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COVER STORY
Strategic Workforce Planning: Transforming Turbulence Into Tailwinds
Future-proofing your team so it’s fit for the modern business landscape depends on Strategic Workforce Planning (SWP). But how do HR practitioners get the best value from it? Andy Moore discovers why the “strategic” part is so important.
Tori McStravock AAB
Employment Law Update: The Real Price of Safety p. 14
Jonathan Watts-Lay Wealth At Work
Insight: How Employers Are Stepping Up and Helping Employees Manage Finances p. 42
Beth Hope &Hope
It’s A Man’s World –Breaking The Glass Ceiling p. 43
David Banaghan Occupop
Insight: Workforce Readiness Gap p. 44
Media Avenue Limited
Fiona Vivian Reboot
Insight: Social Media –What Are We Entitled To? p. 45
18 Young Street, Edinburgh, EH2 4JB 0131 625 3267
www.hrnetworkjobs.com www.mediaavenue.co.uk
Founder and Publisher: Lee Turner lee@hrnetworkscotland.co.uk
Senior Associate Editor: Andy Moore editor@hrnetworkscotland.co.uk
Welcome to the May 2025 online issue of Hr NETWORK magazine. We have a huge level of activity going on in the events calendar just now and in particular, the forthcoming Hr NETWORK Conference & Exhibition 2025 taking place at the magnificent Murrayfield Stadium in Edinburgh on Thursday 15th May.
Just ahead of the Conference, we’re hosting the hugely anticipated annual Leaders Dinner, which will attract around 150 specially invited senior HR and people industry professionals to what promises to be a great evening of networking and knowledge sharing.
We currently also have the Awards Judging process and which is running until the 31st May and prior to the Awards Gala Dinner on the 13th November at the Glasgow Hilton, we will also host the annual Nominees Lunch in Edinburgh in October.
Our Conference Planning Team is currently pulling everything together for mid-May and a huge thank you to everyone who has booked their place so far and we hope a few more delegates will be able to book your place before the Conference takes place.
In addition to all of this, we have the hugely exciting announcement of the launch of the brand new Hr NETWORK Employers’ Breakfast Club, which kicks off after the Summer with a series of events specifically designed for employers.
Hr NETWORK Awards Gala Dinner 2025
There is one month to go for the deadline for Nomination entries for this year’s 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
Future-proofing your team so it’s fit for the modern business landscape depends on Strategic Workforce Planning (SWP). But how do HR practitioners get the best value from it? Andy Moore discovers why the “strategic” part is so important
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: Tori McStravock, David Banaghan, Jonathan Watts-Lay, Beth Hope,
59% of HR leaders barely use AI in work –but most want to
59% of HR leaders report their departments’s making little to no use of Artificial Intelligence (AI), highlighting a slow adoption of emerging technologies in the field, according to new research by Vlerick Business School.
The findings come from the 11th edition of the HR Barometer - an annual study led by Vlerick Business School in collaboration with Hudson. The research tracks emerging trends and challenges across the HR landscape, based on insights from over 120 HR leaders.
Nearly a third of UK families unable to access important online services and financial documents in the event of a family death
Grieving families across the UK are being left in the dark about where key financial information is stored and how to access it in the event of death, leaving them in potential financial risk according to new research from Employee Benefits provider, MetLife UK.
The findings reveal that 28% struggled to access important online accounts following the death of a loved one, while a further 29% said they didn’t know where important documents were stored.
The data also highlights a significant knowledge gap around what steps people should take in preparation for a familial loss. More than one in five (21%) admitted they didn’t even know what financial or insurance policies, bank accounts, or debts had been left by loved ones creating a huge challenge to even know where to start to get affairs into place.
Respondents also said they would like more help from employers navigating such challenges. Around one in seven (15%) said that having been through a bereavement, they’d have liked more help with things such as contacting accountants, being an executor of a Will, or how to close someone’s bank account.
Although AI is already widely used in fields such as IT and marketing, its adoption in HR remains limited - largely due to practical barriers, rather than resistance to the technology itself.
The study reveals that HR teams are experimenting with AI in small, controlled ways, but few have a clear longterm strategy in place. Despite this, there is a strong belief that AI has the potential to enhance the employee experience and free up time for more strategic HR activities.
Furthermore, just over half (51%) said that they would now use a bereavement planning service if it meant it could help with things like Will-writing or securely storing documents and passwords for loved ones to provide easy access after a death.
MetLife’s Group Life policy is more than just a muchneeded lump sum, it gives holders free access to its Life and Legacy services.
Therefore, in addition to a life payment for the family left behind, in partnership with the “funeral concierge” provider, Everest, it also provides expert services, which both aids planning pre death and offers 24/7 assistance to family members after. This includes Will-writing services, expressions of wishes documents and a digital lockbox, for all passwords and scans of documents for employees to set up. A digital lockbox means family members get access to everything inside upon death, and they’ll then know important information such as who mortgages are with, and have access to all financial services information such as bill providers, debts, bank accounts, pensions and social media accounts.
Charlotte O’Brien, Head of Employee Benefits at MetLife UK, commented: “MetLife’s research shows that employers have a real opportunity to play a key part in supporting employees after a bereavement and ensuring their affairs are in place and providing free assistance for loved ones.
“In partnership with Everest, we want to revolutionise the Group Life market to be so much more than just a payment. We know that our unique funeral concierge service which provides support for families left behind is just as important to people. The grieving process is tough enough without the added stress of battling to get access to the critical financial information or not knowing about funeral planning or all the other legal elements involved in death.”
Proactive disability managers are essential to making disabled workers feel included
Disability managers are essential to stopping ableism in the workplace, as organisations often do not fully enforce disability laws, finds new research by emlyon business school.
The study, conducted by Lisa Buchter (Professor of sociology at emlyon business school), explored how disability managers with openly activist agendas attempted to identify and dismantle workplace ableism.
They found that disability laws were often only partially implemented in organisations, and that disability managers are a necessity for deconstructing ableist representations and practices in the workplace.
Proactive disability managers helped people to understand the law, stressed the need for recruitment over communication, highlighted relevant accommodations, and provided approaches to deconstruct ableism – diffusing it to all in the organisation through training, awareness campaigns, and policies.
Furthermore, the study revealed that several of these proactive disability managers were themselves disabled and relied on their own disclosure to create trust with disabled workers and deconstruct ableist representations and practices from co-workers.
“Despite disability laws being introduced, most companies still do not meet the quota of disabled workers in France. This, in part, stemmed from limited recruitment of people with disabilities and from the failure of organisations to accommodate and retain workers whose disabilities worsened over time.
My research sheds light on the need to act at different levels to address the various forms of ableism and emphasises the importance of disability managers to engage in this important work,” says Lisa Buchter.
The research also revealed that some disability managers use their own disability status as a resource to negotiate their positions within the organisation, as they have more knowledge and expertise, and are able to relate to others more effectively.
