Hr Network Volume 20 Issue 1

EVERYONE DESERVES A SECOND CHANCE

an experience, like no other

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COVER STORY

Employing Ex-offenders: Everyone deserves a second chance

More ex-offenders are being given the chance to re-enter or enter employment. Many HR practitioners consider this a welcome opportunity to both address their talent shortages and improve diversity. But are there risks? Andy Moore finds out.

Media Avenue Limited

James Richardson

AAB People

Employment Law Update: Worker Protection Bill

p. 14

Dr. Arlene Egan

Feature:

Convincing leaders that organisational culture should be empowering, inclusive and healthy p. 30

Dave Page

Actual Experience

Feature: Closing the loop on the employee experience

p. 38

Nancy Alsaberi Saas Genius

Insight: How to Create a Learning and Development Strategy

p. 42

Rebecca Mian Benenden Health

Insight:

Combatting the ‘always on’ environment’

p. 43

Sonal Jain Workspace

Insight: Transforming Workspaces: Creating a sustainable office & culture

p. 44

Bertrand Stern-Gillet Health Assured

Insight: The link between workplace bullying, harassment and imposter syndrome

p. 45

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September 2023

Welcome to our September 2023 issue of Hr NETWORK Magazine. Our very exciting plans are well underway now for the forthcoming Hr NETWORK National Awards 2023 in partnership with Roffey Park Institute, which we’re expecting to be completely sold-out by the time it takes place on the evening of Thursday 9th November.

The next stage of the judging process will include interviews with the Judges for all shortlisted finalists, which take place in midSeptember and the winners will be announced at the Gala Dinner in Glasgow.

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

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

The interviews for finalists will take place in mid-September and the winners will be announced at the Gala Dinner in Glasgow on Thursday 9th November.

This Issue

In this online edition of the magazine, Andy Moore takes a closer at the increasing popularity of employers recruiting ex-offenders into their organisations, which has shown some significant benefits in dealing with the current skills shortage across the employment spectrum as well as other social benefits.

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

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

Lee Turner Publisher

Contributors: James Richardson, Dave Page, Dr. Arlene Egan, Rebecca Mian, Sonal Jain, Bertand Stern-Gillet, Nancy Alsaberi.

Employers urged to introduce support for carers ahead of new law

With the Carer’s Leave Bill receiving Royal Assent and due to become law in 2024, the Government has recognised the number of working carers who need support. Towergate Health & Protection is urging employers to act now to ensure they can deliver the changes and provide the necessary support for their employees who are carers.

The Carer’s Leave Act 2023 will create regulations that will entitle employees to at least one week of leave a year to provide or arrange care for a dependant with a longterm care need. This right will exist from day one of employment1. However, Towergate Health & Protection is saying this is just one possible step in supporting carers.

Debra Clark, head of wellbeing at Towergate Health & Protection says: “Employers can use the forthcoming Carer’s Leave Act as an instigator to look at the support they currently provide for carers and where this could be improved or enhanced. Giving the right support at work can mitigate the need for carers to take additional time off.”

The emotional impact on unpaid carers is huge. Employers are in a position to be able to help with the anxiety, stress and isolation of being a working carer. Access to mental health support can be made available through a number of avenues, including employee assistance programmes (EAPs), which can provide guidance and counselling. Mental health first aiders are an

asset to any company, and they may be able to spot when a carer is particularly struggling. Apps for health, fitness, and mindfulness can help carers to balance their lives and keep on top of the pressures.

Enabling flexible working where possible is a simple option that can be of huge benefit to carers. Line managers being aware will reduce the stress of trying to manage this and work in isolation

Debra Clark continued: “The physical and mental strain on employees who are also carers is immense. However, with the support of their employer, it does not need to be so detrimental to their work. A supportive employer will be better able to attract and retain staff who are also carers, enabling employees to still be able to work whilst they have caring responsibilities and bringing financial benefits to the business both short and long term.”

Carling brewer to scrap CVs for job interviews

Jobseekers will no longer be asked to provide a CV when applying for certain roles at the brewer of major beer brands including Carling, Coors and Madrí Excepcional.

Molson Coors Beverage Company, one of the largest suppliers of beer to the UK hospitality sector will no longer require candidates to provide details such as level of education and prior experience for a range of roles including in its HR division and on-trade sales and technical services teams, a department of over 500 people.

The brewer, which employs more than 2,000 people in the UK, said it wanted to recruit people for these roles based solely on potential, rather on specific competencies, to make the recruitment process more inclusive and encourage a more diverse range of people to apply.

Applicants for these roles will undergo a task-based psychometric assessment, developed in partnership with assessment specialists Arctic Shores, which detect natural aptitude for a role and neuroscientific behavioural

assessments that chart psychological traits and model how a person will react in different situations.

Phil Whitehead, Managing Director for Western Europe at Molson Coors Beverage Company, said: “CVs simply aren’t necessary for all job roles. They encourage recruiters to focus on details, like the school or university someone went to, that don’t really speak to the person’s true potential. This increases the chances of unconscious bias creeping into the selection process and disadvantages those who didn’t get the opportunity to attend a great school or access internships and work experience.

“We believe in finding people who are the right fit for our business that demonstrate the raw talent, drive and inclusive values that we look for. It’s then up to us to provide them with the training and support they need to reach their full potential.”

The approach launches alongside Molson Coors agreeing a new partnership with Bridge of Hope Careers, a recruitment portal that connects businesses with applicants from less advantaged backgrounds.”

Business Stream announces new people director

ONE of the UK’s biggest water retailers has appointed a highly experienced People Director as part of a triple appointment to further strengthen its executive leadership team. Gail Cockburn has joined Business Stream having spent close to 20 years with the country’s leading whisky distributor, Edrington UK – where she held the post of Human Resources Director.

A Fellow of the Chartered Institute of People Development, Gail has been appointed to develop and deliver the company’s new People strategy as well as oversee the company’s dedicated people and development function.

Commenting on the appointment Gail said: “I’m passionate about the company’s vision to make a positive difference and hope to bring a lot of experience from my previous positions to help guide and shape Business Stream’s already progressive approach to providing an inclusive and supportive environment for its people”.

Business Stream has its headquarters in Edinburgh, as well as a presence in Worthing, West Sussex and in Bradford, West Yorkshire. It’s guided by its ambitious vision to make a positive difference (MAPD) to its customers, its people, the environment and local communities.

Taxi shortage threatens staff safety

The Professional Services sector employs 21.4% of workers in the UK, the highest percentage within any single occupation. This includes legal services, of which the UK has one of the largest industries in the world.

With a reputation for long days and late working hours, personal safety is an increasing concern and a Peoplesafe survey revealed that 44% of organisations reported incidents related to personal safety in the last year alone. This issue is being further compounded by a national shortage of taxis – limiting safe travel options and hindering the ability for employees to get home safely –especially late at night.

Post Covid, the Licensed Private Car Hire Association (LPHCA) estimates that the UK’s taxi and private hire industry is suffering a shortfall of 160,000 drivers – down from the 300,000-strong workforce pre-pandemic. With demand for taxis plummeting through lockdown, thousands of drivers were forced to quit the industry to work for the likes of Amazon, and recruiting efforts have since been hampered by licensing delays.

A quarter of Professional Services employees report feeling unsafe travelling home after working late, rising to 1 in 3 for women and, with 24-hour tube lines restricted to peak days – and only available to London workers at that - these concerns are being further fuelled by a shortage of alternative travel options. For many employees, personal safety is an everyday worry, with 25% reporting experiencing threatening incidents – be it late at night, on the daily commute, travelling for business, or interacting with the public.

Peoplesafe CEO and BSIA Chair of the Lone Worker Group, Naz Dossa, says: “The shortage of taxis post-Covid has been a talking point for a while, and for professionals like those in the legal industry, who need to travel home at unsociable hours, it raises the question of whether employers require extra resource in place to protect the staff who often have no other choice but to leave their desks late.

