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COVER STORY
International Women’s Day: Empowered Women. Empowered World.
This year’s International Women’s Day on March 8th will redouble efforts to address many challenges such as gender pay gaps, the need for menopause support and leadership equity. Andy Moore examines some of the key themes for 2025.
Vicky Madigan, AAB People
Employment Law Update: EL Changes for 2025 p. 14
Helen Steel Streamlion Consulting
Special Feature: Importance of trust in business relationships p. 36
Kirsty Maynor
The Firefly Group Insight: Leading Your Team Through Change p. 42
Martin Schmidt JobLeads
Insight: Tips for Pay Rise Negotiation p. 43
Sandy Downs Teamspirit
Insight: Diversity, Equality and Inclusion p. 44
Shane Duffy Click Offices
Working From Home: The New Normal? 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 our March 2025 online issue of Hr NETWORK magazine and we’re very excited about a wide range of activities and plans we have coming up this year.
Our 20th anniversary celebrations for the magazine have already begun with our first event of 2025 taking place at the end of February. Our February Hr40 Dinner in partnership with the Top Employers Institute attracted an excellent group of senior HR professionals and it’s fair to say, as with any birthday celebration, birthday cake was served to guests. A full review of the Hr40 Dinner can be found on pages 40 and 41.
As ever, there are hugely exciting plans for the forthcoming Hr NETWORK Conference, Exhibition & Leaders Dinner, taking place at the magnificent Murrayfield Stadium in Edinburgh on Thursday 15th May followed by the Hr NETWORK National Awards Gala Dinner, which takes place at the hugely impressive Hilton Glasgow on Thursday 13th November.
We also have a number of smaller, more intimate events planned for the coming months including the first Hr40 Dinner’s along with some client-run events that we are also supporting.
Prior to the Awards Gala Dinner in November, we will also host the annual Nominees Lunch later in October in Edinburgh.
The Hr NETWORK Team are very excited about the forthcoming ‘LEARN. SKILLS. ENGAGE. TALENT.’ themed Conference & Exhibition taking place at Murrayfield on Thursday 15th May, featuring an impressive group of award winning organisations and speakers who have realised the huge benefits for their organisation by developing their talent pool of tomorrow’s leaders.
Our Conference Planning Team is currently pulling everything together to make this our biggest and best Conference yet and aim to make people feel connected and inspired and by attending, can enjoy the great benefits that come from the many networking opportunities too.
Hr NETWORK Awards Gala Dinner 2025
We are very excited to open the Nominations for this years’ Hr NETWORK National Awards and the prospect of hosting the 18th Awards Gala Dinner again in November. We are extremely grateful to all our sponsors and table hosts for their wonderful and continued support again this year and if you would like to join us at the Gala Dinner with your guests, please contact the Awards Planning Team as soon as possible.
This Issue
Ahead of International Women’s Day on 8th March, Andy Moore looks at the exceptional progress that’s been made in providing women with the same opportunities and possibilities in the workplace as their male counterparts and discovers that some of most successful global organisations have gender balance, fairness and parity at the heart of everything they do.
The regular sections of the magazine include: Stats, the Bookshop and a range of Insight features on some hot topics in the people management & development world.
I hope you enjoy your online copy of Hr NETWORK Magazine and look forward to welcoming you to our events this year.
Lee Turner Publisher
Contributors: Vicky Madigan, Helen Steel, Kirsty Maynor, Martin Schmidt, Sandy Downs, Shane Duffy
How to support employees suffering from cancer
Balancing work and cancer has become a major corporate social responsibility challenge for organisations, says Professor Rachel Beaujolin at NEOMA Business School. Each year, 160,000 employees in France receive a cancer diagnosis. This diagnosis fundamentally changes their personal and professional lives, with medical treatments, fatigue, and stigmas surrounding serious illness contributing to these employees reassessing their priorities.
For HR professionals, it raises a question: how can employees with cancer be supported in continuing to work without compromising their healthcare needs?
Beaujolin says that standardised solutions, rigid support frameworks, and uniform responses are well-intentioned but unfit for purpose. This is because cancer treatment is a complex journey, often influenced by unpredictability, such as side-effects of cancer treatment.
“This highlights the importance of tailoring working conditions to the specific needs of employees affected by the illness, as no two situations are the same,” she says.
Drawing on a study she published in the journal Revue Française de Gestion (French Management Review), she proposes three key strategies to support employees diagnosed with cancer:
• Adapting workplace conditions in line with the evolving needs of employees and their treatments.
• Encouraging informal conversations to better understand and adjust solutions on a daily basis.
• Transforming practices by introducing greater flexibility and inclusivity.
Her findings are based on academic analysis of prior studies and interviews with employees affected by cancer, while also pulling from her own experience with cancer, recorded in a logbook.
Two in five people in the UK have faced workplace discrimination, with ageism most common
New research suggests that many workplaces are a potential hotbed of discriminatory behaviour, with peoples’ age, appearance and gender often being used against them in work settings.
A survey of 4,000 UK adults, commissioned by HR software provider Ciphr, found that over two in five (45%) feel that they have experienced unfair discrimination while at work or when job hunting.
Of those, nearly two-fifths (38%) say they have been discriminated against at work. And a similar number (39%) believe they’ve been turned down for a job they were qualified to do, due to discrimination of some kind during the recruitment process.
The findings show that workplace discrimination appears more common for people at the beginning of their working careers and for people from ethnic minorities (excluding white minorities).
Over three-quarters (76%) of survey respondents from Black, Black British, Caribbean or African ethnic groups, and two-thirds (65%) of those from Asian or Asian British ethnic groups, say they have suffered discrimination at work or faced hiring discrimination (compared to the survey average of 45%).
Gen Z and younger millennials are also significantly more likely to perceive and call out workplace discrimination, and other types of bias or unequal treatment that may have become accepted or even normalised over time, than their Gen X and Boomer counterparts. Two in three (65%) 18- to 34-year-olds say they have experienced discriminatory attitudes and behaviours at work or as a job applicant, compared to around two-fifths (45%) of people aged 35 to 54 years, and less than a third (31%) of those over 55.
Ciphr’s workplace discrimination study also sheds more light on the most prevalent types of discrimination that most people come up against.
Organisational culture survey shows widespread mismatch between behaviour and policies
A large-scale survey on organisational culture by Nottingham Business School has suggested that there is a significant mismatch between the advertised values and policies of UK companies, and how employees behave on a daily basis.
Organisational culture focuses on how people within a company think, feel, and behave, and can have a significant impact on achieving strategic ambitions. Its intangible nature means it is traditionally hard to define and measure.
In the first study of its kind on the topic, more than 1,170 UK managers and employees from large and small-tomedium sized organisations across a range of sectors were questioned on cultural alignment; diversity, equality and inclusion; wellbeing; and opportunities to improve company culture.
Just 18% of employees feel their organisation’s stated values or external image is very aligned to the current culture, while a quarter (25%) believe that the behaviour of their leader does not reflect values portrayed externally. The results also showed that only half of
employees feel like the day-to-day behaviour at their organisation aligns with diversity, equality and inclusions policies. Just 49% said that there is a strong alignment, with a third (35%) expressing that there are inconsistencies.
Although almost a quarter (24%) stated that their current culture does not support inclusivity, 76% said that it actively encourages positive choices or behaviours and discourages negative ones. In relation to wellbeing, more than one third (38%) thought that the current culture does not promote wellbeing and 31% expressed that their organisational culture doesn’t promote ethical choices and behaviours. In 28% of cases, respondents said that unethical choices or behaviours are allowed or overlooked.
Dr Zara Whysall lead researcher and Associate Professor of Business Psychology at Nottingham Business School, part of Nottingham Trent University, said: “Recent years have seen an amplification of interest among regulators and business leaders in the impact of organisational culture on company performance, ethical conduct and other important outcomes such as inclusion.”
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Working parents bankroll
average £1.5K in case their children are sick or injured
With half (50%) of working parents needing to take time off work or out of their business due to their child(ren) having had an accident, rising to 77% to cover sudden illness - new research from protection and employee benefits provider, MetLife Uk highlights how vital it is for working parents to have a financial safety net in place for childcare emergencies.