As they have personally experienced how disability stigma can negatively affect careers, their own fears over promotions and experiences with micro-aggressions, disability managers who are disabled themselves go above and beyond to make their companies truly inclusive, according to the researcher.
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Mental health tops the list of expected employee demands in 2025
The latest research from Towergate Employee Benefits shows that mental health tops the list of expected employee needs in 2025, with nearly a third (31%) of employers stating they believe there will be an increased demand for support.
If we take into account ‘male mental health’ and ‘line manager mental wellbeing’ along with the figure focusing generally on ‘mental health’, then in fact 62% of employers think there will be increased demand for mental health support and, of course, most of the other areas of concern can have a negative impact on mental health too.
Debra Clark, head of wellbeing at Towergate Employee Benefits, says: “The good news is that there are a growing number of ways in which employers are able to support
Workers still face barriers a year on from flexible working law
Nearly one in three (28%) workers who have requested flexible working say their request was refused because of employer fears about their productivity, despite nearly seven in 10 (68%) workers believing they would be more efficient if they worked flexibly by having control over their working hours and location of work, new research has revealed.
One year on from the introduction of the Flexible Working Act – which granted the right to request flexible working from day one – the research from Phoenix Group, one of the UK’s largest long-term savings and retirement businesses, has shown more workers are taking advantage of flexible arrangements, but many still face significant barriers.
It found that while over one in five (21%) who engage in discussion regarding flexible working requests had successfully applied to work flexibly in the past year, the same number have had requests denied (21%) by their current or previous employer, with challenges around awareness, employer engagement and perceptions around productivity.
While flexibility at work can mean different things to different people Phoenix Insights research found that 62% of workers wanted flexibility over their hours worked and
the mental health needs of employees, from providing access to an Employee Assistance Programmes (EAPs) to inpatient psychiatric care. This greater provision has corresponded with increased awareness of the support available and an increased propensity to access it. All of this is hugely positive for the employee, but it does create growing expectations for the employer to provide ever-expanding support.”
Employers should look to experts to assist them in the choice of mental health support, and how to balance this with increased demand on other areas of assistance too. While mental health may top the list of requirements, helping employees to deal with their financial and caring responsibilities, along with their physical fitness, for example, will largely help to boost their mental health too.
43% wanted flexibility over where they worked – revealing a disconnect between worker and employer wants and needs.
Other reasons for requests being denied included workers feeling their employer doesn’t believe in flexibility (27%), business needs outweighing flexibility (24%) and a lack of resources to support flexible work arrangements (21%).
Most workers have not changed their working arrangements since the law came into force. Less than one-in-six (15%) workers have made changes, with over three quarters (78%) continuing under their existing arrangements. Among those who have adapted their work patterns, the most common change has been working full-time with the option to work remotely (57%), with men (65%) more likely than women (45%) to have made this adjustment.
Despite the law making it easier for employees to request flexible working, awareness remains a key challenge. Over half (55%) of workers do not know what the Flexible Working Act entitles them to, while over a third (36%) say their employer or manager has never proactively mentioned it.
Sara Thompson, Chief People Officer at Phoenix Group, comments: “The introduction of the Flexible Working Act is an important tool to help workers balance their jobs with other responsibilities and interests outside of work. It’s therefore disappointing that many are facing barriers with some employers worried about how flexibility could impact on a worker’s productivity. As the demand for flexibility grows, it is in employers’ best interests to engage proactively with their workforce and, where possible, to enable their workers to work in a flexible way, alongside managing business needs.”
UK hiring struggles in 2025: Over half of professionals seek new jobs amidst stagnant salaries
New research from global talent services company Morgan McKinley UK reveals that 56% of British professionals plan to actively search for a new job in the next six months. The findings highlight an increasingly competitive hiring landscape, with 40% of hiring managers planning to recruit over the same period.
The research, conducted by Morgan McKinley as part of its 2025 Salary Guide, highlights a key challenge facing employers: the ability to attract top talent. 59% of businesses reported losing out on candidates in the past six months due to uncompetitive salary and benefits packages. In fact, employee satisfaction with benefits remains lukewarm, with 59% of professionals feeling ‘neutral’, ‘dissatisfied’, or ‘highly dissatisfied’ with their current offerings.
Despite a strong desire for flexible working arrangements, 45% of organisations are requiring
employees to be in the office for more than three days a week. Meanwhile, half of UK companies kept their salary bandings static over the second half of 2024, making it difficult to entice new talent in a market where remuneration remains a key decision factor.
Looking ahead to 2025, 63% of British employers plan to increase salary offers for certain, hard-to-fill roles, signalling a shift in compensation strategies to address hiring difficulties. However, professionals remain cautiously optimistic, with only 40% expecting to receive a pay increase this year.
“The UK job market remains competitive, and organisations need to be more strategic in their talent acquisition efforts,” said Victoria Walmsley, Managing Director at Morgan McKinley UK. “Salary, benefits, and workplace flexibility continue to be key decision-making factors for professionals and employers must take a strategic approach to pay and benefits to retain top talent.”
Walmsley continued: “Businesses that fail to evolve risk losing top talent. We are seeing a shift from incremental salary increases and out-dated hiring models towards more strategic talent retention initiatives —job seekers are demanding greater transparency on salary ranges and clear progression paths as well as flexibility and career growth. Employers who embrace these changes will have the strongest advantage.
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.
BAE Systems to launch new returners programme in Scotland
Engineers and STEM professionals across Scotland struggling to return to the sector after a career break have a new opportunity through a new returners programme at BAE Systems.
In partnership with STEM Returners, the 12-week, paid, placement will be based in Glasgow where seven new roles will be within BAE’s Naval Ships division.
STEM Returners will source candidates for the fully paid placement, which acts as a ‘returnship’, allowing candidates to be re-integrated into an inclusive environment upon their return to STEM. They will also receive career coaching and mentoring.
The new programme is the latest in a successful history of programmes between STEM Returners and BAE Systems, which have helped nearly 100 engineers back to industry across the UK. It is the fifth to be based in Scotland.
Despite achieving HND level qualifications in both Engineering Systems and Draughting & Design from the City of Glasgow College, Jack Dyer found it hard to get his first role in the industry. Instead, he had to settle for a different role and put his dream career on hold.
He said: “While applying for many job roles, I quickly realised the challenges I faced. Entry-level jobs needed years of experience and trainee positions were tailored towards a young demographic. I was truly disheartened and felt stuck.”
Thankfully, Jack joined the STEM Returners programme with BAE Systems and has now been made a permanent member of the team as a Detail Designer. He added: “The opportunity with STEM Returners has allowed me to finally work within an engineering discipline, on incredible military projects.”
Natalie Desty, Director of STEM Returners, said: “BAE Systems and STEM Returners have a successful and longstanding relationship that has helped nearly 100 people find their way back to employment. I am incredibly proud to see that relationship continue with the launch of this new programme which will provide more opportunities for engineers and STEM professionals in Scotland to return to the sector.”
