-time workers continue to maintain a degree of working from home, with as many as one in five working from home all of the time.
But this flexible working arrangement has led to a notable degree of professional polygamy, with one in 10 of those surveyed admitting to having a side gig or second job that allows them to generate additional income.
Whilst just 1% of those with an additional job said they are working on a full-time basis with a second employer, 26% are doing so on a part-time basis, with the remaining 72% having started their own venture or invoicing an employer via their own company.
Most notably, more than a third (34%) admit to spending time on their side hustle while on the clock with their main employer.
When it comes to the additional income earned, 64% say it is only equivalent to as much as 5% of their total annual earnings, while for 19% it’s equivalent to up to 10% of income.
However, some are bringing in substantially more. 14% say their side hustle accounts for up to a quarter of their income, a further 2% say it equates to up to 50%, and for 1%, their additional work brings in more than half of their annual earnings.
And if you think juggling two jobs is hard work, it might be worth thinking again. 42% say balancing this second source of income is ‘easy’, and a further 37% describe it as ‘workable’, which means just one fifth (20%) find it ‘challenging’, ‘stressful’, or ‘almost impossible’.
Workers in Scotland to get wage boost
Workers who have been left out of pocket will be repaid arrears the Government has announced recently in its latest move to Make Work Pay.
This follows a significant uplift to the National Living Wage and National Minimum Wage - putting £1,400 into the pockets of full-time workers on NLW and supporting millions of families across the country - as well as the biggest upgrade to workers’ rights in a generation under the Employment Rights Bill.
As part of the Plan for Change, this Government’s priority is to grow the economy and raise living standards. A strong economy can only be built when people have financial security whilst in work and robust enforcement action will be taken against employers who do not pay their staff correctly.
Across the UK, 518 businesses were found to have failed to pay their workers over £7.4 million in a breach of the National Minimum Wage law, leaving almost 60,000 workers out of pocket. This includes 44 businesses in Scotland.
The businesses named recently have since paid back what they owe to their staff and faced financial penalties of up to 200% of their underpayment. The investigations by His Majesty’s Revenue and Customs (HMRC) concluded between 2015-2022.
Minister for Employment Rights Justin Madders said: “There is no excuse for employers to undercut their workers, and we will continue to name companies who break the law and don’t pay their employees what they are owed.
“Ensuring workers have the support they need and making sure they receive a fair day’s pay for a fair day’s work is a key commitment in our Plan for Change. This will put more money in working people’s pockets, helping to boost productivity and ending low pay.”
HOW TO EFFECTIVELY MANAGE AN INFORMAL GRIEVANCE
By Ailsa Smillie AAB
Economic uncertainty, stretched teams, hybrid working, and rising stress levels are taking their toll. With that can come a dip in patience, empathy, and tolerance for employees. Formal complaints have and always will be part of the employee relations landscape; however, what we’re seeing become more and more common is informal grievances.
These quiet concerns, shared off the record or in passing, are rising fast. What happens if they aren’t handled with care or due attention? They can quickly snowball into something much bigger with more negative consequences.
A misunderstood message, a missed meeting, or a comment taken the wrong way can all lead to resentment. As many employees don’t want to “make it formal,” they turn to HR or a trusted manager to raise an informal grievance with the hope that it will be handled quietly and fairly and that their concerns will be listened to and or acted upon.
The hidden cost of brushing issues under the carpet
When informal grievances are ignored or minimised, they don’t just disappear. They linger. Team morale starts to dip. Engagement fades. In some cases, otherwise engaged employees quietly exit the business without ever saying why.
This then escalates from a people issue into a commercial one with a significant impact on your business. The cost of replacing talent, managing conflict, or facing a formal grievance process is far greater than getting it right early on and correctly dealing with informal concerns. A good informal grievance process doesn’t just protect peopleit protects the organisation’s bottom line too.
What an ‘informal grievance’ means and why it matters
It’s important to remember that an informal grievance isn’t just a moan or a bit of venting. It’s a genuine concern about a situation, a person, or a decision that’s affecting someone’s experience or well-being at work.
Often, it’s a first attempt at resolution. The person might not want to escalate things - they want to see if the issue can be resolved quickly, quietly, and respectfully. That’s a powerful opportunity for HR and managers to step in and show they’re listening.
The manager’s role: first line of support
Here’s where it gets tricky: most informal grievances go straight to line managers. However, not all managers feel equipped or comfortable handling them. There’s often a fear of saying the wrong thing, making it worse, or being accused of bias.
That’s why training and support are essential. Managers need to know how to listen well, ask the right questions, and respond with empathy. They don’t need to solve everything on the spot, but they do need to create an environment for a proper conversation. They also need to ensure they are comfortable with having difficult conversations.
Empathy over escalation: practical ways to defuse tension early
• Take it seriously - this can help to keep a good working relationship with the employee and avoid a formal grievance procedure. When an issue has been raised, it is important to deal with it as soon as is reasonably practicable. Set up an informal chat to allow the employee to discuss their concerns in the first instance. Where possible, it is best to do this face-to-face.
• Have a two-way conversation – let the employee explain the problem and any solution, for example, asking the employee for their ideal resolution, as well as ensuring the employee listens to what you have to say.
• Keep a record - even though you are dealing with the issue informally, it is important to keep a record of how the issue was resolved. This should include information about the nature of the issue, what action was taken, what was discussed during any informal meetings and the rationale for further action(s)
• Follow up - It is important to follow up after the initial informal chat, to check in with the employee on any agreed actions and confirm if the matter has now been resolved for them. If it hasn’t been resolved, you may need to set up additional informal discussions to find out if there is anything else that will help resolve the issue. If the issue cannot be resolved informally, it will likely be appropriate for the employee to submit a formal grievance.
Support for the Supporters: What HR Needs to Thrive in 2025
As HR professionals, we are often the quiet backbone of workplace wellbeing. However, we need support too - whether it’s up-to-date policies, clear escalation routes, or simply time to reflect, debrief and seek alternative viewpoints.