“According to our survey, 78% of the Professional Services sector work late at least occasionally and 30% work late at least once a week.”

With 25% of Professional Services employees reporting that safety concerns affected not just their work performance but their overall wellbeing, this begs the question, what will it take for employers to adequately protect their workforce?

Women are more likely to feel underpaid but less likely to ask for a pay rise, survey shows

Recent research into the impact of the cost-ofliving crisis on UK employees revealed that women were less likely than men to have requested a salary increase this year despite being equally affected by rising living costs.

Of the 1,000 people polled by HR software provider Ciphr last month, just one in four (26%) women, compared to one in three (36%) men, had asked for a pay rise. Women were also shown to be less likely to have asked for a cost-of-living bonus (7% vs 14% of men), for a promotion (17% vs 22%), or for more employee benefits to top up their income (11% vs 16%).

Yet, conversely, it is female employees that are the most likely to say they can’t afford to take sick leave (55% vs

47%), the most likely to report feeling overwhelmed by the stress of money worries (80% vs 70%), and the most likely to think that they are not being paid enough (38% vs 32%).

Less than half of the women surveyed think that what they’re being paid adequately reflects the value they bring to their organisation with their skills and experience (45%) or what they do for their employer in terms of their role and responsibilities (44%).

In comparison, half of the men surveyed do feel adequately rewarded for their efforts, with 49% agreeing that their salary reflects their skills and experience, and 51% that it is reflective of their current role and responsibilities.

SSE launch third jobs programme to help STEM professionals return to renewables sector

SSE has stepped up its collaboration with returnto-work experts STEM Returners to help more engineers in Scotland re-enter the renewables sector after a career break.

The partnership has launched a third returners programme across SSE’s Transmission and Renewables Teams in Scotland and the rest of the UK. Recruiting to roles such as Project Engineering, Asset Management and Project Management, the programme acts as a ‘returnship’ allowing returners to be reintegrated into an inclusive work environment.

STEM Returners, a leading organisation in the UK in returner programmes, will source candidates and provide them with additional support including advice, career coaching, and mentoring; ensuring applicants are ready and confident to return to work.

This is the third programme between SSE and STEM Returners, after two previous programmes enabled 20 professionals back to work.

Police Scotland reverses beard ban

Police Scotland announced recently that it had reversed its decision to ban all frontline officers from having a beard or moustache. The ban was initially due to take effect from 29 May but had been delayed to allow for a consultation period. Now, after numerous complaints, and legal action from four officers, the policy has been delayed again.

It will be reviewed in another 12 months.

Kate Palmer, HR Advice and Consultancy Director at Peninsula, says “Although Police Scotland had looked to introduce a beard ban on health and safety grounds –the need for frontline officers to wear protective FFP3 masks – there were still concerns about the potential for discrimination.

“Whilst businesses are able to implement a dress code to suit their needs and responsibilities, forcing an employee to look a certain way or wear certain items of clothing can, in some cases, amount to indirect discrimination. This will apply if such a policy places an employee at a disadvantage because of a specific

Annual research from STEM Returners shows the challenges people who have had career break face, when trying to return – recruitment bias being the main barrier to entry. Sixty-six percent of STEM professionals on a career break say they are finding the process of attempting to return to work either difficult or very difficult and that nearly half (46%) of participants said they felt bias because of a lack of recent experience.

protected characteristic they hold, such as religion or disability. Where this happens, employers need to have a robust “legitimate aim” and show that the dress code is a proportionate means of achieving it.

“Conducting an impact assessment is a good way to identify whether groups of employees with protected characteristics will be negatively impacted by the rule and allow for adjustments and accommodations to be made. It appears that this latest delay to the policy may be to allow for a proper period of consultation to assess the impact and hear how employees will be affected.

“Employers who wish to adopt a similar approach should remember this important step and provide similar exemptions.”

Grieving alone: One in four bereaved adults didn’t turn to anyone for support

One in four (23%) bereaved adults grieved alone, according to findings from MetLife’s new The Last Word report and just 3% confided in their employer or boss.

The report found that more than a third (36%) of UK adults experienced a bereavement in the last two years. Whilst the majority (39%) turned to their partner and spouse for comfort – sadly a worrying number of individuals experienced the loss of a loved one without any form of support.

A quarter (27%) lost a friend, one in five (20%) lost a parent, and one in six (16%) had a grandparent pass away.

At a time of loss and when navigating grief, it was clear those closest to the bereaved played a vital role in supporting them through this time. A quarter (23%) leaned on their friends and neighbours to help process their grief, one in six (17%) turned to their parents, and one in seven (13%) turned to their children.

Half of senior leaders don’t know how to use their HR team effectively

HR is being held back from delivering important strategic value to their business, as half (50%) of C-suite executives admit they don’t know how to use their HR team as effectively and strategically as they’d like to.

That’s according to the latest research from Personio, Europe’s leading HR software company for small and mid-sized businesses, which surveyed 500 C-suite level executives and 1,000 HR decision makers at SMEs in the UK and Ireland.

Over half (55%) of C-suite executives state they are behind where they need to be to navigate current and future workplace challenges, including managing an increasingly fragmented multi-generational workforce, providing on-going support during the cost of living crisis and fostering more diverse and inclusive organisations.

The study also found that well over a third (38%) of people feel uncomfortable discussing death with their employer - with just 3% confiding in their employer or boss. And just 4% turning to a colleague during this emotional time.

The report highlighted an awareness gap when it comes to workplace bereavement support. One in three (31%) respondents say they weren’t aware of any form of death or bereavement support provided by their employer including additional time off, flexible working hours, or wider support and helplines they could turn to.

Adrian Matthews, Head of Employee Benefits at MetLife UK said: “Grief is a very personal experience. It can bring a rollercoaster of emotions all whilst having to navigate practical decisions. The death of a loved one can be an incredibly challenging time and having nobody to turn to can make a devasting situation even more difficult.

“Nobody should have to grieve alone. Having support available can be a real lifeline, be it emotional or practical. It is likely employers do offer support that could benefit their workforce, but employees perhaps don’t know enough about it or where to access it. With simple and frequent communication to their workforce, employers can ensure employees feel supported in times of grief, have an outlet to turn to, and importantly, let them know they’re not alone.”

But C-suite executives are currently under-utilising their HR teams as a strategic function to help navigate such issues. Over half (54%) state they only see HR’s strategic value at times of crisis – such as during the Covid-19 pandemic or when there are talent shortages.

Meanwhile, highlighting a disconnect between C-suite executives and HR teams, two-thirds (66%) of HR professionals say they want to play a more strategic role in the business. HR teams have direct insights from employees on key topics such as how to maximise employee engagement, or how best to communicate new company goals, which business leaders often lack. But they are facing a myriad of challenges when it comes to supporting the business’s success, with 31% citing too much administrative and process driven work as a key barrier, while 29% cite poor collaboration with their senior leadership team.

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• How do you deal with your people’s changing expectations of work, while attracting, developing and retaining talent?

• What brave decisions do leadership need to make in order to survive and thrive in our disrupted world?

• What would be the positive impact of fostering a culture of trust, innovation and psychological safety in your organisation?

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WORKER PROTECTION BILL, AN AMENDMENT OF THE EQUALITY ACT 2010

By James Richardson AAB People

In this latest Employment Law Update, we take a look at the proposed introduction of the Worker Protection Bill, an Amendment of the Equality Act 2010.

It is evident that bullying and harassment issues are something which often continue to cause challenges and concerns within the workplace, and this is the case for both the employees and employers we speak to.

