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Inspiring People Development MARCH 2016 VOLUME 11 ISSUE 4 £3.50 A MEDIA AVENUE PUBLICATION

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Unconscious Bias: A ship called Dignity


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Contents 04 Welcome from the Publisher 05 News 15 Feature One: Unconscious Bias 20 Statistically Speaking: Learning & Development with Business Objectives 22 Employment Law Update: by Employment Team at Burness Paull LLP 24 Directors Box: Donna Malone – Gobal HR Director, Howden Group 26 Feature Two: Introducing the Hr NETWORK Awards 2016 32 Library: The Little Black Book of Change 34 Feature Three: Previewing the Reward & Recognition Conference 2016 38 Hr NETWORK - Just for fun Quiz 40 Extra: Empowering HR – HR’s piece of the pie 42 Resources Section: High Performance Culture; Diversity; Video Conferencing; Immigration; Measuring Performance

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WELCOME MARCH 2016

Welcome What an amazing start to the New Year we’ve had at Hr NETWORK with the hugely exciting and long awaited launch of our brand new members website. The reaction from the HR profession to the new site has been truly wonderful and the Hr NETWORK Team and I finally feel we have an online presence that fully complements the wonderful successes that we have achieved on ALL the other aspects of the Hr NETWORK portfolio.

This issue of the magazine of course heralds the start of the hugely anticipated Hr NETWORK National Awards 2016 and I am delighted to welcome Barbara Allison, People Director at Scottish Government and Julian Bell, Group HR Director at Redeem Holdings Ltd to the judging panel for 2016. I have known Barbara for more than 20 years and Julian for 7 years and I am grateful for their commitment to the judging process for this years awards. Nominations are now open and will close on 31st May 2016. Our planning team are working hard on the forthcoming Reward & Recognition Conference taking place at the Hilton Grosvenor Hotel in Edinburgh on Thursday 12th May 2016. The breakout sessions have been confirmed and are available to book on our website and I am delighted to announce that Mark Beaumont, adventurer and broadcaster will be our keynote speaker for this years conference. We are also looking forward to welcoming guests to our forthcoming Hr40 Dinners taking place this year. Our first dinner in partnership with Havas People and BHSF will take place in Edinburgh in early March and we look forward to providing readers with a review of the dinner in ‘Event of the Month’ in the May issue of the magazine.

The ‘Resources’ section features first class comment from those in the know on a range of subjects including: High Performance Culture, Diversity, Video Conferencing, Immigration and Measuring Performance. Subscriptions To get your FREE regular copy of Hr NETWORK Magazine and the e-Hr NETWORK Magazine log on to: www.hrnetworkjobs.com 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 – lee@hrnetworkscotland.co.uk Senior Associate Editor: Andy Moore – editor@hrnetworkscotland.co.uk Deputy-Editor: Teresa Flannigan – editor@hrnetworkscotland.co.uk Editor’s Assistant/Admin: Marion Robertson – subscriptions@ hrnetworkscotland.co.uk Advertising/Sponsorship: Lee Turner – advertising@hrnetworkscotland.co.uk Design: Waseem Ashraf Printing: The Manson Group Contributors: David Morgan; Neil Archibald; Jade Saab; Jane Sparrow; Rita Trehan; Matt Pierce; José Caballero; Carl Rhodes. Hr NETWORK now available on:

This Issue In this issue of Hr NETWORK, Andy Moore explores the topic of Unconscious Bias and considers the instant decisions and judgments we make about people on a daily basis, without realising it. I am delighted to welcome the Burness Paull Employment Law team as the new regular contributors of the employment law update. The firm approached Hr NETWORK, realising from my Welcome in the January issue that Toni McAlindin had stepped back from her regular update and we look forward to working with David Morgan, who provides an update in this particular issue on a range of legal people matters, and the rest of the employment team at Burness Paull for the foreseeable future. The regular sections of the magazine include: Directors Box, Statistically Speaking’ and the Library Book Review. Hr04

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Media Avenue Limited 4 West Maitland Street Edinburgh EH12 5DS 0131 625 3267 www.hrnetworkjobs.com www.mediaavenue.co.uk The views expressed in Hr NETWORK (SCOTLAND) are those of invited contributors and not necessarily those of Media Avenue Ltd. Media Avenue Ltd does not endorse any goods or services advertised, or any claims or representations made in any advertisement in Hr NETWORK (SCOTLAND) magazine and accepts no liability to any person for loss or damage suffered as a consequence of their responding to, or placing reliance upon any claim or representation made in any advertisement appearing in Hr NETWORK (SCOTLAND) magazine. Readers should make appropriate enquiries and satisfy themselves before responding to any such advertisement or placing reliance upon any such claim or representation. By so responding or placing reliance readers accept that they do so at their own risk. © Media Avenue Ltd. 2016

