Hr Newtork Volume 16 Issue 1 by immags

Inspiring People Development

SEPTEMBER 2020 | VOLUME 16 ISSUE 1 A MEDIA AVENUE PUBLICATION | www.hrnetworkjobs.com

the engagement collection

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CONTENTS

COVER STORY Happy 15th Birthday Hr NETWORK Magazine: Hr NETWORK Magazine celebrates its 15th Birthday this month and Teresa Flannigan has been speaking to a number of industry professionals about the impact the magazine has made on the HR profession in Scotland since it was launched in September 2005.

CONTENTS

8 News 20 Stats

Salary Sacrifice

22 Employment Law Update

Law At Work discuss Flexible Working Requests

24 Feature Two

Welcome to Hr MARKET

28 The Bookshop

Latest bestsellers to be published

30 Feature Three

Business â€“ Instilling Kindness for Recovery

34 My LinkedIn

Alica Melvin, Client Engagement Manager, Jobtrain

36 Editor-At-large

The Forgotten. Time is running out!

40 Insights

42 5

Bereavement; Technology; Health & Safety; Remote Working Culture; Rewards & Benefits

46 Event Planner

Event Updates for 2021

CONTRIBUTORS

Founder and Publisher:

SAMANTHA MACKIE

Exploring Flexible Working Requests p. 22

Lee Turner lee@hrnetworkscotland.co.uk

Samantha is an employment solicitor with Law At Work

Senior Associate Editor: Andy Moore editor@hrnetworkscotland.co.uk

NEIL ARCHIBALD

Editor At Large: The Forgotten. Time Is Running Out! p. 36

Deputy-Editor: Teresa Flannigan editor@hrnetworkscotland.co.uk

Neil is a freelance business journalist who has previously held senior HR positions

DR SYED ZAKIR ABBAS

Editor-At-large:

Insight: How Employers Can Tackle Grief in the Post-COVID-19 Workplace p. 40

Neil Archibald editor@hrnetworkscotland.co.uk

Dr Abbas is the Chief Medical Officer at Unum

Editor’s Assistant/Admin: Marion Robertson editor@hrnetworkscotland.co.uk

ALISON CAMPBELL

Insight: Advances in Innovation and Transformation in Recruitment p. 41

Advertising/Sponsorship: Donna Turner advertising@hrnetworkscotland.co.uk

Alison is Associate Director of Search’s Call & Contact Centre

Design:

JAMES LONGLEY

Media Avenue Ltd

Insight: Eight Post Lockdown Office Offences p. 42

Hr NETWORK now available on:

James is the Managing Director at Utility Bidder

LinkedIn: http://uk.linkedin.com/in/hrnetwork1 ISLA SUTHERLAND

Insight: How To Develop a Company Culture When Remote Working p. 43

Twitter: www.twitter.com/HrNETWORKNews YouTube: www.youtube.com/user/hrnetworkscotland

Isla is the Client Services Manager at Sodexo Engage

Media Avenue Limited 18 Young Street, Edinburgh, EH2 4JB 0131 625 3267 www.hrnetworkjobs.com www.mediaavenue.co.uk

The views expressed in Hr NETWORK (SCOTLAND) are those of invited contributors and not necessarily those of Media Avenue Ltd. Media Avenue Ltd does not endorse any goods or services advertised, or any claims or representations made in any advertisement in Hr NETWORK (SCOTLAND) magazine and accepts no liability to any person for loss or damage suffered as a consequence of their responding to, or placing reliance upon any claim or representation made in any advertisement appearing in Hr NETWORK (SCOTLAND) magazine. Readers should make appropriate enquiries and satisfy themselves before responding to any such advertisement or placing reliance upon any such claim or representation. By so responding or placing reliance readers accept that they do so at their own risk. © Media Avenue Ltd. 2020

WELCOME

September 2020 that almost all of our ‘booked’ delegates from this year have agreed to transfer their bookings to May 2021. Thank you!

elcome to the September issue of Hr NETWORK, celebrating 15 years of the magazine in this first week of September. As the effects of COVID-19 still continues to bite the HR and business community across Scotland and the wider UK, we hope that this, our 90th edition of Scotland’s leading HR and people publication, offers a little distraction from a world that’s become unrecognisable in a very short period of time, before the coronavirus pandemic took hold. Hr NETWORK Conference & Exhibition 2021 We are disappointed, as are many of our delegates that as anticipated, our events calendar has been severely impacted by COVID-19 with our rescheduled Hr NETWORK Conference & Exhibition due to take place on 27th August 2020 now taking place in Edinburgh on Thursday 13th May 2021. We are delighted however

Hr NETWORK Annual Awards Gala Dinner 2021 The annual Gala Dinner which was planned to take place in Glasgow on Thursday 26th November 2020 has unfortunately had to be moved to Thursday 25th November 2021 however like the Conference & Exhibition, the prospect of welcoming everyone to this event which will by then have an even greater emphasis for us all coming together and share the many stories of our lockdown experience. This will be the first time in 14 years that we haven’t hosted an Hr NETWORK Awards Gala Dinner. Hr NETWORK Awards Nominations 2021 All nominations received ahead of the June 2020 deadline will be carried forward to the 2021 nominations process, which runs from 1st March to 31st May 2021. The Hr NETWORK awards planning team are currently in the process of notifying all nominators to offer them the opportunity to review and refine any nominations received ahead of the closing date this year. As I reported in the previous issue, we have managed to adapt the business to a new way of working and in doing so, we are more committed than ever to continuing to support the HR profession and keeping everyone updated on all the industry developments, news and activities. Launch of Hr MARKET We are extremely pleased to announce the launch on the 12th August 2020 of the brand new Hr MARKET platform. This fantastic new platform, is bringing together a world of business and networking opportunities, promoting and encouraging rich content through wonderful examples of best practice and with almost one hundred new

advertisers included in Hr MARKET already coupled with our plans to pivot the business and adapt to a very new way of working, the Hr NETWORK team and I are very grateful to all those business that have supported our new venture and we are very excited to watch Hr MARKET grow over the coming weeks and months. This Issue In this online edition of the magazine, Teresa Flannigan looks at Hr NETWORK magazine over the past 15 years, as the publication celebrates its 15th birthday. Editor At Large Neil Archibald looks at the issues faced by the many limited company directors who it would appear have had no formal support from the government during the lockdown. Many feel that time is running out for them and their employees, with no apparent support on the horizon. The regular sections of the magazine include: Stats and the Bookshop and Insights. I hope you enjoy your online copy of Hr NETWORK Magazine and look forward to welcoming you at one of the forthcoming events, when the lockdown as been lifted and we can all try to get back to our ‘new’ normal. Stay safe!

Lee Turner Publisher Contributors: Neil Archibald, Alison Campbell, Samantha Mackie. Hr NETWORK also available on: LinkedIn: http://uk.linkedin.com/in/hrnetwork1 Twitter: www.twitter.com/HrNETWORKNews YouTube: http://www.youtube.com/user/ hrnetworkscotland

NEWS

Timely launch of bereavement service to support businesses and employees The National Bereavement Service (NBS) has launched a grief support and counselling capability designed to enable its corporate partners to offer a dedicated bereavement support and counselling helpline to staff and customers.

on for a while and our team has undertaken specialist training to ensure we can offer the right help to callers, no matter what they’re going through. We have developed the service as a support and counselling triage in partnership with St Giles Hospice. Our team has undertaken training to ensure that we can offer callers the right help, no matter what they are going through. We can provide immediate help and support and, if we identify a need to refer people for further help, we can then refer them for assessment.

The move comes as concerns about the mental health issues surrounding the COVID-19 pandemic escalate, both for those directly affected by the virus and for those unable to plan or attend conventional funerals due to the lockdown. As companies ease their teams back into the workplace, the support and counselling service will be an important addition to staff wellbeing benefits, enabling employers to support their employees with a dedicated free-phone number, from 9am to 6pm Monday to Friday and 10am to 2pm on Saturday.

“The impact of the pandemic has made this kind of employee support more important than ever, because the effects of losing a loved one are amplified at this time by social distancing and an inability to say goodbye and grieve with friends and family in the usual way. Employers will be able to partner with us to offer professional support and counselling to their teams and customers on a flexible, informal, as-needed basis.”

Jean Watkins from NBS comments: “The support and counselling service is something we have been working

A not-for-profit organisation, NBS already works with a wide-range of companies such as John Lewis and Virgin Money, to provide tailored employee benefit packages for bereavement-based support and services, including will-writing, funeral packages and legal services. The service also works with charities and provides a free helpline and information to members of the public, providing practical advice and support on any aspect of what to do and how to cope when a loved one dies.”

17 per cent of CEOs are a wrong fit for their firm 17 per cent of CEOs are unsuited to the companies they lead, reveals research from Imperial College Business School. According to the study, which analysed the behaviour of 1,100 CEOs based on their daily schedules, CEO behaviour can be broken down into two categories: Leaders and Managers.

While managers focus on undertaking tasks and take a hands-on approach to their job, leaders prioritise high-level functions within an organisation. The research revealed that CEOs whose behaviour constitutes that of a leader generally run companies that are more productive and profitable. The researchers found this to be the case by comparing the performance of firms before and after appointing a CEO whose leadership style was closely aligned to the organisation’s mission and values and discovered that appointing such a leader resulted in an increase in sales after hiring. The study revealed that 17 per cent of CEOs are ultimately not suited to their

firm, largely thanks to the shortage of leader-type CEOs in the market, with the greatest difference in the supply and demand of this type of CEO in low- and middle- income countries. According to the researchers, this poor distribution could account for up to 13 per cent of cross-country differences in labour productivity. Stephen Hansen, Associate Professor of Economics at Imperial College Business School and lead researcher for the study, says: “The most important message is that there is no one-size-fitsall CEO. Modern machine learning methods applied to data on leadership can help identify CEO styles and how they match firm needs.”