Stuart Justice, Engineering Director, BAE Systems Maritime – Naval Ships, said: “We are really keen to work with STEM Returners again and welcome back skilled people to the industry. We need qualified engineers now more than ever and have a growing order book for Global Combat Ship meaning there is exciting, long-term work available for people to develop their career.”
Hr NETWORK Magazine Launches New Employers’ Breakfast Club for HR & People Professionals Across Scotland
Scotland’s leading publication for HR and people professionals, Hr NETWORK Magazine is delighted to announce the launch of an exciting new initiative – the Hr NETWORK Employers’ Breakfast Club.
Designed specifically for HR practitioners at all levels and from every sector, the Employers’ Breakfast Club will deliver a series of four seasonal morning insight and professional development sessions held in Edinburgh and Glasgow. Each session will feature timely, relevant themes and topics within the HR and people management arena, with input and inspiration from respected industry leaders, commentators, and experts.
The Breakfast Club offers a unique opportunity for HR professionals to engage in valuable discussions, debates, and sharing ideas in a relaxed, warm and welcoming environment. With networking and knowledge exchange at its core, the sessions promise to be a highlight of the HR calendar for many across the country.
The four events will be held across the year in line with the seasons: Autumn, Winter, Spring and Summer. The inaugural session is scheduled for the end of August, followed by further sessions in late November, February, and the final session in late May.
Membership to the Employers’ Breakfast Club will be offered to organisations through a small annual fee, enabling one member of the HR team to attend each of the four sessions. To encourage broader professional development, organisations may nominate a different HR team member for each session, offering flexibility and exposure to a diverse range of topics, which suit their specialism.
Hr NETWORK Magazine is proud to continue its tradition of supporting and advancing the HR community in Scotland, and looks forward to welcoming members to this brand-new initiative.
Major Livingston employer invests in its emerging leaders
Six rising stars at Scotland’s largest vaccine manufacturer, Valneva Scotland, have embarked on an emerging leaders programme, equipping them with skills for life and helping unlock their full potential.
Throughout 2024, Valneva Scotland has invested a significant six figure sum in training and development initiatives for its highly-skilled team based at the state-ofthe-art manufacturing facility in Livingston.
To continually provide development opportunities and boost future leadership, six colleagues were selected from their end of year review as high potential individuals for this course. Covering multiple departments and skill sets including human resources, quality and manufacturing, the six candidates are Nicole Clark, Hannah Mainstone, Louise Nugent, Erin McNab, Lara McQue and Rachel Wilson.
Vistage Emerging Leaders is a two-year programme, led by entrepreneur and business leader Jo Macsween, based around 12 core leadership competencies.
Flexible working soars in the suburbs five years on from Covid
Latest research from The Instant Group (“Instant”), the largest global marketplace for flexible workspace, shows the proliferation of flexible workspace and substantial growth in demand in the UK’s tertiary cities and suburban towns five years on from the start of the Covid-19 pandemic.
The analysis, which compares demand for flexible workspace in 2019 and 2024, shows that suburban locations adjacent to major cities have experienced an increase in demand. Uxbridge, Slough and Romford, all on key transport corridors out of London, have seen a large uptick in demand for flexible workspace, 88%, 42% and 37% respectively.
Similarly, cities such as Oxford, Leicester and Southampton have experienced a 36%, 25% and 15% increase in demand, respectively.
A similar picture is seen on the outskirts of Birmingham, with Solihull experiencing a 73% increase in demand. In Scotland the town of Livingston, located between Glasgow and Edinburgh, has seen a 12% increase in demand.
The competencies span personal, interpersonal, team and organisational skills from accountability and communication to team management and business strategy.
Comprising of bi-monthly face to face coaching sessions with guest speakers and ongoing mentoring from leaders in various sectors, participants become well-rounded business leaders equipped to execute on high-level initiatives and lead teams effectively.
Louise Nugent is one of the six colleagues participating in the Emerging Leaders Programme. She said: “The Emerging Leaders Programme is helping to build our confidence as leaders and we are proud to be taking steps towards being the next generation of strong leaders at Valneva.”
Jeanette Rigby, Director Human Resources at Valneva Scotland Ltd added: “Leadership, and specifically supporting our aspiring colleagues in leadership roles, is a key component of our People Plan. We’re proud to offer a range of development opportunities for our team but this emerging leaders programme is a new offering for Valneva and we’re already seeing the impact.
“We recognise the value a great leader can add to a business, and we want to help unlock the potential of all of our team which is why we continue to invest in this area.”
This growth in demand for flex workspace in locations on the boundary of major cities is indicative of the trend of more localised work. A trend that has the potential to benefit smaller cities and suburbs by bringing increased footfall and keeping spend local.
The research shows that demand for flexible workspace in London remains strong, but now represents a smaller proportion of the overall market given the significant rise of the suburbs and smaller towns and cities.
The UK’s flex workspace market was already relatively mature prior to the pandemic, with the latest Instant data showing that on a global scale the supply of flex has grown 15% between 2019 and 2024, compared to 4% in the UK market.
Instant expects this growth to rapidly accelerate in the UK with 60% of landlords expecting over 30% of their portfolio to offer flex products by 2030. At the same time, 80% of existing flex operators expect to increase their portfolio by 2026. An increase in mergers and acquisitions in the market is also expected to result in an increased flex offering.
The size of the space businesses are taking in the UK has also increased by 22% on average between 2019 and 2024, indicative of a trend that has seen larger corporates taking managed or flexible workspace. In the cities of Manchester, London and Liverpool the transaction size has increased by 58%, 41% and 30%, respectively.
THE REAL PRICE OF SAFETY:
WHAT THE DOMESTIC ABUSE (SAFE LEAVE) BILL MEANS FOR HR PROFESSIONALS
By Tori McStravock, Senior Consultant, AAB
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.
After all, individuals suffering in silence from domestic abuse should not be forced to choose between safety and their financial reality. Only with a focus on empathy will we build long-lasting, meaningful relationships with employees.
Why this matters to HR
Around 2.1 million people in the UK are affected by domestic abuse every year. That is one in four women. One in seven men. These aren’t just figures - they could be employees in your business, colleagues you’ve worked with before or team members you’ve been in meetings with.
While domestic abuse might happen at home, its impact doesn’t only stay there. In HR, we might see the consequences in:
• Increased absenteeism
• Reduced productivity
• Mental health struggles
• Higher staff turnover
• Disengagement and low morale
6 Ways HR Professionals can prepare
If the bill becomes law, HR teams will be expected to lead from the front. That means more than just adjusting your leave policies. Here’s what we recommend having on your radar:
1. Paid Safe Leave
Employees experiencing domestic abuse will be entitled to up to 10 days of paid leave, from day one of employment. This time must be ringfenced for things like legal proceedings, medical treatment or finding safety.