As we move through 2025, businesses that prioritise people-first policies, informal resolution, and real-time support for managers will be the ones that thrive. Handling informal grievances well isn’t just about preventing problems - it’s about building the essential trust that forms the foundation of every great place to work and employee engagement.
Variety is the spice of careers
HOW FRACTIONAL WORKING IS RESHAPING TALENT STRATEGY Variety is the spice of careers
Can fractional working contribute to more fulfilling careers and a skillsenriched organisation? For HR, it isn’t just a trend, but a strategic opportunity. Andy Moore discovers how leaders can manage this increasingly popular people practice.
Working 9-5, what a way to make a living. Do all your people want to be doing the same thing, day in, day out? You already know the answer to this one. For many, their careers are much more than making a living: they want to move ahead to bigger and brighter horizons.
Fractional working, when someone works for a “fraction” of the time of a full-time employee, can appeal to both individuals and HR. Likewise, taking on other jobs (side hustles) can put a spring in the step of staid careers and waning work life balances.
Both practices are becoming more en vogue and can benefit people and employers. Practitioners can engage talent (which can even include themselves) to learn and develop new skills to reinvest back into the organisation. Likewise, colleagues can improve their career satisfaction by working for multiple companies and leverage their skills across different organisations. Ultimately, individuals can work more flexible and fulfilling careers, while teams can access specialised expertise without full-time hiring costs.
A study by energy company EON revealed that 25% of surveyed people said they don’t have a strong work life balance. This is why fractional working could be key to improving career fulfilment, and also a way for people to supplement their incomes.
Jane van Zyl, CEO at Working Families, says: “This research highlights a growing expectation from employees across the UK. Flexible (or fractional) working is no longer a perk, it’s a necessity. More than half of working people now consider it a requirement when choosing a new employer. This not only improves wellbeing but also enables people to manage their work responsibilities more effectively.”
But while fractional working and side hustles might be a bright beacon, HR must agree and set boundaries. Managing performance and productivity across a divergent workforce must remain high on their agenda too. For existing people wanting to start a side hustle, their employment duties must be agreed in contracts, especially in areas such as working hours, tax and Intellectual Property.
In February this year, HMRC launched its Help for Hustles campaign to help people earning extra income understand their tax obligations. Angela MacDonald, HMRC’s Deputy Chief Executive, says: “We know many people are turning their hobbies and interests into successful businesses. Anyone with a side hustle should check HMRC’s guide and make sure they’re getting their tax right.”
HR leaders have the opportunity to introduce colleagues to this guide, which covers five key areas to help people understand their tax obligations.
Engaging and managing fractional and side hustle colleagues —those who work part-time, on a project basis, or alongside other gigs—requires a shift in traditional HR strategies.
In the UK, employment law is increasingly adapting to help accommodate the rise of fractional working and side hustles. The Employment Rights Bill (ERB) is expected to take effect in 2026. The legislation reflects a broader shift toward flexible, modern work arrangements. One of its key changes is the right to request flexible working from day one of employment, replacing the previous 26-week requirement—an important development for those balancing multiple roles.
Jane van Zyl adds: “We’re pleased there is hope on the horizon for the millions who stand to benefit from the transformational changes in the proposed Employment Bill. Establishing workplace rights from day one could be the key to unlocking labour market mobility.”
According to Forbes, fractional work refers to a work arrangement in which a person — usually a mid-to senior-level executive — provides specialised skills or management services to multiple organisations. But the global media company argues the process is different in that it’s “more involved” with the company versus freelancing. Fractional colleagues often work part-time, contributing a fixed number of hours to the organisation.
“We’re pleased there is hope on the horizon for the millions who stand to benefit from the transformational changes in the proposed Employment Bill. Establishing workplace rights from day one could be the key to unlocking labour market mobility.”
For HR, fractional people may appeal if there is not enough adequate workload or funds for a permanent hire. Practitioners can then source employees with specialised knowledge, particularly those seeking additional sources of income as a side hustle.
To adapt to this brave new world of work, HR can begin by redefining engagement: offering autonomy and setting clear expectations. Inclusion is also key, for example welcoming these people into team cultures. This might be through thoughtful onboarding, regular communication, and recognising that their contributions foster a sense of belonging.
Supporting growth through access to learning resources and encouraging passion for projects can deepen loyalty and enhance creativity. Performance management should be agile and outcome-focused, with frequent check-ins and project-based reviews.
Looking ahead, fractional working and side hustles can foster an entrepreneurial spirit amongst existing and new people in your team. What a refreshing way to engage talent to learn and develop new skills, and maximise them across your organisation.
It might be a better way to make a living too. It could help everyone to move ahead.
Variety is the spice of careers:
• Practitioners can engage talent to learn and develop new skills.
• Employees can improve their career satisfaction by working for multiple organisations.
• Ultimately, people can work more flexible and fulfilling careers.
• Organisations can access specialised expertise without full-time hiring costs.
• HR must agree and set boundaries, notably in managing performance and productivity.
• HR can begin by redefining engagement: offering autonomy and setting clear expectations.
• Practitioners can draw employees’ attention to HMRC Guidance on Tax Help for Hustles: www.taxhelpforhustles.campaign.gov.uk
“We know many people are turning their hobbies and interests into successful businesses. Anyone with a side hustle should check HMRC’s guide and make sure they’re getting their tax right.”
Over 80% of HR Professionals Struggling with Rising Costs and Workforce Planning Challenges
elementsuite recently announced new research into the state of HR in 2025 in the UK. The findings expose a challenging landscape for HR professionals, with 80.5% reporting that National Insurance (NI) changes have negatively impacted cost management and workforce planning.
Additionally, 62.5% report that economic pressures, government policies, and skills shortages have led to significant or moderate shifts in hiring strategies.
Despite these challenges, the research highlights a silver lining: HR leaders are responding with resilience and strategic agility. With 74.5% of HR professionals indicating they are prepared to address key economic challenges in 2025, and over half (50.3%) remaining optimistic about the current business climate, UK organisations are clearly adapting and planning for success amidst uncertainty.