NEWS

Revealed: The industries that are most confident about hiring new employees amid COVID-19 A new report by Nexus Global reveals the industries that are most confident about employing staff members during this turbulent time The data reveals that science and pharmaceuticals is currently the most confident industry for hiring new employees amid Covid-19, and travel, leisure and sport are the least confident industries. The current pandemic has thrown drastic obstacles in the way for UK businesses. Due to the shock to the economy businesses we’re forced to temporarily close. This has resulted in a growing number of companies starting to cut thousands of jobs and trade unions and business groups have warned that unemployment is going to surge as the government winds down the furlough scheme.

How can you help your employees to plan for their retirement?

Due to the harsh nature this entails for those seeking a job a new, ‘Business Confidence Report’ by Nexus Global reveals the industries that are most confident about taking on new recruits. Science and pharmaceuticals is the most confident industry about hiring new employees in the current turbulent climate.

Age Scotland’s virtual Planning For Your Future pre-retirement workshops support employees over 50 to proactively prepare for later life and cover topics such as money matters and tax, important legal issues, health & well-being and the many opportunities available in retirement.

However leisure and sport is the least confident about hiring new employees, scoring just 1 out of 10 in the survey.

Our virtual sessions are facilitated by experts including IFAs, solicitors, health & well-being practitioners and a life transition consultant and are available to anyone who would like to ensure they are prepared for retirement and later life.

Nexus Global surveyed senior managers in businesses across the UK to determine how confident they feel at present regarding the current economic climate. To determine the figures, respondents were asked (on a scale of 1-10) how confident they feel at present regarding the different aspects such as how confident do they feel about the overall health of their business, investing, business growth, launching new products and services to name a few. In regards to how confident businesses in different sectors feel about hiring new employees, see below:

98% of attendees would recommend the workshop to others and feedback has shown that they feel more comfortable talking to their employers about their retirement plans after attending our workshop. Age Scotland are experts in age-related issues and are uniquely positioned to provide independent and practical workshops to help organisations create age-inclusive workplaces. We’ve worked with over 200 Scottish firms to date and supported over 6,000 people.

Our next open virtual workshop will take place on 6th & 8th October 2020 For more information, please visit www.age.scot/planning-for-your-future or email workshops@agescotland.org.uk

UK businesses are the most confident about the overall health of their business, whereas they are least confident in the overall health of the country’s economy, which is unsurprising, given the circumstances we’re currently facing.

Age Scotland, part of the Age Network, is an independent charity dedicated to improving the later lives of everyone on the ageing journey, within a charitable company limited by guarantee and registered in Scotland. Registration Number: 153343 Charity Number: SC010100 Registered Office: Causewayside House, 160 Causewayside, Edinburgh EH9 1PR

Of all the sectors surveyed, law has come out on top as the most confident. The science and pharmaceuticals industry came a close second.

NEWS

More than 1300% increase in applications for some job roles Applicants are outweighing job vacancies, with increases as high as 1363% for certain roles in the four months from March to July, according to research from Search Consultancy.

for the same roles in March and July of 2020 and the results show staggering increases, in some cases by over 1300%. With demand shifting, Search has pivoted towards providing extra support for candidates with the provision of help and resources and in many instances helping them transition to completely new sectors.

The ratio of applicants applying for all available jobs has, on average, more than doubled during the pandemic when looking at year-on-year comparisons, with a major spike as the UK entered its fourth month of lockdown. Search Consultancy is a provider of recruitment and executive search services to UK businesses. On analysing the market shift over the course of the year with huge increases in certain roles, pointing to a shift from a candidate-led job market to a client-led one. Compared to the same period in 2019, the response-toapplication ratio from March 2020 – July 2020, showed an increase of 144% year-on-year.

From the start of the pandemic up until the end of June, Search’s specialist hospitality team placed more than 400 temps into healthcare roles, and provided care homes and hospitals with kitchen staff, ward assistants and porters to meet the demand. This was in addition to the 1,300+ health and social care temps that Search had also placed into key worker positions through its specialist healthcare division. Dominic Starkey, Search Group Marketing Director, said: “We are experiencing more than double the amount of applications to any job we post compared with last year. And for some roles, such as General Manager positions, the number of applications for advertised roles has jumped by over 1300%.”

The picture is more stark when comparing like-for-like application data from pre-lockdown with those towards the end. Search looked at the number of people applying

Safety first is the only way lockdown measures can be eased says shop workers union Shopworkers’ trade union Usdaw has responded to the Prime Minister’s statement by urging a safety first approach to easing lockdown measures. The union cautions non-food retailers not to open until they can guarantee staff and customer safety and urges them to adopt the joint advice agreed with the British Retail

Consortium (BRC). Usdaw is calling on businesses to work with trade unions to carry out risk assessments in workplaces before re-opening for business. Paddy Lillis – Usdaw General Secretary says: “Usdaw’s absolute priority is the safety of our members and we have emphasised safety first in all the discussions we’ve had with the Government. Non-food retail should only start trading again when expert public health advice agrees, but even then we must have a guarantee that the right policies and practices are in place to make workplaces safe. “The vast majority of our members are key workers in the food and pharmaceutical supply chain and we

have worked with employers to ensure that these essential services have been able to continue safely. As and when other retailers are allowed to open they must do so in a measured and safe way. We cannot afford to cut any corners. The last few weeks have laid bare the terrible damage this virus can wreak. “Usdaw and the British Retail Consortium have developed advice and guidance for the non-food retail sector on what effective safe distancing in the shops might look like. We would urge all high street retailers to study the joint advice and open a dialogue with Usdaw and the BRC on putting in place plans for adequate social distancing measures in their stores.”

NEWS

Scottish business secures exclusive rights to new online mental fitness resource Mind & Mission, the Scottish-based mental health consultancy, has secured exclusive rights to a groundbreaking online tool for assessing employee mental fitness in Scotland’s business community. The proprietary tool, developed by mental fitness specialist Cognomie, provides a mental fitness profile at individual, team, department or organisation level – providing invaluable insight for organisations to assess the mind of their organisation.

to deliver the highest quality programme of work, to drive performance and development and to measure those results in terms of engagement, productivity and return on investment. As a result of using the tool, Cognomie reports that 93% of employees feel they are more able to achieve professional goals; there is a 64% increase in engagement and 60% improvement in work performance. John Young, co-founder of Cognomie, said: “We’re delighted to be in partnership with Mind & Mission. The pandemic has highlighted the need for organisations to make the mental fitness of their employees a strategic priority. Working with the highly skilled team at Mind & Mission, we can now help organisations in Scotland to ensure their employees can perform at their best. The dynamism and professionalism of Mind & Mission make them the perfect partner to bring the Cognosis tool into Scotland on an exclusive basis.”

This strategic alliance between Mind & Mission and Cognomie will provide Scottish businesses with access to this well-invested, proven online resource which is already expanding globally. The ‘Cognosis’ report assesses an individual’s perception of their mental fitness split into three categories which enables an organisation to respond appropriately and use resources. Mind & Mission will leverage the technology and data to create accessibility and scalability for companies,

Inertia. Isn’t it time to question why your business continues to put up with your existing employment lawyer charging eye-watering sums of money to provide fuzzy and non-committal advice when an equally qualified, more engaged and cost effective provider is out there? Hell yes, it’s time. lawatwork.co.uk

To find out how we are disrupting the market with expert, value for money advice, email info@lawatwork.co.uk or call 0141 271 5555 to arrange an appointment.

Artwork Client: LAW

Doc: 1-00103292.005 LAW Inertia Motherwell FC Prog (120x165) AW

Project: Motherwell FC Prog

Size: (120)mm x (165)mm

A/C: Alice

AW: RB

NEWS

Longer working hours have become the new norm NordVPN Teams Analytics previously observed that employees had been working longer hours in the wake of the global COVID-19 pandemic and the global increase in remote work. New data from NordVPN Teams shows that people in the US and UK have settled into a habit of working 3 and 2 hours more a day, respectively.

The US increased their average working week by almost 40%, adding an extra 15 hours (more than one extra work week per month) — the largest jump worldwide in April. This directly correlated to mandated remote work during the COVID-19 pandemic. According to NordVPN Teams, almost 4 months later, US employees are still spending 3 hours longer on business VPNs per day, while employees in the UK are still working 2 hours longer. On the other hand, France, Canada, and Spain are back to their pre-quarantine working regime, although previous data showed a 2-hour increase in working hours. This could be related to the fact that employees are at least partly back to the offices in most European countries so working time has also stabilised. “The data has also revealed that the UK seems to start work an hour later than before the quarantine, but both the US and UK tend to work late.

We also see that there is no significant drop in the usage of business VPNs during lunch time, which might suggest that lunch breaks have become shorter,” explains Juta Gurinaviciute, Chief Technology Officer at NordVPN Teams. The usage of business VPNs skyrocketed in April, which coincided with a widely-reported spike in the usage of home networks and devices, many of which might lack the protection necessary for secure remote work. “The sharp increase in cloud and remote access VPNs continues. Companies have taken action to get people to work online as fast as possible, but the new challenge is also to make sure they work as securely as possible. A recent Gartner survey found that more than 80% of company leaders plan to have their staff work remotely at least part-time,” says Juta Gurinaviciute, CTO at NordVPN Teams.

At least 25% of small businesses earn more because of better ICT skills Small businesses and the selfemployed are more likely to earn more if they use ICT more often, finds new research from Trinity Business School. According to the research from Professor Andrew Burke and Dr. André van Stel, the earnings of small businesses or the self-employed rise with their level of ICT use. The research found this to be the case at least 25% of the time. However, the researchers also found a negative relationship between the length of time an entrepreneur has been running their business, and the likelihood of them adopting ICT skills. According to the research, this

inevitably resulted in lower earnings for the reluctant business owner.

face-to-face interactions being replaced with digital engagement.