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REGULAR NEWS

Football focus on youth employment leads to award One of the UK’s leading construction industry suppliers is helping young people build solid foundations for their future careers. Jewson provided scores of work experience placements for young people in Glasgow, Edinburgh, Lanarkshire and Ayrshire through charity Street League, which runs a football and employability training programme. The young people completed the Certificate of Work Readiness, which gave them relevant work experience and a real qualification to show employers they are ready for the workplace. They were also given full health and safety training and interview experience delivered by Jewson employees. Following the placements, Jewson recruited ten full time employees, including a Modern Apprentice. Now the company’s efforts have been recognised with Skills Development Scotland’s (SDS) Youth Employer of the Month Award. Regional Human Resources Manager Adele Winfield said: “We’re honoured to receive the SDS Award for our partnership work in Scotland with Street League. “At the end of the Certificate of Work Readiness programme there was such a high calibre of candidates hrnetworkjobs.com

who were work-ready and so determined to succeed that we wanted to recruit as many of them as we could, into our business.” Adele added: “As a company, we’re determined to support young people into employment as this develops the sustainability of our business. “The partnership with Street League has made real strides to encourage young people to think of Jewson as a place where they could have a long-term career.” The company was nominated by SDS’s Employer Support Executive Sharita Guy who said: “Jewson’s support of young people and the Certificate of Work Readiness has given a number of young people a great start to their career. “For the company to recruit some of those young people and offer an apprenticeship shows its very strong commitment to youth employment.” Chairman of SDS, John F McClelland CBE, offered his congratulations and said: “The company tailored a programme for young people and used the Certificate of Work Readiness as a good recruitment and progress tool. “Jewson’s efforts to help young people show they are ready to enter the world of work and take the first steps in their careers are to be commended.” Hr05


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Corporate Learning ‘wildly out of sync’ with how individuals learn for themselves, research reveals Research on more than 2,000 potential workers reveals the gulf between learner aspirations and the experience of learning in the workplace. A study of more than 2,000 people who paid for their own personal development shows that a vast majority are keen to progress their career and maintain their professionalism. This is a stark contrast to the learner experience at work, with only 21% of organisations supporting employees’ career aspirations or personal job goals. The new In-Focus report, The Consumer Learner at Work, produced by Towards Maturity in conjunction with learning provider Filtered, shows that 80% of employees who have invested their own time and resources in learning can see how online learning helps them further their career. Furthermore, 70% think online learning has had a positive impact on job performance. This data is a wake-up call for L&D teams – learners want easy access to relevant and practical

learning that will add value to their lives. For example, individuals who are active consumers of learning want to access learning when and where they need it. They are social – with 70% motivated by technologies that allow them to network and connect with each other. 90% of the sample download apps to further their learning – 50% are education-based and 49% are productivity tools. Currently, 50% of L&D leaders involve communities of practice in their offerings, yet only 11% encourage staff to solve problems socially together and just 12% use curation tools to facilitate access. Laura Overton, Founder and CEO of Towards Maturity, comments, “This research is with individuals who are investing in their own development – any one of them could be in your extended workforce! What we’ve found is a wake-up call for L&D. When learners say they are keen, curious and want to easily access relevant content, then organisations must listen. Clearly,

corporate L&D is not providing what motivated learners want. Think about the impact this will be having on those who are less motivated.” The research shows that employees want relevant content at the point of need. They also want to learn more from each other and from resources that are easy to find, using technology: • 80% say Google or other web search resources are either essential or very useful to learn what they need to do their job • 77% rate working in collaboration with others as essential or very useful • 66% rate self-paced e-learning courses and 47% rate classroom courses as essential or very useful. • 70% use their own smartphone, 52% their own tablet for learning Even when L&D teams offer relevant content, they are finding it difficult to market it effectively with 61% of L&D leaders not having a clear communications policy and only 3 in 5 saying that staff can access learning at any time.

More UK employees in a workplace pension but employers are feeling the pinch Two-thirds of UK workers are now saving through a workplace pension scheme, thanks to automatic pension enrolment, but seven in ten employers are feeling the impact in cost terms. While the focus must remain on encouraging employees to save into a workplace pension, the pressure is on for employers to improve productivity before other elements of the reward package and profits suffer, particularly as the introduction of the National Living Wage approaches. This is according to the latest Employee Outlook: Focus on employee attitudes to pay and pensions from the CIPD, the professional body for HR and people development. The survey of over 2,000 working adults finds that two-thirds (66%) of employees are now saving through a workplace pension scheme, up from the 45% recorded in 2010. This figure increases to 74% if those earning less than £10,000, who are not eligible for automatic enrolment, are excluded. Hr06

However, 70% of employers who have gone through automatic enrolment noted the financial cost on their organisation. The most common reactions to these costs include taking lower profits/absorbing costs (21%), paying the statutory minimum pension contributions for automatically enrolled staff (15%), reducing or stopping wage growth (10%) and reducing other elements of pay (10%). Charles Cotton, CIPD Performance and Reward Adviser, comments: “Many pension commentators have suggested that workers and firms aren’t paying in enough to their workplace defined contribution schemes, but this research encouragingly shows that most employers and employees are contributing well in excess of the minimum rates required under automatic enrolment. However, employers are clearly taking a hit and this is likely to become more of a problem as the introduction of the National Living Wage in April and the Apprenticeship Levy in 2017 edge ever closer.” hrnetworkjobs.com


REGULAR NEWS

TUC survey confirms Usdaw concerns about violence against shopworkers Shopworkers’ trade union leader John Hannett has expressed concern about a TUC survey published which finds one in eight people experience violence at work. The poll, carried out by YouGov for the TUC and released in February to coincide with the start of ‘heartunions’ week, (8th Feb – 12th Feb) reveals that 12% of people have experienced work-related violence. Medical and health workers were the biggest group to say they have faced work-related violence (22%), followed by workers in education (12%), hospitality and leisure (11%), retail (9%) and manufacturing (6%). John Hannett – Usdaw General Secretary says: “All too often shopworkers encounter violence, threats and abuse for simply doing their job and this latest survey from the TUC confirms there is a real issue to be addressed. Our own survey of over 2,000 shopworkers showed that 9% have been assaulted. Last month the British Retail Consortium reported a 28% increase in offences involving abuse or violence against shop workers.”

