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Inspiring People Development NOVEMBER 2015 VOLUME 11 ISSUE 2 £3.50 A MEDIA AVENUE PUBLICATION










Contents 04 Welcome from the Publisher 05 News 15 Feature One: Reward & Recognition 20 Statistically Speaking: Under-utilising the role of line managers 22 Toni: Employment law update 24 Directors Box: Julie McIntosh, Director of People & Culture, Kura (CS) Limited 25 Feature Two: Introducing the Finalists for Awards 2015 36 Library: Reward Management 37 Hr NETWORK - Just for fun Quiz 38 Event of the Month Part I: Hr40 Dinner in association with Advance & Mattioli 40 Event of the Month Part II: Review of Hr NETWORK Nominees Lunch 2015 42 Extra: Investors in Young People: Inverclyde 44 Resources Section: Performance Management; Employee Benefits; Disciplinary Procedures



Welcome To say the Hr NETWORK Team and I are excited about the forthcoming Hr NETWORK Awards Gala Dinner would be an understatement. The Gala Dinner promises to be a magical evening for all involved and we are looking forward to welcoming all the finalists, sponsors, judging panel and table hosts and their guests.

The calibre of finalists in this year’s Awards shortlist is exceptionally high and on behalf of everyone on the Hr NETWORK Team and all our sponsors, I want to wish all the finalists our very best wishes for the Gala Dinner evening. I would like to say a big thank you to the judging panel as without their support and commitment, we wouldn’t have such a wonderful group of finalists to acknowledge, recognise and reward for 2015. We recently hosted the Annual Nominees Lunch in association with Law At Work and Solutions Driven at the MacDonald Holyrood Hotel and I want to thank everyone who attended the lunch and in particular Jane Wright from Law At Work and Gavin Speirs along with their teams for their support in hosting the lunch. Once again we have managed to secure sponsors on all the Awards categories this year, which will be presented at the Hr NETWORK Awards Gala Dinner taking place at the Glasgow Hilton on Thursday 12th November 2015. This Issue In this issue of Hr NETWORK, Andy Moore discusses the topic of Reward & Recognition and has gauged the views of a number of employee benefits specialists of this important topic. Toni McAlindin reports on the latest employment legislation and offers some guidance and tips on this very complex area of HR. The regular sections of the magazine include: Directors Box, Statistically Speaking’ and the Library Book Review. The ‘Resources’ section features first class comment from those in the know on a range of subjects including: Performance Management; Employee Benefits; and Disciplinary Procedures. Hr04

Subscriptions To get your FREE regular copy of Hr NETWORK Magazine and the e-Hr NETWORK Magazine log on to: I hope you enjoy your copy of Hr NETWORK (SCOTLAND) Magazine and look forward to seeing you at one of the forthcoming events. Lee Turner Publisher

Publisher: Lee Turner – Senior Associate Editor: Andy Moore – Deputy-Editor: Teresa Flannigan – Editor’s Assistant/Admin: Marion Robertson – subscriptions@ Advertising/Sponsorship: Lee Turner – Design: Waseem Ashraf Printing: The Manson Group Contributors: Toni McAlindin; Neil Archibald; Sue Ingram; Martha How; Heather Jones Hr NETWORK now available on: LinkedIn: Twitter: YouTube:

Media Avenue Limited 4 West Maitland Street Edinburgh EH12 5DS 0131 625 3267 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. 2015


UK workers continue to neglect their health and wellbeing Despite knowing about the benefits of a healthier lifestyle, UK workers are still not doing enough to improve their health and wellbeing. The study into the health of the UK’s working population examined the four ‘proximate’ causes of preventable ill health: poor nutrition, lack of exercise, alcohol excess and smoking, and found that we needed to do more to reduce the risks of lifestyle-related illnesses. Of the 16,808 people studied, one in five men (20 per cent) said they never eat the recommended five portions of fruit and vegetables each day. Women appeared to be more aware of the importance of a balanced diet,

with a lower 15 per cent who admitted that they didn’t ever consume the recommended portions of fruit and vegetables daily. Being active and physically fit has enormous health and wellbeing benefits but research by The Health Insurance Group and Wellbeing People reported that almost one in five (19 per cent) men and one in four (24 per cent) women were not exercising at all. Brett Hill, commercial director, The Health Insurance Group said: “The report shows just how much more needs to be done to get the nation’s workers healthier and happier.” Hr05


Professional hiring up 8% with financial services driving growth Professional recruitment firms now have 8% more vacancies on their books than this time last year according to new survey data from the Association of Professional Staffing Companies (APSCo). This is in line with the latest data from the Office for National Statistics (ONS), which reveals that overall employment levels increased by 42,000 in the three months to July. The latest data from APSCo reveals that growth in the professional staffing market continues to climb across many of the trade association’s core sector groups. Permanent vacancies across finance & accounting, IT and media & marketing are all up year-on-year (16%, 5%, and 1% respectively).

This positive sentiment is in line with recent reports that business investment in the UK rose 2.9% in the second quarter compared with the first three months of 2015 - the highest figure in a year. The continued rapid growth of the financial and accounting sectors is in keeping with reports from specialist recruitment consultancy Robert Walters, which found that 76% of hiring managers have said they are planning to hire new staff in the second half of 2015. The figure represents an increase of nine per cent compared to the first half of the year. Average salaries continue to climb. APSCo’s figures also reveal that median salaries across all professional sectors continue to climb steadily, increasing by 5.7% year-on-year.

This figure is characterised by notable fluctuations in terms of sector, with sales and financial services, for example, recording uplifts of 16.9% and 8.5% respectively. This rise in remuneration within the professional arena exceeds the national increase in salaries as reported by the ONS which found that average earnings grew at an annual rate of 2.9% in the three months to July 2015.

 Ann Swain, Chief Executive of APSCo comments:

“With the latest estimates from the ONS predicting that the UK economy has grown 13.4% since 2009, there is now no denying that the outlook is good for UK plc. Against this backdrop, it is unsurprising that employment is climbing and vacancy levels across the professional sectors remain strong.”

Stress an increasing concern for employers According to a study commissioned by PMI Health Group, 40 per cent of employers now offer stress management benefits such as EAPs and counselling – up from 36 per cent last year and 25 per cent in 2013. “Stress and mental health issues are not uncommon in the modern workplace but if these are not managed effectively they can have an extremely negative impact upon mental wellbeing, affecting productivity, morale and a company’s bottom line,” said Mike Blake, PMI Health Group Director. “Employers are increasingly recognising this fact and with stress cementing its status as the number one cause for long-term UK sickness absence for non-manual workers, their efforts to tackle the problem look set to continue.” The research findings also suggest stress management benefits are growing in popularity among employees. Fourteen per cent of workers selected counselling services and Employee Assistance Programmes among their top three most valued benefits, compared with just nine per cent in 2013. Blake added: “Counselling intervention has been shown to be particularly effective for treating and reducing sickness absence while improving employee wellbeing, reinforcing both the moral and business case for its provision.” Hr06


Star’s of Scottish HR shortlisted in Hr NETWORK Awards 2015 The shortlist for this year’s Hr NETWORK National Awards 2015 has been announced with North Ayrshire Council and Ulster Bank among the finalists for the first time. Forty-five finalists across fifteen shortlisted categories have been announced with one exceptional Lifetime Achievement award recipient to be announced in the sixteenth category, which will be presented at the Hr NETWORK Gala Dinner taking place at the Hilton Glasgow on Thursday 12th November. Other organisation’s shortlisted include: Virgin Money for their work in the area of Employee Engagement and City of Glasgow College who have been shortlisted for the Learning & Development Award of the Year.

Now in their 9th year, the Hr NETWORK Awards were set up by Hr NETWORK magazine founder Lee Turner and have come to recognise,

acknowledge and reward the very best HR people, projects, teams and organisations, across all business sectors in Scotland. Commenting on the shortlist, Lee Turner said: “Its astonishing

that we are hosting our 9th Awards when the first ever awards we hosted are so vivid in my mind and I’m sure the minds of all the winners back in 2007. He went on: “These really are the HR Awards that everyone wants to win because the process for selecting the shortlist and eventual winners is done with the utmost integrity, credibility and professionalism throughout this extremely robust and transparent process.“ A full preview of all the shortlisted finalists can be found on pages 26 to 35 and the Hr NETWORK Awards will be presented at the annual Gala Dinner taking place on Thursday 12th November 2015 at the Glasgow Hilton.



Sandy Begbie recognised in HR Most Influential Awards Standard Life’s Sandy Begbie has recently been recognised at the annual HR Most Influential Awards dinner in London with 100 of the leading HR directors and academics from around the world. Sandy received awards for 5th Most Influential HR Director of 2015 and one of the Top 10 Most Influential HR Directors of the last decade. The annual HR Most Influential lists identify the top practitioners and thinkers in HR who have made a significant contribution to advancing the field in the past 12 months. Commenting on the recognition he has received, Sandy said: “It was a great opportunity to hear from others in the industry and highlighted for me all the great work we do and continue to do which contributes to the success of our business.” Sandy added: “These awards belong to all of us at Standard Life and are testament to the fantastic collaboration and dedication I see every day across the People Function.”

More firms to hire working mothers, but flexibility is key New research by global workplace provider Regus has revealed that a fifth of businesses in the UK are planning to hire more returning mothers than they did a year ago. These latest findings are based on a survey of more than 4000 senior business people across the UK. Returning mothers play an important role in the overall economy by contributing to boosting GDP through increased female participation in the labour force. But the contrasting demands of motherhood and work are one of the main reasons women don’t return to work. To combat this phenomenon, respondents emphasised the important role flexible working plays in attracting female talent; in fact, 81% believe that flexible working is key to attracting and retaining women workers. The research also highlights that returning mothers are particularly valued by businesses globally because of their experience and skillset, as well as reliability and excellent time management. Additionally, returning


mothers are seen as less likely to change jobs, saving firms the cost of recruitment and re-training. Other factors that are influencing businesses’ decisions to hire more working mothers include: • Returning mothers are valued for their experience and skills according to 73% of respondents and are seen as more reliable (24%) and organised (29%) • Returning mothers were also reported to be very hardworking (18%) and to be more caring workers (17%) • Professionals also value working mothers’ drive to prove their worth (20%)

Commenting on the research, Celia Donne, Global Operations Director at Regus says: “There is a vast amount of untapped potential among skilled and experienced mothers who are unable to work due to family commitments. Flexible working enables companies to tap into this important talent supply and offer returning mothers a way back into the workforce. The benefits to businesses are clear; not least, lower staff turnover and associated hiring and training costs. But in order to retain these valuable employees it is critical that firms offer some level of flexible working, such as the possibility to work closer to home. “With reports suggesting that if the number of women in the workforce reached the same as that of men national GDP growth could be up to 10% higher, the case for increasing flexible working is very strong. Add to that the value placed on returning mothers and it is evident that businesses need to reassess their use of flexible working to attract top female talent.”

Parliamentary group launched to champion the self-employed and freelancers IPSE, the Independent Professionals and the Self Employed, has backed a new All Party Parliamentary Group (APPG) for Self-Employment and Freelancing.
The group, which held its first meeting in mid-September raised awareness within Parliament about selfemployment and freelancing as great ways to work. By acting as a voice in Westminster, the APPG will highlight the contribution freelance workers make to the UK economy and draw attention to the challenges they can face. IPSE is serving as secretariat to the group, which consists of MPs from across the political spectrum. Chaired by the Government’s Ambassador for SelfEmployment David Morris MP, the inaugural meeting included a discussion on the Group’s programme of work for the next 12 months, including the Government’s upcoming review of self-employment led by Julie Deane, founder of the Cambridge Satchel Company.

 Commenting on the launch of the Group, IPSE Chief Executive Chris Bryce, said:
“Freelancers and the selfemployed are a crucial part of the UK economy and this new Group will play a vital role in making sure they are represented and heard within Parliament.
“Having an All Party Group shows that politicians from across the political spectrum can get behind and support the self-employed. Our sector faces a number of significant challenges at the moment and the APPG will be a key forum for discussing solutions that work for the self-employed.”