Finally, the researchers found that there is an optimal level of ICT use for solo self-employed workers. According to the Trinity professors, their research found that those who spend too much time using ICT fail to leave time to maintain networks or visit clients.

Professor Andrew Burke, Dean of Trinity Business School and Chair of Business Studies, says: “For years now, digital skills have been needed to participate in today’s modern societies and to improve one’s economic situation. But, taking into account the current pandemic, our findings have clear implications for what is, and will continue to be, the ‘new normal’ in business. It will become more important than ever before to adjust quickly to digital ways of working.”

The research therefore suggests that solo self-employed workers should allocate at least some time to offline working – to ensure optimal ICT use. According to the researchers, the impact of COVID-19 on business operations makes this research more relevant than ever before, with

This research was recently accepted for publication in the Journal of Business Research.

NEWS

Scott Group appoints Gill Gorman as Group HR Director Leading pallet and industrial supplies business, Scott Group has appointed Gill Gorman to the newly established position of Group HR Director. Gill brings more than 25 years of HR experience gained across a diverse range of sectors. After completing Post Graduate studies in HR Management, Gill advanced her knowledge and expertise across several senior roles in large scale, multi-location, organisations including Scotbeef, Royal Mail and the Co-op. Most recently, Gill has been working as a consultant providing HR support to a portfolio of businesses. She is also a trustee of the Donaldson Trust which is a charitable organisation supporting the education of neurodivergent young people.

How does the largest employer in Scotland manage its recruitment?

Used by organisations across the UK and beyond, the Jobtrain applicant tracking system manages the entire recruitment and onboarding process. Our expertise and technology empowers a wide variety of organisations across Scotland, including: NHS Scotland, Glasgow Airport, Aberdeen Airport, Quarriers, Dumfries and Galloway Housing Partnership and Teleperformance. Based in the heart of Glasgow, we support our clients with a highly experienced and locally based team.

Gill will lead the business HR teams, and as part of the senior management team, she will be responsible for defining and driving forward Scott Group’s people strategy, enabling the company vision and values to be brought to life.

"Jobtrain have, throughout the entire programme, shown a clear focus on delivery. With the customer at the heart and with a very positive "Can do Attitude", Jobtrain have been flexible to meet the size, complexity and scale of NHS Scotland."

Norman Scott, Owner and Group Operations Director, said: “Gill’s diverse, senior-level experience is fantastic and we are delighted to welcome her to the business. Attracting someone of Gill’s calibre into the role is a great endorsement of our commitment to our people and our ambition to strengthen our reputation as an employer.”

Fast set-up

Alan Gibson, Managing Director, Scott Pallets added: “Having grown to become a national multisite organisation over the last 35 years we believe our continued success will be entirely dependant on our people. Investing in developing and implementing an ambitious people strategy is our number one priority. We are excited to have Gill on board to lead this work.”

Flexible platform

Fantastic service

NEWS

Brand new networking and search platform launched to support HR professionals Hr NETWORK recently announced the launch of Hr MARKET, the brand new search and networking platform for HR professionals across the UK. Designed and developed completely during the COVID-19 lockdown by Media Avenue, the publishing arm of Hr NETWORK magazine, Hr MARKET offers free searching of a wide range of product and services as well as extensive networking opportunities across the platform. “Hr MARKET is an exceedingly dynamic, innovative and responsive networking tool designed to help HR and business professionals across the UK source and connect with a wide range of service & product providers, jobs, events, charities, consultants and the lifestyle section showcases a range of options from eating out to travel”, said: Hr NETWORK’s Lee Turner.” Lee went on: “With the rapid increase in the digital experience market due to remote working models being implemented across the UK, as well as the huge impact on Hr NETWORK as a business and not being able

to host our events from which we generate most of our income, the need to flip the business model and create a high-quality digital experience for our community, including our sponsors and commercial partners, was essential.” “The impact of COVID-19 is only going to heighten the demand for more digital experience market products and we knew we had to act fast in developing an effective tool to be able to support our community in the absence of all our usual events and gatherings”, Lee said.

Watch out for burnout!

The launch of Hr MARKET offers the HR and business community across Scotland and the wider UK the chance to discover a world of business and networking opportunities and in doing so, driving an agile digital transformation for Hr NETWORK and it’s survival out of the COVID-19 pandemic. Hr MARKET is both a timely and comprehensive response to the needs of the community it serves, the market in which it operates and the new world of digital experience.

diseases as an ‘occupational phenomenon’ which results from chronic workplace stress that hasn’t been managed effectively. A survey by LinkedIn and the Mental Health Foundation, carried out mid lockdown, found that three quarters (75%) of HR leaders believe the risk of employee burnout is increased potentially as a result of a new culture of ‘e-presenteeism’.

Legal & General’s Not A Red Card (NARC) Ambassador and two-time Olympic gold swimming champion Rebecca Adlington OBE will focus on burnout at this year’s REBA Employee Wellbeing Congress. This comes in response to reports that mass homeworking is leading to a new culture of “e-presenteeism”, whereby employees feel obliged to be online as much as possible, even outside of work hours and when they are feeling unwell.

Vanessa Sallows, Claims and Governance Director at Legal & General Insurance, commented: “While burnout isn’t a medical condition as such, there’s the risk that it could lead to illness, such as depression. Consequently, employers need to be alert and help prevent this happening through a combination of surveys and mood trackers, cultural practices – and better communication of existing benefits to ensure improved engagement and usage of mental health support services included as part of group income protection, for instance.”

Rebecca commented: “There are clear parallels here with the world of sport. Many Olympians and elite athletes experience burnout. They try to ramp up efforts when they are just not seeing results, training harder and longer.” Burnout was added last year by the World Health Organisation (WHO) to the international classification of

NEWS

Research highlights importance of a fit-for-purpose Brexit immigration system With research revealing a stark increase in UK talent migrating to EU countries since the referendum, the Association of Professional Staffing Companies (APSCo) has warned that the lack of viable options for highly skilled professionals will exacerbate the UK’s loss of valuable talent.

remain in place, the fact that an individual has to have a job offer and be sponsored by a licensed entity means this route isn’t viable for independent professionals seeking multiple contract opportunities. Additionally, the Tier 1 Global Talent visa is extremely limited in scope so is just not suitable for most independent professionals.”

Joint research between the Oxford-in-Berlin partnership and the WZB Social Science Centre, also in Berlin, which studied OECD and Eurostat data, revealed a 30% increase in migration from the UK to the EU between 2016-18 following the referendum.

“The consequences this could have on resources for some of the country’s critical sectors is concerning. With on-going skills shortages across the likes of life sciences, engineering, technology and construction, there needs to be a sustainable pool of talented resources available. And to have access to this, we need an immigration system that recognises that the UK’s ability to attract world class brands to set up business here and to negotiate advantageous trade deals after the Brexit transition, pivots on access to international skills and a flexible workforce.

Tania Bowers, Legal Counsel and Head of Public Policy at APSCo commented: “The current immigration system simply isn’t fit for purpose and the fact that migration has increased since the vote suggests we’re on track for a real resourcing challenge in the very near future. As we lose talent to other EU destinations, our reliance on international resources increases. But there is little to support and encourage contract workers to make a move to the UK for work after the transition period ends, which is a real concern given that so many sectors rely on a globally flexible workforce. While Tier 2 visas

“APSCo has asked to be part of the stakeholder group which will be consulted on the independent worker visa plans over the coming year and will be pushing hard to ensure that it allows a route for independent skilled professionals.”

New study reveals 75% of companies not expecting furloughed staff to return New research from leading recruitment platform Occupop has revealed the majority of employers believe they will lose furloughed staff permanently due to career changes and health concerns that have arisen since the pandemic first took hold. Occupop’s 2020 HR Benchmark Report found that 75 per cent of HR managers and CEOs feel furloughed staff will not return to work once their company has reopened fully. In addition to this, the study also revealed 27.5 per cent feel that staff might not go back due to health concerns.

The report also found that: • 37.5% of respondents think recruitment will increase by 25% in the coming months despite COVID-19 • 69% of HR Managers and CEOs said they would be open to hiring and completing the recruitment process completely remotely • 74 per cent of respondents are happy to accommodate a combination of on-site and remote work where possible, to ensure they are attracting top talent These findings indicate a significant overhaul of the future of work and the

recruitment space. In addition to this, the figures demonstrate many companies are now adopting new strategies to continue the transition to a hybrid-working model, which will enable staff to work both in the office and remotely. According to a survey conducted by O2, ICM and YouGov, 81 per cent of UK-based respondents expect to work from home at least one day a week going forward. The transition to digitising workplaces, adopting new tools and going paperless was also prevalent in the report, with Zoom and Microsoft teams the platforms of choice for maintaining effective communications

FEATURE

BY TERESA FLANNIGAN 16

FEATURE

ith over 90 issues published since 2005, totaling in excess of one million individual printed copies, Hr NETWORK magazine is celebrating its 15th birthday this month and despite the recent challenges brought on by the COVID-19 pandemic, the magazine and those associated with it continue to go from strength to strength. Here, Teresa Flannigan looks back over the past 15 years, and how it was all made possible!

“I remember it as if it was yesterday”, says founder & publisher of Hr NETWORK magazine, Lee Turner. “I had this idea for a dedicated HR magazine for Scotland and just decided to go with it until I either ran out of ideas or inspiration or both, whichever came first”, he said.

“I wish to offer my sincere gratitude to everyone who has worked so hard to get the magazine to where it is today,” enthuses Lee. “Without all the many supporters, it would simply not have been possible to have achieved the success we have enjoyed and ensured a sustainable publication and network which has become hugely respected across the Scottish people profession.”

Thankfully Lee’s ideas and his inspiration gathered momentum and today, to say that Hr NETWORK magazine is simply a part of the HR community in Scotland, is somewhat of an understatement. The magazine has gone from strength-to-strength from its content, contributors, advertisers and events.