“Life on the frontline of retail can be pretty tough for many shopworkers and there is still a lot to do to help protect them. We launched our Freedom From Fear Campaign in the face of growing concerns amongst retail workers about violence, threats and abuse. The campaign works with retailers to promote respect and make workplaces safer for staff and customers alike. “All too often criminals who assault staff are not even sent to court, and those who are can receive derisory sentences. In other cases, where the offender often isn’t charged at all victims are left feeling that no one cares that they were assaulted. “Retail crime remains too high and there needs to be action to protect shopworkers. It is time for the Government to act by providing stiffer penalties for those who assault shopworkers. Retail staff have a crucial role in our communities and that role must be valued and respected.”

ASDA launches UK’s first social enterprise supplier academy Asda has teamed up with Social Investment Scotland (SIS) to launch the UK’s first Social Enterprise Supplier Development Academy, with the aim of increasing the availability of social enterprise products for ethically-minded consumers on supermarket shelves. Funded through the proceeds from Asda’s carrier bag charge in Scotland totalling around £750,000, SIS will help Asda run the programme whilst continuing to provide small loans through SIS Community Capital, the fund set up in partnership with Asda last year. The new Academy will support up to eight Scottish social enterprises to strengthen their understanding of supermarket retail and refine their commercial and marketing skills, building on the success of Asda’s existing supplier development academy to support Scottish SMEs. The successful social enterprises will

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benefit from both grant funding to cover their participation and specially developed training modules delivered over three days at Asda House in Leeds to include everything from understanding consumer purchasing to branding and packaging design. Participants will receive access to mentoring provided by Asda’s senior team and to finance through social investment loans from SIS. Any social enterprises wishing to take part should register their interest at asdaseacademy.strikingly.com where they can also find further information on the Academy and a more detailed Q&A. Deputy First Minister John Swinney, said: “Social enterprises do tremendous work to help the most vulnerable people by improving their confidence and boosting skills, while tackling inequalities in society and growing the economy. I am pleased to see that the money raised through

the carrier bag charge is being used to launch this Social Enterprise Supplier Development Academy.” “This is an exciting new development for social enterprises in Scotland, the first of its kind, and one which will help the expansion and development of the sector. I commend Asda and Social Investment Scotland for their foresight and work on this important initiative. “I am keen to hear more about the academy as it develops and look forward to hearing about the work it will do in opening up more opportunities for social enterprises to grow and expand.” Allan Miller, Asda’s Senior Director for Scotland, said: “At Asda we take great pride in supporting the communities we serve. Our partnership with SIS represents an exciting move beyond traditional grant-making programmes, providing tangible benefits for people across Scotland.”

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Bureau Veritas recognised for armed forces employment effort Bureau Veritas UK, a leader in testing, inspection and certification (TIC) services, has been recognised by the Ministry of Defence in its Defence Employer Recognition Scheme (ERS), which rewards UK employers for their support and commitment towards Defence. Bureau Veritas was one of just 11 companies presented with a Silver award in recognition of its successful Military Recruitment Scheme at a prestigious event held at the Cold War Museum, RAF Cosford. The programme, which has seen the company recruit 90 ex-forces personnel since 2012, is designed to help those leaving the armed forces, including wounded, sick and injured servicemen and women, the chance to apply their skills and build a career with Bureau Veritas. In December 2015, Ken Smith, CEO of Bureau Veritas North West Europe, signed the Armed Forces Corporate Covenant which underlines the company’s commitment to support the Armed Forces community and to recognise the value serving personnel, both regular and reservists, veterans and military families contribute to the business and our country. Steve Dutson, Strategic Resourcing Manager for Bureau Veritas North West Europe, said: “We are honoured and delighted to receive this award, which recognises the efforts of a huge amount of people.” “Our Military Recruitment Scheme, Joint Forces, has proved extremely popular and it continues to go from strength to strength. We recognised that many people leaving the armed forces were finding it difficult to gain visibility of positions with companies like Bureau Veritas, where they could apply the skills they already have to build a second career with an excellent training programme and genuine development potential. At the same time, we as employers were missing out on outstanding candidates with discipline, leadership skills and plenty of experience of working in a fast paced technical environment. “We developed a structured programme and with the support of the Career Transition Partnership (CTP) and Recovery Career Services (RCS), Bureau Veritas has been able to help many ex-service personal complete their resettlement journey and support many more through work placements or by giving advice.” hrnetworkjobs.com


REGULAR NEWS

Financial concerns are the primary driving force for school leavers looking to go directly into work In the trendence School Leaver Study, a recent survey of around 9,000 UK school students in years 7−13, it was found that the principal reason for not entering further education was wanting to earn money straight away, swiftly followed by not wishing to get into debt. However, university-bound students focused on longer term career aspects, such as needing to get a qualification for their hopeful future vocation and believing that attending higher education would ensure a ‘better’ job. Research showed that for universitybound students the recent increase in tuition fees had little impact on this decision. ‘What is immediately noticeable in our findings is that the core drivers behind the decision-making process of work-bound students and university-bound students are completely different’, said David Palmer, trendence UK Research Manager. ‘Companies offering work-based training or apprenticeships may do well to focus on students’ financial concerns, whereas universities and similar higher education institutes could do better by speaking to their career ambitions.’ The survey also looked closely into the thoughts and habits of pupils intending to go straight into work − 16% of those interviewed overall.