The new research, which surveyed 490 HR professionals from the UK’s largest online HR community, HR Ninjas, reveals that HR is moving beyond fire-fighting. Instead, it is embracing a more strategic role, driving workforce efficiency, championing employee wellbeing, and preparing for future workforce shifts.
“HR as a function is nothing but resilient by nature,” commented Lizzie Henson, Founder of HR Ninjas. “No matter what gets thrown in their way, we’ve seen time and time again how the HR community rolls up their sleeves, comes together, and figures it out.”
Key findings:
Economic pressures are real – but so is HR readiness
• 80.5% of HR professionals say NI changes have negatively impacted cost management and workforce planning, with sectors like retail, real estate and agriculture feeling the squeeze the most.
• Despite this, a resounding 74.5% of HR professionals say they feel prepared for the economic changes ahead.
HR is becoming more strategic
• 72.5% of HR professionals say their role has become more strategic in the past three years.
• Larger organisations (1,000-4,999 employees) report the biggest shift (80%).
AI and HR tech adoption is rising
• 53.1% of HR teams are piloting or exploring AI tools, with 17.9% already using them.
• Despite tight budgets, 20.4% of organisations are increasing their HR tech spend in 2025.
Redundancies on the radar for some
• 31.3% of HR professionals expect workforce reductions in 2025.
• Retail, education, and restaurants are the sectors most likely to face job cuts, while smaller businesses (<50 employees) are least likely to consider redundancies (13.6%).
Recruitment and retention remain challenging
• 62.5% of HR teams have adjusted their recruitment strategies due to economic pressures.
• 42.6% of organisations are confident in their ability to attract top talent, but only 21.8% say they’ve improved turnover.
Growth vs survival: industry divide emerges
• Cost-cutting is the primary business strategy for 33.1% of organisations, especially in education, manufacturing, and retail.
• Meanwhile, growth-focused industries like IT & communications, utilities, and professional services are doubling down on innovation and expansion.
Wellbeing is the top HR priority
• Employee wellbeing leads HR’s 2025 agenda across most sectors, particularly in education, healthcare, and hospitality.
• 43.5% of HR leaders say their organisations will increase investment in wellbeing initiatives.
• Education (55%), Hotels (55%) and Financial Services (54%) are leading the charge on wellbeing spend.
ED&I still matters despite budget pressure
• 59% of HR professionals still rank equity, diversity, and inclusion (ED&I) as a high or moderate priority.
• Not-for-profit (87%) and public sector organisations (81%) are most committed.
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
REVIEW - Hr NETWORK CONFERENCE & EXHIBITION 2025
LEARN. SKILLS. ENGAGE. TALENT
THURSDAY
15TH MAY 2025 – MURRAYFIELD STADIUM, EDINBURGH
The Hr NETWORK ‘LEARN. SKILLS. ENGAGE. TALENT.’ Conference & Exhibition 2025 took place on Thursday, 15th May at the magnificent Murrayfield Stadium in Edinburgh.
As one of Hr NETWORK’s flagship annual events, the conference brought together HR and people professionals from across the country for a day filled with energy, insight, and meaningful connection. From the outset, the atmosphere was vibrant, with high levels of engagement that carried through the entire event.
The day was expertly hosted once again by the charismatic and ever-professional Clare Moore from Business Jigsaw.
Attendees explored a bustling exhibition area that showcased a wide range of leading product and service providers, including AAB, Right Management, Howden and Top Employers Institute. Exhibitors delighted delegates with an array of giveaways and exciting prize opportunities, including a beautiful magnum of champagne kindly donated by Priority Management Scotland and won by Simone Lockhart from Devine Lockhart Consultancy.
In the main conference sessions, distinguished speakers from the HR and people management industry delivered powerful insights on the importance of investing in learning, skills, engagement and talent management & development. Delegates heard from a range of employers, thought leaders, and industry commentators who shared success stories and strategies for building a strong talent pipeline.
Keynote topics and speakers
included:
Reward & Recogniton: Creating an award winning culture
Emma Simpson, Group People Director, Gleneagles & Estelle
HR Director of the Year 2024, Emma Simpson opened the Conference with a masterclass in reward and recognition. Her ‘moments-that-matter’ mapping brilliantly illustrated how valuing employees as intentionally as they do customers can dramatically elevate engagement. A must-share insight for every HR team.
Neurodiversity,
psychological safety & the future of work
Paul Crabb, Neuro-Activist & Founder of Atypical* Creativity
Paul Crabb delivered a dynamic call to action for neuro-inclusive workplaces. His actionable guidance on psychological safety and the evolving world of work underscored a crucial truth: inclusion should be a daily practice, not a one-off initiative.
Attracting talent to deliver safer communities, less crime ans supported victims – A job like no other
Katy Miller, Director of People & Development, Police Scotland
Katy Miller drew on her experience with Police Scotland to highlight how attracting the right talent is not just strategic—it’s life-saving. Her message was a powerful reminder of the impact that dedicated police officers make in serving and protecting communities.
The BIG PICTURE Panel Discussion
Kindly sponsored by
Chaired by Clare Moore, Founder, Business Jigsaw and featuring our senior HR panel
The BIG PICTURE panel—Claire Scholes, Tony Elliott, Saba Haran, and Robert Allan—offered an honest and forward-thinking view of the workplace of tomorrow, blending realism with refreshing optimism.
Creating Leaders that link wellbeing, performance & growth
Grace Orr, Director of People, Communicorp UK & Chris Preston, Co-founder, The Culture
Grace & Chris demonstrated how leaders with a coaching mindset foster whole-person performance, where wellbeing and professional growth are not competing priorities but deeply connected.
The Awakened Leader: Transformation through a shift in perception
Juliette Lee, International Speaker, Executive Coach, Poet
Juliette Lee’s session combined quantum physics, neuroscience, and self-leadership to challenge us to elevate our internal dialogue and transform how we lead—starting with ourselves. Juliette’s ‘Awakened Leader’ session finished off an incredible day of inspiring and insightful keynote speakers, that had social media channels lighting up for well over a week after the Conference had finished.