One in six (16%) of those with injured children had to take unpaid leave, increasing to one in four (23%) for those with poorly children. Both of which directly impacts their take-home pay and ability to earn for potentially long periods of time.
Almost half (48%) are making positive preventative steps to help during these stressful periods by having a savings pot set aside in case they need to take unpaid time off work or away from their business.
On average, working parents have £1,540 set aside, rising to £1,787 among the self-employed and £1,734 for those on zero-hour contracts.
In the last twelve months, 40% of working parents have taken a week off work to care for themselves or their child(ren) due to an accident or illness. 13% have taken 2-3 weeks and 7% have had to take off a full month.
However, with the cost-of-living pressure increasingly making it tougher for households to squirrel away pots of money for everyday emergencies, there is now another way to enhance a family’s financial security for the future if their child(ren) was unwell or recovering from an accident.
Rich Horner, Head of Individual Protection at MetLife UK commented: “While some households may be able to bankroll an “emergency pot” to lean on in case of a family accident or emergency – that’s not universal.”
Frontline employees call for flexible working rights as 88% struggle to manage work and caregiving duties
Frontline workers are facing increasing challenges in balancing their work and personal responsibilities, according to research from UKG. The findings from over 12 thousand frontline employees and managers, published in UKG’s Perspectives from the Frontline Workers report, show that 53% of frontline workers are also primary caregivers for children, while 13% care for elderly parents. Of those, 88% find it challenging to manage both work and caregiving duties.
While caregivers are impacted the most, nearly half (46%) of all UK frontline workers want flexible hours, self-scheduling, or the ability to adjust shift start and stop times. 31% prefer a compressed workweek (four 10-hour days) and nearly a third (30%) want part-time work without losing benefits.
Despite the growing demand for flexibility, many frontline workers are locked into shift patterns that make it difficult to adjust schedules for personal needs. With 38% of workers mandated to work overtime weekly and 57% required to work overtime monthly, many struggle to find the work-life balance they need. Two thirds (60%) feel they don’t have enough time off to enjoy life.
While flexible shift patterns would support the growing needs of frontline workers, there is also a clear demand for greater change to support a better work/life balance. The research also found that 54% of workers would rather have more time off than a pay rise.
Just 1 in 5 said they would feel comfortable speaking with HR or a people manager about their health concerns at work
According to a new study, the continued stigma surrounding sick leave and health-related discussions in UK workplaces is creating a The Workplace Health and Wellbeing 2025 Survey revealed that 3 in 4 employees have continued to work while physically or mentally unable to perform their duties due to ill health and that 25% worry about how a sick day will be perceived by their team or manager.
To help shed light on health taboos at work and understand the impact of workplaces minimising their employees’ health, online clinic and prescription service, UK Meds, gathered insight from employees at 280 workplaces.
The survey revealed that workplace culture plays a significant role in employees’ decisions to take a sick day. More than one in five employees (22%) feel direct pressure from their manager to keep working despite being unwell, while 14% experience similar pressure from colleagues.
Two-thirds of respondents admitted to feeling selfimposed pressure to continue working and 26% of employees would worry about whether they’ve recently taken a sick day.
For many employees, the fear of returning to a backlog of tasks influences their decision. Around 30% worry about busy periods and deadlines, while the same percentage feel concerned about the amount of work that will pile up in their absence.
Responsibilities also weigh heavily on employees’ minds. More than a quarter (27%) factor in whether they have an important meeting before deciding to call in sick, and 32% consider whether someone else is available to cover their workload.
For many, there are financial pressures of missing work, with almost a quarter of those surveyed concerned about the financial implications of taking a sick day.
Worries about job security also play a role, with 10% of employees worrying about their seniority or length of time at the company when considering whether to take time off.
Action needed to improve working lives in Scotland in 2025
Research from the CIPD suggests employers in Scotland need to focus on improving their working practices in 2025, after 60% of employees in Scotland felt under excessive pressure at work this year, and over a third (37%) said they felt miserable at work.
In response, the CIPD, the professional body for HR and people development, is urging employers in Scotland to improve the quality of jobs and workplace support for employees, to create better working lives for people in 2025.
The research from the CIPD’s annual Working Lives Scotland report – which surveyed over 1,000 workers in Scotland – reveals the stark impact work can have on people’s health. A quarter (25%) of Scottish employees said work has a negative impact on their mental health, and more specifically, anxiety was reported by 32% of women versus 21% of men.
The boundaries between our working and personal lives, and the right balance between the two, are crucial to our wellbeing.
HR salary increases fall behind UK average
Research from recruitment company, Reed, shows that the HR industry is lagging behind the UK’s average salary growth, with HR salaries growing at just 4.8% in the past year, compared to average national salary increases of 6%.
However, certain roles in the sector are bucking this trend, with shared services managers, organisational development specialists and reward managers seeing increases of 21.6%, 15.2% and 11.5%, respectively, according to Reed’s data.
And despite last year’s salary growth sitting below the national 6% increase, HR salaries are still substantially more than the general workforce, with HR roles paying an average of £48,400 compared to the UK average salary £38,900. Despite this, many still remain unhappy with their salary – and, according to Reed’s research, 100% of those who are unhappy with their salaries said it was because it’s not risen in line with cost of living.
As part of Reed’s annual salary guides, it analysed more than 21 million job adverts and asked 5,000 UK workers a range of questions on their salary and benefits – both current and expected.
Alexia Catt, Human Resources Recruitment Expert at Reed, said: “UK employees are navigating tough times.
But 22% of Scottish employees revealed they find it difficult to fulfil their commitments outside of work, due to the amount of time they spend on their job. Over a quarter (27%) of those with childcare responsibilities also said they would find taking time off difficult.
These findings demonstrate the need for better communication and support from line managers to help workers achieve a better work-life-balance. However, a fifth (19%) of Scottish workers revealed they have no access to voice channels. These include one-toone meetings with managers, team meetings, or online surveys. This means they are unlikely to be able to express any concerns they have and seek advice or support.
Marek Zemanik, senior public policy advisor for the UK nations, CIPD said: “An engaged workforce is a productive workforce. But it’s clear from these findings that many workers are feeling disengaged and overwhelmed with work. The new year presents an ideal opportunity for employers to review their workforce strategies and improve work for employees, as well ensure managers are equipped to better support staff.
“While not all jobs can be transformed; improvements in areas such as flexibility, employee voice, and people management can play a huge part in improving job quality and boosting the morale and engagement of workers.”
Although some wages have risen, they generally don’t keep pace with inflation and the escalating cost of living.
“With more than three quarters (79%) of HR professionals open to new job opportunities, the sector needs to look at how best to incentivise and reward its workers.
For employers unable to offer significant salary hikes, investing in strong, well-communicated benefits packages is essential. Tailored benefits can significantly impact employee satisfaction, signalling an organisation’s commitment to supporting work-life balance and wellbeing.
“Our survey showed that alongside salary increases, employees would feel more valued if they received more recognition for their achievements (27%), more flexible working hours (27%), clearer career progression (23%) and better communication from leadership (23%).”
Top cyber security concerns for SMEs in the UK revealed
A new study by Markel Direct, the specialist insurer of small businesses, has revealed the top cyber security issues facing SMEs - with the increasing sophistication of cyber threats named as the top concern for business owners.
The study asked 500 SMEs to share their thoughts and concerns around cyber security, a growing challenge in a time of continuous technological advances. The data revealed that for the majority (62%), the top concern for the future was the increasing sophistication of cyber threats. With the advancement of AI (Artificial Intelligence) technology, cyber criminals are discovering opportunities to use and exploit AI and machine learning powered assistants to carry out attacks.
The second highest concern comes from the evolution of the work environment, with 23% of SMEs saying that securing remote work environments was a concern for them. Many UK businesses now offer a remote or hybrid working model – and while this flexibility is celebrated by employees for the most part, it does introduce security considerations when it comes to keeping data safe.
European companies refine their approach to ESG metrics in executive pay programmes
As Environmental, Social and Governance (ESG) metrics have become a common feature in executive incentive plans, European companies focus on setting more robust metrics that are aligned to their business priorities, according to a new global study by WTW.