 Chair of the APPG, David Morris MP, said: “The selfemployed and freelancers make such a difference to the economy, so it’s important to give them a strong voice in Parliament. This new All Party Group will highlight the huge contribution these 4.5 million people make to the economy and will provide a platform for their views to be heard.”


Glasgow pupils prepare for job success with Career Ready Secondary school students from across Glasgow were joined by business leaders at Glasgow City Chambers recently as they prepared to begin the exciting two-year Career Ready programme. The 136 students, from 23 schools across the city, met with mentors from a range of industries who will support them in the lead-up to paid internships in the summer between fifth and sixth years. The Glasgow programme, run by charity Career Ready in partnership with Glasgow City Council and employers from across the city, will provide the youngsters with valuable work experience, and help them to uncover their strengths and talents while exploring career pathways that inspire them. The 300-strong audience was addressed by Simone Lockhart the recently appointed Chair of Career Ready’s Local Advisory Board for Glasgow and MD of Glasgow-headquartered recruitment firm Search Consultancy. She is also amongst the business leaders who will mentor a student for the duration of the programme, with all youngsters matched with companies based on their career aspirations and hobbies/interests. Simone said: “It was an honour to welcome the students and mentors to the 2015 programme launch which was a huge success, and marks the beginning of an exciting two year journey for students as they prepare for the world of work. “Search Consultancy was one of the vast array of

businesses to be matched with mentees, with three Glasgow students set to join us during the coming programme. We very much look forward to working with them to help them realise their true potential, gain confidence and be inspired.” Since its establishment in 2011, Career Ready has gone from strength to strength and seen tremendous growth. The charity began working with two local authorities and 56 pupils from across eight schools - and in just four years has gone on to forge partnerships with nine local authorities and 865 pupils from 86 secondary schools. Its programmes are delivered by more than 150 employers and 1,500 volunteers, and help employers and schools to deliver Scotland’s ‘Developing the Young Workforce’ recommendations. Anne Wexelstein, Career Ready Director for Scotland, spoke of the significance of Glasgow’s participation in the programme and the charity’s long-term aspirations. She said: “Glasgow was one of the first areas to adopt Career Ready. Support for the programme has continued to grow among both schools and employers over the past four years as we focus on giving young people with little family background of higher education or professional careers the confidence, skills and networks to achieve life-long success at work.”

Hope reaffirms commitment to staff satisfaction with expansion of benefits package Britain’s leading independent construction materials company, Hope Construction Materials, has reaffirmed its commitment to staff satisfaction and wellbeing by announcing further additions to its already extensive staff benefits package for its 900 strong UKwide workforce. Comprising a blend of flexible, traditional and ‘salary sacrificing’ benefits, the offering comes as Hope continues to grow its dynamic workforce to meet the demand for its products – cement, concrete and aggregates. The company – which celebrated Hr10

their second birthday in January – refers to employees as ‘colleagues’ to underline a ‘one-team’ culture, the importance of relationships and the fact that everybody has a contribution to make to the company’s success. Hope’s ‘Rewarding our Colleagues’ programme will see new staff benefits being added continually in keeping with new working trends or living patterns, including additional holiday, cycle-to-work scheme, pension benefits, and sabbatical and charity work breaks.

As every individual’s needs are different, Hope’s staff are being offered the chance to hand pick benefits options best suited to them from an extensive list, dependent on what’s important to them. Hope recently announced a recruitment drive for 30 additional HGV drivers and three further apprentices. Along with creating new career opportunities, Hope is keen to ensure that its existing workforce is amongst the best looked after in the industry.

Skills shortage in manufacturing and supply chain industries intensifies jobs tipping point Recently the Chartered Institute of Personnel and Development reported that 58.8 per cent of graduates in the UK are in “non-graduate” roles, as graduate supply grows faster than jobs are created in industries including professional services. Beatrice Bartlay, a recruiter for the manufacturing and logistics sectors, warns that a collapse could be imminent as fewer people choose careers in skilled industries. Bartlay, who is Founder and MD of specialist staffing agency 2B Interface, claims that the UK’s blue collar industries – including manufacturing, joinery, metalwork, logistics and construction – are having to source employees from a rapidly shrinking talent pool. Bartlay said: “Manufacturing is a case in point because it is currently enjoying a resurgence in volumes of higher value contracts. As well as this, output is currently growing and expected to grow in to the next quarter. Manufacturing is the key to the UK’s continual economic growth, but traditional and niche skills in this sector are becoming more limited every day. The whole supply chain is suffering; from welders to HGV drivers – which ultimately will have an impact on white-collar businesses. After all, how are you going to sit at your nice desk with nobody to make and transport it?” Bartlay’s statement echoes recent reports that specific job roles are getting harder to fill as more and more young people choose academia over skilled manual labour. In August 2015, four major logistics trade bodies announced a collaboration to promote careers in HGV operation, particularly to attract women, ethnic minorities and school leavers to the industry. The Road Haulage Association, part of the consortium, stated that 45,000 HGV drivers were due to retire by 2016 – with no figure coming close to replacing them.


Workers in Scotland are still not achieving a healthy work life balance Following the National Work Life Week (21-25 September 2015) research by the Family Friendly Working Scotland programme, which is funded and supported by the Scottish Government, shows that despite the extension of the Right to Request flexible working to all employees and many months after the introduction of Shared Parental Leave, a significant number of parents are unhappy with their work life balance: 41% of parents said work life is becoming increasingly stressful. More than a quarter felt constantly torn between work and family. Now in its sixth year, National Work Life Week, shines a light on the importance of balancing work and home for everyone. The Modern Families Index 2015: Scotland, published by Family Friendly Working Scotland, highlights that: • Only 28% of respondents go home on time every day. The other threequarters are working for longer. • Mums and dads reported that working time is affecting health and that work is eroding the time parents have to make healthy choices, such as having time to exercise or to cook properly.

• A significant proportion (41%) said that their role did not accommodate flexible working. The key themes of National Work Life Week 2015 were: Go Home on Time Day (23 September 2015) – challenging our long hours working culture by urging people to leave work on time to send time with family, friends and enjoying time away from work. Happy to Talk Flexible Working - a call for more employers to promote flexible working from recruitment onwards.

The Minister for Children and Young People Aileen Campbell said: “We know many parents and carers have to juggle work with family commitments and this can be challenging. This government is committed to promoting flexible working across both public and private sector employers. That is why we fund the Family Friendly Working Scotland Partnership and I’m pleased to support National Work Life Week.” Sarah Jackson, Chief Executive CEO Working Families comments: “The flexible working and family friendly landscape is changing and work life balance is now an achievable goal for people of all ages and at every stage of their working lives. ‘We know that good employers are working with the grain of employees’ lives and are offering flexible and family friendly workplaces. It’s clear that working life and employee expectations are really changing and that work-life balance is no longer solely the domain of people with caring responsibilities. A healthy work-life balance means loyal, engaged and productive employees. It’s good for people and good for business.”

Robertson has been awarded a Gold Medal from the UK’s leading safety charity The Royal Society for the Prevention of Accidents (RoSPA) recently presented Robertson Facilities Management with their fifth consecutive Gold award, highlighting the company’s commitment to excellence in health and safety. The FM business of Stirling-based Robertson directly employs over 700 people across 60 sites in Scotland and the North of England within its Facilities Management business. The company provides a wide range of facilities management services, including building and plant maintenance; energy management; cleaning; catering; grounds and janitorial services. Ian Gibson, managing director, Robertson Facilities Management, said: “To be awarded Gold for the fifth


year running is a real source of pride for the entire team. We are committed to ensuring the highest standards of health and safety at all our sites and this Gold Medal is testament to how seriously we take that commitment.” Robertson was presented with their award during a ceremony at the Glasgow Hilton on September 17. David Rawlins, RoSPA’s awards manager, said: “The RoSPA Awards encourage improvement in occupational health and safety management. Organisations that gain recognition for their health and safety management systems, such as Robertson Facilities Management, contribute to raising standards overall and we congratulate them.”

Record number of L&D professionals utilising data to shape future strategies Towards Maturity has revealed a record 25% increase in the number of reports being delivered to L&D professionals this year. The not-for-profit organisation has been supplying independent, personalised feedback to L&D professionals thanks to the help of supporting Ambassadors, issuing over 2,500 reports, across 50 countries worldwide, with a combined value of over £740,000 since 2010. The 3-stage process – Review, Compare, Act – helps L&D professionals identify the actions they need to take in order to improve results and integrate learning into the workflow more effectively. The Personalised Benchmark Report is the critical output that helps them directly compare results with top performing organisations, in order to help define the steps needed to achieve a modernised learning strategy. The Towards Maturity Benchmark study is the only global research programme that provides every participant with a tailored, confidential 21 page Personalised Benchmark Report. Towards Maturity collects over 1.5 million data points annually, which provides deep insights into global trends and effective practices of learning and development teams across the world. The insights collected are explored confidentially and the trends detailing effective practices and industry setbacks are released in an annual Benchmark Report - launching this year on 5 November 2015. There has been a 25% increase in the number of reports sent out in 2015, indicating an increase in the number of L&D leaders using its Benchmark as a performance improvement tool through to 2016. Laura Overton, Managing Director of Towards Maturity commented on the findings: “It is exciting to acknowledge the sheer scale of what we have achieved; over 4,000 L&D leaders have benchmarked their L&D strategy with Towards Maturity since 2003 and the results are telling. Those coming back year after year are starting to see a real shift in tangible results, with top learning organisations reporting four times as much business impact benefits and a greater learner engagement. It is fantastic to see that we are influencing the future of learning and development; we are truly thankful to the Ambassadors who have supported us to make this level of independent research freely available to all. Towards Maturity’s Ambassadors believe that high quality independent research should be available to inform all L&D leaders and have been supporting the annual Benchmark since 2010. Without these forward-thinking organisations, many L&D professionals would not be able to access the Personalised Benchmark Reports and insights on the industry’s direction.


Learning the objective as innovative manufacturers get government skills boost The UK Commission for Employment and Skills (UKCES) has chosen five organisations to test new ways to develop innovation skills in the manufacturing sector. Each will run a trial programme expected to yield valuable learning that can be shared across the sector to improve innovation and productivity. The successful organisations include a leading UK manufacturer, an employer representative body and UK universities. Projects are based in Belfast, Cardiff, Glasgow, Swansea and Lancashire. Each will test skills development in their workplaces as part of the UK Futures Programme, a series of learning programmes aiming to address specific workplace skills needs. Each project will receive co-investment from UKCES up to £150,000. UKCES Commissioner and leader of the competition Paul McKelvie OBE said: “I’m delighted to announce the

successful applicants of our Skills for Innovation in Manufacturing competition. My team and I were impressed with the fresh thinking on display in these five projects, and we are excited to see what we can learn from their achievements.” UK manufacturing is identified as highly productive and a key sector for exports, and this competition seeks to explore new ways of developing skills and practices needed to maximise the value of innovation. McKelvie said: “Innovation is vital for our national prosperity. It has a critical role in productivity and job creation, and nowhere is this true more than the manufacturing sector. It’s vital that that we learn how manufacturing firms can optimise their workplaces and processes to take best advantage of their highskilled, highly productive workers. “We will watch and learn carefully over the coming months, and we look forward to sharing the learning from these five

projects to the manufacturing sector as a whole.” The UK Futures Programme is a series of learning programmes that target specific emerging or persistent workforce development problems. This round invited employer-led proposals from businesses and other organisations in the manufacturing sector to run initiatives until summer 2016 that focus on skills to manage the innovation process and exploit innovative products or services for commercial value.

activpayroll celebrates 14 years in business activpayroll, the global payroll and employee mobility solutions expert headquartered in Aberdeen, has celebrated its 14th year in business with a completely new digital presence. In the past 14 years, the firm has experienced constant growth, from servicing small local companies to some of the world’s leading brands, and has now reached the stage of delivering payroll services in over 120 countries worldwide. In order to parallel activpayroll’s global reach and advanced technology solutions, the firm has just launched its new mobile-device friendly website which accurately presents the brand’s ambitions, provides a user-friendly experience and responsive design. The new website was part of a wider online rebrand exercise that has seen activpayroll’s social media channels, Hr14

newsletter, templates and communications evolve. Throughout 2015, the firm has won a number of contracts including two leading UK high street chains which are expanding internationally. Existing clients are also choosing to remain with activpayroll, this is exemplified by client retention figures which are just over 99.66%. As more companies are outsourcing their global payroll to gain greater efficiency and improved compliance, activpayroll has grown its Global Project Management capabilities and increased the Edinburgh office space on four separate occasions this year. Following recent international office openings in Paris, Stavanger and Ontario; the Singapore office, launched in October 2013, also increased its staff by 200%.