2. Clear Policies
Now is the time to develop or update your domestic abuse policy. It needs to be clear, compassionate and practical - with defined processes for requesting safe leave and accessing support.
3. Line Manager Training
Line managers are often the first to notice when something’s wrong. Equip them with the training to spot signs of abuse and handle disclosures with sensitivity and care.
4. Safe Working Environments
For remote or hybrid staff, home isn’t always a safe place. Risk assessments should be tailored accordingly, with alternative working options made available where needed.
5. Confidentiality & Support Plans
Employees must feel safe to come forward. Introduce a confidential reporting process and build a support plan that includes internal contacts and signposting to external services. An independent helpline could make a huge difference.
6. Non-discrimination Guarantee
The bill includes protections against discrimination. That means no negative impact on terms, conditions, or prospects for taking safe leave.
The Business Impact: Cost vs. Social Responsibility
While some employers may have concerns about the financial implications, the broader picture tells a different story. The societal cost of domestic abuse was estimated at £78 billion. This staggering figure reinforces that safety isn’t just a personal issue-it’s an economic one.
Beyond compliance, businesses have an opportunity to redefine workplace culture through:
Awareness Campaigns
Open discussions and training to break the silence and reduce the shame and stigma that domestic abuse victims and survivors may feel. The trauma from domestic abuse leaves a lasting imprint on victims and survivors, taking years if not decades to heal from.
Enhanced Security Measures
Strengthening protections in the workplace for employees facing domestic abuse threats and ensuring that support is readily available even without formal disclosure.
Why HR Leaders Should Champion the Bill
By embracing the principles of the bill early, you can drive lasting change across the business. It’s not just about compliance - it’s about creating a positive workplace culture.
Getting ahead of the changes can help your organisation by reducing absenteeism; providing safe leave for victims and survivors helps stabilise workplace attendance.
Supporting employees through such an emotive time leads to better mental and physical health, reducing stress and anxiety. Employees want to work somewhere that they feel supported, embracing the principles of this bill can help enhance employee well-being.
A Small Price to Pay for a Safer Future
Domestic abuse is not just a personal tragedy—it’s a workplace issue, as businesses, and in particular HR teams, hold the power to shape a culture of safety and support. By embracing the Domestic Abuse (Safe Leave) Bill, businesses will send a clear message: employees matter, their well-being is non-negotiable, and a safer society begins in the workplace.
This is more than legislation—it’s a call to action. The question is, will businesses step up?
Future-proofing your team so it’s fit for the modern business landscape depends on Strategic Workforce Planning (SWP). But how do HR practitioners get the best value from it? Andy Moore discovers why the “strategic” part is so important.
What skills will your team require in six months’ time? Where are the gaps? Are you building teams that can flex, grow and deliver?
Strategic Workforce Planning (SWP) is more than a shiny new toy for HR to play with, consigning to the cupboard people charts and headcount targets.
Today, the process relies on careful planning to employ the right people at the right time, with the right skills, and with the right practices to make it happen.
Shifting workforce demographics and increasing pressure to adapt mean SWP is now a critical capability for HR leaders. It’s now central to aligning talent with long-term business goals, mitigating risks, and building organisational agility.
Susan De Fazio, founder of Be Future Ready Today, and an industry leading SWP expert, says: “In the swirling crosswinds of change, leaders must become adept navigators, piloting their organisations through internal and external forces to deliver workforce transformation.”
These crosswinds are blowing from many directions –and a pressing one is reskilling. ManpowerGroup’s latest Talent Shortage Survey reports that although UK skills gaps are narrowing, 76% of employers still report difficulty in filling roles.
Susan believes that significant talent shortages threaten to disrupt workforce planning, which is why harnessing the power of strategic foresight and adaptability is essential. Business and HR leaders, she says, can transform turbulence into tailwinds for growth and sustainability. This is achieved by aligning their aspirations with different workforce solutions.
Susan (pictured) adds: “Embracing change with agility and evidence-based insights will buffer against disruption and propel leaders and their organisations to new heights of success and confidence in this everchanging landscape.”
The key to workforce transformation, she believes, is using a systematic approach to maximise people planning, analytics and human-centred design. By building capabilities in these disciplines, HR leaders can survive turbulent conditions and develop a newfound confidence to master market complexities.
“Some companies turn to external consultants to gain knowledge to help them build alternative and complementary practices,” Susan explains. “However, organisations without deep pockets can educate themselves to discover how new learnings can coexist or replace current ways of working.”
Leaders can use the practice elements of SWP, humancentred design and people analytics to influence their organisational design and development, she advises.
But there is a cautionary tale: Some in HR may make the mistake of drowning themselves in data without having the right initial conversations, she warns. They may fail to recognise that connecting workforces meaningfully for strategic intent is 80% dialogue and 20% data. The dialogue must come first by asking the right questions of the right people.
“HR must harness critical and creative thinking techniques as technologies advance. They must balance pragmatism with inventiveness and originality,” Susan adds. “This requires skill, courage and the right techniques to diagnose and solve the right problems while pursuing healthy outcomes.”
With companies moving to skills-based planning and employee diversity, HR can apply an “engineering” mindset to gather inputs that are critical for business development.
Proactive skills-based planning is vital under SWP, according to Tony Elliott (pictured), Executive Director of People at Robertson Group.
He says: “We need to ensure that as business strategies are formed, people and workforces are fully aligned and operate as one. This creates the opportunity for HR to be heavily involved in delivering value in the process. It must take centre stage.”
Tony believes that HR practitioners must deeply understand their own business, but also the wider sector, the economy and the skills landscape in general. This then makes planning more effective and strategic.
“Collaboration with business colleagues who have functional expertise is central to successful workforce planning. And it must involve senior leadership in the business,” Tony explains.
“Business leaders should also have a broad knowledge of the sector and future skills requirements, and HR can work with them on analysis and strategy.”
In this insight, Tony uncovers the all-important word within SWP: “strategic”. And being strategic is thinking and acting beyond short-term rewards, believes Susan DeFazio. This includes those who can make a difference, are courageous to step into discomfort and can challenge the status quo, she stresses.
“There is no ‘dark art’, university degree, or magic potion. All it takes is a willingness to learn how SWP practices can transform how we prepare for the future,” Susan points out.
“In the ever - evolving landscape of workforce transformation, navigating the crosswinds of change requires more than a sturdy compass. It demands an agile mindset and seamless collaboration.”
So, there you have it. Strategic Workforce Planning, when done effectively, can help HR align its people policies with the modern business landscape.
Susan delivers SWP Masterclasses supported by Hr NETWORK Magazine and to learn more, please contact the Hr NETWORK Events Planning Team.
Strategic Workforce Planning Tips:
• Shifting workforce demographics and pressure to adapt mean SWP is a critical capability.