Of those considering going directly into work: • The majority (65%) were male • Science was the third highest career path for both men and women, with IT/telecoms and engineering being the preferred options for men, and healthcare and teaching being the top choices for women. • There has been a significant (38%) rise in the use of online careers websites for school leavers • Facebook is the most popular social media platform for finding career opportunities, with the majority (69%) of respondents using the site. • Scotland, Wales and Northern Ireland were all highmobility areas, whereas the West Midlands, Yorkshire and the south-east of England saw fewer instances of students wanting/needing to leave the region to find a suitable job • 97% of those going straight into a career were from state schools, compared to just 3% that were from independent (i.e. fee-paying) schools With over 3.5 million school students in secondary education, at more than 7,500 institutions, the trendence School Leaver Study, supported by GTI Media and in partnership with CASCAID, was set-up to fill the school leaver knowledge gap, using intensive research that trendence is already recognised for in the university space.

Shifting business priorities create significant opportunities for HR Cost management, talent management and boosting productivity remain top current priorities for HR and non-HR business leaders in 2015, unchanged from 2013. But for the first time, innovation is now a leading business priority for a third of both HR (35%) and other business leaders (32%), according to the latest CIPD/Workday HR Outlook leaders’ survey. The findings highlight that new ways of working and operating is an increasing reality for organisations. However, while there is general agreement about overall strategic priorities, it seems to be less clear to the wider business how HR professionals will contribute to achieving them. Despite nearly three-quarters (72%) of HR leaders saying that their current people strategy will help the organisation achieve its future priorities, just a quarter (26%) of other business leaders agree. Also, although 31% Hr10

of non-HR business leaders think HR should be focusing on diversity to help achieve innovation in the workplace, just 19% of HR leaders said they were. To address this, the CIPD recommends that HR needs to look at ways in which it can innovate itself in order to stay relevant and more visibly demonstrate its enabling role as the workplace evolves. Dr Jill Miller, Research Adviser at the CIPD, the professional body for HR and people development, comments: “Cost management is once again a top priority in this year’s survey, but it’s great to see innovation featuring so strongly, suggesting many organisations are thinking creatively in an environment of ongoing cost control. At a strategic level, HR and non-HR leaders are evidently aligned on goals, but our survey highlights clear areas of opportunity for better collaboration and communication between HR and other functions.

“With people being at the heart of how businesses operate, HR has a significant role to play in wider organisational innovation. This requires business-wide systemic thinking and action to affect change but the good news is that we can see from the report that the appetite from non-HR business leaders for HR to drive this change is there. HR leaders need to focus on growing technological and analytical capabilities within the function, so it has the ability to meet future business requirements and really flourish in the evolving world of work.” The report also found differing views on the use of HR analytics, particularly due to a lack of awareness of the current and potential value outside of the HR function. For example, when non-HR leaders were asked to describe the analytic capability in their HR department, almost 3 in 10 (28%) said they didn’t know. hrnetworkjobs.com


REGULAR NEWS

UK businesses lead the way in offering high street discounts to employees Reward Gateway, the global leader in employee engagement, announces that more than ever before, employees are taking advantage of shopping discounts provided through its SmartSpending™ discounts platform. The company’s SmartSpending™ platform saw nearly one and a half million active users across 2015 in the UK alone. It was also the best Christmas to date, with users taking advantage of the discounts available through SmartSpending™ to help them save during the festive period. This resulted in a combined total retail spend of £64.6 million in November and December alone, made up of a staggering 564,000 transactions, up 34% and 30% respectively year on year. Users of SmartSpending™ have access to employee discounts at over 2,000 global brands. The discounts can be used online and in-store through cashback, instant vouchers and reloadable cards. The high demand was in part due to the successful trial of Reward Gateway’s inaugural Daily Deals Week and Black Friday offers. Daily Deals week involved a frenzy of 24-hour lightning deals, as well as week-long

discounts on the platform, and resulted in a spend of more than £8 million. Black Friday was even more popular than 2014, and incredible offers meant that more than £12.4m was spent by employees across the UK, a Staggering £3m on the Friday alone. This increase in activity demonstrates just how much employees across the UK are valuing the benefits offered to them by their employers. It also shows that benefits don’t always have to mean pensions or private medical care – smaller everyday savings are appreciated just as much. 5.6 million transactions took place on

mobiles or tablets, which shows that convenience and ease of usability is increasingly important to customers. Richard Hurd-Wood, Chief Product Officer at Reward Gateway said, “We dealt with an unprecedented number of sales enquiries over the festive period and our global customer service teams worked around the clock across 365 days a year dealing with over 15,900 emails, 18,950 phone calls and 29,305 live chats. This is testament to UK businesses – they recognise just how vital a happy workforce can be to their company’s success, and are using creative ways to thank their staff.”

Peer Feedback beyond 360: feedback is getting social The 360 degree feedback tool has been voted in the top tools for talent management in the CIPD Learning and Development Survey for a number of years. We are now witnessing a broadening of the use of peer feedback in the workplace. History tells us that 360 were first used in the military during WWII but it was Esso who first used 360 to gather information about employees more than sixty years ago. It was some four decades later that 360 became popular but was still the reserve of those on the leadership trajectory. Now we are seeing a growing number of employers not least General Electric who were the stalwart’s of the traditional performance appraisal as well as Microsoft, and Accenture shifting from a top down performance review to a ‘crowd sourced’ process where feedback is gathered in real time from multiple sources including peers, direct reports and managers providing a more balanced assessment. It may well be the technology

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companies who are moving quicker but where these goliaths lead others are likely to follow. The process of gathering peer feedback is increasingly enabled by technology, gone are the days of sending out paper based questionnaires, cloud-based platforms and apps are quickly becoming the norm. Gamification technology is also playing a role where users can see through mobile apps the feedback received and track how they are progressing. Peer Feedback has a number of benefits not least it can increase participant’s self-awareness, build commitment to action and increase learning transfer. Corllium Coaching are interested in how other organisations are managing learning transfer so please take the survey now: https://babson.qualtrics.com/jfe/form/SV_1FZK8ttqMpk711X David Morgan from Burness Paull LLP will be the main speaker at an interactive session in March so for more information please contact: enquiries@matrixuk.com