FEATURE Reward & Recognition

Reward & Recognition: Credit where credit’s due Handing over a tin of Quality Street is one way to reward your

employees’ efforts into your organisation – yet it might roll a few

eyes. From personal praise to pension plans, there is a significant amount HR can do to make staff feel valued. Andy Moore spoke to some reward and benefits professionals to find out.


FEATURE Reward & Recognition

cost anything and can involve simple measures in the way HR interacts and communicates with staff and how they’re acknowledged. “Like anything else in life, blending lower cost or free incentives with more expensive performance-driven schemes is a fine balance,” he adds. “In isolation R&R strategies don’t necessarily have the impact that they should do. However they do if they’re part of an overall communications strategy, especially where younger employees are concerned: a pat on the back or a word of encouragement are genuinely valued.” But should HR take a carrot or a stick approach when rewarding employees? “Nowadays, HR sets the agenda for reward whether this might be through balanced scorecards Saying thank you: it doesn’t cost anything does it? The eccentric hotelier, Basil Fawlty, will tell you this. And especially if you’re one of his paying guests at Fawlty Towers receiving ‘extraordinary levels’ of hospitality. But what about if you’re an HR manager, not a hotel manager? Do you ever say thank you to your staff? Better still, do you recognise and reward them for their contribution to your organisation? Your workplace might be a far cry from a dilapidated 1970s hotel, yet giving credit where credit’s due will pay dividends to staff morale and performance. And this is not strictly in the money sense either. In modern workplaces, Recognition and Reward (R&R) encompasses many aspects including: promotion; pay; pensions; bonuses; insurances; vouchers; holidays; flexitime; career opportunities; health and wellbeing; training and development. To name just a few… Yet while R&R schemes are as prolific and varied as an HR director’s email inbox after a two-week holiday, organisations are still not tailoring work place benefits by gender and age, This is according to PwC research of 2,400 UK employees. The study discovered ‘wide variation’ Hr16

Saying thank you: it doesn’t cost anything does it? The eccentric hotelier, Basil Fawlty, will tell you this. And especially if you’re one of his paying guests at Fawlty Towers receiving ‘extraordinary levels’ of hospitality. in workplace benefits favoured by gender and age, with most wanting to see tangible benefits introduced to cut living costs. Alan Fergusson, Employee Benefits Director at Mattioli Woods, says: “HR needs to tune into the demands of different gender and age employees. Generation Y yearn for and expect reward schemes in a very different way to those in their middle or the end of their careers.” He believes the way HR and organisations communicate, with, and reward employees, is changing, particularly in the way information is given to people individually. With ‘green shoots’ employees wanting an ‘app’ to access the ‘next biggest reward’, older stagers might be happier knowing they can pay for their golf membership in retirement. R&R of course does not have to

or performance indicators,” Alan explains. “Any decent organisation uses these forms of benchmarks so they can measure performance up front to decide how to reward it. Goals are set in advance and everyone must work towards them.” R&R schemes inevitably vary wildly according to the type and size of organisation, together with their business objectives and people policies. While sales environments may demand a sell and reward approach based on performance, service industries – for example local governments and call-centres - may reward staff on aspects such as fewer complaints and greater user engagement. Ultimately, he argues that as long as people’s behaviours hit the right targets and they align with customer and client objectives then HR should have ‘no problem’. Alan stresses: “Reward and recognition is such an individual

FEATURE Reward & Recognition

thing to an organisation. Speaking about it in general trends is dangerous. The concept is unique to each and every sector. HR must ensure modern policies reflect organisation’s goals, ambitions and business plans.” He adds that modern schemes are now much broader in organisations – whether they are financial, including increases in salary, bonuses and pensions to nonfinancials such as extended holidays and wellness schemes. He says: “HR and line managers are more aware of aligning an organisation’s objectives with reward and recognition. This is the largest trend as it aligns CSR with a company’s business ethos. But many employers often don’t want to ask questions of their employees unless they are prepared to hear the answer.” So what is the potential for HR to reward staff spontaneously? “Rewarding employees spontaneously can significantly enhance the perception of recognition, whether this is a £50 voucher or another incentive,” Alan explains. “Importantly, these

one overarching initiative to individual and departmental schemes. “Again, initiatives vary hugely according to the type and size of organisation. Some organisations that specialise in a specific area with a flatter structure will more likely offer flatter and broad-based initiatives,” he adds. “Pension and final salary schemes were the order of the day 30 years ago and were collegiate. Everybody was in them and received the same sort of benefits, albeit on different salaries.” Today, in the modern, digital world, tech companies are much more likely to have a flatter structure in light of awarding benefits – and they will more likely reward people through long-term incentive or share plans. Conversely, lack of career development opportunities is a major reason for someone leaving an organisation. “If people don’t like the environment they’re in and cannot see a future for themselves then they move on,” he warns. “The pinnacle of recognition is career opportunities and the trappings that come with them – for example moving up the career ladder and being eligible for benefits such as a company car or medical insurance.”

Meanwhile David Buchanan, Head of Reward for SSE says: “Recognition and reward programmes are as important as ever for encouraging and incentivising employees across a wide range of motives. These vary from increasing people’s self-respect, belief in the business through to financial incentives. The best programmes are those that foster the right behaviours inside an organisation. Today, more than ever, HR needs to be very careful in the way it designs reward programmes.” For example, rather than rewarding staff on sales’ targets, SSE’s more recent approach has been to work with line managers and staff to devise programmes that reward them based on their behaviours and workplace performance. David acknowledges that some organisations may strive to reward on sales or service KPIs, yet he stresses that these should not be at the expense of how customers – or the end user – are dealt with. “HR must strike a balance between rewarding behavioural versus harder line performance metrics,” he continues. >>

“The pinnacle of recognition is career opportunities and the trappings that come with them – for example moving up the career ladder and being eligible for benefits such as a company car or medical insurance.” should be flat rewards which thank everyone for their efforts. Surprise is memorable. Sometimes, if you give employees something twice it becomes the norm.” With sick leave costing UK employers up to £29 billion a year (PwC), there is also clearly a case for HR to put health and wellbeing high on the agenda in R&R schemes. Likewise, having a sense of equality in reward schemes is of course important - right across from cleaners to the chief executive – yet HR still needs to divide programmes between


FEATURE Reward & Recognition

“Organisations must also draw a line in the sand, determining what the difference is between incentivising staff and recognition.” For its part, SSE has placed a high emphasis on rewarding and motivating staff based on benchmarks such as ‘positive customer interaction’. Across many UK workplaces, he believes that HR must realise the drawbacks that money-based reward schemes can have on staff’s real motives inside an organisation. Their interaction, he says, should be much more valued - and a core focus should be about harnessing the customer relationship over a long period of time. Ultimately, David stresses that many R&R programmes are now geared towards getting the interaction right for the customer or end user – for example what a good sale or service looks like. Conducting a budgeting exercise is also essential to ensure schemes are cost effective. Above all, David

highlights that timing is crucial for all R&R programmes, adding that delays must be minimised – right across from the pilot, operational to the evaluation stage. So how can HR perpetuate schemes to get buy-in from ‘less enthusiastic’ staff and engagement? “An important part of any incentive or reward scheme is how it is communicated to staff,” he emphasises. “However, the more people generate ideas for a scheme the more they add to its complexity – it has to be clear, coherent and Hr18

malleable so it can adapt to change.” David adds that designing reward programmes should involve staff from all areas of an organisation, as early as possible, so they can be better aligned with people and business objectives. Ensuring that equality – for example engaging everyone to have a say in how programmes are designed – is also essential, he stresses. How can equality be assured, regardless of attainment between peers? “One way HR can achieve this is to run team-based reward schemes which, although can be difficult to design and administer, are a democratic way to reward team effort,” David suggests. “The idea is to encourage stronger players to inspire not so strong players to perform better and pull together as a collective group for the organisation.” Conversely, he believes effective schemes reward on the right blend of behavioural and performance metrics. For example, not everyone might be blessed with the acumen to get a sale over the line: their strengths may lie in forging effective customer interaction through their innate people skills. Similarly, David believes that by interpreting and using the right compliance metrics, HR can make the blueprint for R&R schemes, rewarding staff through compensation, training and other retention measures. So what will happen to recognition and reward packages over the next 10 years? Alan Fergusson of Mattioli Woods sums up: “New legislation and the noises coming out of reform will mean employers will increasingly have to inform and educate their employees on their financial wellness. If employers do this they will find they have a more engaged workforce. People do worry about money and health, which is something employers can help with. There is growing recognition that employers will be asked to take care of this even more in the future.” Hr

Recognition and reward • Tailor schemes for age and gender – expectations vary greatly! • R&R does not have to cost anything and can involve simple measures in the way HR interacts and communicates with staff • Blend softer behavioural reward schemes with more targeted performance-driven programmes • Schemes should align with overall people policies and business objectives • If people’s behaviours hit the right targets and align with customer and client objectives then HR should have ‘no problem’ • Don’t ask questions of your employees unless you’re prepared to hear the answer! • Rewarding employees spontaneously can significantly enhance the perception of recognition • Having a sense of equality in reward schemes is of course important • Devise overarching initiatives with departmental schemes


Nine in ten HR professionals say that managers don’t lead as part of their role HR professionals could be in danger of underestimating and underutilising the leadership potential of managers, according to a new management effectiveness gap analysis run by EEF, the manufacturers’ organisation. Almost nine in ten HR professionals (88%) say that their firm’s managers are good in functional, day-to-day work, but don’t lead as part of their role. Little over one in ten (12%) say that there is strong leadership at every level of the organisation, with managers creating a sense of purpose and direction for their team. The gap analysis - completed by almost 200 HR and training professionals from a range of different business types and sectors – shows that under half (48%) see managers as good role models, while only three in ten (31%) are confident that managers are able to spot when something such as a task or process needs to be changed. However, much of this could be down to a lack of training and support. Just 18% say that new managers receive training on implementing HR and employment policies and procedures, while only 19% say that they receive leadership and management training. Four in ten HR professionals (42%) say their company identifies leadership and management potential through line managers’ recommendations, while 35% say they are identified through the performance or Hr20

appraisal review system. But at the same time, they express concerns over how well and how consistently managers use these systems. Three in ten (29%) say that most managers complete an annual appraisal, but follow up is limited. Over a quarter (27%) say that managers provide some feedback, but are reluctant to tackle poor performance, while 37% say that there is some good practice but it is inconsistent. Less than one in ten (7%) say that performance and development objectives are agreed at appraisal and drive day-to-day performance management. Judith Hogg, Director of Training and Head of Learning and Development at EEF, says: “Great management and leadership skills are key to unlocking greater productivity, something that the UK typically lags behind on. At the same time, many of the problems that companies have to contend with stem from poor leadership. “Effective leaders provide clarity, direction and a sense of ownership. But this requires managers to take a step up from fulfilling a functional role - something that many aren’t being fully equipped to do. Training and coaching are key in providing them with the confidence, knowledge and tools to lead effectively. Developing managers’ competencies and behaviours can pay dividends in driving an organisation’s vision, mission and values.” Hr