Across the UK, multiple different studies and various bodies, such as CIPD and ACAS, have found consistent evidence to support the prevalence of these behaviours and the detrimental impact on those who experience them – victims are often likely to experience a negative impact on their overall wellbeing, mental health and job satisfaction.

It is, therefore, welcome that government representatives are currently looking to imminently build upon existing legislation and strengthen existing protection for employees in this field with the introduction of the Worker Protection Bill, an Amendment of the Equality Act 2010. However, on further inspection, are the revised changes as shielding as first made out, and what will it really mean in practice for individuals, and business owners?

In what ought to have been the most significant update to tackling discrimination in the workplace since the induction of the Equality Act in 2010, the originally proposed Worker Protection (Amendment of Equality Act 2010) Bill intended to reintroduce the requirement for individual employers to ensure they are taking all reasonable steps to prevent third-party harassment, with a specific emphasis on sexual harassment. However, within the review process, the intended protections have been stripped back.

Whilst the onus to protect employees from third-party harassment appears to have been removed completely, the extent of measures expected from employers has also been weakened. Instead of requiring “all reasonable steps” to be taken to prevent sexual harassment in the workplace, the redrafted legislation proposes that the duty on employers be that only “reasonable steps” be taken. In addition the proposed legislation will continue to provide employment tribunals with the power to award a 25% uplift in

compensation awarded to an employee where breaches occur. This will all be applicable from the very start of any employment relationship, given that the Equality Act offers protection to individuals as a day one entitlement, even within the recruitment phase prior to an offer being made.

Admittedly, the full extent of the initially proposed amendment would have been challenging for companies to manage in practice as it indicates a zero-tolerance approach and an exceptionally high bar on what preventative measures ought to be put in place.

However, the recent changes will certainly be frustrating for anyone who had hoped for more comprehensive protection from third-party harassment to be enshrined in law, especially the clear focus on protecting female employees due to the strong emphasis originally given to preventing sexual harassment in the workplace.

Employers and HR professionals should ensure they do not overlook the amendment due to these changes and still take away the key message and underlying learnings from the proposed update, ultimately that prevention is key. It is important to ask the question

of whether your business is doing enough to protect the basic right of individuals to be able to attend their work safely and without fear of being subject to bullying and harassment. Whilst it doesn’t seem specifics will be given on the type of reasonable measures businesses can take, we would recommend a comprehensive approach is best in not falling foul of the enhanced legislation.

• Policies need to be clear and provide straightforward and easily accessible escalation points, outlining the expectations and consequences where individuals fall short. Such policies need to be reviewed and shared regularly to ensure they remain current within the business

• Respectful values need to be demonstrated by leaders and reinforced through educational efforts, regardless of business size. This will be fundamental to ensuring businesses can argue everyone fully understands what is expected

• Encourage openness with clear, safe and confidential systems in place to allow concerns to be reported. Take any reports seriously, address them promptly and reflect on any learning’s

• This is especially important for those operating within the gig economy as these individuals are likely to be considered a particularly vulnerable group and should be given additional thought. The ad hoc nature of their engagement makes it easy for non-operational training to be missed, and for cultural efforts to fail to permeate regularly changing staffing structures

Despite having been watered down somewhat significantly prior to inception, the proposed amendment to the Equality Act 2010 continues to highlight that workplace bullying and harassment remains a persistent concern. Organisations are being legally encouraged to strive to use the resources available to them to actively promote a positive workplace culture which values respect, equality and professionalism.

It is important we reflect carefully on good and fair business practices, especially for gig economy workers, and whilst brought to the forefront once more due to legislation changes, it is clear that preventive steps are key to avoiding legal complaints on this basis.

Employing Ex-offenders Employing Ex-offenders

EVERYONE DESERVES A SECOND CHANCE

More ex-offenders are being given the chance to re-enter or enter employment. Many HR practitioners consider this a welcome opportunity to both address their talent shortages and improve diversity. But are there risks? Andy Moore finds out.

Ex-offenders Employing Ex-offenders

DESERVES

Would you consider employing those at the end of the long arm of the law? A more entrusting counter question might be ‘why not’? Some in HR circles might have reservations in putting faith in employing those with convictions, though more employers than ever are taking this approach to tackle their skills shortages, hard to find talent and their commitment to fostering diversity.

More than twice the number of ex-offenders have found work following a major government drive to reduce reoffending and address labour shortages to help grow the economy, reveals UK Government statistics. The figures demonstrate that rapid progress has been made to employ prison leavers, with the number of ex-offenders steered into jobs within 6 months increasing from 14% to 30% since April 2021.

Former offenders, young and old, can be a diverse talent pool not just for taking up hard-to-fill positions – but they can also bring value to organisations, having the aptitude, skills and previous experience that is right for the role.

One of the largest UK employers of ex-offenders is business chain, Timpson. Around 10% of its workforce is comprised of people who have criminal convictions. In June this year, it announced it has invested £542,000 in retraining ex-offenders, giving them jobs across its stores.

James Timpson, Timpson’s Chief Executive says: “We have a track record of championing ex-offenders and providing them with employment opportunities. These enable them to break the cycle of reoffending, reintegrate into society and make positive contributions to the economy.”

But Timpson’s scheme is not just about helping those who are out of the justice system. Integral to its mission is ensuring offenders have as many opportunities as possible to gain skills and training while completing their sentence.

While some HR practitioners may have policies not to recruit ex-offenders, Aston Bond Law Firm states: ‘the only circumstances in which an employer may not legally recruit a person with a certain type of offending history is where it has led to the individual being barred from regulated activity with either children, adults or both.’

Gov.UK promotes that there are benefits to employing those who have previously offended. These include reducing initial recruitment and job advertising costs, and recruiting ex-offenders to reduce overheads such as advertising - prisons can offer interview access to candidates. There are also diversity, inclusion and social responsibility benefits: over two fifths of employers say that hiring ex-offenders has increased the diversity of their employees.

Another benefit is resolving skills shortages: A third of organisations state that they are unable to address skills gaps, which is likely to hamper productivity and performance. Many prisons teach a variety of industry level skills, with prisoners achieving professional qualifications.

Another attraction is reduced staff absence, despite some employers having concerns about ex-offenders being untrustworthy. However, Gov.UK states that 80% of employers of ex-offenders have positively rated their reliability, motivation, attendance and performance.

Lastly, there is claimed to be increased employee retention: evidence from employers such as Marks & Spencer shows that ex-offenders place a higher value on having a job because of a desire to stay out of prison. It claims this often means ex-offenders have higher levels of loyalty and retention, keeping institutional knowledge within an organisation.

So how can HR be more receptive to employing former offenders? The are now dozens of UK-wide private and government-led schemes and initiatives that are a conduit to linking up ex-offenders with employers and vice versa.

Release on Temporary Licence (ROTL) is a scheme that allows risk-assessed prisoners who are within two years of release to work while on day release from prison. This allows for a full working week or part-time, enabling training and work experience to a serving prisoner while employers assess if they are right for their organisation, before possibly offering them a job on their release.

The government is helping to cut crime and tackle the £18 billion annual cost of reoffending, claiming that ex-prisoners in steady jobs are up to “9 percentage points” less likely to commit further crimes.

In addition to Timpson, CEOs from firms such as Co-op and Greggs have helped spearhead initiatives such as Employment Advisory Boards, which have been rolled out in 92 UK prisons to help improve the education and training on offer.

Another pro ex-offender employer is frozen food chain, Iceland Foods. Richard Walker, its Executive Chairman, sums up by saying: “The rehabilitation of offenders back into the workforce can offer huge benefits to UK businesses, giving those individuals a much-needed lifeline. At Iceland we feel it’s the right thing to do. Although we’re at the beginning of this rehabilitation journey we are already seeing how it can offer real societal and business impact.”

Giving second chances?