Looking at companies across eight major indices in Europe, the study found that the vast majority (94%) reported that they incorporated at least one ESG metric in their executive incentive plans. The number of companies using ESG measures in short-term incentive (STI) has remained broadly stable at 88%, while the prevalence of these metrics in long-term incentive (LTI) plans has risen to 64%, representing a 7 percent point increase.
Globally, 81% of companies incorporated at least one ESG metric in their executive incentive plan, a moderate increase from the previous year.
When asked how those with remote workers ensure the security of company data when accessed by employees working from home, the majority (52%) said they use virtual private network (VPN) access, 48% train their employees on secure remote work practices and 46% have remote access policies and controls in place.
The study also found that 49% of SMEs wouldn’t know what to do in the event of their business suffering a cyber-attack, and 69% didn’t have a cyber security policy in place.
Despite this, most UK SMEs are taking proactive measures to prevent cyber-attacks, with 72% having invested in antivirus/anti-malware software. Nearly seven in ten make sure they regularly update their system software (69%) and 52% are making use of multi-factor authentication.
However, there is more that could be done, as 43% said that their employees are not trained on best practices and potential threats, and over half (53%) do not have cyber insurance in place in case of a breach, leaving their businesses vulnerable.
Rob Rees, Divisional Director of Markel Direct, said ‘Staying ahead of cyber threats is crucial for small business owners, especially as AI-driven attacks continue to evolve. Having a robust cyber security policy in place can help create a framework to safeguard against ongoing threats, whilst cyber insurance can help to protect your business in the event of a targeted attack.
Over three quarters of global companies (77%) reported using ESG measures in their STI plans while 29% reported using ESG measures in their LTI plans.
The Social category continues to be the most prevalent (89%) in Europe, albeit followed closely by Environmental (85%). Within this, human capital metrics remain the most popular ESG metric category overall, used by 85% of companies in Europe and 76% globally.
WTW’s study also found that among European companies, ESG and financial metrics have paid out at similar levels, although it reported a higher payout of qualitative ESG metrics compared to quantitative ESG metrics. This may validate investors’ concern around the level of rigour in target setting and performance assessment for qualitative and discretionary ESG metrics.
EMPLOYMENT LAW CHANGES IN 2025 & 2026: HOW HR PROFESSIONALS CAN STAY AHEAD
By Vicky Madigan Senior Consultant, AAB People
As HR professionals, we understand that staying ahead of legislative changes is crucial for maintaining compliant and effective workplace practices. The Employment Rights Bill, introduced by the Labour Government in October 2024, proposes significant reforms set to take effect in 2025 and 2026.
While these changes are currently prospective, proactive preparation can ensure our policies, onboarding, and recruitment processes remain robust and aligned with forthcoming regulations.
Three Key Proposed Changes in the Employment Rights Bill
The Employment Rights Bill encompasses a range of reforms aimed at enhancing worker protections and rights. Notable proposals include:
1. Day-one employment rights: Employees would gain key rights from their first day of employment, these would include:
• Protection against unfair dismissal.
• Entitlement to parental leave and paternity leave.
• Access to statutory sick pay.
This shift could mean a big change for businesses that currently operate probation periods before offering these benefits.
2. Abolition of zero-hours contracts: The government is proposing to phase out zero-hours contracts, ensuring workers have predictable hours and guaranteed income. Employers may still be able to use flexible contracts, but the emphasis will be on ensuring employees have greater security and control over their working patterns.
3. Flexible working as default: Flexible working would become the standard, meaning employees could request flexible hours, hybrid working, or remote work from day one. Employers would need to accommodate these requests unless they can demonstrate a clear business reason for refusing them.
Proactive Steps for HR Professionals Getting Ahead
Although these changes are not yet in force, taking proactive steps now can position your organisation for seamless compliance:
1. Review and update policies: Assess current employment policies to identify areas requiring revision in light of the proposed reforms. Ensure policies on dismissal, leave entitlements, and harassment are comprehensive and align with the anticipated legal framework.
2. Strengthen onboarding processes: With day-one rights set to expand, it’s never been more important to get onboarding right. In our conversations with clients, one theme keeps coming up: onboarding isn’t just about the first few weeks—it sets the tone for the entire employee journey. A well-structured onboarding process improves engagement, retention, and long-term performance, making it a critical area for organisations to refine ahead of these legal changes.
But onboarding isn’t just about legal compliance—it’s also about helping new employees integrate successfully into the organisation, and that includes adapting to the rise of flexible working as the default. A rigid, one-sizefits-all onboarding approach is no longer enough.
To align with the incoming flexible working model, HR teams should consider:
• Offering remote or hybrid onboarding options: Ensure new employees, whether working remotely or in-office, receive a consistent and engaging onboarding experience.
• Using digital tools: Online onboarding portals, virtual welcome sessions, and recorded training materials can make the process more accessible and efficient.
• Customising onboarding journeys: Tailor the experience based on role, work location, and employee needs to make onboarding as inclusive and effective as possible.
By embracing flexible onboarding, businesses can not only meet the new legal requirements but also improve employee engagement and retention. A well-thoughtout onboarding process doesn’t just help employees get up to speed—it sets the foundation for a successful, long-term working relationship, ensuring that new hires feel informed, supported, and ready to thrive.
3. Revise recruitment strategies: Evaluate recruitment practices to ensure they reflect commitments to fair treatment, flexibility, and job security. Clearly communicate these values to prospective employees to attract talent aligned with the organisation’s culture.
4. Implement flexible working policies: Develop or update flexible working policies to accommodate various working arrangements. Establish clear guidelines and processes for employees to request flexible working and train managers to handle these requests effectively.
5. Communicate changes to employees and leaders: A key part of preparation is ensuring that employees, managers, and leadership teams are aware of what’s coming:
• Host informational sessions for staff.
• Provide guidance for managers on handling flexible working requests.
• Share policy updates in internal communications.
While the Employment Rights Bill’s proposed changes are still under consultation, taking proactive steps now can prepare your organisation for the evolving employment landscape. By reviewing and updating policies, enhancing onboarding and recruitment processes, and engaging with the consultation process, HR professionals can ensure their organisations are ready to meet new legal requirements and continue to foster fair and supportive workplaces.
Staying ahead of these developments not only ensures compliance but also demonstrates a commitment to employee well-being and rights, strengthening the organisation’s reputation as an employer of choice.
ACCELERATING ACTION
International Women’s Day: International Women’s Day:
This year’s International Women’s Day on March 8th will redouble efforts to address many challenges such as gender pay gaps, the need for menopause support and leadership equity. Andy Moore examines some of the key themes for 2025.
ACTION ON International Day: International Day:
‘Accelerate Action’ is the overarching topic for this year’s International Women’s Day (IWD) on March 8th. Since its inception in 1911, the annual event has made great strides in actioning positive change for women, but today quality of action is equally important as quantity.
In truth, IWD is as much about celebrating the significant achievements for women for over a century as it is reaching new milestones.
Between 2019 and 2023, 56 positive legal reforms were enacted globally to raise awareness of gender inequality, violence against women, and to promote employment and family law.
Likewise, public perception of gender equality has seen a positive shift. A 2024 study revealed that nearly half of Britons (47%) believe that efforts toward women’s equal rights have gone far enough.
Although progress is being made, the gender pay gap between men and women remains a significant issue in the UK, increasing to 11.3% in November 2024, up from 10.7% the previous year. The UK government says it is determined to remove restrictions on people’s ambitions, ensuring women’s equality becomes a reality, tackling pay discrimination and other inequality issues.
Its rebranded Office for Equality and Opportunity hub, announced in October 2024, will cover the overall framework of equality legislation in the UK, including disability policy, ethnic disparities, gender equality and LGBT+ rights.
Bridget Phillipson, Minister for Women and Equalities, says: “I’m proud to stand alongside our strong Women and Equalities Ministerial team to address the root causes of inequalities and socio-economic disadvantage. We will drive real, lasting change because background should never be a barrier to success.”
Yet while well-meaning government initiatives are a step in the right direction, women (including those in HR) must be treated fairly according to their unique gender circumstances.
One area where practitioners can support women is in menopause. In a study, 64% of surveyed women reported menopause symptoms that had a mostly negative impact on them at work.