But what has 15 years meant to those who have been involved with the journal? Fiona Nicholson, a content and communications specialist had this to say about Hr NETWORK magazine. “My PR clients in the HR sector cannot speak highly enough of Lee and the magazine, with regard to the coverage he has given their business and his on-going commitment to supporting them and the HR community.”

We would use up our entire word count to list each and every contributor, sponsor and advertiser – yet we bestow a huge thank you to all those that are still supporting the magazine 15 years on and despite the current and far reaching impact of COVID-19, including: Roffey Park Institute; Search Consultancy; Talent Solutions Right Management; Strathclyde Business School; Law At Work, LHH, Navigator Employment Law, ScottishPower and Taranata Group.

Fiona added: “I’ve worked with Lee on different occasions, both when he commissioned me as a freelance writer for Hr NETWORK magazine and also in connection with my PR clients and Hr NETWORK magazine is rightly respected as being the industry publication that counts

FEATURE

most with the HR sector in Scotland. The magazine’s events are all high profile and are so well attended, with the best speakers.” One industry expert who was a regular contributor to the magazine from the beginning until 2015 is qualified Barrister, Toni McAlindin, a lady well-prepared to roll up her sleeves, commenting on most areas of employment law. She said: “I was involved with the magazine since its inception. Lee and I had coffee one day and spoke for hours about how great it would be to have an HR magazine for Scotland.” Toni ‘loves’ the fact that the magazine covers a wide range of areas, nothing too long but topical and interesting. She says: It’s always great to see faces you know adding that the ‘contributor calibre’ is very good and the topics are ‘totally up to date and inspiring’. “I think it is important there is something in Scotland for HR professionals. I don’t mean this in a nationalistic way as I think the same is true for other areas of the UK. We are just too far away from London, and no national periodical can cover local issues in this kind of depth,” she reasons. “And of course the magazine was the start of the annual awards ceremony, the annual conference, the recruitment site and all the other hugely successful events that have followed. It’s a marvellous networking tool offering great opportunities and the 800 guests at the awards ceremonies each year are a testimony to that.”

who have worked tirelessly during this period and we are hoping to celebrate their achievements with an event for them soon! Many businesses have become stronger in the face of adversity but many have also fallen foul of the effects of this incredible pandemic.”

Hr NETWORK magazine was originally only a hard copy publication and it was hoped that it would enrich the in-trays of practitioners – yet it has gradually seen a growing demand for a digital version too. That’s why the magazine went online also in 2008.

The magazine’s ability to keep up with the pace and scope of change in the fast-moving HR sector is testament to the depth and breadth of its content. From recruitment to talent management and reward, the publication is equally adept at tackling grass roots and transactional issues within HR functions – right through to more modern topics.

Due to the COVID-19 pandemic, the magazine has taken on an even greater role digitally, offering readers a uniquely interactive and extensive knowledge sharing experience, which has been integrated with the full suite of Hr NETWORK’s social media channels.

Theme’s that the magazine has covered include: Flexible Working, Mental Health, Social Mobility and HR Tech – just a few of the topical lead features that have been popular in recent issues.

During the past 15 years, readers and the magazine have stuck together as the world has weathered the most difficult economic conditions known, as Lee adds: “We thought the 2008 recession was difficult to navigate but the impact we have felt from COVID-19, not only on our working lives but our family lives has been incredible and we hope that Hr NETWORK has offered even a small sense of connection and community to those stranded at home with the lockdown.”

The magazine’s content over the last 15 years has included some regular features, including News, Stats, ELU (Employment Law Update), Editor At Large and the Insights section to name just a few. Many believe the magazine has heralded a transformational change to the HR profession in Scotland itself establishing the ‘Network’, which over the years, with the conference and the awards, has broken new boundaries. The magazine also contributes to wider professions in Scotland, not just HR, by having a very inclusive style, providing easy to

Lee went on: “It’s a very tough time just now for all businesses and those in the HR sector are no exception. We are extremely proud of everyone who has rallied and withstood the coronavirus storm, especially our ‘HR Heroes’

FEATURE

“The ‘wow’ factor given to HR people in Scotland without a shadow of a doubt comes from Lee and his superb team of professionals with the magazine. The publication consistently can be depended upon for superb copy and a ‘must have’ for all those who really want to come to appreciate what the HR scene in Scotland is about!” Alastair McFarlane

understand analysis of complex employment issues. It also engages with key figures in the Scottish (and wider) HR scene, who are now so familiar that it contributes to feeling part of an inclusive ‘family’.

and support HR professionals of the future. I would like to say a big thank you again to everyone who has helped us since 2005.” The final word goes to the late Alastair McFarlane who wrote affectionately about Hr NETWORK before he passed away: “The ‘wow’ factor given to HR people in Scotland without a shadow of a doubt comes from Lee and his superb team of professionals with the magazine. The publication consistently can be depended upon for superb copy and a ‘must have’ for all those who really want to come to appreciate what the HR scene in Scotland is about!” Alastair McFarlane

Many senior industry professionals also believe the magazine has clearly filled a gap in the market, having a strong Scottish focus, charting its own course, looking at things differently, which has given it a freshness. One such fan and long term supporter of Hr NETWORK magazine before he sadly passed away in November 2019 is the late Alastair McFarlane, a career HR professional respected across the HR community. “Alastair loved the magazine and when it didn’t arrive on time in the post, he would phone me to ask when it was coming”, Lee said. He went on: “Alastair was always so enthusiastic about the magazine and loved contributing to the features on a regular basis.” Looking ahead, what will be on the cards for the magazine over the next 15 years? The year 2035 might appear light years away – yet they are sure to evolve as rapidly and dynamically as the Scottish economy over the past 15 years. One important development within the magazine and the ‘network’ was the recent launch of Hr MARKET, a brand new networking and search platform, smart phone optimised and enabled for easy access to a wide range of HR & business product and services providers as well as providing news, events, jobs and insights on charities. Lee Turner sums up the impact of Hr NETWORK during the past 15 years by saying: “We look forward to working with our partners, sponsors and contributors with equal enthusiasm and pride over the next 15 years. Hr NETWORK aims to build on the success of the past

Hr NETWORK Magazine – Celebrating 15 years of supporting the HR profession • Founded: 2005 • Number of issues: 90 • Over 1 million individual copies published • Number of dinners, conferences and events: 14 Awards Dinners raising over £150,000: 12 Conferences and 18 Hr40 Dinners • Print and digital: The magazine went online in 2008 • Key features: News, Stats, Employment Law Update, and Insights section

STATS

Salary Sacrifice: British employees would take a £2,665 pay cut to avoid going back to their place of work • 36% of employees say they will request to continue working when the pandemic ends • Nearly half say they have been more productive working from home than at their usual workplace • 41% of respondents do not believe handshakes will ever return to the work environment • 65% think the elbow tap should replace the handshake Saving money on the daily commute, no need to worry about what to wear and no office politics to deal with… are just a handful of benefits to working from home (WFH). Many Brits have been forced to adjust to WFH conditions, creating a major shift in their daily routines. However, a change in working environment is good for the soul, thus, may also increase productivity amongst employees and employers alike. Considering some of the cost-saving benefits of WFH, would employees actually forfeit a portion of their salary in order to continue working from home? Insolvency Support, a provider of business support, tips and resources, conducted a survey of 3,000 employees to evaluate attitudes toward altered working environments, given the current circumstances. Overall, it was found that the average employee would take a £2,665.62 pay cut per year in order

to continue working from home when the pandemic ends (£222 per month). Additionally, it was found that over a third of employees (36%, to be precise) say they will be requesting to continue working from home, even after it is declared safe to return to their usual place of work. It could be likely that many employees will grant these requests given that 44% of employees also say they have actually been more productive working from home as compared to their usual place of work. Due to social distancing practices, it seems the days of high-fives and handshakes with your co-workers are over. In fact, 59% of respondents do not think handshakes will ever return to the work environment. 65% of respondents say the elbow tap should take over. This was followed by the simple nod greeting (28%), foot tap (5%) and bow (2%). 59% of employees say no daily commute is the best thing about working from home, followed by saving money on transport (16%). An additional 14% say the best part is not having to wear business attire, 5% saving money on lunch/after work drinks, and 5% said no office politics. Lastly, almost 2 in 3 workers say since they started working from home, their bosses have had a more friendly and relaxed attitude towards employees. Once again, considering the challenge of having to adjust to WFH conditions, it makes things easier to have your employer on your side!

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. • Constructive external engagement with policy makers and practitioners. Make Strathclyde your destination.

www.strath.ac.uk/business

* CIPD is the professional body for HR and people development. SBS are proud to be offering programmes in conjunction with CIPD (previously IPD and IPM) for almost 70 years.

BULLYING & HARASSMENT

DATA PROTECTION

DISABILITY

DISCIPLINE & GRIEVANCE

DISMISSAL

EMPLOYMENT TRIBUNALS

EMPLOYMENT LAW UPDATE

Exploring Flexible Working Requests By Samantha Mackie, Law At Work With unprecedented levels of flexible working requests due to COVID-19, employers must be prepared to consider what is required when an employee makes a request for flexible working. Here, Samantha Mackie, an employment solicitor with Law At Work explores the key questions on flexible working. 1. Can an employee make a flexible working request?

• Specify the change that the employee is seeking and when they wish the change to take effect

The provisions of the Flexible Working Regulations 2014 permit anyone to make a flexible working request: • Irrespective of their contracted hours of work

• Explain what effect, if any, the employee thinks the change would have on the employer and how any such effect could be dealt with • The request must also state whether the employee has previously made an application to the employer and, if so, when?

• Who is an employee rather than a worker • Who has more than 26 weeks continuous service • Who has not made another request in the previous 12months However: It’s important to note the legislation does not create a legal right for the employee to work flexibly, but it does set out how a request can be made by the employee and what an employer must consider. 2. How can an employee make a flexible working request?