A returning favourite, Hr NETWORK’s popular ‘Find The Letter’ competition, once again encouraged delegates to engage with exhibitors. By uncovering hidden letters and solving the anagram, and the lucky winner on the day, Olivia Bunner from Emtec Group, who walked away with a brand-new Amazon Fire Tablet.
Networking remained a highlight of the day, with attendees enjoying valuable conversations and reconnections during the lunch break — a particularly appreciated opportunity in the age of hybrid working. Feedback from delegates was overwhelmingly positive, especially regarding the opportunity to meet colleagues and peers in person.
Reflecting on the success of the event, Hr NETWORK founder Lee Turner commented: “Hr NETWORK continues to deliver exceptional value and insight to delegates — all at a cost that has increased by only £10 per delegate over the past five years. While we may not have the vast resources of some larger organisations, we take pride in ensuring that everyone who attends, whether as a delegate, exhibitor or sponsor, leaves with a genuine sense of value and inspiration.”
For further information on Sponsorship and Exhibitor options for 2026 or to book your Delegate place at Conference 2026, please contact the Conference Planning Team on Tel: 0131 625 3267 or email: subscriptions@hrnetworkscotland.co.uk www.hrnetworkjobs.com
BETWEEN the LINES
Blue Blood
By Damien Boyd
It is Acting Detective Superintendent Nick Dixon’s wedding day. Gig rowers find a body floating in Bridgwater Bay and when the victim is identified as a serving police officer, executed at point blank range with a 3D printed gun, the assistant chief constable is soon knocking on Dixon’s door—wedding night or not. It is the third such killing in as many weeks, but the first two victims were drug dealers, with no apparent connection to the dead officer other than the murder weapon itself. Dixon must navigate a complex web of lies, corruption and betrayal. Taking charge of two major investigation teams, it quickly becomes clear that no one is who they seem. But is it two cases or just one? Is he looking for a motive that doesn’t exist? And can he find the gunsmith before another 3D printed gun finds its way into the wrong hands?
The Dicktionary Club
By: Sophie Gravia
Ella, Katy, and Zola are done with Glasgow’s dating scene. From ghosting to catfishing to cringe-worthy Tinder messages, navigating love in today’s society has become an absolute nightmare! But when one of them is dumped by a guy who saw her as nothing more than a quick swipe, the trio decide to fight back and take matters into their own hands. Creating The Dicktionary Club - an exclusive, women-only website dedicated to exposing Scotland’s worst serial swipers with brutally honest reviews. Their mission is to help women spot the red flags, dodge heartbreakers, and take back control of the dating scene. But as the site goes viral, so does the drama in their own love lives. And when one of them starts falling for a guy she’s been warning others to avoid, things get messier-and more complicated-than ever...
We Are All Guilty Here
By Karin Slaughter
Welcome to North Falls. A small town where everyone knows everyone. But nobody knows the truth. Emmy Clifton has lived here all her life. She thinks she knows her neighbours. She’s wrong.She thinks it’s just another hot summer night: a night like any other. She’s wrong. When her best friend’s daughter asks for help, she thinks it’s just some teenage drama. She thinks it can wait. She’s never been more wrong in her life. As the town ignites in the wake of the girl’s disappearance, Emmy throws herself into the search. But then she realises: You never really know a town until you know its secrets. Is Emmy ready for the truth?
www.hrnetworkjobs.com/breakfastclub
CREATING AN EMPLOYER OF CHOICE CULTURE
By Teresa Flannigan
With the nomination process for this year’s Hr NETWORK National Awards 2025 closing recently, the focus now shifts to scoring each and every nomination over the summer. This will be followed by interviews in September for all finalists chosen by the Judging Panel.
Table sales for this year’s awards gala dinner are already at an all-time high. To ensure that last year’s sponsors and table hosts can attend again, those wishing to host a table of 10 are strongly advised to secure their tables as soon as possible to avoid disappointment.
A few sponsorship categories are still available, offering excellent benefits in the lead-up to, during, and after the Hr NETWORK Awards Gala Dinner, which will take place at the impressive Hilton Glasgow on Thursday, 13th November 2025.
Sponsoring an Hr NETWORK Award category positions an organisation as a thought leader and advocate for best practices in people management and creating a winning culture leading to employer of choice status. It signals to the market—and to current and potential employees—that the company takes its culture, talent, and values extremely seriously.
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.
Award categories and their sponsors
HR
Graduate 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
HR Assistant/Officer of the Year
sponsored by:
For further information please contact the Awards Planning Team on Tel: 0131 625 3267 or email: awards@hrnetworkscotland.co.uk
Travel is so much more than moving from one place to another. It’s about discovery, excitement, adventure, meeting new people, experiencing new cultures and breaking from the norm. It’s about journeys and destinations that make your eyes light up and neurons fire. At Skyscanner, they fully embrace the joy of travel and strive to bring this ethos of discovery, community, and culture into what they do every day. In how they operate as a company, how they treat their people and how they deliver for their travellers. Skyscanner is The Real Deal. Their people are The Real Deal. Sponsoring the HR Assistant/officer of the year category is a pleasure as having an awesome people team encapsulates everything they stand for at Skyscanner by recognising emerging talent.
For further information, please visit: www.skyscanner.net
HR Business/People Partner of the Year
sponsored by:
Right Management Management has more than 40 years of expertise in the talent lifecycle, helping organisations ensure they have the right people, in the right place, at the right time. Their workforce solutions include outplacement, workforce career management, leader development, coaching and assessment. Right Management’s solutions blend high-tech and hightouch, providing the strategies and insights to ensure your workforce is equipped for the future, whilst empowering employees to take charge of their careers.