• Opportunity to address talent shortages with preskilled employees

• Some ex-offenders may place a higher value on having a job because of a desire

• to stay away from the law

• Higher employee retention - some ex-offenders have higher loyalty levels

• Two fifths of employers say hiring ex-offenders has increased their employee

• diversity

• Potential to reduce initial recruitment and job advertising costs

Research by Towergate Health & Protection into how hybrid working has changed the emphasis of health and wellbeing support. While mental health tops the list, all four pillars of health and wellbeing are strongly represented as areas where increased support is wanted.

Percentage of employers stating the importance of these areas has increased for their employees:

• Support for mental health 57%

• Being able to have 24/7 access to a virtual GP 50%

• Being able to access support to prevent ill-health, such as advice on fitness and nutrition 48%

• Support for financial health 48%

• Better understanding of their own specific health risks of their general health and wellbeing, for instance fitness levels 46%

• Social interaction and sense of community within the workplace 46%

• Being able to access support for dependants, such as children, elderly relatives 42%

• Better understanding of their own specific health risks of potentially serious illnesses, such as cancer 42%

• Being able to access support and treatment for musculoskeletal (MSK) issues 41%

• Being able to have swift access to a face-to-face GP 37%

• Being able to easily access screening for cancer 32%

Debra Clark, head of specialist consulting at Towergate Health & Wellbeing, says: “Employees’ needs have changed in the new hybrid working world, and health and wellbeing support must adapt in turn. Programmes need to be all-encompassing, across the four pillars of health and wellbeing: mental, physical, social, and financial.”

After mental health support, access to a virtual GP 24/7 is the area that has grown most in importance according to half of employers (50%). This reflects the struggles that many employees are having in getting an NHS GP appointment. This ties in with the increased demand for preventative health support and risk profiling, with employers aware that their staff understand the importance of looking more holistically at their wellbeing

and the benefit of living healthier lives. Employees want to be aware of potential issues and want to know how best to avoid potential problems. Employers can make a real and valued difference to their employees in these areas by offering access to support such as virtual GPs, screening, and risk profiling, all of which will help to improve the overall health and wellbeing of the workforce.

The after-effects of the pandemic are still being seen and this is perhaps reflected in the changed mindset about what employees would like support for.

The increased importance of social interaction and support for musculoskeletal (MSK) issues are closely linked to the changes in working habits since Covid. Employees are also facing struggles with accessing care for both children and elderly relatives, which explains the increased importance to access support for dependants.

Debra Clark says: “The working environment has changed for many and so have priorities regarding health and wellbeing. Employers must take the time to find out what support employees want most and modify their programme where needed to provide the most effective solutions.”

Research shows full spectrum of increased health and wellbeing support needs

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* 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.

DECIDING THE CHAMPIONS OF SCOTTISH HR IN 2023

By Teresa Flannigan

The Hr NETWORK National Awards 2023 in partnership with Roffey Park Institute will celebrate 16 years of recognising, acknowledging and rewarding the champions of the Scottish HR profession this year.

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

The 16th annual awards gala dinner, anticipated to attract almost 800 top HR & people industry professionals, will see the presentation of 17 Awards for a range of people, project and organisational categories and will take place at the hugely impressive Hilton, Glasgow on Thursday 9th November 2023.

Table sales for this year’s Awards Gala Dinner are in extremely high demand as anticipated and organisations wishing to host a table of 10, are strongly advised to secure their table as soon as possible.

Introducing the Judging Panel for 2023:

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

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

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

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

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

Award categories and their sponsors

Attraction and Resourcing Award of the Year

sponsored by:

HR Specialist of the Year

AVAILABLE TO SPONSOR

Employee Engagement Award of the Year

sponsored by:

Be-IT are the leaders in IT Recruitment, from IT and digital to change management and executive leadership

we’re here to shape careers and support employers. Theirs is a team built to help both tech professionals and tech businesses be all they can be. Whether you’re looking to take the next step in your career or you’re looking for the next member of your team, you can put your trust in them. They know tech and they are the people that work with tech. After all, they’ve played their part in thousands of career moves and they’ve worked with some of the biggest names in the sector. They are experts at permanent & contract hiring, and can even deploy entire teams of IT experts to fit with programme deliverables through their consultancy business Be-IT Projects. They have the team, the tools and the culture that others don’t. They’re ready to work with you.

For further information visit: www.be-it.co.uk

Learning & Development Award of the Year

AVAILABLE TO SPONSOR

HR Business/People Partner of the Year

sponsored by:

Right Management from ManpowerGroup Talent Solutions has more than 40 years of expertise in the talent lifecycle, helping organisations ensure they have the right people, in the right place, at the right time. Their workforce solutions include outplacement, workforce career management, leader development, coaching and assessment. Right Management’s solutions blend high-tech and high-touch, providing the strategies and insights to ensure your workforce is equipped for the future, whilst empowering employees to take charge of their careers.

For further information visit: www.right-management.co.uk

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

For further information visit: www.multrees.com

HR Graduate of the Year

AVAILABLE TO SPONSOR

Organisational Development Award of the Year

sponsored by:

Roffey Park Institute primes organisations to build business skills for everyone, everywhere. They provide business education around the world for individuals, teams and organisations, which develops mindsets and skillsets for the welfare of all. They help you and your people create a collaborative, resilient, high performing and inclusive culture. This is the Roffey Park Difference in leadership development, management development, organisational development, HR and adult learning.

For more information visit: www.roffeypark.ac.uk

HR Project of the Year

AVAILABLE TO SPONSOR

HR Manager/Advisor of the Year

sponsored by:

NEW AWARD: ESG Award of the Year

sponsored by:

AAB People

For more information visit: www.aabpeople.com

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

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

Health & Wellbeing Award of the Year

AVAILABLE TO SPONSOR

HR Team of the Year

AVAILABLE TO SPONSOR

Best Employer/Workplace of the Year

sponsored by:

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

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

HR Assistant/HR Officer of the Year

AVAILABLE TO SPONSOR

NEW AWARD: Leading With Kindness Award of the Year

sponsored by:

Nominees Lunch 2023

sponsored by:

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

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

HR Director of the Year

sponsored by:

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

For further information visit: www.lhh.com

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

The winner of this award and all other awards will be announced at the annual Hr NETWORK Awards Gala Dinner taking place at the Hilton Glasgow Thursday on 9th November 2023.

We have a small number of categories available to sponsor with some excellent benefits available.

CMI (Chartered Management Institute) is the only Chartered professional body in the UK dedicated to promoting the highest standards of Management and Leadership excellence. CMI gives managers and leaders, and their organisations, the skills they need to improve their performance and create an impact through professional qualifications and apprenticeships.

For more information, please visit: www.managers.org.uk

Benefits of sponsoring a category:

By sponsoring an award category, you are directly supporting the HR community in Scotland.

Hr NETWORK has been committed to supporting HR professionals and those closely associated with this vibrant and energetic community for almost 20 years. Sponsoring this award category will enable you to:

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

2. Enjoy rich content media coverage within Hr NETWORK magazine

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

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

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

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

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

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

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

If you have any enquiries in relation to nominations, sponsorship or becoming a table host at the Gala Dinner at the Glasgow Hilton on Thursday 9th November 2023, please contact: Tel: 0131 625 3267 or email: awards@hrnetworkscotland.co.uk

BETWEEN the LINES

What About Men?

By Caitlin Moran

As any feminist who talks about the problems of girls and women will know, the first question you will ever be asked is ‘But what about MEN?’ After eleven years of writing bestsellers about women and dismissing this question, having been very sure that the concerns of feminism and men are very different things, Caitlin Moran realised that this wasn’t quite right, and that the problems of feminism are also the problems of, yes, men.