The UK’s Employment Rights Bill, introduced to Parliament in October last year, aims to modernise workplace legislation and promote inclusivity. Its Equality Action Plan intends to address gender pay gap issues and support employees going through the menopause.
The Bill mandates that employers create actionable support plans for menopausal employees. These plans address workplace challenges related to menopause, including flexible working options, better temperature control in workspaces and accessible support systems.
Baroness Kishwer Falkner, Chairwoman of the Equality and Human Rights Commission, says: “An employer understanding their legal duties is the foundation of equality in the workplace. But it’s clear that many may not fully understand their responsibility to protect their people going through the menopause.”
Menopause, equal pay and opportunity have been the themes of past International Women’s Days, yet it must address the most pressing issues facing females in the world of work.
In September last year, Chancellor Rachel Reeves, backed the government’s Invest in Women Taskforce which aims to create one of the world’s largest investment funding pools for female founders. The taskforce plans to establish a funding pool of more than £250 million for female-founded businesses through private capital.
But while it’s important for HR to foster policies to promote fair work practices for women, it must ensure these cover all genders. Up to 20 years ago, 70% of HR leaders were male, which has now reversed to become 70% female.
International Women’s Day acknowledge how HR and leadership can perform a vital role in supporting people of all genders, which goes beyond supporting women alone.
Gender equality, after all, is about creating a workplace culture that promotes equality for everyone, including gender-diverse colleagues. Trans, non-binary and gender-nonconforming employees also face challenges such as limited promotion access and subtle everyday exclusions. To this end, it can be argued that organisations must continue to attract young people of all genders to enter and progress their careers.
In summary, Scotland rose two places to rank top of the UK’s nations and regions under PwC’s Women in Work Index last year. The index is a weighted average of five indicators that reflect women’s labour market outcomes and assess progress made towards achieving gender equality at work.
HR practitioners in Scotland can play a huge part in championing the core themes at this year’s International Women’s Day (IWD2025). As the event enters its 114th year, “Accelerating Action” will strengthen calls for swift and decisive measures to promote inclusivity for women in their professional and private lives.
Hr NETWORK is fully committed to supporting the events’ excellent cause: #IWD2025 - Accelerate Action
• IWD has made great strides in actioning positive change for women.
• Between 2019 and 2023, 56 global legal reforms were enacted to promote gender equality.
• Gender pay gap between men and women remains a significant issue in the UK.
• The Equality Action Plan plans to address employees going through menopause.
• HR and leadership must support people of all genders.
• 20 years ago, 70% of HR leaders were male, which has now reversed to become 70% female.
“I’m proud to stand alongside our strong Women and Equalities Ministerial team to address the root causes of inequalities and socio-economic disadvantage. We will drive real, lasting change because background should never be a barrier to success.”
Bridget Phillipson Minister for Women and Equalities
Almost a third of employees confess to ‘pulling a sickie’ at work
Almost a third (30%) of employees admit they have or would consider ‘pulling a sickie’ to miss work, despite feeling healthy, according to research from protection and employee benefits provider, MetLife UK.
MetLife’s research explores some of the key reasons why employees would seek time off work. 40% admitted they feel burned out, rising to 47% for women compared to 31% of men. Many also cite needing time away from the workplace as their sick day excuse.
Some also feel they need extra time off work last minute due to personal circumstances. Almost a quarter (23%) say they took time off to attend a necessary appointment, while one in six (17%) did so due to emergency childcare issues, and 15% to care for a relative.
Top reasons why employees have or would ‘pull a sickie’ to skip working:
Workplace employee health and wellbeing benefits and other supportive policies can greatly support businesses with this, in fact many are designed to provide pre-early intervention, by preventing any illness occurring, but if illness does commence, they can then assist with early intervention to support the worker from going off work sick. By deploying regular, effective and varied communication about all the employee benefits they offer we believe that both genuine illness and some “sickie days” can be minimised.
“Prioritising mental health is key! When you aren’t 100% mentally, going to work can feel hard. As an employee, if you’re ever worried or concerned about your mental health in the work place, it’s important to explore what employee benefits your employer offers, there may be support.
At MetLife, we work alongside businesses to offer Group Income Protection, which helps support employees through health and sickness, with gamified wellbeing tools, as well as early intervention, rehabilitation, recovery and return-to-work support. Our aim is for the group income protection product to enhance employee wellbeing and empower employers to ‘keep work working’.”
Of those who have previously called in sick, 45% have taken up to a week off. A third (31%) have taken up to three days, and 17% have taken less than a day.
Adrian Matthews, Head of Employee Benefits at MetLife UK commented: “Stress, declining productivity and a lack of engagement continue to be a significant challenge for many employees contributing to increasing absenteeism in the UK.
“While taking pre-arranged and paid time off work is crucial for employee well-being, it’s essential to understand the underlying reasons for increased sick leave – both genuine illness and sickie days. These absences can stem from a variety of factors, including mental health concerns, financial stress and childcare challenges. Nearly 3 million people are currently out of work with long-term ill health, and it’s holding businesses and their people back.
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Our Masters programmes are consistently ranked among the best in the UK – and around the world. Our department of Work, Employment and Organisation is Scotland’s leading centre for research, knowledge exchange and professional education in human resource management and employment studies. As HRM experts, we understand the importance of providing high quality education that fits around your career:
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
WE ARE THE CHAMPIONS!
By Teresa Flannigan
Nomination’s for this years Hr NETWORK National Awards 2025 have opened, and this is your chance to RECOGNISE, ACKOWLEDGE and REWARD your Scottish HR CHAMPIONS in 2025.
With 18 awards categories, which are FREE to enter, this is your chance to get the recognition from your highest peforming HR people, teams, projects and organisations across the people development and management industry in Scotland and the wider UK.
The ‘Nominations Intention’ scheme captures early interest from those intending to nominate in the various categories, running from 1st March to 31st May 2025, and those planning to submit nominations before the deadline can notify the Awards Planning Team who will provide ongoing updates and relevant information during this period.
Following the incredible success of the Awards and Gala Dinner in November 2024, the search is on for those HR and people professionals, who have gone above and beyond in delivering a first class service to the business.
This years’ awards gala dinner is in extremely high demand and organisations wishing to host a table of 10 are strongly advised to secure their table as soon as possible to avoid disappointment.
Those that do manage to attend as table hosts will see the 2025 winners being announced at the hugely anticipated annual Hr NETWORK Awards Gala Dinner taking place at the hugely impressive Hilton Glasgow on Thursday 13th November 2025.
The awards categories are judged in two sections, PEOPLE categories and PROJECT categories.
People
These categories focus on individuals (except for the HR Team category). Judges are looking for exceptional individuals who MUST demonstrate that they are at the top in their respective role.
Projects
These categories focus on projects/specific initiatives that have had a measurable impact in the organisation.
Award categories and typical nomination summary:
Learning & Development Award of the Year
TO SPONSOR
Typical Nominees: Nominations will either be on behalf of the whole organisation or can be Trainers/Training Managers. Nominees will be nominated by their HR Directors or Senior Manager who has responsibility for training/organisation development within the organisation.
For further information, visit: www.hrnetworkjobs.com/learning-and-developmentaward-of-the-year/
HR Specialist of the Year
Typical Nominees: Nominees in this category provide leadership and expert advice on discreet areas of HR. The types of role are likely to be middle to senior level HR practitioners that may be, for example, responsible for Equality and Diversity, Health and Safety, Wellbeing, Resourcing, Reward, HR Systems. Nominees will be nominated by their HR Directors or Senior Managers who has responsibility for HR within the organisation.
For further information, visit: www.hrnetworkjobs.com/HR-Specialist-of-the-year/
HR Graduate of the Year
AVAILABLE TO SPONSOR
Typical Nominees: Nominees will typically be early career graduates who graduated in a CIPD (Chartered Institute for Personnel and Development) recognised HRM qualification, on or after the 1st September 2024. Nominees in this category will be nominated by their lecturers or course tutors rather than their employers.