For further information, please visit: www.right.com/en
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
HR Manager/Advisor of the Year sponsored
by:
At AAB, 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, learning & development and whistleblowing. 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.aab.uk
Health & Wellbeing Award of the Year sponsored
by:
International Beverage Beverage is an award-winning premium spirits business brought together through a family of authentic, local brands each possessing a rich history and unique character. As an accredited Great Place to Work they nurture an inclusive workplace where everyone is encouraged to be their true selves, embracing the unique perspectives and backgrounds that their diverse, global teams bring to the table. Working together as one team, fostering meaningful relationships, sharing experiences and inspiring each other, their purpose is all about creating connections. These connections span between their people, customers, consumers, and the communities in which they live and work. People are at the heart of the business, a business shaped by their extraordinary spirit. Delivering on promises, they are committed to the long-term investment of their people, their brands and their vision for the future, remaining focused but evolving, whilst staying true to who they are.
For further information visit: www.interbevgroup.com
Best Employer/Workplace of the Year
sponsored by:
Bio to follow.
For further information visit: www.be-it.co.uk
HR Project of the Year
sponsored by:
The CIPD has been championing better work and working lives for over 100 years. They help organisations thrive by focusing on their people, supporting their economies and societies. They’re the professional body for HR, L&D, OD and all people professionals – experts in people, work and change. With almost 160,000 members globally – including more than 11,000 in Scotland – and a growing community using their research, insights and learning, they give trusted advice and offer independent thought leadership and they are a leading voice in the call for good work that creates value for everyone.
For further information visit: www.cipd.org
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:
LHH helps individuals, teams, and organisations find and prepare for what’s next in the world of work. We support client’s needs throughout the talent journey, from recruitment to career transitions and leadership development. We empower organisations to expand their capabilities and workers to build brighter futures.
For further information visit: www.lhh.com/uk/en/
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 13th November 2025.
If you have any enquiries in relation to nominations, sponsorship or becoming a table host at the Gala Dinner at the Glasgow Hilton on Thursday 13th November 2025, please contact: Tel: 0131 625 3267 or email: awards@hrnetworkscotland.co.uk
A Neurodivergent Epiphany: THE REALISATION ABOUT THE FUTURE OF WORK A Neurodivergent Epiphany:
By Paul Crabb
For more than twenty years, I built a career in fast-paced corporate and creative environments, leading teams, delivering work, and adapting to whatever was thrown at me. I think I was pretty good at it, enthusiastic, creative, loyal. But underneath the professional polish was something quietly corrosive: a growing sense that I was working twice as hard as others just to stay in the game.
It wasn’t until I received an ADHD diagnosis in my late forties that the pieces finally fell into place. The challenges I had faced—from losing focus mid-meeting to struggling with organisation, from extreme bursts of creativity to periods of burnout—suddenly had an explanation. I realised I hadn’t just been navigating the workload; I’d been navigating a workplace that wasn’t built with people like me in mind.
But what really hit me was this: I wasn’t alone.
I began to recognise patterns in others around me— brilliant, committed colleagues who never quite thrived in conventional settings. People who felt overwhelmed in open-plan offices, who found meetings exhausting, who struggled with time management but shone when given autonomy. People who masked their differences just to get through the day, and who quietly burnt out when the cost became too great.
And I thought about my sons, two of whom are neurodivergent. My boys are just beginning to imagine their futures. What kind of workplaces are we handing down to them? Will they be forced to hide who they are, just to be seen as capable? Or can we design working cultures that recognise difference as an asset, not a liability?
That question changed the course of my career. I wanted to build something new—Atypical*, a peoplefocused creative consultancy committed to developing inclusive, psychologically safe workplaces through a neurodiversity lens.
It wasn’t a branding decision or a career pivot. It was a mission. I knew from lived experience that neurodivergent professionals have so much to give—but too often, they’re stuck in systems that don’t work for them. I wanted to change that.
Developing A Deeper Understanding
Once I began working more intentionally in this space, the scale of the challenge became clearer. Around 15-20% of the population is estimated to be neurodivergent, but many people remain undiagnosed, especially those from marginalised backgrounds. Even when diagnosed, disclosure at work remains a risk. Studies suggest upwards of 60% of neurodivergent employees hide their conditions for fear of stigma or discrimination.
And yet, despite the prevalence of neurodivergent professionals, most workplaces remain built for a neurotypical ideal—valuing fast thinking, conformity, verbal fluency, sensory resilience, and unbroken focus. For someone with ADHD, autism, dyslexia, dyspraxia, or any combination thereof, these expectations can quickly become barriers.
Let me give you a concrete example. ADHD is often misunderstood as an inability to concentrate. But it’s not about lacking attention—it’s about struggling to regulate it. That means you might hyperfocus on one task while missing everything else around you. You might jump between ideas rapidly or struggle to get started at all. You might need silence to concentrate one moment and stimulation the next.
These traits don’t make you incapable. But in a rigid system, they can make you invisible and undervalued.
As I listened more deeply—to clients, to colleagues, to my own history—I began to notice five key areas where work consistently breaks down for neurodivergent professionals:
1. Communication: Too often verbal, fast-paced, and ambiguous.
2. Management rhythms: Inconsistent check-ins, unclear expectations, lack of feedback.
If we wanted to build truly inclusive environments, we had to start here. Awareness was important, but it wasn’t enough. Real change would require practical action in these five areas.
That became the foundation of what we now call the Six Steps Strategy: Awareness, Communication, Management, Workflow, Meetings, Recruitment. A simple, evidence-informed framework for transforming workplace culture with neurodiversity in mind.
The Future of Work
Ultimately, what we’re striving for isn’t perfection—it’s psychological safety. A workplace where no one masks who they are in order to succeed. Where difference is normalised, not medicalised. Where empathy drives process, and productivity follows.
This doesn’t mean eliminating pressure or avoiding accountability. It means redesigning how we create expectations, measure success, and support our teams. Good pressure—clear goals, praise, autonomy, fair deadlines—helps everyone perform. Bad pressure—rigid structures, unreasonable demands, micromanagement—disproportionately harms neurodivergent colleagues.