• Align talent with long-term business goals, mitigate risks and build agility.
• Embrace change with agility and evidence-based insights to buffer against disruption.
• Use a systematic approach to maximise people planning, analytics and human-centred design.
• HR can educate itself to discover how new learnings coexist or replace current ways of working.
• Skills-planning must be much proactive than reactive under SWP.
• HR practitioners must deeply understand their own business, the wider sector, the economy and the skills landscape.
“Embracing change with agility and evidence-based insights will buffer against disruption and propel leaders and their organisations to new heights of success and confidence in this ever-changing landscape.”
Supporting employees is what HR professionals most like about their jobs
Employees are an organisation’s greatest asset and essential to the successful running of most businesses, so it makes sense that supporting them is seen as a critical function of the HR role. It’s also what draws many people to the HR profession.
According to new research by Ciphr, supporting employees has been named as the top reason for why people like working in HR.
Half (50%) of the 300 HR decision makers polled agreed that supporting employees was a key element in enjoying their jobs, while a further 47% cited hiring new employees and growing the business as their favourite aspect.
Helping to improve workplace productivity and efficiency, and working with nice colleagues, are also important factors for two-fifths of respondents (selected by 40% and 39% respectively).
Other popular aspects of the job are those that prioritise making work better, like supporting good employment practices and ensuring legal compliance (37%), solving problems (36%), and helping to create a good working culture (34%).
Ciphr’s findings suggest that most HR professionals enjoy the important work they do. When asked to share which aspects, if any, they liked most about working in HR, only one person opted for ‘none’. While some parts of the role may be more enjoyable than others, 90% of respondents could name three or more favourite things about their job (on average, they picked six).
For around a third of those surveyed, what they like most is the sense of achievement and job satisfaction that their work provides (35%), as well as a good work-life balance (33%). A similar number (32%) enjoy knowing that their work contributes to business success.
Opinions on HR pay, interestingly, are a bit more mixed. Only around a quarter (28%) selected competitive pay or a good salary as one of the main reasons why they like working in HR (ranking it in 16th place) – implying some dissatisfaction with HR compensation levels generally.
The top 15 reasons why people in HR most like their jobs are:
• Supporting / helping employees: 50% of HR professionals surveyed
• Hiring new employees / growing the business: 47%
• Helping to improve workplace productivity / efficiency: 40%
• The people they work with: 39%
• Supporting good employment practices / ensuring legal compliance: 37%
• Solving problems: 36%
• It gives them job satisfaction / sense of achievement: 35%
• Helping to create a positive and inclusive working culture: 34%
• Good work-life balance: 33%
• Supporting business success: 32%
• It’s important / purposeful work: 30%
• The HR community: 30%
• Good career progression / advancement opportunities: 29%
• They feel valued and appreciated for their work: 29%
• Learning new skills: 28%
Job aspects that didn’t quite make the top 15, besides pay, include the variety or versatility of the HR role (28%), transforming business processes (26%), and informing strategic decision-making (25%).
Claire Williams, chief people and operations officer at Ciphr, comments: “I truly believe that company performance is a direct reflection of its peoples’ performance. You can have the best strategy, products, or technology but without engaged, high-performing people, success is never sustainable. And HR sits at the heart of this – shaping cultures, enabling leadership, and driving the right talent strategies to unlock potential.”
Ciphr’s director of people, Karen Lough, adds: “Whether it’s helping someone navigate a challenge, grow into a new role, or simply feel heard and valued, those small moments add up to something big. For me, that’s the most rewarding part of working in HR and learning and development (L&D).”
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
LAST CHANCE TO NOMINATE YOUR HR STARS!
By Teresa Flannigan
Nomination’s for this years Hr NETWORK National Awards 2025 will close soon and this is your last 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 for your highest performing HR people, teams, projects and organisations, across the people development and management industry in Scotland and the wider UK.
The ‘Nominations Intention’ scheme captures 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.
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.
The winners will be 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: 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
For further information, visit: www.hrnetworkjobs.com/organisational-developmentaward-of-the-year/ AVAILABLE TO SPONSOR
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 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.
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
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 sponsored
by:
Typical Nominees: Nominations will be for the whole organisation. This award will take in to consideration the positive culture and health and wellbeing practices being encouraged in the workplace by one of Scotland’s many positive organisations. The category acknowledge will reward organisations that can demonstrate their commitment to the health and wellbeing of their people through the application of a range of health and wellbeing programmes, which meet the needs of all staff.
For further information, visit: www.hrnetworkjobs.com/new-health-and-wellbeingof-the-year-award/
HR Team of the Year
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.uk
BETWEEN the LINES
The Anxious Generation
By Jonathan Haidt
The Anxious Generation delves into the latest research to show how this shift from free-play to smartphones disrupts development – from sleep deprivation to addiction – and lays the foundations of isolation and fear that define society today. Grounded in ancient wisdom and packed full of cutting-edge science and practical advice, this eye-opening book is a life-raft for anyone who wants to understand how the most rapid rewiring of human relationships and consciousness in human history has made it harder for all of us to think, focus, forget ourselves enough to care about others and build close relationships.
The Best of the Hairy Bikers
By Si King & Dave Myers
For over two decades, Si and Dave have shared their love of food with the nation, enthusing and entertaining millions with their books and TV shows. Now, The Best of the Hairy Bikers brings together over 120 of their most admired, talked about, and cooked recipes in one place. With dishes influenced by the Bikers’ culinary travels to variations on British classics, this collection is full of easy-to-follow recipes to help you cook wholesome and flavourful meals at home. With chapters on snacks and soups, pasta and pies, as well as traybakes, curries, roasts, puddings and more, there is sure to be something for everyone.
Walk Yourself Happy
By Julia Bradbury
Julia knows first-hand the profound impact of nature: it has helped her survive breast cancer, overcome infertility and continue through failed IVF treatments; it balances the soul and acts as a confidante and therapist. Through science-backed information, practical tips and Julia’s own story, Walk Yourself Happy will explore how nature can soothe anxiety and stress, how a mountain or a tree can keep you company in times of grief, and the importance of building nature into your everyday life, so you eat well, sleep better and move more. Walking, one of the most accessible activities for most of us, is the fastest and easiest way to embed yourself in nature. You don’t need expertise or equipment; you just need to put one foot in front of another. You don’t need an epic landscape either, you can walk down the street or in your local green space. Though, as you will learn from this book, a walk in the park is rarely just that.
There is huge excitement and anticipation ahead of the forthcoming Hr NETWORK ‘LEARN. SKILLS. ENAGE. TALENT.’ Conference and Exhibition 2025, which will take place this month on Thursday 15th May at the magnificent Murrayfield Stadium in Edinburgh.
The Conference Planning Team has pulled together a wonderful range of Keynote speakers from across the people landscape and they are previewed in this special conference feature.
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.
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.
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.