So, what about men? Why do they only go to the doctor if their wife or girlfriend makes them? Why do they never discuss their penises with each other - but make endless jokes about their balls? What is porn doing for young men? Is their fondness for super-skinny jeans leading to an epidemic of bad mental health? Are men allowed to be sad? Are men allowed to lose? Have Men’s Rights Activists confused ‘power’ with ‘empowerment’?

The River’s Edge

By Joy Ellis

The quiet market town of Saltern-le-Fen is buzzing with excitement. A film crew arrive to shoot a new TV police drama, Fen Division Five. But Detective Jackman receives a disturbing tip-off that something is wrong.

Meanwhile Detective Marie Evans is looking forward to moving into her dream home. But there’s no time to celebrate. The naked body of a young man is found at the river’s edge. He’s been strangled, his skin massaged with expensive oil.

Two days later, another handsome young man is discovered in a shallow lake. His throat cut. Lathered in body oil.

How To Be The Love You Seek

By Dr Nicola LePera

Why are our closest relationships so often a source of more stress than solace? Whether the relationship is with a romantic partner, a parent, a child, a friend or a colleague, the dynamic is so often the same - you’d like the relationship to change for the better, yet nothing you try seems to work.

How to Be the Love You Seek harnesses the latest scientific research to teach us how to recognise our dysfunctional patterns, identify their roots in our earliest relationships, break painful cycles, build security and share compassion with ourselves and others.

Through stories, exercises, journal prompts, and other practical tools, Dr LePera empowers us first to strengthen our foundation of self-love, paving the way for deeper, more harmonious connections with those around us.

A BUSINESS

SHOULDN’T

JUST FUNCTION. IT SHOULD FLOURISH.

With more than 40 years of expertise in the talent lifecycle, Right Management enables organisations to attract, develop and retain the skilled talent your business needs in today’s rapidly transforming world of work.

BUSINESS AND TALENT ALIGNED www.rightmanagement.co.uk

Convincing Convincing THAT ORGANISATIONAL empowering, inclusive and healthy empowering, inclusive and healthy

Convincing leaders Convincing leaders

CULTURE SHOULD BE

By Dr Arlene Egan Roffey Park Institute

Real transformation requires something radical, something bold and defined, that will mean going back to the familiar and the comfortable is not an easy move to make. So, what do we understand about culture change and transformation post pandemic? Well for those involved in culture change whether as HR, OD or L&D practitioners along with those who have the word transformation in their title, there are some key messages from employees across the globe that need to be heard and heeded.

To begin, having experienced the possible, employees now know that there are viable and real alternatives to how work gets done. The need for hybrid and remote working heralded a changed future and for many, technology has become an enabler of new ways of working, delivering an effective method for effective communication and a means to collaborate. Through my work with leaders and mangers across the globe, they have reported the top three employee expectations this year as flexibility, belonging and engaging in meaningful work. How can effective cultures be nourished that will place flexibility, belonging and meaningful work at the core and at the same time ensure a healthy and sustainable approach?

Organisational culture matters. Many organisations across the globe are examining their culture in response to a number of strong drivers, which include:

• Attracting and retaining talent. The great resignation may be coming to an end but some markets employment is at its lowest. The talent pool is drying up. Reports published across 2022 and 20203 repeatedly report that people want to work for organisations that share their values, respect their diversity, support their development and reward their contributions. A positive organisational culture can help organisations attract and retain the best talent in the market, reducing turnover costs and increasing employee loyalty

• Enhancing collaboration and innovation. A positive organisational culture can foster a sense of belonging, trust and psychological safety among employees, enabling them to share ideas, learn from each other and collaborate effectively. This can boost creativity and innovation, as well as problem-solving and decision-making skills

• Improving customer satisfaction and loyalty. A positive organisational culture can also influence how employees treat customers, suppliers and other stakeholders. Employees who are happy, engaged and empowered are more likely to deliver high-quality products and services, exceed customer expectations and build long-term relationships

• Increasing profitability and growth. A positive organisational culture can ultimately translate into better financial results for the organisation. Research has shown that organisations with strong cultures tend to outperform their competitors in terms of revenue, profitability, market share and growth

Coming out from organisational trends across the globe, a key focus for organisations this year is reducing operational cost. Yet, at a time of cost prudence and pressure it may seem paradoxical to invest in an “intangible” asset such as culture. But the argument can be made that as leaders regularly view the organisation from a different platform to that of employees, they need help and support from their HR, OD and L and D colleagues to realise the potential of a positive, and healthy culture. Some of the common barriers or challenges that leaders face are:

• Lack of awareness or understanding of what organisational culture is and how it affects the organisation

• Lack of time or resources to devote to organisational culture initiatives

• Lack of commitment or support from senior management or other stakeholders

• Lack of skills or tools to measure and improve organisational culture

• Resistance or inertia from employees or managers who are used to the status quo or fear change

• Lack of understanding of what employees want from their organisations

To overcome these barriers, leaders need to be convinced that organisational culture is not only important, but also feasible and beneficial for them and their organisation. Getting culture on the strategic agenda is the task of HR for 2023 and beyond.

The road to effective culture change is often paved with many complexities, which may result in organisations becoming only a slightly different and slightly better version.

• Start with the why. Explain the benefits of having an empowering, inclusive and healthy culture for organisational performance, reputation and sustainability. The data and evidence are highlighting how culture impacts key metrics such as productivity, turnover, absenteeism, customer loyalty and profitability. There are new trends relating to flexibility, belonging and engagement that are important to consider in all culture change and transformation projects. Employee and client voices are strong and should be listened to

• Identify the gaps. Assess the current state of your organisational culture and compare it with your desired state. Data is key. Understanding the outcomes from engagement and pulse surveys, interviews, focus groups and observations used to gather feedback from employees at all levels and across different functions. Identify the strengths and weaknesses of your culture, as well as the opportunities and threats that it poses for your organisation’s future. Highlight the areas that need improvement and prioritise them based on urgency and impact.

• Co-create the vision. Engage your employees in defining the vision and values of your desired organisational culture. Invite them to share their ideas, opinions and aspirations for how they want to work together and what they want to achieve.. Ensure that the vision and values reflect the diversity and inclusivity of your workforce and are aligned with your organisation’s mission and goals.

• Communicate the plan. Communicate the vision, values and goals of a culture change initiative to all stakeholders, including employees, customers, partners, suppliers and investors. Use multiple channels and formats to reach different audiences and reinforce the message. Explain the rationale, objectives and expected outcomes of the initiative, as well as the roles and responsibilities of everyone involved. Provide regular updates on the progress and achievements of the initiative and celebrate the milestones and successes along the way.

• Lead by example. A key ask from employees in 2023, is show us care. Show us you care about us, our lives, our work and our environments – not just the organisation. This is a strong message to heed because employees have choice. Leaders need support to demonstrate commitment to creating an empowering, inclusive and healthy culture by modelling the behaviours to be see in others. Being transparent, authentic, respectful and supportive in interactions with employees and other stakeholders is essential. The skills of feedback, listening actively, acknowledging mistakes and learning from them need to be considered everyday skills, how equipped are leaders in your organisation at these? How are employees empowered to make decisions, take risks, experiment and innovate? Are they recognised and rewarded for their contributions and achievements? Are they encouraged by leaders to share their views, experiences and feedback with you and each other? Research is revealing that a positive response to these questions paves the way for an effective and a healthy organisation.

• Monitor and evaluate. Monitoring and evaluating the impact of a culture change initiative on organisational performance, reputation and sustainability is the proof of return on investment. Developing quantitative and qualitative methods to measure the changes in employee engagement, retention, satisfaction, collaboration, innovation and other indicators of culture are as critical to organisational performance as revenue targets and operational performance metrics. Feedback from employees and other stakeholders on their perceptions, experiences and outcomes of the initiative tells a story that every leadership team needs to hear to allow for critical consideration of next steps.