We can do better. And it starts by asking better questions. Not “what’s wrong with this person?” but “what needs to change in our system so that more people can do their best work?”
Neurodivergence isn’t a problem to be solved. It’s a perspective to be included.
In the AI-driven workplaces of tomorrow, where repeatable tasks are automated and innovation is the true currency, the ability to think differently won’t be optional—it’ll be essential. That future belongs to all of us. Let’s build it together.
Highlighting dangers of over-sharing on Highlighting dangers of over-sharing on
Highlighting five over-sharing social media
Highlighting five over-sharing social media
85% of adults globally want to do more to protect their online privacy, which is a key concern in 2025 amidst rising cybercrime and the rapid development of AI technology. However, with 5.24 billion of the world’s population using social media, online privacy has never been more at risk.
In light of this, AI prompt experts AIPRM have revealed key risks associated with oversharing on social media, from putting your privacy at risk, to damaging your personal and professional reputation. They also offer practical tips on how to keep yourself safe online and protect your digital footprint, with expert commentary from Christoph C. Cemper, founder of AIPRM.
Identity theft
A new fraud report has revealed that 421,000 cases of fraud were filed to the National Fraud Database (NFD) in 2024, the highest number on record, and identity fraud remains dominant as criminals favour impersonation tactics. Concerningly, social media pages and accounts host a gold mine of personal information for criminals such as names, date of birth, home location, places of work, and even the details of our family and friends.
If criminals access this information, you can become susceptible to identity theft, as the fraudsters can use your personal details to impersonate you and gain access into your accounts, or even create new accounts in your name, such as bank accounts. In some cases, they may even manipulate your family and friends into sharing their data through identity theft.
The host of readily available personal information on social media has made it even easier for criminals to carry out identity theft, and with the rise of AI’s capabilities, this is even quicker to do. By combining real data with fabricated details, AI can be used to generate realistic IDs, official documents, or utility bills. This makes identity theft much harder to detect. That’s why it’s crucial to think carefully about what you share online - not just to protect your own privacy, but also the security of your family and friends, who could be targeted by a fake version of you.
Social Engineering and Financial Scams
Social engineering often involves attackers creating fraudulent social media profiles and using these to impersonate a trusted or legitimate individual or organisation. Through this, they can psychologically manipulate victims into sharing information or clicking on links that are unsafe and contain malware or scams. If scammers gain a user’s trust, they can then gain access to personal information, or even cause significant financial losses and personal data breaches.
It is vital to be wary of who you follow and interact with on social media. With deepfakes and AI becoming more prevalent and advanced, it is hard to tell if you are talking to a legitimate person or an attacker. Always be cautious when engaging with people on social media, and if they claim to be someone you know, be sure to ask them personal questions that only they would know the answer to.
Deepfakes and Voice Cloning
Scammers need just three seconds of audio to clone a person’s voice, and with so many videos available on social media, it is becoming even easier for criminals to generate voice clones. Similarly, the wide array of selfies on social media has fuelled AI- powered scams. From just a single image of your face, fraudsters can use AI to create a full photo, complete with a natural looking background and other aspects that appear authentic.
Deepfakes are becoming widespread, and with our voices and images often available on social media, millions are at risk of becoming victims. To protect yourself, make sure that those you follow on social media and allow to view your content are people you know and trust. Having a publicly open profile increases your risk of being targeted. If you think you have been a victim of a deepfake, contact your local fraud centre as soon as possible to report it.
Reputation damage
Over-sharing on social media also carries the risk of personal or professional reputation damage. Engaging with the wrong things on social media can create a negative image of the user. Not only are there risks in sharing inappropriate posts, or negative comments, there are also risks associated with interacting with or sharing fake news which circulates rapidly on social media, spreading much quicker than real news.
Malicious actors can spread misinformation and disinformation, which is notoriously hard to spot online. Many people have fallen into the trap of engaging with this content, whether it be an AI generated image, or a fake article. Always fact check any news or sources you see on social media via trusted and reputable sites, as unverified online information could be fake, and may even include fraudulent links.
Cyber crime is rising rapidly, and exposing your child’s details online could see them fall victim to fraud or other crimes.
Dangers of over-sharing about your child
Often known as ‘sharenting’, it is becoming increasingly common for parents to share information on their children via social media. However, there are dangers involved in this, as it instantly creates a digital footprint for your child, which can be used by criminals for harmful purposes. For example, geotagging an image of your child can reveal the local area in which they may live or places they go to regularly. Sharing their name, age, and photos can expose them to identity theft, allowing criminals to utilise their name to open fake accounts. There are also inherent social media dangers of potential cyberbullying and harassment.
Cyber crime is rising rapidly, and exposing your child’s details online could see them fall victim to fraud or other crimes. If you want to share images or details on your child’s activities, it is always best to do this in private group chats with people you trust. I would always advise avoiding sharing this information on social media, due to the risks involved. If you do share information about your child via social media, ensure this is to a small, trustworthy following, and is not publicly available. Be sure to limit the information that you share about them and their whereabouts.
Advice on how to stay safe and vigilant when sharing on social media
Review
and Update Privacy Settings:
Be sure to control who can see your posts and personal information; this may entail switching your profile from public to private. You can then ensure that those following you are trusted and legitimate, and make sure that they are the only ones who can see your content.
Be
Mindful of What You Share:
Be mindful of posting personal details, especially those that could be linked to account security questions or reveal your location or that of your family and friends. This can help decrease your chances of falling victim to hacking or identity theft, as you limit the information available to fraudsters.
Use Strong Passwords and Multifactor Authentication:
Sensitive information such as financial information, passwords, or other sensitive details should never be shared on social media. Additionally, users should be sure to utilise strong, unique passwords for all online accounts and avoid using personal information like birthdays or pet names, which may be easy to find out via your social page. Activating multi factor authentication takes minutes to do and can increase your account security.
Be Cautious About Clicking on Links:
Always avoid clicking on suspicious links that you may see or may be sent on social media, as this can lead to loss of personal data or financial losses. Social engineering attacks can involve criminals tricking you into sharing personal information, so take steps in your security and privacy settings to limit who can contact you on social media, or be hyper-vigilant when receiving messages.