HURRY!! - The Hr NETWORK Events Planning Team will be processing delegate bookings until 12 NOON on Tuesday 13th May, after which, the delegate booking form will be CLOSED.
Keynote Session Speakers & Topics include:
Reward and Recognition: Creating An Award-Winning Culture
Emma Simpson, People & Culture Director, Gleneagles & Estelle
Neurodiversity: Psychological safety & the future of work
Paul Crabb, Neuro-Activist & Founder of Atypical* Creativity
Attracting talent to deliver safer communities, less crime and supported victims – A job like no other
Katy Miller, Director of People & Development, Police Scotland
The BIG Picture Panel Discussion
Chaired by Clare Moore, Founder, Business Jigsaw and featuring our senior HR panel, Tony Elliott, Saba Haran, Claire Scholes and Robert Allan
Creating Leaders that link wellbeing, performance & growth
Chris Preston, Co-founder, The Culture Builders and Grace Orr, Director of People, Communicorp UK
The Awakened Leader:
Transformation through a shift in perception
The Awakened Leader: Juliette Lee, International Speaker, Executive Coach, Poet
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
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
SPONSORS
EXHIBITORS
& Beware bullying ‘banter’
Beware bullying ‘banter’
THE FINE LINE BETWEEN WORKPLACE
Recent research carried out by GQ Littler shows that in 2024, workplace ‘banter’ was the cause of 57 tribunal claims. Whilst many may blame this on the snowflake generation and argue that people can no longer say anything without fear of offending someone, it is clear that there is a fine line between bullying and banter and the consequences of crossing this line can be significant. Here, Harriet Calver and Olivia Berry from Winckworth Sherwood LLP discuss ways to overcome these issues.
What constitutes ‘banter’?
Banter is often described as ‘friendly’, ‘teasing’ and ‘light-hearted’ and some argue it plays an important part in building rapport amongst colleagues and creating a relaxed and sociable workplace. Nobody wants to work in a sterile environment and sit in silence all day, and so having a joke with colleagues can be a key part of enjoying work.
The issue is that the word ‘banter’ can often be used to justify what is actually inappropriate behaviour, by making something seem like a joke that would otherwise be unacceptable. It is therefore important that the line between banter and bullying is understood and that the latter is not tolerated. Context matters and it is important to keep in mind that what may be funny to one colleague, may be offensive and upsetting to another.
Essentially, office jokes need to be appropriate and inclusive, and they should not make an individual or group of individuals feel isolated. Even if the person making the joke thinks its ok, if the joke offends another person or group, or if they find it intimidating, humiliating or it violates their dignity, then it could amount to unlawful harassment.
Whilst it can be difficult to determine what the line is, the most common culprits are jokes that are racist, sexist or homophobic in nature or anything that only a specific person would find funny.
Essentially, office jokes need to be appropriate and inclusive, and they should not make an individual or group of individuals feel isolated
Consequences of workplace ‘banter’ crossing the line
If workplace banter crosses the line into bullying or harassment there can be serious consequences for an organisation. At the very least, it can lead to a toxic work environment with a high turnover of employees. At worst, it can lead to claims being brought against the employer in the Employment Tribunal. Such claims can significantly damage an organisation’s reputation and be extremely costly to defend.
There are plenty of examples in the media of cases where workplace ‘banter’ has gone too far and has had far-reaching consequences. Some examples are included below:
• Nina Chung, who was a former employee of an investment business, was awarded £51,000 in compensation as her male colleagues had used derogatory language such as calling female employees ‘birds’ and boasting about their sexual conquests. They had also asked her if she planned to get pregnant and, on another occasion, she was locked out of the company’s office.
• Nikolaz Papashvili, a male teaching assistant, was awarded over £9,000 as he had been sexually harassed by the female headteacher, who had made comments about his “fit body and his Speedos,” signed off emails with kisses and said she wanted to meet his parents.
• Anthony Oguntokun and Fathia Omar, two sales advisers who worked in the car industry, won their case for racial harassment. Mr Oguntokun had been referred to as a “black bastard” by his manager, Matthew Worsley, who had also used the phrase “your lot,” when asking him to serve customers who shared Mr Oguntokun’s race. Mr Worsley had referred to Ms Omar as a “Somali pirate,” and had sprayed air freshener on her whilst commenting on a “Somali smell.” An investigation was carried out by the company, but this investigation concluded that the comments were just ‘banter’. The tribunal said this was racial harassment.
Employers: what to do to prevent bullying and harassment at work
As an employer, it is important to ensure that you are creating an inclusive culture for your employees free from bullying and harassment. We would therefore recommend that you:
• Ensure you provide training to all workers and have up to date policies in place to ensure appropriate behaviour at work. This could include, but is not limited to, policies on bullying and harassment, sexual harassment and equal opportunities.
• Establish appropriate channels to enable employees to report any concerns they have about the way they or others are being treated and ensure they are not victimised for doing so.
• If a complaint is raised, deal with it swiftly and appropriately, whether that means conducting an investigation, disciplinary action or dealing with the situation informally.
• Take a consistent approach to dealing with complaints and the disciplinary sanctions for specific types of conduct.
for traditionalists? for traditionalists?
Is it over for workplace traditionalists?
TWO-THIRDS OF BUSINESSES STILL OPEN TO A FOUR-DAY-WEEK AFTER 200 ALREADY MAKE THE MOVE PERMANENT Is it over for workplace traditionalists?
In 2025, the standard five-day week is starting to look like it might become a thing of the past. This comes as more businesses embrace flexibility and explore new ways to attract and retain employees by implementing policies such as, the four-day-week, hybrid working, remote working and flexible hours.
According to the latest statistics from the Four-Day-Week Foundation, over 200 UK companies have now officially signed up to work a permanent four-day-week. And despite many large companies and business leaders pushing return-to-office mandates and rejecting and criticising it, nearly two-thirds (59%) of companies are still open to moving to this new way of working.
Research from Startups shows that there are plenty of sceptics of the four-day-week and there are still some blockers when it comes to large-scale rollout. Data from Tech.co’s Technology report also highlighted that there is a generational gap in support for the four-day-week.
Younger generations, unsurprisingly, are more likely to back the movement as 65% of Millennials and Gen X either would implement one or have already done so. While unsurprisingly baby boomers are less in favour of the four-day-week. Under half would only consider the policy and over a third (37%) would reject it altogether.
Specific concerns centre around people having little confidence that companies will be able to implement the policy effectively, and lack of trust that those will be able to condense their work into less time.
Despite the critics and concerns, it’s clear from vast research on the four-day-week and the numbers of businesses adopting the policy that the tide has officially turned on traditional ways of working. It’s mainly down to how the pandemic changed what people are looking for from their career and a need for a better work/life balance. Plus, the introduction and advancement of AI has also made the policy more accessible for many businesses.
Gareth Hoyle, Managing Director at Marketing Signals, successfully implemented a four-day-week at his agency over two years ago.