HR practitioners have a crucial role in getting and keeping organisational culture on the strategic table. The future of work is fast approaching and cultures that have been designed and are proven to consider performance under a banner of health, wellbeing, belonging and meaningfulness are more likely to result in positive organisational performance but also to be more sustainable. What do your leaders from you to begin to think differently about organisational culture?

Should I tell my boss I have ADHD?

Should I tell my boss I have ADHD?

In the realm of employment, understanding the unique needs and experiences of neurodivergent employees is vital. While some conditions may qualify as disabilities under the Equality Act 2010, not all individuals classify themselves as such. UK office workers reveal their opinions in latest research from InstantPrint.

The survey revealed that over 90% of respondents identified as being diagnosed with a neurodiverse condition. From high-spectrum autism to mild dyslexia, it seems that neurodiverse conditions can be found all across the workplace.

Only 6% answered ‘no’ to being asked if they had been diagnosed with a neurodiverse condition and 2% suggested that they are in the process of trying to get a diagnosis.

Of the 90% surveyed that have been diagnosed, a significant 70% were male, while only 30% were female. However, among those currently seeking a diagnosis, the gender distribution was notably different, with 62% being female and 38% being male. These findings further reinforce recent research indicating that women are less likely to receive a neurodiverse condition diagnosis compared to men.

It appears that an increasing number of individuals are turning to social media platforms for insights into their neurodiverse conditions. Notably, the hashtag #adhd has amassed over 26.2 billion views on TikTok alone, indicating the prevalence of discussions and content related to this topic.

Among the respondents who confirmed having a neurodiverse diagnosis, 16% fell into the 18-24 age group, 56% were aged 25-34, 22% were aged 35-44, and 6% were aged 45 and above. This suggests that recent advancements in understanding and awareness,

largely facilitated through social media platforms, have played a significant role in younger individuals seeking and obtaining diagnoses.

In contrast, among individuals aged 45 and above, 54% are currently in the process of seeking a diagnosis in adulthood. This signifies that a significant portion of the older age group is seeking diagnosis later in life, either due to not receiving proper diagnoses earlier or facing challenges in obtaining diagnoses amid the growing demand among younger individuals.

These findings prompt us to reflect on the evolving landscape of neurodiversity discussions, particularly on social media platforms, and the impact they have on diagnosis-seeking behaviour across different age groups. It brings to light the question of whether this increased visibility is breaking the silence and stigma surrounding neurodiverse conditions or creating additional barriers for those seeking diagnoses in later stages of life.

For those that answered ‘yes’ I have been diagnosed wih a neurodiverse condition, the survey quizzed respondents on whether they feel comfortable talking to their employer and or colleagues about their condition.

• No, I don't feel comfortable talking about my condition - 39%

• Yes I feel comfortable talking about my condition25%

• I feel comfortable talking to my colleagues but not my employer – 22%

• I feel comfortable talking to my employer but not my colleagues - 9%

Neurodiversity, encompassing conditions such as Autism, ADHD, Aspergers, Dyslexia, and Tourettes, affects a significant portion of the population, with estimates suggesting up to 15% of the population is neurodivergent.

A significant proportion, approximately 39%, almost 2 in every 5, of diagnosed respondents indicated a lack of comfort when discussing their neurodiverse condition with colleagues or their employer. It seems that even in 2023, neurodiversity remains a sensitive and somewhat taboo subject within the workplace. Whether that’s through personal choice, masking (when someone with a neurodiverse condition presents in a way that makes them seem like they are not living with the condition) or apprehension regarding potential judgement or discrimination, employees are hesitant to openly share about their experiences.

A quarter of respondents expressed a sense of comfort when discussing their neurodiverse condition, potentially motivated by a desire to challenge stigmas, serve as advocates, and inspire their colleagues within the workplace.

A shocking 22% of participants revealed that they feel at ease discussing their neurodiverse condition with colleagues and close work friends, yet they experience discomfort when broaching the topic with their employer. This raises questions about their perception of inadequate support or potential discrimination within the workplace. Conversely, a mere 9% expressed comfort in conversing with their employers while withholding such discussions from their colleagues, possibly due to concerns about being labelled as receiving preferential treatment.

The survey quizzed neurodivergent respondents to provide insights into the positive and negative effects of their condition within the workplace.

1. Unable to concentrate - 20%

2. Unable to sit still or feel comfortable - 20%

3. Ability to finish tasks and or meet deadlines - 18%

4. Hyper-focused on a task or work - 15%

5. Super creativity and out-of-thebox thinking - 15%

6. Unable to think creatively - 13%

7. Struggle with reading and writing -12%

8. Good at problem-solving - 12%

9. Difficulty in showcasing empathy - 10%

10. Struggle with public speaking - 9%

Taking the top spot, 20% of respondents disclosed their struggle with maintaining focus and concentration at work. Often a common factor for neurotypicals, as well as neurodivergent individuals, excessive distractions or a lack of interest in assigned tasks, can significantly impede individuals from effectively completing their responsibilities.

Next up was being able to sit still and feel comfortable. Battered office chairs, wonky screens and room temperature are all factors that can impact comfort for neurodiverse individuals. These are all factors that can cause overstimulation, as a result, too much of some external stimulus or stimuli is enough for a person's brain to process and integrate effectively.

Contrary to the negative aspects, being diagnosed with a neurodiverse condition brings about positive attributes as well. A noteworthy 15% of respondents reported hyperfocusing on tasks or their work, while an additional 15% highlighted their remarkable creativity and ability to think outside the box. Furthermore, 12% emphasised their proficiency as effective problem solvers. These findings underscore the unique cognitive differences inherent in neurodivergent individuals, which facilitate distinct perspectives and

approaches to the world, often leading to artistic pursuits and creative endeavours.

Instantprint surveyed both neurotypical and neurodivergent employees to gather their perspectives on whether employers should prioritise supporting neurodiversity in the workplace.

The responses were evenly divided, with 48% indicating that employers should indeed support neurodiversity in the workplace. Notably, among those who answered affirmatively, 92% had previously disclosed being diagnosed with a neurodiverse condition.

However, 50% said yes employers should support neurodiversity, but only to a certain extent. It appears that while these employees acknowledge the need for additional tools and accommodations to facilitate job performance, they may be less receptive to other employees receiving extended deadlines, extra breaks and being allowed to work from home. If they can’t have it, it seems no one can. A mere 2% of participants expressed the belief that employers should not provide support for individuals with neurodiversity. Notably, 78% of these respondents identified as neurotypical, indicating that they have never been diagnosed with a

neurodiverse condition. This finding aligns with expectations, as those without personal experiences of neurodiversity may have differing perspectives on the extent of employer support necessary.

The survey also asked respondents whether they think their employer currently supports neurodiversity in their workplace.

• Yes, my employer supports neurodiversity but is too accommodating - 29%

• Yes, my employer supports neurodiversity but could do more - 28%

• Yes, my employer supports neurodiversity completely - 24%

• No, my employer does not seem to support neurodiversity - 7%

• I'm not sure - 7%

• No, my employer makes it harder for those with neurodiversity - 4%

• Other - 1%

Surprisingly, 29% of respondents revealed that their employers exhibit support for neurodiversity but are perceived as overly accommodating. Additionally, 4% expressed that their employers actually make work more challenging for individuals with neurodiverse conditions.90% of those who reported experiencing increased work difficulties were individuals diagnosed with a neurodiverse condition. These findings suggest that despite the progress made in acknowledging neurodiversity, obtaining sufficient support in the workplace remains a persistent challenge in the current era.

In terms of industry breakdown, among those who indicated that their employers make it harder for individuals with a neurodiverse condition, 24% belonged to the Business and Information sector, while 21% were associated with the Creative, Arts, and Design field. These findings suggest that individuals working in information-intensive roles or facing tight campaign deadlines may encounter challenges in receiving adequate support from their employers.