HR Project of the Year
sponsored by:
Typical Nominees: Nominations in this category will either be on behalf of the whole organisation or be individuals or teams who have successfully delivered a significant people focused project with a sustained high level of excellence throughout the projects lifetime. Nominees will be nominated by the Chief Executive or Senior Manager responsible for commissioning the project.
For further information, visit: www.hrnetworkjobs.com/hr-project-of-the-year/
HR Assistant/Officer of the Year
sponsored by:
Typical Nominees:Nominees will be entry-level HR practitioners whose role generally involves providing administrative support within the HR function. They may work in a general administration support function within HR or within a specific HR discipline such as recruitment, learning and development or reward, for example. Nominees at this level may also include HR practitioners who provide advice and guidance to staff and managers within the organisation. Nominees will be nominated by Head of HR or Manager responsible for HR within the organisation - Read more:
For further information, visit: www.hrnetworkjobs.com/hr-assistantofficer-of-the-year/ AVAILABLE TO SPONSOR
For further information, visit: www.hrnetworkjobs.com/HR-Graduate-of-the-year/
Attraction and Resourcing Award of the Year
Employee Engagement Award of the Year
sponsored by:
Typical Nominees: Nominations will either be on behalf of the whole organisation or senior managers, in-house resourcing/recruitment specialists or teams responsible for key talent attraction and recruitment initiatives. Such individuals may be part of the HR/OD function or may be part of an in-house recruitment function. Nominees will be nominated by the Head of HR, Executive Director or CEO.
For further information, visit: www.hrnetworkjobs.com/attraction-resourcingaward-of-the-year/
Diversity & Inclusion Award of the Year
Typical Nominees: Nominations will either be on behalf of the whole organisation or will typically be senior managers or specialists responsible for the overall planning and implementation of a key diversity & inclusion strategy. Such individuals may not necessarily be members of the HR/OD function. Nominees will be nominated by the Chief Executive or Executive Director.
For further information, visit: www.hrnetworkjobs.com/diversity-and-inclusion-ofthe-year/
HR Business
Partner of the Year
sponsored by:
Typical Nominees: Nominees will be senior HR professionals or also HR Business Partners within an organisation who work in partnership with the business to provide specialist strategic, support and influence that enable key clients to effectively deliver their people plans. Provide a service that delivers best practice and commercially focused HR solutions that support the business area in conjunction with specialist HR functions, bringing people management expertise to business decisions and strategies and secures and/or delivers HR interventions and programmes to achieve business needs. Nominees will be nominated by their HR Directors or Senior Managers who has responsibility for HR within the organisation.
For further information, visit: www.hrnetworkjobs.com/HR-business-partner-of-theyear/
Typical Nominees: Nominations will either be on behalf of the whole organisation or can typically be senior managers/specialists or teams responsible for the overall planning and implementation of key employee engagement and development initiatives and strategies. Such individuals may not necessarily be members of the HR/OD function.
For further information, visit: www.hrnetworkjobs.com/employee-engagementaward-of-the-year/
Organisational Development Award of the Year
Typical Nominees: Nominations may either be on behalf of the whole organisation or may be hired by organisations to undertake this specialist work such as Consultant/Manager/Specialist etc. Nominees in this category can be senior HR leaders or client organisations with regular contact with the individual who have supported the implementation of a programme to improve the organisation’s effectiveness and viability through the introduction of a revised organisational culture allowing the organisation to adapt to new technologies, competition, regulation or other commercial demands.
For further information, visit: www.hrnetworkjobs.com/organisational-developmentaward-of-the-year/
HR Manager/Advisor of the Year
sponsored by:
Typical Nominees: Nominees in this category run or assist in running the people management functions that support the business. HR Manager/Advisor nominees must demonstrate leadership and direction to enable them to deliver a comprehensive HR service, be that through the HR Team or the Company as a whole. The role may be concerned with the provision of advice, guidance and support to managers in employee relations, discipline, grievance and absence management. Project management may also likely be a feature of the role and may include advice, support and guidance in organisational redesign, redundancy and restructuring programmes. Nominees will be nominated by their HR Directors or Senior Manager who has responsibility for HR within the organisationRead more:
For further information, visit: www.hrnetworkjobs.com/hr-manageradvisor-of-theyear/
ESG Award of the Year
AVAILABLE TO SPONSOR
The ESG (Environment, Social and Governance) Award recognises those organisations and their associated partners who have implemented a highly successful and impactful ESG strategy. The award also recognises the effective communication surrounding the ESG approach and what employee engagement benefits have been realised by the organisation through its ESG policy. Judges will be looking for organisations to match the rhetoric with real world practice that makes a positive impact.
Typical Nominees: The nomination will normally be the whole organisation. The goal of ESG (Environment, Social and Governance) across the organisation is to embrace responsibility for a company’s actions and encourage a positive impact through its activities on the environment, social inclusion and the accountability of governance in which they operate or have an impact.
For further information, visit: www.hrnetworkjobs.com/ESG-award-of-the-year/
Health & Wellbeing Award of the Year
Typical Nominees: Nominations will be for the whole organisation. This award will take in to consideration the positive culture and health and wellbeing practices being encouraged in the workplace by one of Scotland’s many positive organisations. The category acknowledge will reward organisations that can demonstrate their commitment to the health and wellbeing of their people through the application of a range of health and wellbeing programmes, which meet the needs of all staff.
For further information, visit: www.hrnetworkjobs.com/new-health-and-wellbeingof-the-year-award/
HR Team of the Year
TO SPONSOR AVAILABLE TO SPONSOR
Typical Nominees: Nominees in this category may be an established HR Team, or alternatively may have come together to form a team to complete a specific project. Nominees will be nominated by their HR Directors or senior Managers who has responsibility for HR within the organisation. Please note that when nominating in this category, a nomination in one of the other categories is also required - Read more:
For further information, visit: www.hrnetworkjobs.com/hr-team-of-the-year/
Best Employer/Workplace of the Year
sponsored by:
Typical Nominees: Nominations will be for the whole organisation. This award will take in to consideration the positive culture and health and wellbeing practices being encouraged in the workplace by one of Scotland’s many positive organisations. Judges will be looking for empirical evidence such as external accreditations, for example, Living Wage, IIP, BITC, Healthy Working Lives and the like, but also by experiencing the culture and ‘feel’ of the organisation through a site visit.
For further information, visit: www.hrnetworkjobs.com/best-workplace-of-the-year/
Leading With Kindness Award of the Year
sponsored by:
The Leading with Kindness Award was introduced in 2023 to acknowledge the huge role that kindness and compassion play in our everyday lives. The Award will recognise, acknowledge, and reward an organisation, team or individual that has demonstrated a kinder approach to people, through empathetic leadership, by showing real care and concern for colleagues or customers, and with a positive impact on business performance. Kindness is not the same as being nice. It is acting with intention, standing up for values in tough times and addressing unacceptable behaviour when it is sometimes easier to look the other way. With their actions impacting others through their generosity of kindness, this award will celebrate the unsung heroes that go above and beyond what is required of them in their day-to-day working life.
Typical Nominees: Nominations will be for an individual, team or organisation that has gone above and beyond expectations by demonstrating genuine kindness and compassion towards others or empowering their people through commitment and service for others through their actions. Fostering a culture of kindness and willingness across the organisation to help their community, this award will take into consideration the positive culture and the practice of kindness for others in remarkable examples of kindness across Scotland’s many forward-thinking organisations.
For further information visit: www.hrnetworkjobs.com/leading-with-kindnessaward-of-the-year/
HR Director of the Year
sponsored by:
Typical Nominees: Nominees will be the most senior HR professional within the organisation operating at or near Board level. They will be responsible for design and execution of an integrated HR strategy or plan. Roles at this level may typically be entitled Head of HR, People Director, Chief People Officer or similar. Nominees will be nominated by their Chief Executive or Chairman of the Board.
For further information, visit: www.hrnetworkjobs.com/HR-Director-of-the-year/
Outstanding Contribution to Scottish HR or Lifetime Achievement Award of the Year
The Outstanding Contribution to Scottish HR or The Lifetime Achievement Award is Scottish HR’s most prestigious award specifically given by the Judges to an individual who has an established history of distinguished service to the HR profession either as a practitioner, academic or someone who has successfully transcended different areas of the HR profession. The individual will have made a lasting contribution to HR practice and has demonstrated excellent leadership qualities and provided inspiration to others in the sector. The Award may be presented to an individual in recognition of their contribution to a new innovation, new knowledge, or ways to improve professional practice. Importantly, the contributions should be above and beyond the everyday and have had a long lasting impact in the HR sector.