“We permanently moved to a four-day week, with no loss of pay and a new, shorter number of contracted hours (32) back in May 2022. Initially we introduced the change as a trial, however after the trial proved successful, we made the change permanent. The move significantly improved productivity, reduced absenteeism and has even been mentioned by those applying for roles within the business as one of the main reasons they applied.”
The cost of living crisis was one of the main catalysts for the move, an employee brought the idea to Gareth when they asked for a change in hours due to increasing childcare costs.
“Having already offered our team flexi-time and remote working, the change for us was a natural progression and fitted in with our ethos of promoting a strong work/ life balance. There were several reasons behind the move including a desire for higher productivity, a wish to help team members with the rising cost of living plus a general goal of further assisting employee wellbeing. In addition, we believed the change would enhance our appeal to prospective employees as well as helping retain the team we already had.”
“One of the main catalysts for the move came as a result of the cost of living crisis, which led to a team member asking for a change in working hours due to increasing childcare costs. As a business we were already tentatively researching the concept of a four-day week prior to them coming to us, and this was just the push we needed to trial the new working arrangement.”
Some critics of the four-day-week say that less days means that there will be less work. They also think compressing a five-day week into four would result in increased workloads, contributing to higher levels of stress and burnout. However, Gareth disagrees.
“Sometimes less is more, and this is certainly true for a four-day week. Less days does not mean less output, quite the contrary in fact. This new model of work focuses on quality rather than quantity, and revolutionises the future of work. We already measured our teams based on output not attendance, meaning it’s incumbent on team members to produce results rather than to demonstrate how many hours they spent working on something.”
“Prior to the move we had been researching the pros and cons of the four-day week looking at various case studies from other companies, and there are definitely more pros than cons. The main benefits for me are better work/life balance and happier employees, increased productivity and efficiency, reduced costs, lower cases of burnout and hiring advantages.”
Gareth also highlights some of the challenges that businesses wanting to change to a four-day week could potentially face, and outlines how they can overcome them.
“It obviously wouldn’t work for every single business, but we do believe that where output can be clearly measured and managed, it is possible across many roles. However, there are many challenges that may stop a business switching to a four-day working week. I believe that the main three challenges are:
A fear of the unknown - The five day work week is something many businesses will be used to, so may worry about switching to a new way of working due to a fear of the unknown. They may struggle to know where to start or how to implement it. However, by embracing the change and challenge, many will discover new and innovative ways to tackle the hurdles they are facing. If you’re worried, speak to other businesses who have done it and voice your concerns with them to see whether they have any solutions. You could even run a poll internally to find out what your employees think and how they envision it working.
A lack of trust in the staff and processes - Results from the Startups survey suggests there are concerns around trust. Particularly nearly half (48%) have little confidence that their employer could successfully implement a four-day-week. While many employers may not trust their employees to get the work done in less time. However, if you hired someone to do a job, and you know the expected output is reasonable, then ultimately you should trust them to do the job they’re paid to do. An incentive to complete their work is obviously a longer weekend, more time to enjoy life and an improved work/life balance. You could always run a short trial as we did to see how people work and if it doesn’t, then you can move back to the old way of working, but you may be surprised what you’ll find.
Worrying about what clients would think - This should be the least of the worries but I do understand why it exists as nobody wants to provide a substandard service to their customers or clients. However, if you plan out the implementation and processes carefully, your customers should never even know you are working a four-day-week. The output to them should always remain unchanged. You could try hiring more people and juggling your operations teams to ensure five days coverage, as we have done by splitting our team into two, if you’re worried about standards slipping.”
“A good work/life balance is the key to a happy and healthy workforce, which leads to loyalty - ultimately helping our business grow. It also makes our company more attractive when it comes to recruitment, as people applying for jobs here have mentioned that the fourday-week specifically attracted them to the role. This is why we’ll never go back to the old way of working.”
How employers are stepping up and helping employees manage financial stress
Money worries are having a detrimental impact on the workplace with latest research finding that 40% of employees believe that it affects work performance by causing increased stress levels. One in ten (10%) say it has led to increased sick days. Here, Jonathan Watts-Lay, Director, WEALTH at work describes a renewed focus for employers providing employees with the knowledge and tools to manage their finances better.
Our financial wellbeing research with the Reward & Employee Benefits Association (REBA) shows that employers are well aware of financial wellbeing risks they expect employees to face. This includes inflation (76%), costs impacting working parents such as childcare (73%), rental costs (64%), carer costs including eldercare (46%), high interest rates on mortgages (58%) and high-energy prices (58%). In fact, 53% of employers say the increased cost of living will be a driver of change for future financial wellbeing support.
Other financial wellbeing risks high on the list for employers include insufficient retirement savings (71%) and a lack of financial literacy (62%). To combat these concerns, almost half of employers to their financial wellbeing offerings, and over a third (35%) say they will increase financial wellbeing spend.
The focus has now shifted to providing employees with the knowledge and tools to manage their finances better. Specifically, employers offer or plan to offer financial education from an independent provider (47%), financial coaching e.g. one-to-one guidance (43%) and advice on general finances (47%), or advice specific to retirement (54%), as well as support with pre-retirement planning (60%).
Support is also growing for savings products. Currently, about one in seven employers (14%) offer savings via tax-free wrappers such as a Workplace ISA. This is set to more than double to 30% of employers in the future. It seems this workplace benefit would be welcomed by employees with our research finding that if they had spare cash, 42% of workers would save it for a rainy day such as in an ISA.
Money worries can have a detrimental impact on people’s home and work life. So, it’s good to see that employers are stepping up to provide employees with the tools and knowledge to better manage their finances. Many leading companies now provide employees with financial education and guidance from financial coaches which can help them to address gaps in financial literacy. It’s important to provide a range of learning methods. As well as in-person financial education, knowledge can also be supported through the creation of informative and stimulating content including webcasts, animations and interactive financial wellbeing platforms including Money&Me.
Offering savings products such as a Workplace ISA are also important to help employees build financial resilience. This could be whether they are saving for the future or to create a fund for an emergency such as the car breaking down.
But to boost engagement, it is important to ensure that employees are aware of all the financial wellbeing benefits on offer, how to access them and how they can use them to their advantage. This is why financial education in the workplace is so important as it can not only help develop understanding and encourage engagement with the benefits on offer, but it’s also a catalyst for behavioural change and action.
It’s a man’s
world: Breaking the glass ceiling
isn’t just a woman’s
job
The workplace must move beyond token leadership models and actively champion women’s advancement through sponsorship and policy changes to dismantle deep-seated systemic bias. That’s the view of Beth Hope, founder of &hope. Here Beth, an Executive Coach and writer with a talent for bringing confidence, resilience, and authentic transformation to life on the page, considers ways that employers can address gender disparities in the workplace.