3. What kind of change can be applied for? The scope for change is wide. Examples of the common types of requests are: • A change to the hours an employee may work. For example, employees working from home may wish to propose a request working longer hours, perhaps accounting for their travel time but over fewer working days.

The legislation requires the process of considering a request to be concluded within a 3-month period from the date of the application. An employee’s application must:

• A change to the times when they are required to work which may become more popular across a wider range of sectors with a suggested staggered approach to working hours post lockdown.

• Be dated and in writing

• A change to the place of work such as between their home and any of the employer’s workplaces or to be permanently based at a workplace closer to home.

• State that it is an application made under the statutory procedure

EMPLOYMENT LAW UPDATE

There are only 8 specific grounds that an employer can legally rely upon to refuse a request which are still proportionately applied as we move through the phases of eased lockdown restrictions and towards the new flexible furlough scheme:

legislation and/or discrimination could give the employee grounds to succeed in a constructive dismissal claim. Therefore, if one of the refusal reasons is unreasonably relied upon, this could result in significant risk for the employer. 6. Flexible working requests in a post-lockdown workplace • Trial periods

• Detrimental effect on ability to meet customer demand;

Implementing a trial period allows both employers and employees to investigate what flexible working adaptations may be suited to any new change in their business direction. Where there has been agreement from both parties, the only lawful way to ‘reverse’ a flexible working request is to enter another consultation process and seek expressed agreement. Using a trial period allow the proposal to be observed practically before committing to a permanent contractual change.

• Inability to re-organise work among existing staff; • Inability to recruit additional staff; • Detrimental impact on quality; • Detrimental impact on performance; • Insufficiency of work during the periods the employee proposes to work;

5. W hat are the risks associated with refusing a request?

An employee whose flexible working request has been rejected may also have grounds to raise a discrimination claim. For example: A male employee whose flexible working application for childcare purposes has been turned down may argue that the employer would not have turned down a similar request from a female employee.

Flexible working requests are likely to be on the rise and may benefit both employees and employers. More employees across various sectors may look to depart from the traditional Monday – Friday, 9-5pm working week, in favour of a more fluid approach to their employment obligations. It is still yet to be seen whether any long-term financial implications of COVID-19 can be reduced by reaping the benefits of modern working practices. However, from an employee relation’s perspective, flexible arrangements may bring a breath of fresh air to workplace practice in the future. For further information, please visit: www.lawatwork.co.uk

WORKING TIME

If an employee is particularly aggrieved by the rejection of their flexible working request, then they could resign and claim constructive dismissal. A failure to comply with the flexible working

7. Can flexible working help business in the future?

TUPE

Compensation that may be payable from a discrimination claim is unlimited and the employment tribunal can delve much further into the business reasons for the employer’s decision to refuse a request. These two factors make a discrimination claim potentially much more significant than a claim for a failure to comply with the flexible working legislation. We would therefore encourage employers to take an informed approach and seek legal advice if there are discrimination concerns.

It is important for employers to be mindful that they cannot make a judgement on which employee, in their eyes, has made the most deserving request. Instead each request must be assessed on its own merits, with the business objectives in mind. If an employer finds they are juggling many flexible working requests, it would be advisable to consider the requests in the order they are received. Depending on the size of a company, an employer might find it better from an employee relations perspective to consult with all the employees who have made requests within the same time period to see whether there can be a working compromise from everyone.

TERMS & CONDITIONS OF EMPLOYMENT

An employer will at least need to show that one of the grounds applied, which may be more difficult to achieve if the employee’s role was carried out successfully from home for a significant period due to the coronavirus outbreak.

• Dealing with multiple requests at one time

REDUNDANCY

• Planned structural changes effecting the organisation of the team

MATERNITY & PARENTAL RIGHTS

• The burden of additional costs;

HEALTH & SAFETY

4. Do employers need to accept flexible working requests?

FEATURE

Pivoting the business to help HR professionals embrace the new world of digital experience By Teresa Flannigan

FEATURE

ver the past five years, we’ve seen a huge shift with HR embracing the digital transformation revolution with a ‘slowly but surely’ attitude and building confidence levels in the use of technology, however COVID-19 has most certainly provided a quantum leap for many HR professionals and their willingness to learn as much as there is to know about a world in the clouds, that only ever seemed to appeal to the ‘geeks’ among us.

The Hr NETWORK business is no exception to the effects of COVID-19 and the publishing arm of the organisation Media Avenue Limited, which relies on hosting large industry events including the Hr NETWORK Conference & Exhibition and the Hr NETWORK National Awards, has seen a huge drop in revenue since March this year.

Since the start of the pandemic and a huge increase in digital technology use, with millions of remote meetings taking place around the world on a daily basis, video communications provider Zoom has recently reported an increase in users of their platform of almost 360%, taking revenue from $200M to $328M in a matter of months.

With social distancing guidelines likely to be in place for the coming months, like many other businesses that have had to think about a Plan B – pivoting the Hr NETWORK business is just what has happened. Hr NETWORK has recently announced the launch of Hr MARKET, the brand new digital search and networking platform for HR professionals across the UK.

The ability to transform HR & business practices as we know it and the opportunities it offers, is truly mind blowing! But how far is the HR profession willing to go to make life so much easier by fully embracing this rich new digital world? Just like in the saying ‘Talk is cheap’, whilst it’s one thing to talk about a digital HR transformation, it’s an entirely different thing to do it!

Designed and developed completely during the COVID-19 lockdown by Media Avenue, the publishing arm of Hr NETWORK magazine, Hr MARKET offers free searching for a wide range of product and services as well as extensive networking opportunities across the platform.

There is no doubt however that we are working in a far more digitally savvy environment due to the outbreak of the coronavirus and the subsequent lockdown restrictions placed on employers to ensure that their staff remain safe and continue to work remotely, to avoid contracting the virus.

Low cost listing packages are available for advertisers who wish to promote their products, services, jobs, and events including webinars and options range from one listing for one month to 10 or 50 listings for 12 months for advertisers with a higher level of activity.

Businesses have been hit exceedingly hard by the coronavirus outbreak and many are likely to be facing a sudden and dramatic drop in revenue. Many others, who were caught out by the pace of the pandemic and unable to pivot their business, have sadly run out of time and have found themselves closing their doors for the final time.

A list of early adopters of the new Hr MARKET platform from across the UK business community includes: • • • •

Roffey Park Institute Search Consultancy Talent Solutions Right Management Law At Work

FEATURE

• LHH • Sterling Lexicon • Strathclyde Business School • Navigator: Navigator Employment Law • Taranata Group • Johnston Carmichael • Jobtrain • edo MIDAS …and many more!

we generate most of our income, the need to flip the business model and create a high-quality digital experience for our community, including our sponsors and commercial partners, was essential.” “The impact of COVID-19 is only going to heighten the demand for more digital experience market products and we knew we had to act fast in developing an effective tool to be able to support our community in the absence of all our usual events and gatherings”, said Lee. Some of the Hr MARKET benefits and features include:

“Hr MARKET is an exceedingly dynamic, innovative and responsive networking tool designed to help HR and business professionals across the UK source and connect with a wide range of service & product providers, jobs, events, charities, consultants and the lifestyle section showcases a range of options from eating out to travel”, said: Hr NETWORK’s Lee Turner.”

• Connecting HR people with a world of business opportunities • A dedicated network for showcasing your products and services • Easy to use with powerful search features • Introduce your key people to HR professionals • Share your activity, news and stories • Promoting latest jobs, events & webinars • Highlight all your social media activity • Be part of a thriving, dynamic and exciting community

Visitors to the site will discover a really vibrant platform with exceptional search capability. Simply entering the type of services or products, i.e. leadership development or talent attraction in the search field will produce a range of providers in this sector, all showcased in their own dedicated profile listing complete with a background on the business and their services, key people within the organisation and full embedded social media platforms to track their communities and activity.

Turner added: “With the rapid increase in the digital experience market due to remote working models being implemented across the UK resulting from the lockdown, as well as the huge impact on Hr NETWORK as a business and not being able to host our usual events from which

Hr MARKET is both a timely and comprehensive response to the needs of the community it serves, the market in which it operates and the new world of digital experience.

THE BOOKSHOP

BETWEEN the LINES The Mum Who Got Her Life Back

Coronavirus: A Book for Children about Covid-19

By Fiona Gibson

When her 18-year-old twins leave for university, single mum Nadia’s life changes in ways she never expected: her Glasgow flat feels suddenly huge, laundry doesn’t take up half her week, and she no longer has to buy ‘the Big Milk’. After almost two decades of putting everyone else first, Nadia is finally taking care of herself. And with a budding romance with new boyfriend Jack, she’s never felt more alive. That is, until her son Alfie drops out of university, and Nadia finds her empty nest is empty no more. With a heartbroken teenager to contend with, Nadia has to ask herself: is it ever possible for a mother to get her own life back? And can Jack and Nadia’s relationship survive having a sulky teenager around?

I’ll Find You By Liz Lawler

Emily Jacobs wakes up in the night after a minor operation, woozy with anaesthetic. She sees the doctor frantically trying to resuscitate the woman in the bed next to her. In the morning, she is told that she must have had a nightmare. That the bed has been empty all along. When Emily returns to her work as a nurse, she discovers a bracelet that she believes belonged to the missing woman. She becomes convinced the people at the hospital are hiding a terrible secret. What if she’s right? What else could they be capable of?

By Elizabeth Jenner, Kate Wilson and Nia Roberts Engagingly illustrated by Axel Scheffler, this approachable and timely book, now available for the first time in print paperback, helps answer these questions and many more. Fully updated, it provides clear explanations about COVID-19 and its effects – both from a health perspective and the impact it has on a family’s day-to-day life. With input from expert consultant Professor Graham Medley of the London School of Hygiene & Tropical Medicine, as well as advice from teachers and child psychologists, this is a practical and informative resource to help explain the changes we are currently all experiencing.