Please note that nominations for this award are not requested, as the recipient of this award, will be chosen by the Judging Panel.
Nominations
To see the full criteria and to make your nomination, please log on to: www.hrnetworkjobs.com/events/ awards - and select the Awards Nominations Form.
If you have any enquiries in relation to nominations, sponsorship or becoming a table host at the Gala Dinner at the Glasgow Hilton on Thursday 13th November 2025, please contact: Tel: 0131 625 3267 or email: awards@hrnetworkscotland.co.u
BETWEEN the LINES
The Wives
By Valerie Keogh
When Natasha meets Daniel, she knows her life is made. Rich, handsome and charming, Daniel will make the perfect husband. Even if she won’t make the perfect wife…
She is thrilled when Daniel suggests an all-expenses paid cruise for Natasha, her friends, Barbara, Tracy Ann and Michelle, and their husbands. What better way to show everyone that Natasha has finally made it?
But as the ship sets sail, she learns that far from being the perfect husband, Daniel has terrible secrets that are about to be revealed. And each of the wives has their own reasons for wanting him dead.
The Boyfriend
By Freida McFadden
Sydney Shaw, like every single woman in New York, has terrible luck with dating. She’s seen it all: men who lie in their dating profile, men who stick her with the dinner bill, and worst of all, men who can’t shut up about their mothers. But finally, she hits the jackpot.
Her new boyfriend is utterly perfect. He’s charming, handsome, and works as a doctor at a local hospital. Sydney is swept off her feet.
Then the brutal murder of a young woman —the latest in a string of deaths across the coast— confounds police. The primary suspect? A mystery man who dates his victims before he kills them.
Sydney should feel safe. After all, she is dating the guy of her dreams. But she can’t shake her own suspicions that the perfect man may not be as perfect as he seems. Because someone is watching her every move, and if she doesn’t get to the truth, she’ll be the killer’s next victim...
Trading Game
By Gary Stevenson
Ever since he was a kid, kicking broken footballs on the streets of East London in the shadow of Canary Wharf’s skyscrapers, Gary wanted something better. Something a whole lot bigger.
Then he won a competition run by a bank: ‘The Trading Game’. The prize: a golden ticket to a new life, as the youngest trader in the whole city. A place where you could make more money than you’d ever imagined. Where your colleagues are dysfunctional maths geniuses, overfed public schoolboys and borderline psychopaths, yet they start to feel like family. Where soon you’re the bank’s most profitable trader, dealing in nearly a trillion dollars. A day. Where you dream of numbers in your sleep - and then stop sleeping at all.
But what happens when winning starts to feel like losing? When the easiest way to make money is to bet on millions becoming poorer and poorer - and, as the economy starts slipping off a precipice, your own sanity starts slipping with it? You want to stop, but you can’t. Because nobody ever leaves.
Would you stick, or quit? Even if it meant risking everything?
LEARN. ENGAGE. LEARN. ENGAGE.
THURSDAY 15TH MAY 2025
MURRAYFIELD STADIUM, EDINBURGH
The Hr NETWORK Conference and Exhibition 2025 will take place on Thursday 15th May at the magnificent Murrayfield Stadium in Edinburgh.
The
Conference Planning Team is currently pulling together a
wonderful selection of Keynote speakers from across the people landscape.
LEARN. SKILLS. ENAGE. TALENT.
Empowering growth through learning, skills, engagement and talent management has long been the perfect blend for a thriving workforce. In today’s fast moving and constantly evolving workplace, continuous learning is the cornerstone of organisational success. The conference themes will explore how fostering a culture of learning can enhance employees’ skills, resulting in a highly engaged, motivated and talented workforce. By prioritising learning and development, organisations not only equip their teams to tackle future challenges but also nurture and retain the invaluable talent within their ranks.
Through SIX keynote sessions, including the popular panel discussion, the Conference will identify key strategies to create impactful learning experiences, align skills development with business goals, and build a people-first culture that celebrates and retains top talent. Delegates will leave inspired to make learning a strategic advantage, ensuring their workforce remains resilient, innovative, and ready for the demands of tomorrow.
This years’ conference experience will serve as a call to action for HR leaders and practitioners to unlock the potential of their people by making learning a central pillar of talent management, engagement and retention.
Experts will also deliver transformative insights on critical topics such as workforce resilience, the rise of AI in HR & Recruitment, strategies for attracting and retaining top talent, and the evolving role of DE&I within corporate culture.
Speakers from a wide range of award-winning organisations, who have successfully embedded these strategies in their organisation and have created and implemented a sustainable plan to develop future talent and leadership through learning and skills, will discuss how they succeed in tough market conditions and an ever-changing world of work.
The conference themes will explore how fostering a culture of learning can enhance employees’ skills, resulting in a highly engaged, motivated and talented workforce.
Keynote Speakers
The Conference will feature SIX keynote speakers sessions throughout the day, which also includes our ‘BIG PICTURE’ panel discussion chaired by Clare Moore from Business Jigsaw and panelists will discuss a range of topics including the Cost of Living Crisis, the impact of AI on recruiting and the future of work in general. The panel members will be confirmed very soon. The organisers have provided an insight into the session topics and for a full list of session titles, please visit the Hr NETWORK website delegate booking page, to book your delegate place.
Keynote Speakers Announced:
Keynote 1:
Emma Simpson, People & Culture Director, Gleneagles & Estelle
Keynote 5:
Chris Preston, Co-founder, The Culture Builders and Grace Orr, Director of People, Communicorp UK
Keynote 2:
Paul Crabb, Neuro-Activist & Founder of Atypical* Creativity
Keynote 3:
Katy Miller, Director of People & Development, Police Scotland
Keynote 6:
The Awakened Leader: Juliette Lee, International Speaker, Executive Coach, Poet
Keynote 4:
The BIG Picture Panel Discussion – Chaired by Clare Moore, Founder, Business Jigsaw and featuring our senior HR panel (names to be announced)
Please note that this is a sample of keynote session themes with many other theme’s being featured at the Conference and the full speaker programme will be published on the Hr NETWORK website in due course!
Delegate package includes:
• 6 Keynote Speakers
• Networking & Exhibitor Area
• Lunch & Refreshments
• Delegate Bag and Goodies
• Official Conference Programme
• Delegate List
Full terms & conditions for booking are available on request and the booking form is available at the link: www.hrnetworkjobs.com/events/conference
Delegate Cost: £195+VAT
Please note the Early Bird booking discount is no longer available and from 1st March 2025, the cost per delegate is £195+VAT
Group bookings available - Details available on request
Please note that costs quoted include full access to the Keynote sessions, Exhibitor area plus lunch and refreshments on the day.
Special Requirements:
Hr NETWORK welcomes a diverse group of delegates to the conference therefore please indicate any special requirements you have on your booking form and we will be very happy to accommodate you while you are attending the Conference.
COVID Safety Policy:
There is no requirement to wear a mask at the Conference. However, any delegates wishing to wear a mask may do so.
For further information on Sponsor and Exhibitor options or to book your Delegate place, please contact the Conference Planning Team on Tel: 0131 625 3267 or email: subscriptions@hrnetworkscotland.co.uk www.hrnetworkjobs.com/events/conference
THURSDAY
This years’ conference experience will serve as a call to action for HR leaders and practitioners to unlock the potential of their people by making learning a central pillar of talent management, engagement and retention.
should tell
should tell
Why you should always tell the truth in business:
Why you should always tell the truth in business:
By Helen Steel Streamlion Consulting
Trust makes up the core building blocks of every relationship, however this doesn’t stop many of us telling the odd white lie. A study by Raja Group found that 69% of workers have lied in the workplace, with 47% saying they tell up to five lies every working day.
Taking data from the Office for National Statistics, there is an estimated 22 million UK workers who are deceiving colleagues and clients. But why do people lie?