European Union. In or out? By Toni McAlindin During the previous Coalition government it was clear that the Conservative members at least wanted a referendum on whether the UK remained in the European Union. This eventually became part of their election manifesto and since they did win the election it has become a reality. Most of us saw it as a bit of gamesmanship as the general consensus is that the party of business would prefer to remain in the EU albeit with slightly different arrangements. However it now looks like a referendum will be earlier rather than later and it appears that some businesses do want to leave the EU and are prepared to fund campaigns persuading the general public of this. This of course is a dangerous game. Despite being in the EU for a very long time (we joined on the 1st January 1973 and I started my first full-time job on the 2nd January 1973 so I remember it well!), the public in general has some difficulty understanding EU institutions and are cynical about what benefit they get from it. This is not helped by much of the political rhetoric and much of the inflammatory press over immigration. It is therefore not surprising that people have difficulty differentiating between a Syrian refugee, an illegal immigrant and genuine EU migrants as they tend to be lumped together. It should also be remembered that the number of UK citizens who live and work in other EU countries is probably higher than those who come here to work and live. And so it will be interesting to hear what is said over the next year about the desirability of staying or going. If we did leave, what would the implications be for employment law? Unlike many other EU countries a very considerable part of our employment law comes from the EU. We have mixed views on some of these laws but we have got used to them. For example love or hate TUPE it is part of our landscape now and we have learnt to work within it. We might not have such a benign attitude towards working time holidays though! Since all of the many EU directives are now enshrined in domestic legislation, leaving the EU would make no difference to their legality. They would remain part of UK law until they were altered, repealed or replaced. What would be missing immediately would be reference to the European Court of Justice. This court is the final arbiter on legislation which originated in the EU. Any reference to the court, regardless of which country made the referral, would be binding on all EU countries. We would not have access to that court, nor would we be bound Hr22

by decisions of the court, many of which have been unpopular in the UK. So what might happen? Let’s go back and look at the introduction of some of these laws. In the early days the main legislation was around sex discrimination and equal pay and we already had such laws in the UK so no big deal. Legislation was adopted by unanimous vote which was fine when only 6 or even 9 (when we joined in 1973) were part of the EU but as time moved on and the numbers crept up to nearer 30 countries unanimous voting became untenable. Before leaving power in the late 70s a Labour administration had agreed to the Acquired Rights Directive which became TUPE in the UK. On becoming Prime Minister in 1979 Mrs Thatcher was incensed at this. TUPE is after all a real challenge to our legal system. An individual joins a company and enters into a contract of employment of their own volition. Tupe means that that individual can be transferred to another organisation without their permission with the only recourse to object and leave. Equally that employer has to take on the individual “warts and all” whether they want to or not. It is known as a “novation” of UK law and it certainly has been a challenge. But would we repeal it? Probably not. A couple of years ago the Coalition did an extensive consultation on Tupe but very little was changed partly because it was linked to the directive which did not permit change but partly because businesses were pragmatic and have learnt to work within the legislation AND what would the alternative look like. There is so much outsourcing that removing TUPE and allowing employers to dismiss instead could create much bigger issues than those currently experienced with zero hours contracts. If anything changed it would be the ability to alter or harmonise contractual terms. During Mrs Thatcher’s time in office the Single European Act was passed which allowed health and safety legislation to be adopted by qualified majority vote. She was prepared to accept this as the UK had a good reputation for complying with health and safety legislation. She was less happy when one of the first directives to be adopted was the Pregnant Workers’ directive which provided for pay and leave of 14 weeks for pregnant women. She did not regard pregnancy leave as health and safety and she may have been right. At the time most other EU members already had such rights and only the UK and Ireland had to introduce new laws. But would we repeal this?


Highly unlikely given that UK law now provides 52 weeks leave and 39 weeks leave. In other words, time has moved on and we are all much more used to such legislation. The same can probably be said for the whole raft of discrimination legislation which now forms part of the Equality Act. The next most significant directive in the chronological history was the Working time directive. As a health and safety directive it was adopted even though the UK was opposed to it. John Major was Prime Minister at the time and argued that working time was not about health and safety??? As we know he lost that argument and left the implementation of the directive to the incoming Labour administration. Of all existing EU employment law, this is probably the most controversial. There are issues of course over working time and rest breaks and continuing confusion over what constitutes working time. For instance in the last few weeks the ECJ has had to make a decision on whether travel to the first client for field workers is working time. But it is the caselaw on holidays which has caused most concern and of all the legislation this would very likely be altered if we were not bound by the directive. Take the Stringer judgement. UK courts held that individuals are entitled to a rest period (ie holiday) from working. However if the individual was absent due to sickness the individual was not working and not entitled to holidays. The ECJ disagreed. This has led to a whole raft of other judgements ie how long after the absence can the individual take the holidays, can they be carried over to another year, how many days can be carried over etc. To date not all of these questions have been answered and UK law has not been changed. To many it seems bizarre to argue that holidays are a rest from working and then to allow an individual to accumulate weeks of holidays to be taken years later or paid at a later date.

Recent cases have concerned how much pay an individual should receive whilst on holiday. In particular overtime and commission payments. There is even a suggestion that non-compulsory overtime can be included. Very soon the courts will decide how commission should be dealt with. An individual paid by commission is not earning commission whilst on holiday but should not be disadvantaged by taking holidays. What does all this cost? What sort of administrative nightmare does this cause? And so if we leave the EU, I believe that most existing laws would remain but I suspect that certain elements of TUPE particularly relating to harmonisation and changing contracts might change. I certainly believe that working time would be looked at particularly holidays. More difficult questions might arise over general jurisprudence ie would we still be bound by past decisions of the ECJ but not future. I believe we would as that formed part of our caselaw at the time. I suspect not much would change from the present and I don’t believe there is any great appetite within other EU countries for more laws but that the opportunity would be taken to tackle areas such as working time. We shall see. Hr

Toni McAlindin is a qualified barrister specialising in labour law. In addition to being an employment lawyer, Toni is a Companion of the Chartered Institute of Personnel and Development. Hr23

REGULAR directors box

Julie McIntosh Job Title: Director of People & Culture Organisation: Kura (CS) Limited Brief Summary of your Industry Sector: Outsourced Customer Management & Software Solutions

How long have you been in your current position? Six fantastic years. What attracted you to the role? The focus on people from the top down and a desire to create something unique in an industry that has a lot of people, where a lot of businesses talk about being people centric, but the reality tends to be very different. Our philosophy is “to help people be the best they can be” and with a Vision “to be unrivalled in managing people across all organisations”, it’s an HRD dream job. Describe your career path When I started my career as a HR administrator, I didn’t expect or assume I would reach HRD level, but with the support and development of great managers and mentors, I moved through the various levels to HRD and onto today in my current role where with the normal HR disciplines I have various other business functions, like property and compliance. Describe the key responsibilities in your role as HR Director Developing the strategic people agenda for Kura to deliver a culture where the focus is on the continuous improvement of the individual in an environment where our people can develop and grow. Give an example of strategy you have implemented that has made a difference to the organisation We’ve had such a wealth of change within our business in the last 6 years it’s hard to call out one single strategy. The focus on behaviours in our discussions, the transparency of individual performance, through our App, and the introduction of clear progression opportunities that has seen us fill over 70% of our management positions from internal promotions would be key initiatives. The changes we’ve made in our business have moved our employee engagement score more than 70 points in the last 6 years, so we are making a difference. Hr24

in association with:

As HR Director, are you involved in decisions at board level? Yes, as a Board Director I have the opportunity to shape the future. However with our philosophy and vision being so clearly focused on people, level is irrelevant, HR plays a central role in Kura. What area of your job do you find particularly challenging? The pace and variety of outsourcing means that no two days are the same and sometimes the juggling of priorities can be a challenge, but it’s the variety that makes it fun, every day is a learning day. What are your key motivators? I am motivated by the journey our business is on, what HRD wouldn’t want to strive “to be unrivalled in managing people”? I am energized by developing people, seeing someone stretching themselves and reaching their potential. I don’t subscribe to the ethos that exists in our industry that we should “make people happy”, help them be successful, enable them to grow and develop, reward and recognise them fairly and they can make themselves happy. What would the members of your team say about you? Straightforward, driven team player, who cares about them individually and collectively – but feel free to ask them. If you got the chance to do it all over again, what would you change and why? I’m not sure I would change anything. I’ve made mistakes as we all do and have had the opportunity to learn from them. My biggest learning has been to make sure that I get the right team in place, hire for behaviours first and skills second, and when something isn’t right ‘face in’ straightaway. Hr Key Highlights Using a Net Promoter to measure employee engagement, it was frightening to see a negative number at first, but thankfully we’ve improved greatly... The work done by our learning team on setting our people up for success. The recent rebrand of our business that sets us on the next stage of our journey.

FEATURE Hr network awards 2015

By George!

There’s ALMOST 800 people heading to the GLASGOW Hilton

By Teresa Flannigan

The 9th Hr NETWORK National Awards 2015 will take place at the Glasgow Hilton on Thursday 12th November. The Gala Dinner, which has established itself as one of the biggest and best business dinners in Scotland, promises to be a truly ‘magical’ evening of excitement and anticipation, which has already begun with the announcement of the shortlisted finalists across 16 categories. The winners in each category will be announced at the Gala Dinner in November. The evening will see a range of HR professionals, projects, programmes, teams and organisations from all sectors being recognised and not even the chance of seeing George Clooney at a business dinner at the EICC in Edinburgh on the same evening has been enough to distract the HR profession from celebrating the stars of Scottish HR. Hr >>


FEATURE Hr network awards 2015

The list of shortlisted finalists: Learning & Development Award of the Year – sponsored by: Search Consultancy provides recruitment solutions to organisations across all major industry sectors and they are absolutely committed to offering their sponsorship and support to identify, develop and recognise talent in each of their specialist areas. Working so closely with Hr NETWORK they believe gives them incredible insight into the HR profession, your passions and your challenges, and as an industry where so many clients are also candidates, where better to invest? Search HR is one of 30 niche specialisms within their exceptional recruitment service offering. Please find out more by visiting: NOMINEES

City of Glasgow College Programme Leader: Judy Keir 30,00 students, 1200 staff, £228M new city campus; City of Glasgow College formed in 2010 following a pioneering three way merger - one of the first College’s to merge in Scotland. ‘One City’ has reinvented the ‘traditional’ CPD day. Promoting a professional learning community ethos, by offering opportunities for college students, staff, and external stakeholders to engage in reciprocal learning during an annual event. Enhancing the College culture change agenda and staff/ student engagement strategies. William Grant and Sons - Programme Leader: Christine Penman Working within a small, global L&D team, located in Scotland, Christine has worked tirelessly to place L&D at the heart of the global business agenda. Specifically contributing to key business objectives, she has delivered truly impressive results through her foresight and tenacity, further enabling their organisational capability across five key areas: Setting and implementing the leadership development strategy; Setting and implementing the e-learning strategy; Global Induction; Talent Development and Graduate development. KURA - Programme Leaders: Nick Craig & Peter Sliwinski The programme was designed to embed an organisation wide change towards learning and development and ensure their people’s development was at the heart of everything KURA do. This programme was developed for all levels ensuring that their new employees have an exceptional journey and that the leaders within the business had effective coaching and management skills to support their people. They have seen outstanding results over the last 18 months in performance at all levels. Hr26

Organisational Development Award of the Year – sponsored by: Tesco Bank has 7 million customer accounts across a wide range of products and services including: • Insurance - motor, home, pet, travel and life • Personal current account • Credit cards and personal loans • Personal saving products • Mortgages • ATMs Their products and services are available online and by phone seven days a week. They are predominantly an online business, with approximately 86% of new sales being made online. While the bulk of Tesco Bank’s activities are focused on the UK, a selection of financial services and products (including Credit Cards and Insurance products) are offered in certain other countries in which Tesco has a presence, namely Ireland, Hungary, Slovakia, Poland, Malaysia, Thailand and China. For further information visit: NOMINEES

Skyscanner Skyscanner is a rapidly growing internet-economy business, where, along with travel search itself, they’re constantly evolving to best service the needs of travellers across the globe. To allow them to react at speed and deliver a world-class product to travellers, they have implemented a ‘Squads and Tribes’ model. This model distils ownership of areas to small teams of around 4 to 8. This approach is a natural fit. It accelerates growth and allows their squads to act as a start up at scale, with a high level of empowerment and flexibility. Their model pulls on lean principles, agile practice, continuous testing and improvement and Theory of Constraints. North Ayrshire Council North Ayrshire Council embarked on a wholesale change programme to improve its services and how they are delivered. It put employees at the heart of this programme, empowering them to innovate the improvements using a structured methodology – Kai Sigma. This method is about investing in people to enable ‘good change’ and it achieved just that. Indeed, an external expert said the level of improvement was the best he’d seen in the public or private sector.