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REGULAR NEWS

Macmillan at Work – Supporting employees with cancer Each year, almost 120,000 people of working age, are diagnosed
with cancer in the UK, and with survival rates improving and people retiring later, this figure is set to rise. This is why Macmillan has developed workplace training, guidance and resources to support HR and Line Managers with managing cancer in the workplace. For people with cancer, staying in or returning to work can be hugely positive. However, it can be difficult to know
how to support someone with cancer, as there are a number of challenges they may face. In the workplace, reasonable adjustments are often needed to help deal with the side effects of cancer
and its treatment. Fatigue, pain and depression are some of the common side effects, so making reasonable adjustments such as flexible working and time off to attend medical appointments can make a big difference to someone affected by cancer. In addition as cancer is classed as a

disability under the Equality Act or Disability Discrimination Act (DDA), employers are required to make reasonable adjustments if the location, working arrangements

Often one of the biggest concerns can be starting the initial conversation with the individual who has been diagnosed with cancer. Initiating conversations and keeping communication channels open are key steps in gaining an understanding of the individual needs and support required in the work place. It’s also important to discuss arrangements for keeping in touch with your employee before their absence, and to maintain appropriate contact with your employee during periods of sick leave.

or a lack of
extra support (auxiliary aids) puts someone with cancer at a substantial disadvantage. It is important to remember that each person may require different support. So how can businesses equip HR professionals and line managers to provide the best individual support for staff they manage, while adhering to organisational policies?

Macmillan at Work Macmillan at Work has been
 designed to help line managers,
 HR and Occupational Health professionals support employees with cancer, or those caring for someone with cancer. If you are interested in attending their open workshop in Glasgow on Tuesday 15 March, email the team at: workandcancer@macmillan.org.uk

Mattioli Woods announces acquisition of Maclean Marshall Healthcare Mattioli Woods plc, the specialist employee benefits and wealth management business, has announced the acquisition of Maclean Marshall Healthcare (MMH) and welcomes Sharon Marshall from MMH to the group. Ian Mattioli, chief executive of Mattioli Woods, comments: “Our strategy is to grow our employee benefits business organically and by acquisition, increasing market share and enhancing our reputation. Acquiring new clients that are complementary to our existing business is a key part of this strategy”. MMH are a specialised Healthcare and Protection business with around 80 corporate clients based in the Aberdeen area. Alan Fergusson, Employee Benefits Director of Mattioli Woods added: “This addition to the group will add to

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our significant client bank in this location, providing new opportunities to advise on other services. Sharon’s expertise will add to the knowledge and experience within our healthcare team. Maclean Marshall Healthcare mirrors our core values enabling us to continue our tradition for building long-term client relationships through trusted advice, high service standards, personalised delivery, and the creation of an environment in which our clients and associates want to be a part”. MMH clients will immediately be dealt with under the Mattioli Woods brand. The acquisition follows another strong set of interim results for the group, with a 20% increase in revenue to £19.90 million and a 29.5% increase in assets under administration to £6.49 billion over the six months to December.

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REGULAR NEWS

Having a ‘Work Spouse’ is GOOD for your Career With workers spending most of their time in the office, it won’t come as much of a surprise that employees are turning to their colleagues for spouse-like support. Latest research finds that 47.2% of UK professionals have or wish they had a ‘work spouse’ – often defined as a co-worker of the opposite sex with whom you have a close platonic relationship, one that mirrors that of a real marriage. The news comes from the UK’s largest job site, CV Library, which conducted a survey amongst over 2,000 of Britain’s workers to gain a better understanding of professionals’ workplace relationships. The findings revealed that while only 18.2% currently have a work husband or wife, a further 29% would like to find one at their own place of work, and a staggering 71.5% think a lot of people already have a work spouse without even realising it. When asked to share the benefits of having a close-knit relationship with a reliable colleague, respondents cited the top reasons as:

1 They offer support and mentorship – 36.5% 2 They can provide advice and guidance – 16.1% 3 It’s nice to have someone to share concerns with – 13% 4 They offer friendship and companionship – 8.4% 5 They contribute to happiness at work – 6.1% 6 They can help further your career – 3% These relationships typically blossom within the workplace, but over half (52.7%) of UK workers believe the relationship crosses into life outside of work. And while most think it’s perfectly acceptable

to have a work spouse when married or in a relationship, over a third (33.7%) of professionals think it could spell trouble for personal relationships. In addition, a further 11.5% believe the relationship is at a high risk of becoming romantic in nature. Lee Biggins, founder and managing director of CV-Library comments: “With UK professionals spending upwards of 35 hours in the office each week, it’s not surprising to learn that they are turning to colleagues for support and guidance. Having a close friend at work can bring a range of benefits and could ultimately make staff more productive. It’s important that UK employers recognise the importance of workplace relationships and create an environment that fosters openness and permits workers to socialise. However, workers must take responsibility and ensure their work spouse relationship remains professional.”