Monitor Your Social Media Accounts for Suspicious Activity:
Ensure that you regularly monitor your social media accounts for any suspicious activity. If you encounter suspicious activity on social media, report it to the platform and the relevant local authorities. This can help fight future crimes and stop fraudsters targeting more victims.
AI and Change Management: On the Cusp of a Transformational Future
Most businesses, regardless of size or sector, are looking at AI as a key driver for transformation. AI can be life changing in terms of productivity across all functions and grades of seniority, providing data-driven insights, and automating routine administrative tasks. Here, Katharine Wooller, Chief Strategist at Softcat plc, considers how AI can be a key ingredient for delivering on a change management agenda.
Unsurprisingly, AI offers huge potential to cut costs and increase output, and many businesses are adopting an ‘AI First’ medium term strategic outlook.
To my mind, AI is simply the next iteration of how we use data. Not only is the data in most businesses the ‘secret sauce’, but the majority of the world’s data is only a few years old – exploiting this data for insights and predictive analysis is, frankly gold dust.
AI can be a key ingredient for delivering on a change management agenda. By leveraging the technology, organisations can navigate the complexities of change management with greater confidence and agility. It can enhance decision-making and speed of output, by providing real-time data and actionable insights.
Real time data-driven insights, predictive analytics, examining historical data and identifying patterns, AI can forecast potential challenges and opportunities. This allows organisations to proactively address issues before they escalate, ensuring a smoother transition. Any project manager will be more effective with automation of repetitive tasks and sophisticated use of data. AI powered tools can hand admin duties such as scheduling meetings, sending reminders, tracking progress, writing research.
Advanced AI algorithms can analyse vast amounts of data from various sources, such as market trends, customer feedback, and internal performance metrics, to provide a comprehensive view of the organisation’s current state. This enables leaders to make informed decisions based on accurate and up-to-date information. Furthermore, AI can simulate different scenarios and predict the outcomes of various strategies, helping organisations to choose the most effective approach for implementing change.
However, there are some caveats; the successful adoption and deployment of AI has numerous dependencies. Lack of AI specific skills will stall progress, as will employee fear that AI will replace their roles – although in reality, you are more likely to be rendered unemployed by someone that uses AI rather than AI itself as a standalone technology! The most successful organisations create AI Centres of Excellence, create strong consensus across all team members, and have their data AI ready, in order to have a coherent forward-looking strategy.
Many businesses are drowning in potential applications of AI, care must be taken to identify ‘quick wins’ with an easily measurable ROI. I have heard of businesses with 800 potential use cases, which simply cannot be viable, and ruthless triage must be undertaken, or AI can quickly become a distraction. Furthermore, there are regulatory requirements, data governance concerns and ethical considerations.
One of my favourite examples of early adoption of AI is the China based NetDragon Websoft, who in 2023 said it was the first company in the world to appoint an ‘AI powered virtual humanoid robot’ as its CEO, tasked with supporting decision making for the company’s daily operations.
The company’s stock price outperformed competitors within 6 months. Whilst AI offers no guarantee, the potential of the technology does provide significant inspiration to change management professionals.
Better Never Stops: How Amey’s leadership powered its platinum success
Amey achieved Investors in People (IiP) Platinum accreditation, the highest recognition of commitment to leadership, workforce development, and inclusive culture. Here Michael Burgess, Chief People Officer at Amey explains how they achieved this recognition.
Platinum accreditation now places Amey among a select group of companies, with only 3% of accredited organisations reaching this level. It reflects the deeper foundations of our success—that our values are embedded across the business, aligning with our corporate strategy while ensuring employees are engaged, empowered, and motivated to improve and innovate.
Amey has worked with IiP for many years, but by 2021, our relationship had threatened to become process-heavy and document-focused rather than transformational. As our Silver accreditation came up for reassessment, we faced a critical decision: continue with business as usual or set ambitious goals to overhaul our approach to culture, leadership, and workforce development.
We chose ambition and launched the Journey to Platinum—a bespoke three-year programme designed to reinvigorate our people strategy, embed highperformance culture, and make leadership accountability the driving force of change.
Rather than treating accreditation as a one-off achievement, we built an embedded relationship with IiP, ensuring continuous assessment and integration of best practices throughout our transformation journey.
The key to achieving Platinum was leadership, not just at the top, but across the organisation. We fundamentally shifted how our leaders operated, transforming their role from managers to active sponsors of cultural change.
Every Executive Director at Amey sponsors an affinity group, supporting key areas such as disability inclusion, race equity, and LGBTQ+ inclusion. They mentor group leaders and engage with communities to ensure diverse perspectives are represented and valued. This hands-on approach reinforced the importance of workplace inclusivity, making it a leadership priority rather than just an HR initiative.
Listening to employees became another key driver of transformation. Internal platforms like Viva Engage gave employees a space to voice concerns, share feedback, and contribute to shaping Amey’s workplace culture. Leaders were expected to not just listen but respond.
Beyond engagement, we modernised our policies, ensuring Amey’s approach to workforce development was progressive, inclusive, and people-centric. This included refining career pathways, improving training opportunities, and embedding continuous learning into our corporate framework.
These targeted interventions didn’t just improve compliance, they built a sustainable, high-performance culture where leadership inspired change rather than dictated it.
Achieving IiP accreditation isn’t about chasing a badge, it’s about embedding best practices that transform workplace culture. For organisations looking to improve their leadership and employee experience, a few key lessons stand out.
Change does not happen in isolation, it requires senior leaders to champion, engage, and actively sponsor cultural evolution. At Amey, our Executive Directors took personal responsibility for driving inclusivity, which ensured that employee engagement was more than just words, it became a lived experience.
Providing employees with platforms to share their ideas, concerns, and feedback fosters trust, transparency, and collaboration. However, listening alone isn’t enough action must follow.