FEATURE Hr network awards 2015

British Gas The HR team within British Gas led the joining of two businesses to create one new business British Gas HomeCare, with the overall objective of providing a better and more joined up service to 4 million Service, Repair, Gas and Electrical appliances customers. The organisational changes impacted 10,000 employees and finalised within six weeks. At the same time the People team reorganised their own team to provide appropriate support to the new structure, whilst maintaining high levels of service resulting in substantial operational cost savings. HR Graduate of the Year – sponsored by: Brodies LLP is Scotland’s largest law firm. Home to more leading Individuals than any other firm in Scotland, Brodies has 28 top tier rankings in the independent legal directories, including employment, where it has been regarded as a leader in the field for many years. The employment team consists of specialists in employment, pensions, health & safety, and remuneration & employee benefits. The team provides highquality, innovative services to a wide variety of clients in the private and public sectors and is praised for its commerciality with personality. Its specialist lawyers apply common sense and practical, in-house experience to ensure delivery of relevant, high quality legal services, that are tailored to the needs of each client. For further information visit: NOMINEES

Marion Anderson, Glasgow Caledonian University Marion returned to University as a mature student after a successful career in international retail operations. Working for brands such as Calvin Klein, Levis and Apple helped her develop a “people first’ approach to leadership. GCU’s MSc International HR Management stood out as a globally focused programme aligning with her experience and goals. Marion graduated with Distinction and was awarded “Best Student & Best Research Project” prizes. Marion is currently living in Dubai, employed as HR Manager for international retailer, Alshaya.

Peter Heath, Edinburgh Napier University Peter is the Head of HR & OD for the Scottish Fire & Rescue Service. He achieved MBA in 2009 and MSc HRM (Distinction) from Edinburgh Napier University in 2014. Peter has worked to develop himself over many years whilst continuing in full time employment within the fire & rescue service. He is a Chartered Fellow of the CMI and in 2015 achieved Chartered Fellow of the CIPD following completion of his studies. Kirsty Black, University of Strathclyde Business School Kirsty is a highly motivated and creative individual, currently working full time in HR at one of the largest organisations in the world. Kirsty approaches her work with great dedication, and this work ethic is something she applies to all areas of her life. Outside of work, Kirsty enjoys hillwalking with her two dogs, playing the violin and helping local charities. It is her aim to one day run her own company, preferably in the Learning and Development field. Strategic People Development Project Award of the Year – sponsored by: Standard Life are in the business of helping build a more prosperous world, dedicated to making sure that everything they do helps their customers to save and invest for their future, their industry to improve and their society to progress. These things have been important to Standard Life since they were established in Edinburgh in 1825. Since then, they’ve also been growing globally. Today, the Standard Life group employs around 6,500 people internationally through businesses in the UK, Europe, North America and Asia. Around 4.5 million customers worldwide trust Standard Life with their financial future and they support a further 20 million customers through their Chinese and Indian joint venture businesses. The Standard Life Investments brand also offers truly global asset management expertise with strong investment capabilities. Standard Life plc is listed on the London Stock Exchange with around 1.2 million individual shareholders across over 50 countries. For further information visit: >> Hr27

FEATURE Hr network awards 2015


Glasgow Economic Leadership (Finance and Business Services, People and Skills Group) This industry led group was established in 2014 to support the growth of the city’s most work ready financial and business service workforce, which would support the inward investment proposition for the industry, nationally and internationally. The group have implemented a number of initiatives, many of which are now being implemented across Scotland. The group recently developed and launched Scotland’s first senior-phase apprenticeship pathway, a Scottish Government and Skills Development Scotland initiative, in Financial Services. Tesco Bank For Tesco Bank, developing a pipeline of exceptional leaders to respond to complexity and customer demand in a heavily regulated, multi-channel industry, is essential. The team designed a Graduate Development Programme to embed positive leadership behaviours AND accelerate the time for participants to gain real business experience and start delivering value. This programme is not only successfully developing future leaders but also seeing ROI during the placement itself with £1.5M delivered in added value since 2012 first cohort. Barclays Barclays Scotland Careers Week is organised by their Women’s Initiatives Diversity network, HR and colleagues with a shared focus upon empowering and enabling individuals to progress in their career. This year saw 50 interactive events, including one-toone coaching and tailored clinics, attended by over 500 individuals. This event is just one example of their sustained effort in driving significant improvements in gender split and internal mobility. In 2015, internal mobility tracks at 55%, the number of female directors has doubled and the percentage split of female Vice Presidents has increased by 15% to 38%.

Corporate Responsibility Award of the Year – sponsored by: SSE’s core purpose is to provide the Energy that people need in a reliable and sustainable way. SSE prides itself in being a responsible employer, directly employing around 20,000 staff in the UK and Ireland. In the last few years SSE has been one of the largest FTSE Companies, and the only major Energy Company to sign up to the Living Wage. SSE is also the first FTSE Company to gain the Fair Tax Charter, which shows that it reports its tax affairs in an open and transparent manner. This year, SSE published it’s Human Capital Report which shows the economic value of the employees that it borrows from society. As part of this report, SSE called out the specific economic value of its Apprenticeship and Technical Training Programmes which generate significant economic value for each £ invested. SSE did this with a view to kick starting a debate on the value of investing in skills based training that leads to sustainable employment. With over 650 trainees, a strong focus on diversity and inclusion, and with a 4 year deal to Sponsor the Woman’s FA CUP, SSE really is proud to make a difference. For further information visit: NOMINEES

Tesco Bank Since forming in 2008, Tesco Bank has been committed to supporting the communities it serves customers – placing community investment at the heart of its strategy. It’s community investment programme has made a massive difference - helping more than a quarter of a million primary school children become more active, develop their reading skills and nurture their artistic talents. Furthermore, over £1m has been raised for local and national charities. Standard Life Standard Life’s employability strategy is designed to create prosperous futures; preparing and facilitating the entry of people into work. At Standard Life, they have established partnerships to support young people most in need, starting in Primary School and ending in programmes providing real jobs paid at The Living Wage. Since 2013, £2,605,000 has been spent on salaries and donations to charity partners, 230 jobs have been created and 1,900 young people have been supported on their journey.


FEATURE Hr network awards 2015

Barclays Capitalising on the strong Citizenship foundation in Barclays Scotland, colleagues have voluntarily come together through fundraising and volunteering to build a three-year partnership with local charity Let Us Shine and make a truly inspiring impact on a community of young people in Ghana. More than 1500 colleagues have donated 20,000 hours and raised over £85,000 over 12 months to build a new secondary school for local girls. Fourteen staff travelled to Ghana once again this year, to help build the new school and provide basic numeracy, literacy, sexual health, LifeSkills and CPR training. HR Business Partner of the Year – sponsored by: Right Management is the global career and talent development expert within ManpowerGroup®. They help organisations become more agile, attractive and innovative by creating a culture of career management and learning that nurtures future talent, motivates and engages people, and provides individuals with opportunities to increase their value throughout their careers. They improve time to value through their expertise in organisational effectiveness, career management and individual development. Their approach is underpinned by the fact that organisations thrive when individuals are successful in their careers. For more information please visit: NOMINEES

Patrick Bennett, British Gas A passionate and experienced HR Business Partner, with 15+ years experience in HR and leadership, seen as a real team player and role model. With great attention to detail, a passion for developing and motivating others and an exemplary work ethic. A proven track record in delivering strategic projects, including a new reward system and an operating model, which promotes efficient and effective processes, enabling leaders to develop and lead employees whilst supporting business growth. Carole Lamond, Tesco Bank Carole joined Tesco Bank in June 2010, initially managing the resourcing programme of 1,500 colleagues. A passionate promoter of talent, today Carole is a highly respected People Partner for Tesco Bank, where her strategic input, business acumen and commercial focus has transformed the People Strategy for Banking to achieve high levels of colleague engagement and excellent business results. Carole has 20+ years’ experience across a range of business sectors and HR functions.

Andrea Rodgers, Standard Life Investments A multi-disciplined HR professional with extensive financial services experience in Asia, UK and Europe. Chartered MCIPD and qualified Coach. Previously worked for Goldman Sachs and The Economist in Asia, Scottish Widows (Lloyds Banking Group – LBG) and RBS in Scotland at executive and senior leadership level. Experienced across all HR disciplines including business integration and transformation, resourcing, talent and performance management, organisation design, development, employee relations and reward. Andrea has a commercial approach to aligning HR strategy to business strategy with a particular strength in managing complex relationships and building capability in organisations. Talent Management Programme of the Year NOMINEES

Scottish Water Scottish Water has created a successful 2-year accelerated development programme called “Future Leaders Programme” that prepares participants to make significant leadership transitions in 2-3 years. Designed on the 70:20:10 principle of learning, the Programme blends role experience, learning support networks and ‘formal’ learning interventions with a leading business school. With high levels of focus and support from all levels of management the results are already evident with 10 ‘managed’ job moves having already taken place. >> Hr29

FEATURE Hr network awards 2015

British Gas The British Gas ‘One for the Future’ programme objective is to develop their high potential front line employees to take their first steps into becoming a British Gas leader. Driving their best talent in their careers to enhance their succession planning and deliver their business priorities. 100+ employees attend a twelve month blended learning programme that develops core leadership skills, knowledge and experience, whilst continuously supported by their strongest leaders as mentors to share best practice and build their personal development plans to drive their performance. Scottish Power Scottish Power’s challenge was to design a talent assessment model for their Future Leaders and verify manager’s views of their High Potentials. Their solution approached this in 2 ways: internally; an assessment centre gauged readiness for senior roles against their Leadership Model, externally; psychometric tests assessed underlying potential to rise and succeed in senior roles. The approach provided participants with great insight into their development needs and potential, leaving them engaged and owing their career. HR Assistant/HR Officer of the Year – sponsored by: Standard Life are in the business of helping build a more prosperous world, dedicated to making sure that everything they do helps their customers to save and invest for their future, their industry to improve and their society to progress. These things have been important to Standard Life since they were established in Edinburgh in 1825. Since then, they’ve also been growing globally. Today, the Standard Life group employs around 6,500 people internationally through businesses in the UK, Europe, North America and Asia. Around 4.5 million customers worldwide trust Standard Life with their financial future and they support a further 20 million customers through their Chinese and Indian joint venture businesses. The Standard Life Investments brand also offers truly global asset management expertise with strong investment capabilities. Standard Life plc is listed on the London Stock Exchange with around 1.2 million individual shareholders across over 50 countries. For further information visit:



Joanna Lees, Tesco Bank Jo joined Tesco Bank in 2012, after successfully securing a role within the Learning Team as a Trainer. In June 2014, Jo joined the People Function as a Relationship Team Assistant. Jo spends half of her time supporting the Head of People Operations and the other half as the key contact for Right to Work. After starting her HR career with a blank page, Jo’s now studying her CIPD to enhance her HR career opportunities. Jessica Hirst, William Grant & Sons Jessica Hirst has worked in various HR roles since 2005. She graduated from Strathclyde University with a BA (Hons) Degree in HR and Sociology. Jessica has experience in HR teams in the Voluntary, Public and Private Sector. She has been working for William Grant and Sons for nearly 5 years, and in her current role as Organsiational Development Advisor for two and a half years. Kevin McDowall, Morgan Stanley Kevin is an Associate in the HR Rewards and Administration team. Kevin has played an active role in delivering a global HR strategic goal of centralising all EMEA payrolls in Glasgow, where he has gained a thorough understanding of 18 country payrolls. He has also developed a suite of KPI measurements for the team. He holds a BA in Business Management from Notre Dame in Ohio, and has previous experience with MyKey Pay and Ceridian.