The answer can vary, but lying to avoid punishment is believed to be the main reason why the odd lie pops out. Further reasons could be to protect yourself or others, or to impress those around you.
When I was first starting out on my career journey, studying an MSc in Microbial Genetics at the University of the Witwatersrand in South Africa, my professor gave me a piece of advice that has always stuck with me. He said: “Always tell someone the truth, because they can work with the truth and they can make changes as necessary. If you tell them a lie, they have nothing to work with. They may be upset with you originally for telling the truth, but by telling the truth you have shown them respect.”
My professor’s comment resonated with me at a time when I was finding my feet in a part time job at a newspaper delivery company. Having been taken on as a Sunday girl, I got to learn the business and went on to increase my hours. When the opportunity to purchase the company arose, I jumped at the chance. It was evident that the company had been run poorly and I was faced with dozens of angry customers who were demanding answers. My honest handling of the situation turned these individuals into my best supporters.
The “Meet, Know, Like, and Trust” principle
Honesty is a strategic business imperative, not just an ethical choice. As a business grows, so does their network. It is crucial that peers see you and your organisation as trustworthy. Author of Endless Referrals, Bob Burg, said: “All things being equal, people will do business with, and refer business to, those people they know, like and trust.” Once you position yourself as an honest individual, your reputation will flourish.
Meet: Authentic first impressions
First impressions are long lasting. From physical appearance to verbal and non-verbal communication, presenting yourself as your true self can help create genuine connections. First impressions have been shown to last for months and people tend to get attached to their initial impressions of others. This means it can be hard to change their opinion, even when presented with conflicting evidence. Due to this, it is important to lay down truthful foundations. This is the same in grant applications – dishonest clients will often be found out. To best succeed it is important to not waste time skipping around the truth.
In a work environment it can be easy to create a different persona. This is especially seen in leadership positions or when working with colleagues. It is important not to fall into this trap and stay authentic. A study by Harvard Business Review found that 72% of people are authentic when at work – with many stating it takes an average of two to three months for them to feel comfortable being themselves.
Know: Truth reveals the real you
People do business with real, relatable humans. Individuals invest time and effort in people they know can be honest, whether this is about monetary figures or personal judgements on a presentation. Truth can take the form of transparency, admitting mistakes, providing accurate information and apologising when necessary.
When I came to take over the newspaper delivery company at just 19 I was faced with really angry subscribers who had faced poor service at the hands of the previous owner. They demanded to know what I would be doing differently. I was honest and promised that I would always tell them what had happened, how I would resolve it and re-deliver their product. I apologised for mistakes my team made and delivered exceptional customer service. As time went on, the angry customers became loyal supporters.
Like: Integrity is magnetic
Speaking the truth can take courage. It is not always comfortable to tell it how it is, and while this may be difficult at first, integrity draws people in. American educator and author Stephen Covey said: “Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundation principle that holds all relationships.”
The English Dictionary defines Integrity as “the quality of being honest and having strong moral principles”. It takes having the courage to do what you feel is right, regardless of who will know or see. Building a reputation of integrity takes years, but it takes only a second to lose it.
Trust: Makes for lasting business relationships
Trust can be built over time through consistent, honest actions. Famous author Zig Ziglar believes: “If people like you, they’ll listen to you, but if they trust you, they’ll do business with you.” This can be seen in networking, with peers referring those they know they can trust. Showing up and providing an authentic and reliable service can build lasting relationships and foster returning clients. This can lead to increased customer loyalty.
Honesty doesn’t mean brutal bluntness
When we speak about honesty, it is important to also be empathetic and discern unspoken messages to grasp the situation. Toning down bluntness can convey the message in a more respectful and engaging way.
I often must give honest feedback to businesses looking for grant funding. The hard truth is that not every business is grant worthy, and while this is something no entrepreneur wants to hear, it is important that I convey this to save them time, frustration and expense.
Reputation
Honesty can help a business establish a positive reputation and differentiate itself from competitors. I have previously won a re-compete lucrative contract in the corporate world by being honest about prior delivery issues and making sure communication channels were always open for quick action when needed.
The truth can also help a company internally. For instance, the workforce may be more engaged and motivated, which can increase productivity and innovation. Businesses that prioritise honesty can be better equipped to adapt to changing market conditions and weather economic downturns.
World of Work’
‘Building a Better World of Work’ ‘Building a Better
FEBRUARY DINNER IN ASSOCIATION WITH TOP EMPLOYERS INSTITUTE
On Thursday 27th February, Hr NETWORK hosted the first Hr40 Dinner of the New Year, which was exceptionally well attended and attracted a wide range of senior HR professionals from the public, private and voluntary sectors.
The Dinner, which took place at Heights Restaurant at the APEX Hotel in Edinburgh’s Grassmarket, was hosted in association with Top Employers Institute, the global authority on HR strategies.
The evening began with welcome drinks and networking before Hr NETWORK’s Lee Turner welcomed guests on behalf of the associated partners. ‘Androna Benade offered a welcome to guest on behalf of Top Employers Institute, which included senior HR and business professionals from a range of organisations including: SSE; NHS, ScottishPower; Webhelp UK; Aegon UK and Weir Group.
The Collective Workplace - Key Global Trends for 2025
The world of work is evolving at an unprecedented pace. While 2024 was defined by the intersection of human centricity and AI, 2025 will usher in a transformative shift towards collective, collaborative, and inclusive goals. Is your organisation ready to thrive in this new era?
Top Employers Institute executive board member Adrian Seligman delivered a hugely engaging session, where he revealed key insights from Top Employers Institute’s World of Work Trends 2025 report, revealing the five major global trends shaping the workforce of tomorrow. From fostering sustainable workplaces and redefining belonging to championing neuro-inclusivity and AIpowered leadership, the gathered HR leaders heard how to harness these trends to drive meaningful change in 2025 and beyond.
Further dinners are being planned for later in the year and for further details on sponsoring and co-hosting an Hr40 Dinner with Hr NETWORK, please contact the Events Planning Team on Tel: 0131 625 3267 or email: subscriptions@hrnetworkscotland.co.uk
Leading Your Team Through Change
Change is inevitable in any organisation. While it brings opportunities for growth, it also presents challenges, particularly when it comes to leadership and team dynamics. The real difficulty lies not just in the mechanics of change, but in managing the human side of it. There’s often a tension between the desire for stability and the need for progress and innovation - so how can leaders guide their teams through change effectively? Here, Kirsty Maynor, CEO and Founder of The Firefly Group, shares her insights on leading change with confidence.
With deep expertise in change management, Firefly specialises in helping organisations lead transitions in a way that supports both business goals and the people behind them.
Dispelling Common Change Myths
Many leaders unknowingly fall into myths about change leadership, which can make the process feel more difficult than it needs to be.
Myth: Change Requires a Giant Leap
Reality: Change is rarely a single, dramatic step. It’s often a gradual process. Breaking it down into smaller, manageable steps reduces overwhelm and increases the chance of success.
Myth: You Must Have Complete Clarity
Reality: Uncertainty is uncomfortable, but waiting for complete clarity only stalls progress. By offering enough direction and being transparent about the unknowns, leaders can help teams navigate ambiguity with confidence.
Myth: Change Must Start at the Top
Reality: While some changes must come from the top, transformation can also start from the frontline. Empowering staff to take initiative can unlock powerful, organic change throughout the organisation.
Myth: Change Has to Look Good
Reality: Change isn’t always neat. The messy, difficult moments are part of the process. By embracing these challenges, you’ll build a stronger, more resilient organisation.
Practical Strategies for Leading Through Change
Understanding these common myths is the first step in shifting how we approach change. But great leaders don’t just manage change, they lead their teams through it and turn insights into action.
1. Understand Change vs. Transition
Change refers to the external event (e.g. a restructuring or new tech), while transition is the internal process people go through to adjust. Leaders who support their teams through this often see greater success.
2. Map Out the Change Landscape
Before leading any change, take time to understand how both internal (leadership, culture, processes) and external factors (market trends, regulations) impact your organisation.
3. Master Your Own Change Resilience
Your resilience, adaptability, and emotional intelligence set the tone for your team—prioritise self-awareness and stress management.