Finding Freedom – Harry and Meghan By Omid Scobie and Carolyn Durand When news of the budding romance between a beloved English prince and an American actress broke, it captured the world’s attention and sparked an international media frenzy. But while the Duke and Duchess of Sussex have continued to make headlines – from their engagement, wedding, and birth of their son Archie to their unprecedented decision to step back from their royal lives – few know the true story of Harry and Meghan.

The Guilty One

By Lisa Ballantyne Daniel Hunter has spent years defending lost causes as a solicitor in London. But his life changes when he is introduced to Sebastian, an eleven-year-old accused of murdering an innocent young boy. As he plunges into the muddy depths of Sebastian’s troubled home life, Daniel thinks back to his own childhood in foster care – and to Minnie, the woman whose love saved him, until she, too, betrayed him so badly that he cut her out of his life. But what crime did Minnie commit that made Daniel disregard her for fifteen years? And will Daniel’s identification with a child on trial for murder make him question everything he ever believed in?

FEATURE

BUSINESS

LEADERS

FEATURE

must instil

kindness for COVID-19 recovery

Over a third of UK workers want to see optimism from their leaders.

FEATURE

hat’s the view from workers following a new survey conducted by Hall & Partners of 1,500 global employees, which has found that harder characteristics are most important when displaying kind leadership in a crisis. The findings demonstrate how courage changed from the least to the most important characteristic, when comparing a crisis to ‘normal’ work scenarios. out on top. This indicates how the current pandemic, has redefined kindness and create a tougher stance that is needed for future leadership success.

The survey also revealed that over a third (38%) of UK workers consider optimism to be the most important leadership quality when recovering from a crisis, and this is supported by almost a third (32%) of the global workforce.

However, the requirements from kind leaders change as we progress through different stages of a crisis. Almost three quarters (74%) of people agree it’s more important to be adaptable rather than rallying, suggesting the workforce looks to leaders to respond effectively, rather than expecting outright motivational talk when in the middle of navigating a crisis.

These findings have been inspired by a unique collaboration between Saïd Business School, Global Thinkers Forum, Women of the Future and Hall & Partners, which has looked at the value of kind leadership in a crisis, compared with ‘normal’ everyday work and beyond.

Meanwhile, 62% of employees said it’s more important to be optimistic rather than candid and 69% agree it’s more important to be resilient rather than compassionate. This indicates the traditional ‘softer’ view of kindness takes on different forms as crises develop over time and people change what they look to their leaders for in recovery.

Leadership in a crisis can take many forms, but importantly, kindness is found to underpin any and every response required to help an organisation successfully navigate the current pandemic and to keep staff happy and engaged.

As we look forward to recovery and with the potential global threat of a second wave approaching, leaders and businesses need to adapt and move quickly to embrace optimism as a key part of long-term recovery plans.

Kind leadership creates long-term loyalty As we look forward to recovery and with the potential global threat of a second wave approaching, leaders and businesses need to adapt and move quickly to embrace optimism as a key part of long-term recovery plans. With 58% of the global workforce believing that the kind actions taken by their company during this crisis has made them want to stay for longer than they originally planned, this indicates the power of kinder human responses in establishing greater employee engagement and loyalty. To understand the true meaning of kindness in leadership and its resonance now, and particularly as businesses prepare for the next stages of recovery, Marc Ventresca, Associate Professor of Strategic Management at Saïd Business School and Governing Body Fellow at Wolfson College, University of Oxford, shares his definition of kindness: “The work of leading with kindness starts from empathy, engages complexity, context, and contradictions, and then acts with discipline and respect to address the near-term and with priority for a sustainable, inclusive longer-term.”

Courageous and resilient leadership is needed in a crisis In a crisis, people shared what they consider to be the most important attribute of kind leadership, which changes significantly when comparing to ‘normal’. In everyday life courageousness is the lowest ranked attribute at just 7%, however this reverses completely in a crisis, with both courage and resilience coming

FEATURE

Organisations must instil a permanent state of kindness

Pinky Lilani CBE, Women of the Future: “2020 has taught us all a lot about leadership, but it has also shown us that we need to stand-up for what we believe in, find our own voice and make sure that we honour and support the leadership that we want to succeed. Kindness in leadership is not a ‘nice-to-have’, it has the power to effect positive change quickly in this fragile world.

Looking ahead, the post-Covid-19 workplace is looking very different to the world of work we previously inhabited and it won’t return to ‘normal’ overnight. However, businesses can now seize this unique opportunity to support workers physically returning to work and prove how kindness is truly embedded in their leadership approach to drive permanent and long-lasting organisational change. With 45% of employees worldwide saying they want more flexible work options this suggests greater flexibility, made possible by the pandemic, will also be key to retaining individuals during this next recovery phase. Global calls for long-term change are being led by employees from both sides of the Atlantic, as the British (49%) and American workforce (53%) lead rising demands for permanent flexible work arrangements. The second most important requirement of future workplace kindness is to receive regular updates on company plans. The global workforce has been clear that they want to be better informed and have a clearer oversight of their organisation’s direction, values and overall purpose, particularly during a crisis. Many people are facing indefinite job insecurity as the threat of a deeper global recession looms. Companies will therefore need to step up and communicate with greater clarity on business continuity and long-term recovery strategies to invoke confidence and engage their employees. These elements will play a crucial role in both attracting and retaining future talent in our global workforce, at all levels of seniority and job roles. Organisations will need to move quickly to embed a kindness-centric approach over the next few months, but with the understanding that this needs to be a more permanent shift in order to fully resonate with its post-pandemic workforce. Elizabeth Filippouli, Founder & CEO of Global Thinkers Forum, said: “By demonstrating kindness we affirm social inclusion and we create the antidote to negative emotions in times of crisis. Nurturing the value of kindness should be a strategic decision for every leader who wishes to build a culture – and legacy – of greatness.”

MYLINKEDIN

Alica Melvin

Client Engagement Manager Current: Jobtrain Education: St Aidans High School Connections: 500+ Location: Glasgow City, United Kingdom

About:

Experience:

Over 15 years’ experience in the recruitment industry with a strong understanding of recruitment process, talent management and talent acquisition technology.

Jobtrain Client Engagement Manager Feb 2019 – present

About Jobtrain:

Monster Solutions Solution Sales April 2012 – Nov 2017

Jobtrain develops, delivers and supports Talent Acquisition platforms/Applicant Tracking Systems to organisations of all sizes and across all sectors, including NHS Scotland.

Monster Business Development Manager (Public Sector) May 2010 – April 2012

With Jobtrain, our clients manage each stage of the recruitment process online, saving time and money, improving hiring performance, as well as enhancing the candidate experience and EVP. Our team’s combined expertise of HR and technology results in next generation recruitment platforms that use the latest technologies whilst placing the focus firmly on people.

Yell Sales Executive Feb 2004 – Mar 2005

Education: St. Aidans High School

Recommendation:

Specialties: Resourcing & Recruitment, Direct Sourcing, Job Analysis, Designing Assessment & Development Centres, E-Recruitment, Data Management and Analysis.

“Alica and I worked together on The Online Careers Fair, it was a fast-paced project which involved a lot of communication over technical aspects during the build. Alica’s excellent communication skills, diplomacy and commitment to the end vision helped achieve the best from partners. It was a pleasure to work with Alica, her confident, friendly-butprofessional approach naturally puts you at ease.” Sarah Cousins Marketing Strategist and Course Creator

FEATURE 3

THURSDAY 13TH MAY 2021

EDITOR-AT-LARGE

THE

Forgotten Forgotten. Forgotten.. TIME IS RUNNING OUT! By Neil Archibald

While there is no doubt that the government has reacted to provide support to businesses and employees during the pandemic, a large group of affected individuals often feted as the backbone of the countryâ€™s economy have been totally ignored. Limited company directors who take their income principally or all in dividends are one of the largest groups that have not benefitted financially from any support extended by the powers that be, and many feel time will run out for them if they donâ€™t get support soon!

EDITOR-AT-LARGE

any company directors are paid by way of taking dividends from their business rather than or as well as a minimal salary. It appears however, that this method of remuneration being more complex than the traditional PAYE one in terms of records not being available to refer to when administering furlough schemes, has seen this group excluded from compensation schemes offered to individuals paid through the traditional PAYE method.

Stan McKinlay is one of those individuals affected. The 63-year-old Edinburgh-based businessman has run various hospitality outfits for over 40 years and has had to sit on the sidelines for weeks watching his business and personal finances suffer both as a result of not being able to operate as normal and having to supplement his workers’ wages while servicing his own expenses from savings. He commented on the situation: “It seems that because the government can’t or won’t develop a system to provide support to the likes of myself and others because we are paid in a different way to the majority of the working population, we have to suffer accordingly”. While McKinlay has managed to reopen his business with the lifting of lockdown provisions with no need to reduce staffing levels, this hasn’t been the case across other sectors of the Scottish economy. In a recent IoD Policy Voice survey, as many as 1 in 5 members said they hadn’t been able to access any support which has resulted in job losses and reduced output.

This affected group have banded together to lobby government to alter its approach and who operate under a number of banners including ‘forgottenltd.com’. Among supporting organisations, the Institute of Directors Scotland (IoDS) who, as well as lobbying for more support for company-owner directors, are also pushing for more recognition and help for small firms that can’t obtain loans, those that don’t own their own premises and the self-employed who fall outside existing criteria to receive financial support. Malcolm Cannon, National Director of the IoD in Scotland, said: “With no clear end in sight to the pandemic’s grip on the Scottish and indeed economies the world over, I would implore those looking after the nation’s purse strings to reconsider the monumental impact if directors cannot pay themselves and so are forced to close or reduce their operations.”

39% of IoD members also report as part of a recent, separate survey that they see coronavirus posing a serious threat to their business while a worrying 66% see the economy as a whole being threatened.