FEATURE Hr network awards 2015

Attraction & Resourcing Award of the Year – sponsored by: Established in 1995, HR Consultancy has built its reputation on the delivery of a highly professional recruitment service to the Scottish business community. Best recognised as a provider of recruitment solutions for technical and professional roles across Human Resources, Accountancy & Finance, Manufacturing and Engineering, Financial Services and Insurance professionals, it also offers extensive experience of delivering high volume temporary solutions. The business is built on a number of simple beliefs – a real desire to stand out through the quality of its personal service and the power of its results whilst working in true partnership with its clients. For further information visit: NOMINEES

Virgin Money The ‘Worlds Most Creative Interview’ was at the heart of a unique and innovative recruitment campaign to find a ‘creative entrepreneur’ for Virgin Money. Virgin Money needed to attract ‘different’ kind of candidates, so every element of the campaign was redesigned. The result was a unique recruitment experience, which combined immersive theatre, robust assessment methodology and Virgin Money ‘magic’. The impact has been amazing - not only did they find a perfect candidate – it was fun, very different, engaging, exciting and very ‘on brand’. Barclays Barclays in Scotland is committed to identifying and cultivating talent from diverse social backgrounds, age ranges, cultures and educational experience. In addition, to a structured intern and graduate programme, proactive engagement with schools to outline their Apprenticeship placements and collaboration with the Saltire programme, they partner with local charities and the MOD to cultivate entrepreneurialism and support ex military personnel into the workplace. Their commitment to the candidate experience continues through induction into ongoing career development, resulting in high levels of internal mobility.

Clydesdale & Yorkshire Banks Following their rebrand in 2013, aligning their compelling employee proposition to the values behind ‘We care about Here’ was a key aim for Clydesdale and Yorkshire Bank to attract, engage & retain the right talent. Spearheading the approach was their HR Team who set up an Internal Recruitment consultancy to deliver the right recruitment proposition for the business. The team work hard to make the entire recruitment journey a truly interactive experience with the candidate being at the heart of everything they do. Advocacy from their candidates is a key measure of engagement for the Bank and listening to ongoing feedback enables them to have a dynamic and evolving attraction & resourcing strategy. HR Manager of the Year – sponsored by: Syme Drummond offers a highly personal HR and L&D recruitment consultancy service with a proven track record and an industry name that you can trust. Syme Drummond is a people business and quite simply, ‘people deal with people’. Their values, expertise and professionalism have earned them one of the leading reputations within the HR industry which is testament to the way they deal and work with their customers. Syme Drummond work with customers across a wide range of industries from SME’s to International Global businesses specialising in HR and L&D recruitment and they look forward to welcoming you to their world, where their people partner with your people to ensure you get the solution you need. For further information visit: NOMINEES

Gillian Morrison, Skyscanner Gillian joined Skyscanner in July 2013 during a period of rapid growth within the organisation. She is a CIPD qualified HR professional with previous experience in the Financial Services Industry and her wide-ranging role at Skyscanner includes employee relations, reward, payroll, employee engagement, change management, people management and international HR. Recent accomplishments include being the People lead for a number of high profile acquisitions across Europe and playing a pivotal role in the selecting and implementing of a new global HRIS system. Gillian graduated from Strathclyde University in 2010 with a First Class BA (Hons) in HRM and also completed her MSc in HRM at Napier University in 2013. >> Hr31

FEATURE Hr network awards 2015

Fiona Walker, North Ayrshire Council Fiona is the Organisational Development Manager at North Ayrshire Council and along with her team leads on a variety of interventions, such as engagement, leadership and recognition, designed to support the skills, knowledge and cultural development of the Council’s employees. Fiona has over 20 years management experience in both private and public sector and during her 12 years in the public sector she has been instrumental in driving positive change which underpins her professional integrity. Shelley Tanner, Scottish & Southern Energy Shelley is an experienced HR practitioner with a pragmatic approach with a generalist background gained in Cloud Services and FMCG industries. A results orientated individual with a personal passion for continuous improvement and employee engagement. Key skills include connecting people, process and tools together to realise business benefit and achieve strategic goals. Employee Engagement Award of the Year – sponsored by: YSC are the world’s premier independent leadership consultancy, helping organisations achieve commercial success by releasing the power of their people. They work with clients across their entire people agenda to build a strong, sustainable pipeline of talent. This involves helping clients get the right people into key roles, identifying and unleashing potential and helping to accelerate people’s growth at all levels. They also help their clients develop high performing teams, implement business change and embed the values and culture necessary to achieve strategic business goals. Core to their work is developing deep psychological and behavioural insights. YSC are distinctive in going below the surface and in creating interventions that drive real and profound transformational change whether at the individual, team or organisational level. For further information visit:



Ulster Bank In February 2014, Ulster Bank announced the acceleration of their business strategy. One key cost saving measure was the rationalisation of property by re-locating 3500 employees to hit a cost saving target of £12 million. Ulster Bank implemented a Direct Engagement Strategy, specifically pertaining to this property move. As a result, engagement rose from 61% in Q1 2014 to 73% in April 2015. The most recent employee opinion survey in April 2015 showed that employee engagement increased by 2% in the previous 6 months. Virgin Money In 2012, Virgin Money acquired Northern Rock, which in 2011 had an engagement score of 56%. It was clear they had to change colleagues’ perceptions of the organisation to unlock their discretionary effort. So they have created a new annual survey and action planning cycle that addressed the issues colleagues raised. By 2013 they had an incredible 85% engagement score. In 2014 the response rate was 89% and the engagement score had increased to 86%. North Ayrshire Council Within North Ayrshire Council, their people are at the heart of everything they do: their commitment and drive are central to achieving their objectives and meeting their customers’ expectations. Engagement plays the starring role in the Council’s ‘Good to Great’ change programme and is based on an inclusive and innovative approach designed to achieve motivation across the workforce. This motivation is palpable and is responsible for making the Council an employer of choice. HR Team of the Year – sponsored by: TMP’s world exists where science and art meet. Their solutions are grounded in science; pulling in detailed analysis, technical expertise and innovation, and then they blend in the art of branding, creative thinking and inspiring ideas. They are fascinated by all facets of employment; with such a broad spread of talent from their creative and digital teams to their occupational psychologists, their capacity for full RPO provision, to niche specialist search and employer branding expertise – over decades, they built a deep understanding of how the talent markets move. Working across a broad mix of public and private sector organisations, their objective remains consistent; delivering direct sourcing strategies that help you attract, assess and retain great talent. For further information visit:

FEATURE Hr network awards 2015


HR Team, Department for International Development (DFID) The Department for International Development (DFID) lead Britain’s fight against global poverty, delivering UK aid globally. They have circa 3,000 employees internationally, many working in some of the world’s most fragile and conflict-affected states. In 2014 the DFID HR team was integral to the wider DFID response to the Ebola crisis, with a significant number of people-related issues to resolve – encouragingly, they are now supporting Sierra Leone in normalising, recovering and rebuilding after an extremely emotional and difficult period. HR Team, Virgin Money In the three years since Northern Rock was acquired by Virgin Money, the same core team have delivered a huge amount, culminating in the IPO of the business. They have played a key role in integrating and transforming the business. All largely with the same Team that started out following the acquisition – a Team that have built the company culture and enabled fast paced growth through recognising the importance of their contribution to the company and its future, and consistently pulling together to achieve it. HR Home-Care People Team, British Gas The Home-Care People Team is a forward thinking, agile, and dynamic group of HR professionals. They have revolutionised their operating model and developed a centre of excellence to provide a word class experience for their customers. The team have repeatedly embraced change and collaboratively supported the business to deliver on bold strategic goals, solidly forming an integral part in the influencing and creating of their people agenda, and the delivery of their customer and operational strategic plans.

Best Workplace of the Year – sponsored by: Tesco Bank has 7 million customer accounts across a wide range of products and services including: • Insurance - motor, home, pet, travel and life • Personal current account • Credit cards and personal loans • Personal saving products • Mortgages • ATMs Their products and services are available online and by phone seven days a week. They are predominantly an online business, with approximately 86% of new sales being made online. While the bulk of Tesco Bank’s activities are focused on the UK, a selection of financial services and products (including Credit Cards and Insurance products) are offered in certain other countries in which Tesco has a presence, namely Ireland, Hungary, Slovakia, Poland, Malaysia, Thailand and China. For further information visit: NOMINEES

British Gas British Gas promotes a values driven culture of ‘Love Simplicity, Be Extraordinary Together’ and ‘Do what’s Right’ where these fundamentally underpin all decisions within the organisation. A strong Corporate Social responsibility agenda to give back to their local communities and partner Shelter is fully supported across all sites and led by passionate employees, raising over half a million pounds annually. This is possible as a result of their employees and their leaders placing customers and employees Health & Safety as their primary focus. >>


FEATURE Hr network awards 2015

Hunter Adams At Hunter Adams their vision is clear; they want to be the place where the best HR people want to work. Each year they independently gauge their culture, which helps them to understand what they are doing right and more importantly where they need to improve. They make commitments to their staff for the year ahead, involve them in the fixes & deliver on their promises. Their people like working there (according to the staff themselves) because of the values of the company; the people & the variety of work they offer. There founder spends up to 2-3 days a week working through the commitments to the team & has recently established & led an internal development panel to ensure that career development at Hunter Adams is second to none. North Ayrshire Council At the heart of North Ayrshire Council is their People, their values of Focus. Passion & Inspiration are core to how they work together, recruit and develop their staff. Their new people strategy – Our People Connect - designed by staff reflects their changing organisational journey, embracing new ways of working and innovative communication methods, which impacts on their excellent service delivery. North Ayrshire Council is proud of its transformational journey from Good to Great! Chief Executive of the Year – sponsored by: Advanced Boardroom Excellence is a board effectiveness consultancy dedicated to individual and collective director effectiveness. Their experience, expertise and knowledge is focused on supporting Chairmen, CEO’s and Directors, through three areas of excellence: Board Dynamics and Board Reviews - With an industry leading approach to Independent Board Reviews and Board Effectiveness, including Board Behavioural Dynamics, Succession Planning and Board Skills Development for NEDs. Transformational Performance Coaching - A dynamic and strategic approach to Executive Coaching, Director Level Assessment and Director and Executive Career Management. Leadership Effectiveness and Impact - Board and Leadership team development to embed and accelerate the impact on the organisation. For further information visit:



John McGrory, Morgan Stanley John is a Managing Director of Morgan Stanley and co-General Manager of the Glasgow office, Head of Glasgow Operations and Global Head of Securities Settlements, Reconciliations and Banking Services. He is passionate about employee development and is a key sponsor of HR initiatives. John is chair of the industry group Scottish Investment Operations and sits on the board of the Scottish and North American Business Council. Elma Murray, North Ayrshire Council Elma Murray has a passion for great public service provision. Throughout her 32 years working in local government she has focused on service improvement and, since becoming Chief Executive at North Ayrshire Council, she has created the conditions and authorising environment to allow the Council’s 6,000+ staff to re-design and transform the services they deliver. Elma is delighted to be shortlisted for this award and considers this an endorsement of the inspirational work of Council staff. Shona Stephen, Queens Cross Housing Association Shona is Chief Executive of Queens Cross, one of the larger social landlords in Scotland. Previously a senior civil servant in Scottish Government, she advised Ministers on a range of policy areas. She’s been a Director of The Princes Trust and worked for many years in housing and regeneration. Shona’s currently involved in developing a national approach to health and housing and is passionate about creating opportunities for disadvantaged people.