Right Management welcomes Derek Petrie as Account Director for Scotland Right Management, the global career experts within Manpower Group, have recently announced the appointment of Derek Petrie as Account Director for Scotland. Derek comes to Right Management from Santa Fe Relocation where he was the business development manager in Scotland. Derek has worked within the HR industry in Scotland for many years and has hrnetworkjobs.com

well-established relationships throughout many corporate organisations, bringing with him a wealth of knowledge and experience within the HR community. Derek will be working alongside Katrina Gibson, Head of Delivery for Scotland, and is based out of Right Management’s St Andrew Square offices in Edinburgh. Katrina’s service delivery team continues to grow and provide a depth of career transition and talent management services to organisations throughout Scotland, supporting individuals at all levels of seniority within businesses. Right Management is a global

career and talent development organisation, helping 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. Through their expertise in organisational effectiveness, career management and individual development, Right Management provides expert support to clients across a wide spread of industries, from oil and gas to financial services. Hr13


REGULAR NEWS

Brand new website creates huge new opportunities for Hr NETWORK readers and event delegates and guests Hr NETWORK has launched it’s brand new members website and the team are extremely excited about the opportunities this launch will bring for not only Hr NETWORK but all their readers, clients, contributors and everyone connected to them. The site has been built with ease of use in mind. The designers at Hr NETWORK led by Stephen Crawford have ensured that it has a clean yet professional look about it. “We want to be able to show off all our significant supporters in recognition of their commitment and encouragement in helping to reach this point of our strategic plan, said founder and publisher Lee Turner.” Lee added: “We are extremely excited about the new website going live this morning. Its launch is the culmination of a huge amount of hard work and long hours by a number of key people and it represents a huge opportunity for Hr NETWORK and all its readers, contributors and advertisers as we advance more and more in to a digital revolution for our business.” Lee and his team are encouraging everyone to have a look round the

site and get a feel for it and are keen to get feedback on some of the features it offers. The site has been designed with a feedback form on the Contacts page to help people get in touch with the team on any comments or feedback. Some of the new website features on offer include: • News & updates • Jobs • Events • Blogs • Advertising/sponsorship • Features and editorial • Back issues Most features on the site are open to anyone however in order

to comment or interact with the website, visitors will have to register as a member to enable them full access – full access to the site is currently FREE. Members should also not be confused with the Magazine Subscriptions page though. If you already get a copy of the printed magazine, this will still come to you without the need for you to request a new magazine subscription. If you would like further information on any aspects of the new Hr NETWORK website, please contact the team on: Tel: 0131 625 3267 or email: subscriptions@ hrnetworkscotland.co.uk

77% of L&D professionals feel that personalised learning is vital to employee engagement A recent poll by Brightwave found that more than two-thirds of Learning Technologies delegates felt that greater employee engagement was the most significant improvement that personalised learning could bring to the workplace. The survey was conducted via Twitter at the London Olympia event in February, during a live panel session hosted by Brightwave, which explored the effects of personalisation application on learning in the workplace. Hr14

Caroline Walmsley, Managing Director of Brightwave Group, said: “We’re witnessing the increasing importance of personalisation for our clients in their learning strategies. As reflected in the results of this poll there are challenges to overcome within an organisation to be able to attain the benefits which personalisation offers, such as greater levels of employee engagement. Working with an experienced partner who can help to identify and build solutions to these challenges is vital for smart organisations.” hrnetworkjobs.com


FEATURE UNCONSCIOUS BIAS

Unconscious Bias: A ship called Dignity

Everyone does it: to make secret snap judgments of others. Whether it’s disparaging David Beckham’s voice before he dazzles you with a stunning free kick from well outside the box, or rejecting that job candidate because her nail varnish is too pink, unconscious bias pervades many areas of employment. Andy Moore takes the wraps off this covert element of employee psychology. hrnetworkjobs.com

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FEATURE UNCONSCIOUS BIAS

‘There’s a man I meet who walks up our street. He’s a worker for the council, has been for 20 years. And he takes no lip off nobody, just litter off the gutter. Puts it in a bag. And never seems to mutter.’ Remember the opening lines from the song, Dignity? Scottish band, Deacon Blue, painted a vivid portrait of the guy the kids called ‘Bogie’. At first glance, we may have perceived him through unconscious bias. We may have thought he didn’t have the money nor ambition to save a kitty to buy a dingy. Let alone sail her up the west coast through villages and towns. So what is unconscious bias? The University for Warwick determines the concept as ‘referring to a bias that we are unaware of and which happens outside of our control. It is a bias that happens automatically and is triggered by our brain making quick judgments and assessments of people and situations, influenced by our background, cultural environment and personal experiences.’ These ‘mental shortcuts’ are taken in the workplace, leading employers to recruit and promote more white men, for example. It may also lead organisations to pay women and minorities less, and create a culture where they feel alienated or excluded. One lady who knows only too well about unconscious bias in the workplace is Nina Munday, Manager at Fife Centre for Equalities. She believes the issue is widespread across all levels of people practices from recruitment to training, as well as promotion, recognition and reward. She says: “A typical area of unconscious bias is at the interview stage. Employers often have preconceptions at the sifting stage because they don’t see where people live, what they look like or which ethnic origin they are. But the issue is when people are recruited. How can you assess someone’s subsequent ability based on answers they give at the interview. Hr16