One respondent even shared under ‘other’; that “I am my own employer now due to not being able to cope in companies anymore”.

A whopping 28% also shared that their employer does somewhat support neurodiversity but could definitely do more.

A notable 24% of respondents expressed satisfaction with their employers' complete support for neurodiversity. Industries that stand out for their commitment to supporting neurodiversity are Education, Leisure, and Marketing, Advertising, and PR. The caring nature intrinsic to the education sector and the creative outlets found in marketing appear to contribute to a higher likelihood of employee support in these fields.

While there may be differing opinions on neurodiversity support in the workplace, it is important to acknowledge that employers are actively taking steps to provide assistance and support. The survey asked employees what their employer currently does to support those with neurodiverse conditions.

Taking the top of the table at 24%, almost a quarter, was being given the choice to work from home. Away from distraction and somewhere comfortable and familiar, it’s probably no surprise that neurodiverse employees are allowed to work from home to help them meet deadlines and get work done. After all, the last few years have proven the true benefits of working from home post-pandemic, including neurotypicals.

18% of respondents shared that their employers permit additional breaks, recognising the importance of rest

and rejuvenation for neurodiverse individuals.

Additionally, 14% mentioned that their employers provide dedicated booths, break rooms, or pods specifically designed for recharging and relaxation. These designated spaces allow neurodiverse employees to find solace and regain focus when needed.

A noteworthy 11% of respondents indicated that their employers demonstrate support by employing positive and inclusive language. Similarly, another 11% shared that their employers prioritise clear, direct, and concise communication across all channels, facilitating better understanding. It’s clear to see that employers don’t need to shell out on expensive incentives, it’s as simple as starting with the right language and having the right conversations.

Regrettably, not all employers are fully embracing inclusivity. In the survey, respondents were asked about the measures they would like to see their employers implement in order to better support neurodivergent employees.

Topping the list at 21%, employees expressed their desire for the option to work from home, while 17% sought flexible working arrangements.

It appears that despite many individuals having experienced the benefits of remote work during the lockdown period, the return to the office is not favoured by neurodiverse employees.

Closing the Loop Closing the Loop ON THE

Employee Experience Employee Experience

Money is no longer the only, even the primary, motivator for many individuals. With companies still struggling to attract and retain talent, it is now essential to recognise a shift in employee values from remuneration to purpose, engagement and the flexibility enabled by a great digital workplace experience.

By Dave Page Actual Experience

Digital Workplace

Three years ago, employees spent just 20% to 30% of time working digitally. Today, 60% to 90% of their time is digital. This is a colossal change; one that has not only unleashed new flexibility and inspired new work/life expectations for employees but also provided businesses globally with a greater recognition of the power of technology.

The implications of this digital shift are very significant. For any business, the availability of a high quality, reliable digital workplace is now as fundamental as the ability to make the payroll run each month. At a time of widespread employee choice, there is zero tolerance for an inadequate digital experience, especially when it constrains an employee’s broader ideas about purpose and engagement.

The shift to a digital workplace has played a key role in evolving employee expectations. Individuals are no longer motivated primarily by salary, bonus and career development opportunities. Instead, many employees now prioritise purpose over pay. The vast majority don’t want to be in the office five days a week – for any salary. Instead, people are seeking purpose, freedom, engagement and the flexibility enabled by a reliable, high quality digital environment. This is a profound change and one that will require a significant shift in approach, from both people leaders and IT leaders if a business is to deliver the new employee value proposition (EVP).

Common Language

The quality of digital experience now impacts every part of the EVP. Any investment in defining the purpose of providing employee wellbeing can become quickly worthless if employees are struggling with digital friction. This is not, however, just a technology issue.

Nor is the change in employee expectations just an HR issue. Every employee’s digital workplace experience will be unique – and that means both people leaders and IT leaders must work together to understand not just ‘technology problems’ but what such issues mean to an individual at a subjective, human level.

Close collaboration between HR and IT teams is essential if businesses are to close the loop and deliver the optimal EVP. This is a once-in-a-generation change, and ensuring both IT and HR are committed to the same objective will require deep collaboration and a set of goals based on a common business-oriented language. It is no longer sufficient for IT to simply make infrastructure and applications available for use; instead IT needs to understand how the performance and usability of their entire digital ecosystem affects the wellbeing, equality, inclusion, diversity, productivity and flexibility of each individual employee.

There is a direct parallel with the Customer Experience (CX) evolution over the past decade. Initially an IT measure of web site responsiveness, the concept has become far more human, tangible and relevant since it has been co-opted by the Chief Marketing Officer. Now CX is a key measure of business success. That process took 10 years, however; in today’s hybrid

As CHROs wrestle with changing employee motivations and CIOs face the challenge of delivering the high-quality, unique employee digital experiences that facilitate these new expectations, considers how businesses can ensure a healthy and productive hybrid workforce supported by an optimal employee experience.

world, where talent is scarce, CIOs and CHROs do not have 10 years, or even five years. The pressure is on to perfect the digital workplace now because, when there are so many opportunities available, employees can and will walk away from an employer that fails to meet their expectations for purpose and flexibility.

Conclusion

The use of digital technology will continue to provide freedom for employees. It goes without saying that the key to business innovation and success is happy, motivated, and engaged employees. However, we need to intentionally build purpose into the work we assign to employees in order to inspire them to perform at their best.

In an era where businesses are embracing a hybrid, digital existence and managing culture, employees and their care more effectively, it is increasingly important to close the loop between technology and people by proactively investing in both a digital workplace and employee management that is more deliberate than ever before.

Close collaboration between HR and IT teams is essential if businesses are to close the loop and deliver the optimal EVP.

The impact of bringing your furry friends to work

The modern workplace is undergoing a transformation, as more companies consider innovative ways to enhance employee satisfaction and productivity. One such trend gaining traction is the concept of a dog-friendly office, where employees are allowed to bring their furry companions to work. This is on top of the benefits that remote employees get by being able to work with their canine friends from home. In the wake of National Dog Day last week, Nancy Alsaberi, Head of People at Saas Genius delves into the pros and cons of having a dog-friendly office, as this unconventional practice continues to generate both enthusiasm and scepticism.

The concept of a dog-friendly office offers a unique blend of advantages and challenges that companies must carefully evaluate. While the stress-reducing, engagement-enhancing, and talent-attracting aspects are compelling, potential allergies, distractions, legal concerns, and cultural fit must not be overlooked.

Implementing a dog-friendly policy requires a thoughtful approach that considers the well-being of all employees and the long-term goals of the organisation.

What are the pros of a Dog-Friendly Office?

1. Stress Reduction and Improved Well-being

Having dogs in the office can significantly reduce stress levels among employees. Interacting with dogs has been proven to lower cortisol, the stress hormone, and trigger the release of oxytocin, the ‘feel-good’ hormone. The presence of dogs can create a more relaxed and enjoyable atmosphere, contributing to overall employee well-being.

2. Enhanced Employee Engagement

A dog-friendly policy can enhance employee engagement. The sense of camaraderie that dogs bring can foster a positive company culture. Dogs act as social catalysts, encouraging spontaneous interactions and boosting team bonding. This can result in increased collaboration and improved communication among colleagues.

3. Attraction and Retention of Talent

A dog-friendly office can be a powerful tool for attracting and retaining top talent, especially among millennials and Gen Z employees who value work-life balance. Allowing dogs at work showcases a company’s commitment to a flexible and accommodating environment. This can lead to a competitive advantage in recruiting and employee retention. This can also be seen with employees working from home, as being at home gives them the flexibility to walk their dog.

4.

Increased Physical Activity

Having dogs around encourages employees to take breaks and engage in physical activity. Regular short walks or play sessions with dogs can counteract the negative effects of prolonged sitting. This not only contributes to employees’ physical health, but also boosts their mental clarity and creativity.