FEATURE Hr network awards 2015

HR Director of the Year – sponsored by: Hunter Adams is an HR and Management Consultancy with offices in Edinburgh, Glasgow, Aberdeen and London. Founded in June 2011 by Dean Hunter, Hunter Adams offers commercial and no nonsense HR advice, and can also provide more dedicated support from their HR and Recruitment professionals through their managed Interim service. Hunter Adams views people management with a commercial and creative mind-set and has an impressive portfolio, including a diverse range of clients across the private, public and third sectors. Hunter Adams supports organisations with a wide range of HR solutions, specialising in change management, employee engagement, cost reduction strategies, post M&A harmonisation, and talent management. For further information visit: NOMINEES

Margaret Johnson, Morgan Stanley Margaret is Executive Director of HR for Morgan Stanley Glasgow. Her team is responsible for all aspects of the people strategy and, in partnership with her clients, she has delivered a wide range of successful and innovative agendas. She is a board director of Scottish Investment Operations; chair of GEL, Finance and Business Services, People and Skills Group and an advisor to the Glasgow STEM Hub. Helen Muir, Dawnfresh Seafoods Helen is the Group HR Director for Dawnfresh Seafoods and is responsible for a workforce of over 600 employees. Helen is responsible for the planning and execution of the people strategy to support business growth opportunities. Helen firmly believes that by employing quality people and developing them, this drives business success - and that people are at the heart of business. Her key people responsibilities include executive and senior management leadership development, strategic planning and implementation, and employee engagement. Helen is based at Uddingston however regularly travels to all of the companies locations throughout Scotland and Northern Ireland.

People National Board. John is also committed to SSE being a Responsible Employer through adoption of the Living Wage Programme and through the publishing of SSE’s ground-breaking ‘Human Capital’ Report. Lifetime Achievement Award – sponsored by: Search Consultancy provides recruitment solutions to organisations across all major industry sectors and they are absolutely committed to offering their sponsorship and support to identify, develop and recognise talent in each of their specialist areas. Working so closely with Hr NETWORK they believe gives them incredible insight into the HR profession, your passions and your challenges, and as an industry where so many clients are also candidates, where better to invest? Search HR is one of 30 niche specialisms within their exceptional recruitment service offering. Please find out more by visiting: The winner of the Lifetime Achievement Award will be presented by Search Consultancy at the Hr NETWORK Awards 2015 Gala Dinner being held at the Glasgow Hilton on Thursday 12th November 2015. Nominees Lunch sponsored by:

Supporting sponsors include:

John Stewart, Scottish & Southern Energy John has worked in a broad range of Senior Management roles in both the UK and in the US. He is passionate about people development and actively promotes the development of young people through SSE’s talent pipeline programmes and through his membership of the Developing Young



Reward Management Author: Michael Rose Reviewed by Neil Archibald

Research apparently shows that reward related costs can account for as much as 75 per cent of an organisation’s financial outlays, so getting it right, ideally first time, would seem the sensible approach to take. 75 per cent! That’s a big number so this book better earn its pennies in telling us how to make the most of this commitment and it does that, in droves. Reward is one of those aspects of HR which is not just informed or driven by the marketplace and therefore economic forces but is also governed, in part, by legislation. It is also by definition, in part anyway, one of the few aspects of HR which you could argue is black and white and not in that grey sector which accounts for much of our workload. That and the fact that the discipline and all of its various facets are, in some way, the bedrock of all that we do in HR means that linking reward with business direction and HR policies is vital. Think back to Maslow’s hierarchy of needs, most of which is based on what we can afford (brain cells clicking into action there?). People need remunerated for their efforts and although money may not be the main motivator for some people, reward takes many forms so enter Rose and his musings. An important aspect of any function, he notes, is to have some form of a strategy. Makes sense, so far. This is where, even from someone looking from the inside out (i.e. me and you!), that the complexities start to become clearer of what constitutes reward and what needs taken account of when putting plans together to form the various strands of said strategy. Reward. Remuneration. Compensation. Benefits. Different or the Hr36

same? They may end up all supporting the efforts of staff trying to further the aims of the organisation but the sum of them is important to get right to ensure that reward management does all that is required of it. So recognising and taking account of issues such as workplace culture, employee demographics, industry trends and the like are all vital to consider before implementing that wacky bonus scheme or the most basic possible pension scheme. Get a reward strategy wrong and you could snooker more than just the efforts of the HR team! Key to the function’s remit is its ever growing role in that of change management because (and to quote the author here), ‘reward carries strong messages’ meaning a heavy reliance is placed on the function to help engineer and embed change. From a practical viewpoint this could be anything from ensuring that a restructure works in terms of pay grades and bonuses being protected to a softer context in that non-cash incentives could be the trump card in times of conflict by, for example, offering flexibility on working hours or additional training and development opportunities. The book technical in parts yes, but to someone who knows the difference between income tax and NI and cash vs non-cash rewards,

it’ll make sense. From taxation to pay scales, staff motivation to data, the author has certainly got the bit between his teeth in terms of trying to get both the reward novice hooked and the reward professional turning the pages to find out more about reward management. The book is easy to follow as it’s laid out in two clear sections operational and strategic. What reward management is all about and how you embed and make it work for you, whatever type of organisation you work in, is dealt with in the first part of the book. The text then goes on to talk about how to implement the various aspects of reward from job grading systems to flexible benefits. Some organisations don’t have reward professionals with the remit often wrapped up with the operational role but with growing recognition that reward management is in itself a speciality, this book will help allay any thoughts of it being a low level, routine function. That said though it doesn’t have to be complicated and the book makes this point by breaking down subjects like share save schemes and bonus plans to the extent that someone needing to develop reward protocols or processes from scratch could pick up this book and follow the instructions – not quite joining the dots but you get my drift. Hr Neil Archibald works as an HR generalist and business journalist and is a Fellow of the CIPD.


Just for fun quiz Simply answer the 5 multiple choice questions, then identify the pictured celebrity who’s face has been slightly distorted to test your knowledge and then email your answers to: editor@ The winner will be announced in the next issue of Hr NETWORK (SCOTLAND) along with the answers to the quiz in this issue. Closing date for answers is Friday 4th December 2015 at 12 noon. The answers to the September Quiz are: 1. C – Liverpool 2. B – Paul Hollywood 3. A – Liberal Democrats 4. C – Arsenal 5. A – Michael Caine Name the Celeb for September: Piers Morgan

Name the celeb

Quiz questions 1. Who plays the Downton Abbey character Violet Crawley? A) Michelle Dockery B) Maggie Smith C) Jessica Brown Findlay 2. What is the capital City of Iceland? A) Copenhagen B) Oslo C) Reykjavik 3. What is the largest shark? A) Great White B) Whale Shark C) Basking 4. Which City will host the 2016 Summer Olympics? A) Rio De Janeiro B) Athens C) Tokyo 5. Which Welsh rugby scrum-half was badly injured in a warm-up game against Italy? A) Matthew Morgan B) Rhys Webb C) Alex Cuthbert

email your answers to:



Hr NETWORK’s Hr40 Dinner – ‘BY SPECIAL INVITATION’ in partnership with The Advance Consultancy and Mattioli Woods – Edinburgh 24th September Once again, Hr NETWORK’s Lee Turner hosted the regular and very popular Hr40 Dinner, which took place at the Macdonald Holyrood Hotel in Edinburgh on Thursday 24th September. Around forty senior HR professionals specially invited by Hr NETWORK on behalf of Hr40 partners The Advance Consultancy and Mattioli Woods, attended an exclusive networking dinner, which featured an after dinner speech by head of reward for Hr38

SSE David Buchanan who shared some of the insights in to the recent Human Capital report that SSE conducted which values their employees at a staggering £3.4bn. The evening began with a drinks reception and networking before Lee Turner welcomed guests. Kim Walker from the Advance Consultancy and Alan Fergusson from Mattioli Woods offered their own special welcome on behalf of the sponsors.


A superb three-course meal including drinks was served which, was followed by an insight from David Buchanan who delivered his after-dinner speech so eloquently despite some technical issues that he encountered with the screen and projector. Guests attending the dinner included HR professionals from organisations such as Johnson & Johnson, Harvey Nicols, Scottish Gas, Skyscanner, and the City of Edinburgh Council. Hr NETWORK along with The Advance Consultancy and Mattioli Woods would like to thank everyone for attending and contributing to a truly wonderful evening and although this was the final Hr40 for 2015, Lee and the Hr NETWORK Team will be working on some new events from January 2016. If you would like details on being invited to a future Hr40 Dinner or hosting an Hr40 Dinner – BY SPECIAL INVITATION, please contact the team on Tel: 0131 625 3267 or email: Hr



Hr NETWORK Nominees Lunch 2015 The Annual Nominees Lunch for this year’s Hr NETWORK National Awards 2015 in association with Law At Work (LAW) and Solutions Driven took place on Thursday 22nd October at the Macdonald Holyrood Hotel. Around 60 guests from this years awards shortlist, as well as members of the judging panel and some specially invited guests joined Lee Turner and his Hr NETWORK team along with Jane Wright from Law At Work and Stuart Campbell from Solutions Driven and members of their teams to the annual lunch. The lunch forms part of the build up and excitement to this years Awards with the winners being announced at the Awards Gala Dinner which takes place at the Glasgow Hilton in November. During the lunch, publisher of Hr NETWORK Lee Turner thanked both lunch partners, commenting: “The support we have had from Jane Wright and her team at Law At Work and Gavin Speirs, Stuart Campbell and all the team at Solutions Driven for their commitment to the Hr NETWORK Nominees Lunch two years in a row now has been tremendous. Hr40


Law At Work is a unique business support organisation, specialising in helping clients identify, manage, reduce, and eliminate risk to their businesses in employment law, human resources, and health & safety. They form close client relationships, striving to make their service personal to each organisation they support. Their clients are drawn from all sectors of the economy, and include public, private and voluntary sector organisations of all shapes and sizes. Quality & results focussed, working both in the UK and Internationally with their customers, Solutions Driven apply a strong consultative approach & proactively seek out the best candidates whilst adding measurable value at each stage of the complete resourcing process. Their passion is helping their customers successfully hire great people quickly & efficiently whilst delivering the best candidate experience possible. Taking time to fully understand their customer’s requirements, they carefully match our resourcing, assessment & selection processes to deliver the right shortlist of suitable & interested candidates, their delivery teams focus on a number of key sectors.

The lunch offered guests, particularly the short-listed finalists the chance to meet with other finalists in their categories and to weigh up the opposition before the winners are announced at the Gala Dinner taking place on Thursday 12th November at the Glasgow Hilton. On behalf of Law At Work and Solutions Driven, Hr NETWORK would like to wish all the finalists the very best of luck for the Gala Dinner. Hr

An ordained Buddhist monk joins Law At Work guests to debate “Are you a defender or a challenger”? Law At Work hosted their regular HRD Horizons Club at The Bonham in Edinburgh and The Blythswood in Glasgow in September to hear a fascinating and humble speech from Claire Genkai Breeze. Claire is co-founder of Relume and is also an ordained Zen Buddhist monk. Amongst other things, Relume offers a retreat for resilience and mindfulness. Claire is co-author of the book, The Challenger Spirit, a research project into those organisations that successfully disturb the status quo in their market. Claire introduced the key common features she and her colleagues discovered about

challenger leadership in successful organisations. The first stemmed from Buddhism and the “vow not to know” – leaders should not presume they know everything. Claire saw successful leaders getting out in the field to observe any underperforming areas of the business for themselves. She advised that those that entered the experience with an open mind, empty of presumptions saw and learnt more. Attendees on the night shared various similar anecdotes including leaders experiencing a “bolt of lightning” awareness of ineffective corporate processes and approaches, often having previously presumed things operated differently.

A healthy debate raised the question of how staff would respond if their leader suddenly announced the “vow not to know” and whether this would be destabilising for the workforce. The group concluded that it would depend upon how the “vow not to know” was communicated. With the speed of technology it was accepted that leaders cannot know everything. Claire went on to introduce more findings from the research such as “Dealers in hope”, “Vision isn’t manifested, it’s developed” and “Speaking truth to power”, all provoking similar stimulating conversations.