So what is unconscious bias?...‘It is a bias that happens automatically and is triggered by our brain making quick judgments and assessments of people and situations, influenced by our background, cultural environment and personal experiences.’ People might be very good at presenting themselves at the interview – yet they still may or may not be recruited due to some unconscious judgment, prejudice or stereotype the interviewer has.” Nina believes that unconscious bias is rooted in people’s face-to-face interaction, pointing out that as soon as a person walks through the door they are judged in many ways: for example on what they are wearing, saying – and through body language. Once in a role, Nina says that some employers might not base people’s aptitude for roles and job functions on their skills and experience – instead their appraisals may be based on their covert perception of them. Ultimately, she believes that unconscious bias is prevalent in all areas of employment: a ‘pre-emptive strike’ like someone avoiding that ‘lonely person’ at a party who’s browsing the book shelves, while everyone else is busy chatting away. She questions what HR ‘buzz words’

mean, such as ‘team player’, ‘selfstarter’, ‘customer-centric’, ‘resultsdriven’ or ‘goal orientated’. The list goes on. “HR often never defines what buzz words really mean on a personal level, such as team player,” she stresses. “When it comes to aspects such as recruitment and promotion some people may ‘assume’ certain personalities might be able to handle the job better. The quiet, introvert might be less self-advertising than the chatty extrovert.” So how can HR address unconscious bias in the workplace? Nina adds: “For HR, it’s down to fostering a culture of education and effective communication amongst employees, including managers and frontline staff. Typical measures might include becoming ‘very clinical’ during interviews, i.e. scoring candidates based on the quality of their answers, which is prevalent in the public sector. Another approach might be to conduct daily one-to-one sessions between manager and employee. Busy people hrnetworkjobs.com


FEATURE UNCONSCIOUS BIAS

are very poor at doing this.” In a recent press statement, Sheryl Sandberg, Facebook’s Chief Operating Officer, acknowledged that unconscious bias exists in people’s minds when it comes to minorities. “Studies show that job applicants with ‘black sounding names’ are less likely to get call backs than those with ‘white sounding names’, while applicants called Jennifer are likely to be offered a lower salary than applicants called John,” she pointed out. Facebook has been offering unconscious bias training since 2013, but their latest version — which it developed with researchers last year — consists of case studies, workshops, and presentations, and focuses on different types of bias. As always, perception is in the eye of the beholder – a facet that extends across everyone’s prejudices, albeit towards accents, cultures, body language, tone of voice – even down to sense of humour or so-called lack of it. The cliché might be that some Chinese or Americans have no sense of sarcasm (albeit fortunately) compared with us Scots, though sense of humour can be as wildly subjective as people’s perceptions of each other. Nina adds: “HR should be careful about some various terms and people policies. Policies must be flexible in determining how employees must act and behave in the workplace. For example, someone might not get included in certain workplace schemes and initiatives because they are not a so-called team player.” Meanwhile, Amy McDonald, founder and CEO at Headtorch, an organisation that creates dramatic learning to help people feel good at work believes that unconscious bias is

prevalent behind mental health issues throughout many areas of employment. “One of the first questions we ask delegates during our e-learning programmes is to put your hand up if you currently have or have had mental health problems,” she says. “This always causes a shuffling of feet and people worry about putting their hand up. Some put their hands up – but the majority don’t. If I asked if anyone had a physical complaint such as a cough or a sore throat, hands would shoot up.” Amy stresses that she’s always amazed at the lack of understanding which causes unconscious bias, adding that HR and employers have a duty to challenge ‘steeped and covert’ opinions. She believes there has to be a culture where employees are challenged and that such an approach is ‘ok’ to do so. “Unconscious bias, especially where mental health is concerned, affects all sectors. The construction industry is most susceptible since it is quite a male and macho environment,” she believes. “Ironically, unconscious bias is also common within mental health

organisations whose very aim is to reduce stigmas within the workplace. There is often a cover-up culture where a boss or a line manager will say an employee has a physical ailment before revealing they have a mental one.” As with any established workplace culture, humans default to using tried and tested processes to get things done and who to socialise with, whether it’s avoiding David who takes twice as long to do the task than Debbie; though we ‘hang around David more at the water cooler’ because he’s more fun and easier to get on with than Debbie! But the key to remember is that it might not always be detrimental to the way people are recruited, dealt with, trained and rewarded. For example, an intuitive people manager may have a well-informed unconscious bias if, for example, a person displays signs of racism at the interview or someone’s persistent requests for time off is because of a hidden drug addiction. The point here? Not all unconscious bias is negative. >>

As always, perception is in the eye of the beholder – a facet that extends across everyone’s prejudices, albeit towards accents, cultures, body language, tone of voice – even down to sense of humour or so-called lack of it. hrnetworkjobs.com

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FEATURE UNCONSCIOUS BIAS

Another example of this ‘judgemental pre-empting’ could be, for example which religion and football team people support and which school they attended. These all add-up to a cocktail of assumptions about how a person may appear, act, behave and present themselves. Nina adds: “People may not take into account the social lives of others for various reasons. For example we may judge the ‘social employee’ who loves drinking and staying out late from the one who stays at home and plays clock patience all evening.”

they are rather than what they can do. Such people practices have existed in many areas of HR for quite a while. People from disadvantaged groups have been allowed to get into certain positions, not because they have the skills and experience – but because they are from a minority group.” Nina asserts that fostering a ‘critical culture’ of HR jargon and conformities is important. For example, terms that we take for granted in employment scenarios. “People relate to others differently. Somehow in the western

Unconscious Bias

“Ultimately, all HR can do is to encourage an open, positive and equality driven culture. Above all, it’s opening people’s eyes and breaking down barriers that uphold unconscious bias.” But are there other checks and balances HR can have in place to address unconscious bias? “Where recruitment is concerned, a threeperson panel interview can be useful in addressing bias as it blends and exposes a variety of people’s prejudices – but also places an objective view – i.e. there can be a 2:1 majority on a preferred candidate.” Furthermore for HR, embracing such an ethos may help to address so-called positive discrimination inside an organisation if there is a perceived need to recruit or promote groups that were historically a minority in the business. She adds: “Sometimes it’s easier to give a job to someone based on who Hr18

culture we have it in our heads of what a sociable individual looks like – for example someone who’s chatty, funny and happy to hang out with on a Friday,” she sums up. “Unconscious bias is not an entirely bad thing. It can be healthy. Humans are human by their very nature. Ultimately, all HR can do is to encourage an open, positive and equality driven culture. Above all, it’s opening people’s eyes and breaking down barriers that uphold unconscious bias.” And this might include assumptions towards that council worker the kids call ‘Bogie’. The guy who’s secretly saving up to buying that ship called Dignity… Hr