Despite representations being made at devolved and national level, suggestions made to provide desperately required support have been largely ignored, according to Cannon despite, in his view, the Scottish government having done as well as they could have up until now, given current circumstances.

Given the fact that these issues will cause a distraction to those managing and leading businesses, the duplicating factor that personal income is also affected will inevitably cause some to take their eye off the ball, according to one company director who runs a publishing and events business, at a time when they can ill afford to do so.

Compounding the situation is the fact that directors who are paid through dividends have to contend with the misperception, at times, that because they run and operate a business, they must be wealthy. While some may be more fortunate than others, many small business directors have invested heavily in their companies from personal savings and in some cases are having to supplement operating costs from their own pockets.

He said, on condition of anonymity: “Our income is visible through clear paper trails provided by our accountant on a monthly basis for all to see so why HMRC can’t look at developing a similar compensatory system to put in place for the large majority of workers is a mystery.”

EDITOR-AT-LARGE

This view is supported by Cannon, who added: “Our members are exploring every avenue available to survive, but there are still steps that can and should be explored by our national and devolved governments to relieve some of this incredible pressure being felt by our members”.

Our members are exploring every avenue available to survive, but there are still steps that can and should be explored by our national and devolved governments to relieve some of this incredible pressure being felt by our members

It’s an oddity that a government that encourages entrepreneurialism hasn’t found a way to deal with this anomaly despite all the ongoing lobbying including by the Federation of Small Businesses and given the time that has elapsed since the introduction of the original furlough scheme. As the IoD pleaded in their submissions to government, ‘extending support to company owner-directors including consultants and freelancers who take their income as dividends should see themselves being put on a par with support available for employees and the self-employed while also needing to clarify the duties directors can carry out while furloughed.’

words of the director speaking anonymously: “Over my 30-year career I’ve paid over 5 times more into the tax system as a director than an employee. I think it’s fair to say I am worth more to the economy as a company director than as a PAYE-paid employee and that’s not taking into account the jobs I’ve created and the benefits those have brought.” Simple words that could be viewed as self-serving but reinforced in great measure by the efforts of the IoD representing more than 700,000 company directors across the UK in their submissions.

It’s this further anomaly that is also causing operational problems for directors, some of whom take part of their income via PAYE simply to utilise their tax allowance. On paper, they are eligible for financial support through the furlough scheme but only for this element of their income but it’s not viable in most cases to make a claim. This is because those furloughed aren’t allowed to perform any aspect of their work and given their unique position in organisations, not having a company director operating at full tilt during such uncertain economic times may seal a company’s fate.

The saying that statistics never lie is never truer than in this scenario. The businesses owned by Scottish company directors who find themselves in this quandary represents 42% of total employment across the country and 36 per cent of turnover, according to a recent Scottish Government Small Business Survey so the impact of not creating some kind of immediate support mechanism should be clear for all to see. Cannon reflects: “The fight for these directors at the highest levels of government will continue as we believe more could and should be done to support them. By developing and deploying a simple scheme to guarantee these impacted directors do not fall between the cracks, we may be able to save even more jobs.”

Campaigners are urging the Government to make grants available in contrast to loans with many directors citing increased levels of anxiety due to the prospect of paying a loan back at a later date. Perhaps the voices of those affected need to be heard more by government to reinforce the impact of what is happening and to put the matter into context. In the

Malcolm

Cannon

INSIGHT: EMPLOYEE BEREAVEMENT

How EMPLOYERS can tackle grief in the POST-COVID-19 workplace

ver the past few months, thousands of individuals have suffered the loss of loved ones due to Covid-19. Typically, it’s estimated that 1-in-10 employees is affected by bereavement at any one time1. But with over 46,000 lives already lost to Coronavirus this year2, it’s likely that more employees than usual will be coping with grief. Broaching the subject of death can be difficult for both employer and employee, but the right support at work can be a great help to someone dealing with the loss of a loved one. Here, Dr Syed Zakir Abbas, Unum’s Chief Medical Officer offers 7 ways employers can help manage grief and bereavement in the post-COVID workplace.

1. Acknowledge the impact of death Grieving can severely impact both the physical and mental health of employees, seriously affecting productivity, and morale across the whole organisation. How employers support people who have lost loved ones reveals their level of understanding and empathy and demonstrates their true commitment and attitude towards employee wellbeing.

2. Recognise anticipatory grief With so many people separated from friends and family for so long, worries about anyone who is frail or has underlying health conditions have been magnified. This fear – anticipating what might be to come – may be causing a rise in anticipatory grief, where people experience all the same feelings following a death even before it happens. Employers should acknowledge the condition and ensure all employees know how to access bereavement support.

3. Get a bereavement policy in place Today, having a bereavement policy is vital. When dealing with bereavement and grief, employers need to have the 3 Cs in mind – Communication, Compassion and Connection. Creating a framework for managers, giving them the support and guidance is crucial for dealing with this sensitive topic, and ensures that everyone is treated equally.

4. Communicate Acknowledging the loss and offering condolences is vital to show employees that they are not alone, and that support is there when they need it. Talking to an employee to see how much time they need off, what reasonable adjustments can be made to help them stay productive and engaged with their work, and what support would be suitable is essential.

5. Show compassion Given certain social restrictions in place, it’s likely some individuals have been unable to say a proper goodbye or have the funeral they’d want under normal circumstances. The most important asset to any organisation is its employees, so compassion, understanding and empathy must be enshrined in any bereavement policy.

6. Point staff to the EAP Organisations may have an Employee Assistance Programme (EAP), which can provide bereavement support as well as ensuring individuals can manage their grief alongside pressures of work. There are also charities, such as Cruse Bereavement Care and Child Bereavement UK that can offer expert advice and guidance, particularly aimed at employers and employees.

7. Make the workplace safe for grief While Covid-19 has thrown up many challenges to employers, death, bereavement, and grief have been issues that have often been side-lined and not effectively addressed, leaving employees to live with their grief in silence. Now’s the time to change that mindset and encourage a much more vocal, visible, and human response to something that is a natural and inevitable part of life.

Sources: 1 https://www.childbereavementuk.org/information-bereavement-in-the-workplace#:~:text=Bereavement%20is%20one%20of%20the,that%20bereaved%20people%20are%20being. 2 Google.com

INSIGHT: TECHNOLOGY

THE TECH EFFECT

How COVID-19 helped ADVANCE innovation and transformation in RECRUITMENT

he evolution of technology is a fascinating area of study. More capably than anything else does it track humankind’s capacity for advancement, ingenuity and growth. Here, Alison Campbell, Associate Director of Search Call & Contact Centre takes a closer look at how the recruitment industry has learned to innovate from the effects of COVID-19.

by the Search team, and the creation of an online process that could be tailored to the client’s hiring needs. Using a suite of recruitment and business tools, Search was able to accelerate the entire process whilst keeping the quality of candidates high. The team set about introducing a new digital interview format, convenient and safe for both the business and the candidate. The team had used video technology before, so we had experience and knew it would be an effective way to manage recruitment during the pandemic. After consulting with the client, it was clear that restructuring the interview process to be fully video-based was the best way forward, and allowed the most flexibility during these unprecedented times. Hiring can’t just stop, so we needed to adapt.

Each technological phase, from the development of the wheel to the harnessing of electricity, has revolutionised every area of human life it has touched.

That adjustment to hiring during lockdown included a three-step online interview, pre-recorded and shared with the bank for review. The benefit of this was clear – not only did the client not have to risk a face-to-face interview at the height of the pandemic, or put their hiring needs on hold, but it still allowed them to vet multiple applicants and see who was ideal for their role.

Recruitment is a sector that has very much felt this impact. At Search, it has facilitated a level of agility and responsiveness that has had a transformational effect for our clients and protected our business during a time of worldwide crisis.

The transformational effect

For candidates too, it was a unique way to engage and deliver a safe interview. The Search team knew that applying for a job in the current climate was not easy, so offered additional support every step of the way. The bank even shared a short promotional video, to provide context for how the business operates and a snapshot of the internal culture.

Take, for example, the UK bank that has a long-standing relationship with Search. When COVID-19 hit, they desperately needed a way to keep recruiting valuable candidates, but the country was on lockdown. This was a challenge that required a greater use of technology

Using video communication software to interview these candidates was key to our success. Our in-depth first stage was recorded and then shared with the client to review at their leisure. They could re-watch the interview as many times as they liked, to ensure they had the best talent selected for the role. Both candidates and clients found this process to be flexible, and easy to understand. The results of this digital switch were very encouraging. The pass rate of candidates shot up, with 90% of interviewees making it to a final stage interview. For the bank, it meant a whole new way of bringing in talent and the knowledge that, if disaster strikes, their people can still operate to keep the business functioning.

INSIGHT: HEALTH & SAFETY

EIGHT Post Lockdown OFFICE OFFENCES

s Britain’s workforce cautiously prepares to get back to the office, new research from Utility Bidder has revealed eight post lockdown faux-pas returning workers must avoid. Here, James Longley, Managing Director at Utility Bidder identifies the most common post-lockdown office offences. In the study, we asked office workers about their experience of working from home, and 62% admitted to missing the company of their colleagues. The vast majority of organisations are taking steps to minimise risks to their returning teams but it’s essential that individual workers also do their bit to stay alert and control the virus. Our research highlighted eight post lockdown office practices, which should be avoided:

for example. But in the post lockdown world sharing items can no longer be normal practice. Pens, in particular, can spread infection as workers still tend to stick tips in their mouths, usually without realising. The new reality will mean workers must use their own pens and must try not to carry them around the office and forgetfully deposit them elsewhere. 5. Standing too close to colleagues – It isn’t just touching co-workers which has to stop post lockdown it’s also standing too close to them. Returning workers must try to maintain at least a 1m space between themselves and others. This will be more challenging in enclosed spaces such as lifts and will be more difficult in large packed office environments, but workers who wilfully breach this fundamental rule could find themselves being asked to go home.