What are the potential cons of a Dog- Friendly Office?

1. Allergies and Health Concerns

Accommodating dogs can be problematic for employees with allergies or respiratory issues. Dander and pet hair can trigger allergies and worsen symptoms for sensitive individuals. Companies need to strike a balance between accommodating dog owners and safeguarding the health of all employees.

2. Distractions and Disruptions

While dogs can encourage social interaction, they can also be a source of distraction. Barking, playfulness, and occasional accidents can disrupt the work environment. Maintaining a productive workspace while ensuring a positive dog-friendly atmosphere requires careful management and guidelines.

3. Potential Legal and Safety Issues

A dog-friendly policy could expose companies to liability if a dog bites or injures an employee. Additionally, there may be challenges in handling dogs that have behavioural issues or are not well trained.

4. Compatibility with Company Culture

Not all industries or organisations may find a dogfriendly environment suitable. It’s crucial to assess whether such a policy aligns with the company’s image, client expectations, and the nature of the work being done.

How employers and managers can reduce the risk of an always-on work environment

Over the past few years, the way we work has changed, with many Brits now working in remote or hybrid roles. What’s more, employees can now make calls and access messages, emails, and files wherever they are, including outside of working hours. While this may be more convenient at times, the ability and often expectation for employees to be ‘always-on’ and contactable can have a significant impact on a person’s wellbeing. Here Rebecca Mian, Head of HR at Benenden Health offers some guidance on to help employers and managers navigate the pressure that employees are facing in reducing the risks of an always-on work environment.

Our research shows that 58% of employees think work has negatively impacted their mental wellbeing. Another recent study revealed that those who experience high levels of workplace digital stress are also likely to experience poor recovery, higher levels of burnout, and poor work-life balance.

Establish reasonable communication expectations

Many workers like to send emails outside of working hours, perhaps because it’s the only time they have in their day to do so, or they feel more productive either first thing in the morning or in the evening. While this may work well for those individuals, it is important that others on their team know that they don’t have to do the same, and that emails do not require a response on the day they are sent. Managers should communicate clear and consistent expectations of the time frame within which emails should be responded to, being mindful that this should be realistic and based on working hours.

Encourage employees to take breaks

When work is particularly busy, or if your team has just experienced a stressful period, then it can be easy to forget to take breaks – or feel guilty for doing so. Whether employees are in the office or working from home, encourage them to take regular breaks away from their computer screens. This could be as simple as ensuring they are leaving their desks during their lunch breaks, getting up to speak to colleagues rather than emailing, or popping outside for some fresh air.

Set an example of clear boundaries

Boundaries in the workplace are important and with the growing discourse of ‘quiet quitting’ and burnout, they are crucial to supporting employee’s wellbeing. As a manager or employer, lead by example when it comes to establishing your boundaries.

Develop mental health support systems

As many as 1 in 4 people in the UK will experience a mental health issue in a year. It is, therefore, essential that employers provide adequate mental health support for their workers.

Of course, there are lots of steps we can take as individuals to try to improve our wellbeing. However, work takes up a significant part of our lives and if the issues within the workplace contributing to these feelings of stress, or being ‘always-on’, aren’t addressed, then it can be very difficult to manage.

Transforming Workspaces: How to create a sustainable office environment & culture

A recent survey found that only 17% of workers feel that their office is ‘very or completely green’, with a quarter highlighting a lack of encouragement as a reason why they, and their colleagues, were not greener in the office. Here, Sonal Jain, the Head of Sustainability at Workspace shares advice on how to create a more sustainable office space and implement greener thinking.

Adopting green working practices is good for the environment but the changes can also save businesses money.

Firstly, choose a space with a provider who shares your vision for a sustainable workspace. As a tenant, you need a building owner who takes their responsibility seriously. This includes ensuring the building is built to high sustainability standards and is operated as such, meeting EPC requirements and making carbon emissions savings where possible.

Second, as users of buildings, ensure you use the heating, cooling, lighting, and equipment in your workspace responsibly, including turning off electronics overnight and using low-energy bulbs. Simple things such as switching off your lights or opening the windows can make a lot of difference. Adding as much greenery as possible also helps with mindset and employee wellbeing.

1. Turn off computer equipment and other electrical items at the end of the day

2. Use recycled materials and tools wherever possible

3. Consider becoming a paperless office

Ensure employees are empowered to make the right decisions – raise awareness of issues around sustainability and share information that enables employees to be conscious of lifestyle. Share easy-toimplement tips – make the adoption of sustainable behaviours easy for employees.

For instance, you need a building with good quality and secure bike racks and shower facilities if you want employees to adopt sustainable modes of transport. You could also make it completive – in a larger office you could run a competition around recycling and energy usage to make it fun and help people adopt more sustainable behaviours and increase general awareness.

1. Ask your employees what initiatives they want to see

2. Develop and share a timeline for initiatives to come into place

3. Physical signage makes it easy for employees to follow new procedures

4. Create green targets - and refer back to them

The link between bullying, harassment and imposter syndrome in the workplace?

A recent survey found that 47% of UK employees have observed bullying or harassment in their workplace, with 1 in 10 experiencing it themselves. This demonstrates the severity of the issue, and the negative impact bullying, harassment and consequent feelings of imposter syndrome can have on people’s careers and wellbeing. Here, Bertrand SternGillet, CEO at Health Assured looks at the link between bullying, harassment and imposter syndrome and shares his top tips to help overcome it.

What is bullying and harassment?

Although there is no legal definition, bullying and harassment are loosely defined as behaviours, which persecute, exclude, or offend an individual. Any behavior, which is unacceptable, unwanted, and has a negative impact on your mental or physical health can be considered bullying or harassment. This can include personal attacks, humiliation, exclusion, or verbal criticism, as well as less obvious actions such as gaslighting or hostility.

Being a victim of bullying or harassment can lead to physical and psychological health issues, such as anxiety, depression, headaches, muscle tension, changes in appetite, increased stress, and low self-esteem. The effects of workplace bullying do not end when you leave the workplace.

What is imposter syndrome?

The conversation around ‘imposter syndrome’ is growing rapidly. A term, which was widely unheard of until a few years ago, now seems to seep into discussions everywhere – especially in the workplace. Imposter syndrome, which is also known as ‘perceived fraudulence’, is where an individual doesn’t believe they are as competent as other people perceive them to be. Researchers estimate that approximately 70% of people experience imposter syndrome at one point or another. In the last five to seven years it’s become a focal topic of conversation in the workplace.

The main characteristics of imposter syndrome include an extreme lack of self-confidence, feelings of inadequacy, putting yourself down, dwelling on past events, attributing success to external factors, overachieving and burnout.

How is bullying and harassment in the workplace linked to imposter syndrome?

Continuously feeling belittled, humiliated, or excluded for no apparent reason can have a negative impact on a person’s ability to do their job. When your mental health or self-esteem takes a knock, it can lead to feelings of doubt about your ability to do your job or and trouble seeing how you fit within an organisation. This impacts on a person’s productivity, decision-making and concentration, in turn fueling the imposter syndrome. It’s a vicious and destructive cycle, which can have severe consequences on a person, leaving them feeling powerless, confused, and helpless.

How to cope with bullying and harassment in the workplace

The first step should always be to report incidents of bullying or harassment to management and HR so they can start a formal investigation. But there are other alternative strategies, which can help as a coping mechanism in the meantime.

• Set boundaries

• Confront the individual

• Keep track of the abuse

• Practice self-care

How to overcome imposter syndrome in the workplace:

The impact of imposter syndrome can linger, causing persistently low self-esteem. While there is no direct cure there are a few ways to help overcome it.

• Focus on the facts

• Share your feelings

• Be kind to yourself

• Stop comparing yourself to others

• Seek support

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