4. Engage and Empower Your Team
Great leaders foster a culture where change is embraced, not feared. Encourage open conversations, support development, and involve your team in the solutions.
5. Control What You Can, Influence What You Can’t Change leadership isn’t about controlling every outcome, it’s about focusing on what you can control and learning to adapt to the rest.
Leading change is a complex process, but with the right tools and mindset, you can navigate it successfully. To dive deeper into change leadership, visit the: Firefly Online Learning Library and the Fundamentals of Change Leadership course.
Seven best ways to approach a pay rise negotiation
Two in five employees worldwide feel underpaid, according to a recent survey, with 43% planning on asking for a pay rise. Here, Martin Schmidt, Co-Founder and Managing Director at JobLeads, offers expert advice to help professionals approach pay rise negotiations with confidence.
To help employees approach pay rise negotiations confidently and effectively, we have provided the seven best ways to approach a pay rise negotiation and useful tips on the most effective strategies for securing a raise.
1. Research market salaries and inflation trends
Before approaching your employer, take some time to research industry benchmarks for your role and seniority. Use reliable salary surveys or data from recruitment agencies to get a sense of the current market rate. Additionally, understanding inflation rates and how they have affected your purchasing power will give you concrete reasons for a raise that go beyond personal expenses.
2. Use data-driven evidence to show
your value
Employers respond well to clear results, so before asking for a raise, put together a detailed account of your achievements since your last pay review. Focus on things you can measure, like how you’ve helped increase revenue, cut costs, or improved efficiency. By demonstrating the tangible value you bring to the company, you make a stronger case for why your compensation should reflect your performance.
3. Pick your timing carefully
Choose the right moment for the conversation; timing is key when asking for a raise. Ideally, request a raise during annual performance reviews or after completing a successful project, when your contributions are most visible. It’s also important to be mindful of your company’s financial situation. While the cost-of-living crisis may be affecting employees, businesses could also be feeling the strain. If your employer is experiencing a downturn, framing the raise in terms of retention or long-term investment might resonate better.
4. Leverage comparable offers or market value
If you’ve received offers from other companies or have evidence that your role is being compensated at a higher rate elsewhere, use this information as leverage. However, tread carefully - this should be presented as part of your overall argument, rather than an ultimatum. Emphasise that you’re committed to staying, but want your salary to reflect competitive market rates.
5. Align your request with the company’s goals
When asking for a pay rise, ensure your case ties into your company’s broader objectives. If your role has evolved to include higher responsibilities or strategic initiatives, illustrate how your work directly contributes to those goals. By framing your request within the company’s success, you position the raise as mutually beneficial.
6. Consider non-monetary compensation
If your company is struggling to meet pay increase requests due to economic challenges, be open to discussing non-monetary benefits. This could include childcare subsidies, travel allowance, additional time off and much more. These can improve your quality of life while demonstrating flexibility and understanding of the company’s situation.
7. Be direct, professional and empathetic
Having a conversation about a raise can definitely be stressful, but try to approach it with as much confidence as possible, while also being mindful of your employer’s situation, especially during uncertain times. Use clear, respectful language and be prepared for a discussion, rather than a one-sided request. If your manager needs time to consider the request or can’t provide an immediate answer, ask for a follow-up meeting to ensure the discussion remains on their radar.
UK business leaders think diversity, equity, and inclusion is set to become more important in the coming years
DE&I is set to become more important to employees, clients, and the board over the next 2-3 years, according to new research from communications agency, Teamspirit. Here, Sandy Downs, head of DEI at Teamspirit shares some of the findings from the report.
In the research we carried out, when asked to consider the approach to diversity, equity, and inclusion (DE&I) in businesses across the UK, most business leaders said it would become more important to both current employees (72%) and prospective ones (71%). Some said there would be no changes (21% and 23% respectively), while only one in twenty believed it would become less important than it is now (6% and 5% respectively).
The same is true for existing clients and customers. 70% of business leaders think DE&I will become more important, versus 7% who think it will become less so - 22% think it’ll stay stable. And in terms of prospective clients, 67% of those surveyed said DE&I would become more important to the procurement process, possibly driven by the rise in ESG considerations within the RFP process.
When asked to think about the board more broadly, 65% of business leaders believe that DE&I will shift higher up the board agenda in the next 2-3 years, including 58% of c-suite executives.
This research forms part of Teamspirit’s new report Marketing Inclusion, which shines a light on the communications challenges - and opportunitiesof DE&I.
DE&I skyrocketed up the corporate agenda in 2020, following the murder of George Floyd and reignition of Black Lives Matter. But the last few years have been tough. Covid, and its implications on society’s mental health and the global economy. The climate crisis. Brexit and its consequences. All of these have battled for space on the C-suite agenda, and for many, DE&I has been deprioritised. We’ve seen this play out in the attrition rates for DE&I roles and a reduction in corporate communications during the likes of Pride and Black History Month.
When
asked to think about the board more broadly, 65% of business leaders believe that DE&I will shift higher up the board agenda in the next 2-3 years, including 58% of c-suite executives.
But the tide is changing. Business leaders know it - there is a grassroots demand from employees and prospective recruits for better DE&I practices in the corporate world. There is also a top-down push, from both the regulator and the new Labour Government. The FCA is pushing for greater DE&I in financial services, the revisions to the Corporate Governance Code will put pressure on Boards from January 2025, and in all likelihood, ethnicity pay gap reporting will soon be mandatory for large firms.
DE&I is here to stay. Firms need the right policies and processes in place, but they also need to be equipped to talk about their journeys - otherwise they risk alienating their people and damaging their brand. Those that nail their communications will be able to run creative and authentic campaigns that meet a modern audience. The opportunity is vast - and the time is now.
WFH 5 years on from lockdown
In 2020 the working week as we knew it changed forever. As stay home policies were put in place, businesses pivoted to adapt to a ‘new normal’ way of working remotely. As we reach five years since the start of the UK lockdown, we wanted to look at how working patterns and habits have changed. Here, Shane Duffy, MD of Click Offices looks at the data and asks, is working from home here to stay?
Office brokers across the UK and Ireland, Click Offices have analysed ONS data, Statista data and other sources to put together an overview of the state of flexible working in 2025.
According to Statista, fully remote work is on the decline. June 2020 saw a peak in the number of home-based workers, as 38% of UK workers worked from home. This has dropped to 16% of workers working fully remote as of January 2025.
Hybrid working is proving more popular, although it has seen a decrease in the past few years. Hybrid workers made up 31% of workers in November 2023, this is now 25% as of January 2025. Since 2013, the number of UK employees eligible for flextime has grown from 3.2 million to approximately 4.2 million by 2024.
The number of workers who commuted to their place of work reached a peak of 60% in March 2022, but this too has dipped and the number of commuter workers is at 41% as of January 2025.
As hybrid working becomes one of the most common working patterns, it appears employees are being flexible with the days they allow employees to attend the office. Some employers allow staff to choose their office days for themselves, whilst others have rotas and set days to ensure their teams attend on the same days.
ONS data shows some interesting habits on the most common days for workers to come into their office or workplace, with Tuesday being the least popular day for staff to come into work. It appears workplaces may be mandating Mondays as non-negotiable when it comes to onsite attendance, although there are still more employees working from home on a Monday than not, potentially ending the weekend water-cooler catch-ups that many offices have come to adopt.
• Monday: 58%
• Tuesday: 67%
• Wednesday: 64%
• Thursday: 63%
• Friday: 65%
• Saturday: 6%
• Sunday: 7%
ONS data has revealed the regions of the UK where homeworking is most common, with the South East and London topping the list. There is a clear north/south divide, as northern workers are less likely to work remotely than their southern counterparts. This could be due to job opportunities, certain industries being based down south or high living costs, all of which can affect the availability of remote jobs.
The data shows a lot has changed since 2020, as we see a shift from home working back to reliance on offices and onsite workplaces, whether this is full time or hybrid working. Having access to offices can promote crosscollaboration, encourage up-skilling of junior employees and allow teams to bond better in person. That said, there are certainly benefits from home working. What is important is to offer employees flexibility to get the best balance for your team.
Distribution of days worked from home over a week (ONS):
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