Eight post lockdown office sins:

1. Touching colleagues – It should go without saying but some returning workers will still need to be told that it’s no longer acceptable to hold out a hand when greeting colleagues. It means that once supportive slap on the shoulder is no longer welcome and sales teams who once high-fived one another when reaching targets will have to find other ways to celebrate.

6. Fiddling with switches – Controls for lighting, heating, air-con systems or electrical sockets can all become hotspots for virus transmission. Utility Bidder believes organisations will be seeking to minimise staff fiddling with switches as much as possible post lockdown and will be trying to automate as many of these systems as possible.

2. Not having a facemask at work – It might not be necessary to wear a mask at the office during the entire working day – although the situation could quickly change. But each worker should at least have a mask on their person in case it is needed. The face mask has become an essential item and workers who head to the office without one could very well find themselves sent home.

7. Making coffee for others – The colleague who brings you a cuppa may think they’re being nice but the reality is they may be shedding their virus infection all over that mug so think twice before taking a sip. There’s no shame in saying a polite no thanks.

3. Sharing a telephone or headset – Phones are likely to be hotspots in the transmission of the virus as they spend hours each day clamped to mouths. Pre-lockdown many office workers still shared handsets but this is something, which is likely changed when workers return.

8. Gathering outside work – Most office workers enjoy a get together for a few drinks outside of work but as the pandemic continues it’s probably best to put those social plans on hold for now.

4. Sharing pens and other items – Anyone who has ever worked in a busy office knows that some items become communal with dozens of employees sharing one stapler

INSIGHT: REMOTE WORKING CULTURE

How to DEVELOP a company culture when REMOTE working

020 has brought about some challenges to say the least but one positive to emerge from all the chaos and disruption we’ve faced, has been the ability of many organisations to adapt to remote working. Here, Isla Sutherland from Sodexo Engage offers some tips to find ways to grow a positive workplace culture that includes your remote workers. Measure Employee Engagement

In the past, managers and leadership teams may have been reluctant to allow so many of their employees to work from home on an almost permanent basis. However, with Covid-19 we’ve had little choice in the matter.

When employees are working remotely it can make it harder for management to spot warning signs of stress or disengagement before it becomes a bigger problem. Setting time aside for formal quarterly surveys and educating your management teams on the changes to look out for within employees can all help to keep an eye on employee engagement and satisfaction.

And, you know what? Employees adapted, productivity didn’t fall off a cliff and customers haven’t been let down. Now, more of us are seeing the positive outcomes that this style of working has had on our work/life balance, and we may not want to go back to commuting into the office every workday. But what does this mean from a workplace culture perspective?

From here any shifts or concerns from employees can be proactively dealt with and help make sure the culture you want to see flourish both inside and outside of the office.

With more businesses researching the benefits of downsizing, or even removing the need for a physical office at all, it’s more important than ever to find ways to grow a positive workplace culture that includes our remote workers.

Encourage ‘non-work’ conversation By creating a dedicated channel on your Slack or other instant messaging platform where employees can chat about trending topics or share fun articles, will help to build stronger relationships amongst peers. Just be sure to communicate clear guidelines to avoid any content issues, which could cause offence or be inappropriate.

Communicate your culture When you’re in an office environment, many organisations will opt to put their core values up on display. However, when you’re not sharing the same physical space as your employees the documentation of your culture needs to be inspirational, clear and well written. Make it easy for all employees to understand what your expectations are, how performance is measured and the behaviours that will be used to assess if someone is a good fit or not.

On a one-to-one basis, when having a video call, take five minutes to catch up on what you’ve both been up to outside of work so you can get to know your remote workers a little bit better. This can help them feel more valued and part of the team, rather than only being communicated with to get a project update.

No matter how old or new your employees are, this document should be circulated and reassessed as your business grows and evolves. Monitoring how your employees measure up to your culture and values needs to be consistent.

INSIGHT: REWARDS AND BENEFITS

Maximising BENEFIT SAVINGS through company car schemes

ew research from vehicle leasing experts LeasePlan UK, reveals that despite the majority (62%) of HR bosses and senior business leaders being challenged to reduce the cost of employee perks and benefits since COVID-19, half (49%) still believe that the electric vehicle (EV) salary sacrifice scheme would add extra cost to their organisation, which is not the case. Here, Chris Black, LeasePlan’s Commercial Director discovers that many HR bosses are unaware of benefits savings and explains how employees can benefits from the scheme.

currently reviewing their approach to company benefits, but over half (53%) yet to implement any ideas, LeasePlan UK believes now is the time to debunk existing myths and has launched a new product, SalaryPlan, aimed to benefit employees, employers and the environment.

A change in legislation relating to company car scheme’s, which came into effect in April this year means that electric vehicles now have zero benefit-in-kind (BiK) tax.

With more than half of employees (57%) showing an increased interest in EVs since March 2020, and over 8 in 10 (86%) bosses stating that it was important to demonstrate their corporate responsibility progress, there is a clear drive from both employees and employers towards a more sustainable future.

With cost savings and sustainability front of mind for both employees and employers, the change in taxation that was introduced in April means that EVs are now a really viable option for both. However, perceived cost remains an issue, and one that we need to address. Through SalaryPlan, a premium 4 door hatchback (Polestar 2) will cost the employee under £400 per month including servicing and insurance. What’s more, we also offer early termination protection from events such as maternity leave, redundancy and resignation. This provides additional peace of mind, especially during this turbulent time. In addition, a home charge point is included with most vehicles making the switch to electric much easier.

This has resulted in significant savings for employees, as well as savings through lower National Insurance (NI) contributions for the employer. Yet, one fifth (20%) of HR bosses aren’t aware of the recent change, despite 44% and 39% of companies respectively offering either employee car ownership or salary sacrifice for a car.

We know that despite an increase in home working, employees still need transport options. Now more than ever, people are turning to private transport rather than public for their own safety. That’s why we believe SalaryPlan is the ideal solution; not only to give employees options that suit their sustainable and cost-conscious requirements in this new world, but to offer employers cost savings and environmental benefits to add to their CSR initiatives.

The study of 252 UK HR decision makers and senior company leaders clearly shows a knowledge gap, particularly around the perceived cost of EVs through salary sacrifice, which is holding them back from a more sustainable cost-effective solution. With 4 in 5 (79%)

INSIGHT: WORK-LIFE BALANCE

ENGAGE, CONNECT AND PREPARE YOUR PEOPLE FOR THE NEW WORLD OF WORK In unpredictable, complex and evolving markets, your workforce is key. Whether it’s upskilling your people to align with new objectives, supporting individuals through organisational transformation or developing a new leadership pipeline that’s prepared for anything, our talent strategies are here to help. BUSINESS AND TALENT ALIGNED www.rightmanagement.co.uk © 2020 ManpowerGroup. All rights reserved.

EVENT PLANNER

Welcome to our Events Planner Page. In the interests of the health and safety of our guests and delegates, Hr NETWORK has decided to postpone any remaining events in 2020. However we are delighted to announce new dates for events taking place from May 2021 and we are looking forward to welcoming everyone back! Here are some of the forthcoming events being held in 2021 by Hr NETWORK in partnership with a wide range of partners and supporters.

Forthcoming events: Hr NETWORK Leaders Dinner 2021 Hr NETWORK will host the annual Leaders Dinner in Edinburgh at the Grosvenor Hotel on Wednesday 12th May 2021. Details regarding the after dinner speaker will be announced in due course however if you would like to attend the Leaders Dinner, please contact the Conference Planning Team – details below. If you would like details about sponsoring the Leaders Dinner or hosting a Table of 10, please contact the contact the Conference Planning Team on: 0131 625 3267 or email: subscriptions@hrnetworkscotland.co.uk

Hr NETWORK Conference & Exhibition 2021 The Hr NETWORK ‘Strategic Workforce Planning Conference & Exhibition 2021 will take place at the Grosvenor Hotel in Edinburgh’s West End on Thursday 13th May 2021. Details relating to the speaker programme, including the keynote presentations, will be announced in due course. If you would like further information on exhibiting or sponsoring at the Conference, please contact the Conference Planning Team on Tel: 0131 625 3267 or Email: subscriptions@hrnetworkscotland.co.uk

Hr NETWORK Awards Gala Dinner 2021 The Hr NETWORK National Awards & Gala Dinner 2021 in partnership with Roffey Park Institute will take place at the hugely impressive Hilton Glasgow on Thursday 25th November 2021. If you would like further information on sponsorship or hosting a table of 10 at the Gala Dinner, please contact the Awards Planning Team on Tel: 0131 625 3267 or email: awards@hrnetworrkscotland.co.uk

If you have an event you would like us to promote or review, please contact the events planning team – email: editor@hrnetworkscotland.co.uk

Connecting Exceptional People Search’s 30 years in recruitment means that we’ve got the experience to make a difference. Employers in Scotland trust us to add value at every stage of the hiring process, and to provide high calibre talent for specialist roles across multiple, diverse sectors. Our expert consultants understand the complexities of their specialist markets, and identify the key business requirements when attracting essential talent. We work closely with our clients to ensure a long-term, transparent and successful relationship. Search knows what exceptional looks like, and we’re here for all your hiring needs. Get in touch to find out more. We have teams of experts across a range of industry sectors who would love to help.

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Prime your Future. Design your Change. Transform your People. Roffey Park Institute primes organisations to build skills for everyone, everywhere. We provide distance, digital, blended and face-to-face programmes, coaching, diagnostics and research services around the world to develop individuals, teams and organisations. Our work is driven by our core principles of breaking down barriers within organisations, making workplaces the best they can be. Delivering high impact learning in leadership development, management development, change and resilience, organisational learning, organisational development, and HR, we offer open programmes and conduct international research both for our clients and to fulfill our charitable purpose. We help your people understand, create and perform better, together. Connect with us and start your journey.

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