Finally, a fragmented approach doesn’t work. Too often, organisations introduce scattered initiatives that lack cohesion. Our challenge now is to keep pushing forward, to innovate, adapt, and ensure that better never stops.
Leadership, in my view, boils down to two things: encouraging people and inspiring people. When we do that, everything else follows.
We grow our people, and in doing so, we grow our business. Better never stops. And neither will we.
Why now is the time to build sustainable accessibility into organisational culture
Accessibility is increasingly recognised as an important part of how organisations deliver value across a number of industries, and rightly so. It goes beyond meeting legal requirements to improve user experience, promote inclusion, and build better services for all. Yet, despite the growing awareness, some organisations still see integrating accessibility into its processes as an isolated effort or something to be “checked off” near the end of a project, prompted by upcoming regulation, user complaints, or reputational risk. Here, Henny Swan, Co-Founder at TetraLogical explains more.
A reactive approach may satisfy compliance needs in the short-term, but it does little to build lasting, meaningful inclusion. Meaningful progress happens when accessibility is embedded into an organisation’s everyday mindset and operations. In short, accessibility must become a fundamental element, not an afterthought.
When accessibility is left behind, it creates unnecessary strain on teams and often results in sub-standard fixes. These rushed efforts are typically inconsistent, poorly thought out, incomplete, and costly to implement, eroding both product quality and user trust.
Beyond the financial and reputational costs of getting this wrong, reacting too late also stifles innovation too. When viewed with this mindset, accessibility concerns are seen as constraints to work around, rather than opportunities to design more effective and inclusive products or services’.
Alongside this, patchwork policy and a piecemeal approach can leave organisations vulnerable to changing legislation and regulations. Although policy in this area can take some time to formulate and laws in this area of business are tightening globally, with many countries expecting a more proactive approach from businesses when it comes to compliance.
Sustainable accessibility is about making inclusion a continuous and shared responsibility across an organisation. It is a long-term, strategic approach that integrates accessibility into everyday decision-making,
policies, and workflows while ensuring that accessibility is not dependent on individual champions or occasional audits, but supported by systems and processes that endure.
What many businesses don’t realise is that this approach doesn’t require organisations to overhaul everything overnight and start from scratch either. In fact, sustainable accessibility is most effective when built into existing structures and processes to embed accessibility naturally.
Procurement is another critical area. Organisations should ensure that accessibility standards are built into vendor selection and contract negotiations, making third-party tools and services align with inclusive goals. Recruitment processes can also evolve to include accessible job descriptions, inclusive interview practices and techniques, and accommodations as a standard, not a request, to create fairer hiring processes and attract a broader talent pool.
Of course, there’s no universal formula for sustainable accessibility. Every business is different and will take a different route dependent on their structures, tools, cultures, and ways of working. But the benefits of sustainable accessibility are both consistent and far- reaching.
Through making it second nature, and a standard part of planning and delivery, organisations can reduce longterm costs and avoid the need for costly retrofitting. Products and services are more likely to meet standards by design.
Organisations that embrace accessibility can serve a broader range of users, strengthen their brand reputation, and build inclusive internal cultures. They are also better placed to respond to any significant regulatory changes with confidence, and not with panic. Above all, sustainable accessibility reflects strong organisational values.
Accessibility can’t remain a box ticking exercise. As expectations and regulations continue to change, organisations that embed inclusion into business as usual will be better positioned to lead with confidence. Sustainable accessibility isn’t just the right thing to do, it is ultimately a smarter, and more resilient way to work with positive secondary outcomes for businesses.
Boards are failing to recognise the potential of Artificial Intelligence
Despite the rapid rollout of AI to assist with the day-to-day running of companies globally, senior leaders are reluctant to utilise this technology to enhance their own efficiency and performance. Here, Ciaran Bollard, CEO of the Corporate Governance Institute, says boards that ignore AI may struggle to meet the ever-evolving demands of watertight governance.
Recent research revealed that 45% of boards do not include AI on their agendas, outlining the extent to which AI is being neglected and the output gains that could be achieved by exploring the potential of these innovations. There are two undeniable truths about AI in business: the first is that it will redefine how we work, and the second is that it’s here to stay.
This should serve as both an opportunity and a warning for directors. Managed correctly, there is a vast potential at their fingertips, able to assist them in this new, stricter, higher-stakes landscape of modern governance. But the fact remains that so many boards worldwide just haven’t given it enough thought yet.
Headlines may swirl with dramatic warnings about AI replacing jobs or outsmarting regulators, but there’s a quieter, more practical risk facing corporate boards: doing nothing. Board agendas are packed with essential issues from inflation to tariffs to geopolitics to ESG and new compliance headaches.
Many directors see AI as an aside to all that – something they’ll get to when they have time. They don’t realise that AI could well be the missing link to address all the other challenges.
People often get worried that AI will eventually replace humans in key roles. The smart response is usually, ‘AI won’t take your job, but someone who can use it might.’ This works along similar lines for governance. Boards that can use AI will likely excel at modern governance over boards that can’t. Companies could thrive or fail on this issue.
An example of a tangible use case relates to executive performance metrics. Rather than relying solely on traditional KPIs and anecdotal reports, AI tools can synthesise real-time operational data to a much more powerful degree, giving boards a fuller picture of key personnel performance.
Similarly, AI models can train themselves to analyse various business performance metrics at once. The rapid processing of data, combined with the different comparisons, can help directors uncover trends they might not have noticed, spotting opportunities or risks earlier, and encouraging key decisions when they will have more impact.
One of a Directors’ most urgent challenges is the sheer volume of data that they need to consume before making a decision. AI can help boards process and understand different complex issues and the data behind them. It can also offer directors the chance to question elements they’re unclear on and obtain a fuller picture ahead of board meetings.
AI governance sometimes means establishing rules for use and sticking to them. But it also means embracing the concept as a whole and integrating it into boardroom activity. Companies that do this right, automating what can be automated while continuing to accept overall responsibility, may find the long-awaited answer to boardroom compliance headaches and endless streams of data.
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