Over the last decade, the gender pay gap in the UK has declined by roughly a quarter. However, despite this downward trend, consulting firm PwC estimates it will still take another 45 years to close the gap. As a result, the UK has fallen to 18th place in the Women in Work Index, now sitting behind Canada.
Although progress has been made - with companies setting measurable diversity targets, improved pay transparency, women filling 43% of company board positions in the UK, and flexible work becoming the norm, providing greater autonomy without sacrificing career growth - this alone is not enough.
Occupational segregation, discrimination, and the ‘motherhood penalty’ represent a fraction of the systemic bias that still exists in the workplace, impacting every
woman at some stage in her life. Overcoming these barriers requires more than just reiterating the problem, reporting disparities, or speaking up, but instead, demands tangible change, accountability, policy shifts, and the creation of clear pathways for women to advance.
Leadership programmes and boardroom tables must surpass token representation and out-dated leadership models. Instead, providing women with real access to decision-making power, along with tailored coaching and mentorship, will equip them with the tools necessary to build influence and lead with confidence, clarity, and impact.
Shifting from mentorship to sponsorship is key to move the needle towards real change. While mentors offer guidance, sponsors actively advocate for women where they’re not present. If the goal is more women in senior leadership, decision-makers must offer more than just advice - they must actively pull women up with them, ensuring they have authentic visibility at the table.
More and more companies are addressing gender disparities in the workplace by setting measurable diversity targets, and acknowledging that balanced leadership drives success. The progress is there – it just needs to be accelerated. Business leaders must move beyond awareness and drive meaningful change, such as offering sponsorship, to ensure more women gain access to the doors that are too often closed.
Businesses Can Tackle the Workforce Readiness Gap
By 2030, a fifth of the UK workforce may find themselves seriously under-skilled for their jobs. Whilst it might sound like a sci-fi dystopia, according to the Industrial Skills Strategy Council, this could be our reality if we don’t act now.
Welcome to the world of the workforce readiness gap –a challenge for many small and medium-sized enterprise (SME) owners. Here, David Banaghan, co-founder and Interim CEO at Occupop believes the workforce readiness gap isn’t just about whether your employee can use the latest software.
The workforce readiness gap as a mismatch between what your employees can do and what your business needs them to do. The gap grows when businesses struggle to spot and nurture essential skills, keep up with their workforce’s evolving learning needs, and tap into valuable employee insights.
It’s about whether they can adapt, learn and bring fresh ideas to the table. For SMEs, where every employee wear multiple hats, this readiness can make or break your business.
From talent scarcity to lack of training within workplaces, these figures help to highlight why UK businesses need to act now.
Right now, we’re entering what the CIPD calls the ‘big stay’ whereby job stability is the hot new trend and employers are focusing on retention. The CIPD’s latest Labour Market Outlook shows that 55% of UK employers are looking to maintain their current staffing levels – the highest since 2016-17.
This ‘big stay’ might sound like good news, but it comes with its own challenges. If your employees aren’t evolving their skills, you could find yourself stuck with a workforce that’s not prepared for the tasks your business requires them to take on.
Create an environment where learning is a comfortable and familiar part of the working week. It could be as simple as setting aside an hour a week for online courses or having team members teach each other new skills. The key is to make it regular and fun.
It’s important to ensure that your team’s learning journey is taking them in the same direction as your business.
Bring in freelancers or contractors to fill skill gaps quickly. You might even find that your employees learn a thing or two in the process.
Build bridges with local colleges or training providers and offer internships or apprenticeships. This can ensure you have a steady stream of talent that’s ready to support your workforce.
Creating a culture of continuous learning cannot only boost skills amongst your employees, but it could also help you focus on their career development.
Employees who keep learning can tackle all sorts of challenges as your business grows and develops. This could potentially mean that you experience fewer talent shortages and spend less money on recruiting outside of your business for senior roles. Plus, it keeps your teams engaged and excited about their work, retaining them for longer.
The workforce readiness gap might seem like a mountain to climb but with a bit of creativity and a lot of determination, it’s a challenge that can be turned into an opportunity. By investing in your employee’s skills today, you’re not just solving a current problem, you’re future proofing your business.
Social Media – What are we entitled to?
Trust in our employers is gradually decreasing. Only 69% of workers believe that their employer will do the “right thing” for their team, which is down 11% from the previous year. Here, Fiona Vivian, HR manager at digital PR agency Reboot Online, answers some of the most popular work-related questions searched on Google so far this year.
With employer monitoring social media up by 900%, what are we entitled to in the workplace?
Employee monitoring is legal in the UK. To begin monitoring employees, employers must be transparent about their intentions, such as to detect criminal activity, check mishandling of information, or to ensure appropriate standards.
All personal data monitored must be relevant to their intentions. So, if you discuss work matters on your personal social media, this could be a reason to conduct a legal investigation. But if you keep personal and professional life very separate, and disagree with your employer’s reasoning for employee monitoring, you can take your employer to an employment tribunal or complain to the Information Commissioner.
• Make sure to keep your personal social media registered under a personal email address.
• Avoid using your client’s or company’s name in messages, as this could warrant an investigation into a breach of confidentiality.
• Do not discuss colleagues on social media or interact heavily with them outside of working hours on personal platforms. If a grievance is raised about workplace harassment, your social media could warrant monitoring.
Employment law changes 2025 - 450%
Search Increase
Labour’s Right to Switch Off has been scrapped, meaning employees do not have extra protection around switching off outside of working hours. This right aimed to allow workers to ignore work calls and emails and have the right to decline extra work on the weekends.
Unless your contract states you must make yourself available outside of working hours, the scrapping of this right shouldn’t make a difference to your right to switch off. Discuss boundaries with your employer so that you can be most productive during your contracted hours.
Legal temperature to work in UK - 70% Search Increase
Although there isn’t a legal temperature to work in, 18-21°C is the optimal temperature for workers to be most efficient. Being cold not only negatively affects our productivity, but it can affect our health. The Workplace (Health, Safety and Welfare) Regulations 1992 requires employers to provide a reasonable temperature. If you feel this is breached, the best option is to contact your union, as the law around working temperature is ambiguous.
Excuses to work from home - 70% Search Increase
You might want to work from home due to sickness, childcare responsibilities, or other appointments you want to work around. All employees have the right to request flexible working by making a statutory application. However, if you’re hoping to work from home on a random Tuesday, your employer is not required to entitle you to that.
If you are ill, employers might believe you are too ill to work, so working from home is unfortunately not a fall back option in all companies.
Can you unsend an email? - 40% Search Increase
Mistakes can happen, whether that be a small typo or an email addressed to the wrong client or colleague. It’s important to remain calm and professional in these moments.
A little-known fact about Outlook is that you can recall an email, which essentially unsends it. The caveat is that it is only possible if both you and the recipient have a Microsoft 365 work or school email account in the same organisation.
So, if you send an email to the wrong colleague again, you can now recall it and forget it ever happened!
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