EXTRA investors in young people

Inverclyde sets the bar for supporting young people Inverclyde has come out on top - the region is home to the most Investors in Young People (IIYP) accredited businesses, per head of population, than anywhere else in Scotland. A total 17 businesses in the region have signed up to the award since its launch in July 2014. These accredited firms vary in size and industry and include the multinational mobile phone network provider EE, local cinema chain West Coast Cinema, transport provider McGill’s Buses, wealth management firm McDonald & Co, sea-boat training company Seatrek, CVS Inverclyde and Greenock Morton Football Club’s Community Trust. Peter Russian, chief executive of Investors in People Scotland, commented: “We’ve seen a tremendous response from the Inverclyde region following the launch of IIYP and businesses in the area are really setting the standard for recruiting and investing in young people. The interest from local organisations reflects the number of young people in the area entering employment and we hope businesses from other regions across Scotland will follow suit and reach their business objectives by utilising the potential of young workers.” Hr42

Investors in Young People is the country’s only people management award of its kind, and focuses on employers’ recruitment and retention of young people. IIYP works closely with organisations from across the private, public and third sectors to assist them in meeting their business objectives by engaging and developing a talent pipeline for the future. The framework provides advice, recommendations and best practice regarding the recruitment, employment and training of young workers. Operating out of Kip Marina, Seatrek Training was the first Inverclyde business to be awarded with Investors in Young People (IIYP) in December 2014. Seatrek Training offers sea training courses for the commercial workboat and leisure industry. The company employs several young people aged 16-24 within its workforce and the company has worked closely with IIYP Specialists to provide more training and development opportunities for their young employees. The additional training on offer has improved the business’ functionality allowing it to grow. Seatrek’s Director of Training, Lesley Robertson said: “IIYP is an excellent platform from which companies

EXTRA investors in young people

can encourage and promote the young workforce of tomorrow to be leaders in industry, service and manufacturing. We’ve found that by adopting and implementing the IIYP framework has made all the difference to how we offer training and development opportunities for our young people. We are delighted so many other businesses in the area have followed our lead by working with the IIYP framework.” West Coast Cinemas received their IIYP accreditation in March 2015. The company has two cinemas in the Inverclyde region in Dunoon and Greenock and employs seven young people aged under 25. The company now has a mentoring and induction system in place for new employees, allowing younger members of staff to receive adequate training before they start working full-time. Helena Ptolomey, assistant manager at Waterfront Cinema said: “Since working towards the IIYP accreditation we have implemented several recommendations such as introducing a formal appraisal

process with development plans, setting core targets, developing career succession plans and induction programmes, creating a formal recruitment process and improving communications within the organisation. “All of these aspects have made a positive impact on our employees as they feel a sense of pride and achievement knowing their work is being recognised and rewarded. It has also empowered our employees by boosting their sense of morale in the workplace. I believe that every business, especially small businesses should work towards adopting the business framework that IIYP has set out as it provides a solid foundation for our business and our employees.” Investors in Young People (IIYP) was launched by Investors in People Scotland (IIPS) following a key recommendation from the Commission for Developing Scotland’s Young Workforce led by Sir Ian Wood. With support of £1 million funding from the Scottish Government, the programme aims to encourage, support and recognise employers who are active in working with young people. IIYP provides a ready-made framework for organisations to develop and evaluate their approach for recruiting and developing young people whatever the driver for the business. There are countless benefits of recruiting and developing young people. These include the creation of a talent pool for the future, new and increased skills in areas such as IT and social media, fresh eyes and mind-sets into business

operations along with enthusiasm and unique talents. The Investors in Young People framework not only recognises and supports organisations in the employment of young people, but marks them out as an employer of choice. IIPS envisages that many more organisations will wish to follow in the footsteps of companies like Seatrek Training and demonstrate their commitment to young people by working with the framework. IIP Scotland anticipates the number of participating organisations will grow significantly in 2016, as employers become increasingly aware of the value that investing in young people brings, and employees look for evidence of an organisation’s commitment to their needs. Peter Russian continued: “Giving people the opportunities to succeed is at the heart of our operations at Investors in People. We recognise the challenges faced by businesses in recruiting the right people. Given unemployment figures remain high, now is the time for companies to invest in recruiting and developing young people. Businesses that work with Investors in Young People framework receive support and guidance to develop practices for recruiting, retaining and developing young people – this can include on the job training, apprenticeships, mentoring programmes with the aim of creating a stronger workforce able to improve the business at helping it to grow. “With IIYP we aim to help businesses recruit and develop young people, to ensure we build a dynamic and productive workforce across the country and the Inverclyde area is certainly leading the way.” Until March 2016 businesses can apply for funding to cover up to 75% of the total costs of IIYP accreditation, business advice and support for organisations. For more information on how IIYP can help you create a talent pool for the future to drive your organisation forward, visit: Hr


RESOURCE Performance Management

Why not firing an under-performing member of staff is cruel Sue Ingram, author of ‘FIRE WELL - How to fire staff so they thank you’ believes that letting an individual stay unchallenged where it is obvious they are failing is the cruellest non-action a manager can take. Slowly, over time the individual’s confidence and self-worth will erode leading them in a downward spiral that they may find very difficult to climb out off. Here, Sue provides some tips on how to handle those difficult conversations.

Our workplaces today are full of kind, hard-working and well-intentioned managers who don’t realise that they are actually being cruel to some of their staff. They are allowing individuals who are clearly unsuccessful in results and attitude to remain, unchallenged, in their workplaces. Many believe it to be too hard, too difficult and legally dangerous to do anything else. ‘It is impossible to fire someone with over two years’ service’ is a common held misconception which is costing the economy, organisations, and the reputation of the managers and individuals dear. Research (conducted by Gallup and published October 2013 gathered from 230,000 workers in 142 countries) that indicates an amazing 24% of staff are actively disengaged from their work and would actually support activity detrimental to the organisation. This crazy situation of ignoring poor performance is created because: 1) People do not see themselves as others see them. We want to come across in a certain way and, as we so rarely receive feedback about how we actually show up, we continue to believe that we are behaving as we want to do. The same is true of poor performing staff. They want to do well and they think they are. But if no-one takes the time to tell them otherwise they are left in the dark and perplexed as to why they are not progressing in their career. 2) A slow decline. Remember the parable of the frog in the boiling water? This explains why people stay in jobs for which they are clearly unsuited and why managers never get around to providing the necessary feedback. The situation deteriorates so slowly that for both parties it just becomes the way it is. Often it is not until an outside person comes in and then calls the organisation on its way of behaving that it becomes apparent. Hr44

3) Difficult Conversations. These types of feedback conversations with under-performing staff are traditionally known as Difficult Conversations. So naturally both managers and staff will look for reasons to avoid having the conversation. And then, if the situation becomes untenable and a conversation is forced upon them, both will go in with the expectation of a difficult conversation leading to defensive / aggressive behaviour from one or both. But it does not have to be this way. It is possible to fire people and have them thank you for doing so. It starts with the manager being clear on the required outcome from the conversation; that the individual needs to become both happy and successful in their work. If that is within their existing job great, but if this means that they leave to find a more suitable job role for them, then so be it. Next the manager needs to learn how to present the feedback and necessary improvements in a calm and factual way, showing great respect for the individual and for any choices they may make. Then the manager needs to follow the formal process all the way through to termination if that proves necessary. UK employment law is actually simple, straightforward and does its job very well. Remember to follow your formal processes to the letter, collate and record evidence and all informal and formal conversations, and act reasonably at all times. It is that simple. Be kind to your poor performing staff. Conduct fair, considered, thoughtful and generous conversations where they are provided with the required feedback either to improve or to realise they are in the wrong job role for them. Put them out of their misery. Be generous, fire them and they are likely to thank you for doing so. Hr

RESOURCE Employee benefits

Generational segmentation may cast doubt on current practice Aon Employee Benefits says its latest study from Martha How, reward partner, suggests current practice into generational segmentation is too simplistic and not necessarily supportive of employee and employer needs. Here, Martha explains some of the findings from her latest report. In my latest paper into employee benefits practice, I have analysed seven areas of research, one of which is over 100,000 individual flexible benefit choices across Aon’s client base. I believe that many of the psychological forces that people face when making pay and benefits choices influence attitude regardless of age. It’s a common view that we now have five generations in the workforce, each with differing needs and preferences. These can be caricatures – for example, that 20-somethings aren’t interested in pensions, while 50-somethings are worriers about pension and health. Until now, flex has been the answer to offer choice for individual preferences. The evidence argues that this thinking is too simplistic, although influences can be mapped to some extent against generational differences. Not all workers and workforces display the same characteristics and employers should address generational segmentation when delivering employee reward and benefits, but with great care to address the real issues. The paper also puts the situation into context with the UK population, with the span of working ages between 16 and 75 and more people working past 60 than ever before. This dynamic raises a large number of concerns for Government and future State Benefit funding at the macro-economic level. While the problem also impacts employers, especially

in the longer term, the paper addresses the more immediate issues. My conclusion is that generations in the workplace are more similar than we think. All employees at a fundamental level want the same core things from employers. Indeed, generalisations about generations may simply be unhelpful. Employers need to apply segmentation intelligently - by age may be appropriate if it’s done carefully and is based on data specific to the organisation. Making sweeping assumptions is dangerous. However our research shows that there do appear to be distinct differences in communication preferences across the generations. For employee demographics with wide age ranges, it is essential for employers to use multimedia communication strategies and consider carefully, and potentially even vary, content that truly gets the message across to the whole employment base. Having access to such comprehensive data was the key behind this study. Aon Employee Benefits supports HR with data to gain insight and knowledge on preferences and behaviours. This informs better decisions, great benefit design and high impact communication. Hr Martha How’s paper is available at: http://insight.aon. com/UK_2015FORM-Multigenerationalwhitepaperform


RESOURCE Disciplinary procedures

Six common mistakes made by inexperienced managers Inexperienced managers can struggle to put disciplinary policies into practice. The damage this can cause to an organisation, its culture and the engagement of high performing employees can be catastrophic. Here, Heather Jones, MD at Lamont Jones HR describes 6 common mistakes made by inexperienced managers and provides some solutions for avoiding them. Employers often spend a large amount of time drafting a fair disciplinary policy, but fail to give the same attention to training their staff, to put it into practice. Here are six common mistakes made by inexperienced managers. 1. Not following the Acas code of practice Managers need to be familiar with the Acas code of practice on disciplinary and grievance procedures, as well as their own disciplinary rules and procedures. Although a failure to follow the code does not in itself make an employer liable to proceedings, employment tribunals will take the code into account when considering relevant cases. 2. Not warning the employee of the possible consequences The employee must be made fully aware of the likely disciplinary penalties if the allegations are upheld. Depending on the seriousness of the allegations, the possible penalty might be a formal verbal warning, a written warning, a final written warning or indeed dismissal. In short, the disciplinary decision should not contain any surprises. 3. Including new allegations without investigating It can be tempting to add any new allegations that surface during a disciplinary investigation to the current ones that are subject to the disciplinary process. This is not advisable, as any fresh allegations must be fully investigated before a disciplinary hearing takes place. 4. Issuing the penalty without considering all relevant factors Managers should consider what type of penalty has been imposed in similar cases in the past. They should then bear in mind the particular circumstances. This can include the employee’s disciplinary record, his or her general work record and position within the organisation as well as length of service. Managers must also take into account any mitigating circumstances. This could cover matters relating to the employee’s health, any domestic problems, or whether or not the behaviour in question arose due to the employee being provoked. Hr46

If the employee has breached a rule, consideration needs to be given to whether or not the employee was reasonably aware of that rule. 5. Not checking what penalties are allowed under the disciplinary policy Only in very serious cases will summary dismissal for a first offence be merited. In cases of minor misconduct, a series of warnings before dismissal will be more fitting. 6. Getting the reason for the dismissal wrong Employers sometimes struggle to categorise the type of behaviour that has given rise to the allegation. A dismissal will be considered unfair, even if the employee could have been dismissed fairly on the facts, if the stated reason for the dismissal is incorrect. Hr

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Hr Network Vol 11 Iss 2  

Hr Network Vol 11 Iss 2  

Profile for immags