• UB refers to a bias that we are unaware of and which happens outside of our control • It may include unfair prejudices relating to recruitment, interaction in the workplace together with pay and promotion • UB might be rooted in people’s face-to-face interaction • Be careful with buzz words, ‘team player’, ‘self-starter’ and ‘customer-centric’ • Combat unconscious bias by fostering a culture of education and effective communication • It is not always detrimental: unconscious bias may mean a practitioner is more intuitive • Three-person panel interviews can address unconscious bias hrnetworkjobs.com


REGULAR STATISTICALLY SPEAKING

Professional development needs to be better aligned with business objectives Report from Rosetta Stone and the CPD Standards Office shines a light on the important role of structured learning in business, despite contrasting current trends.
 Thirty per cent of HR experts believe improvement is needed to better align learning and development (L&D) with business objectives, a new survey from Rosetta Stone and the CPD Standards Office reveals. It shows that while 90 per cent of businesses recognise the need for professional development and training, it’s not always provided; 27 per cent of HR decision makers admit they don’t offer it but acknowledge that they should. The survey of 100 UK HR experts, conducted for Rosetta Stone and the CPD Standards Office by Vanson Bourne, discovered that 87 per cent of respondents believe that one benefit of a structured training programme is skills development for employees, and 71 per cent of respondents believe employees feel more confident about their work. In response to the increasing globalisation of business, 60 per cent of respondents whose organisations offer professional development and training also offer language training with over a third (35 per cent) offering it as a CPD discipline. Donavan Whyte, Rosetta Stone’s VP EMEA Enterprise & Education says: “In order for businesses to succeed and grow, HR departments need to make informed decisions on the optimal way to support development within their organisations. This means evaluating the skills gap and strategically aligning training with business objectives. Our survey results show that there is clear support for structured and strategically aligned training.” On-the-job experiential learning has gathered support in recent years with the 70:20:10 concept for training suggesting that 70 per cent of learning comes through experience, 20 per cent from social learning and only 10 per cent through formal learning approaches. Valuable though on-the-job learning is, these survey results challenge training approaches that rely heavily on unstructured training methods and reveal strong backing for structured training. This can be as part of a hybrid method of training techniques that include digital-based learning. In previous research, Rosetta Stone found that twothirds of executives agreed the future of language training lies in e-learning with 82 per cent using a blended learning method of training delivery in their workplace. Amanda Rosewarne, Director of CPD Accreditation and Research at the CPD Standards Office adds: “A CPD led approach to language learning can improve an individual’s career prospects, provide greater work engagement and create a wider scope of learning Hr20

possibilities. Language learning will continue to become a cornerstone within organisations’ training budgets, as well as formally recognised CPD activities within regulatory environments.” A summary of the key findings follows: • Thirty per cent of HR experts say learning and development needs to be better aligned with business objectives; • 63 per cent of organisations offer professional development and training while almost one in three (27 per cent) don’t but realise they should; • Three-quarters of organisations that offer training and development take a structured approach, offering CPD; • Smaller organisations are more likely to offer development and training – 83 per cent of organisations with between 501 and 1,000 employees said they do. However when it comes to CPD, mediumsized organisations (1,001-3,000 employees) – which ranked lowest in offering professional development and training in general – came out on top; • In contrast to the experiential learning ethos of 70:20:10, 100 per cent of those surveyed that offer professional development and training believe that a structured training programme has benefits; • With the increasing globalisation of business, six out of 10 businesses recognise the importance of languages through training, with just over one-third offering it as a CPD discipline. Hr

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Bullying and Harassment

Data Protection

Disability

Discipline and Grievances

Dismissal

Employment Tribunals

Health, Safety and Well-being

NEW REGULAR EMPLOYMENT LAW UPDATE

Retaining that ‘must read’ identity By David Morgan Readers will be well aware that there’s a TUPE transfer when an organised grouping of resources transfers to a new provider. Even just one transferring employee has been held by the courts to amount to an ‘entity’ capable of transferring. We approached Hr NETWORK about the employment law team at Burness Paull LLP taking over the regular legal feature from Toni McAlindin, and after some inevitable consultation, Hr NETWORK agreed and we were naturally honoured. And, true to type, we joked whether this transfer would trigger TUPE! After ten years at the helm, Toni’s shoes are big to fill, but we will do our best to ensure that the legal feature retains its identity as the ‘must read’ employment law feature for the HR community in Scotland. As Toni reported in the last edition, employment law has seen unprecedented levels of change over a ten-year period. The pace of change doesn’t look set to slow down anytime soon, whether on a UK stage, at European level, or indeed closer to home here in Scotland. We thought we’d pick up our first feature where Toni left off, by looking at the key recent employment law changes and future developments that you must know about for the year ahead. 1. National Living Wage With effect from 1 April 2016, all workers over the age of 25 will be entitled to be paid £7.20 per hour. While dubbed a “national living wage”, in essence this is simply an increase to the existing national minimum wage (NMW) (which is currently £6.70 per hour for those of 21 years of age or older). Not paying the new “national living wage” is not an option for employers as a failure to pay the NMW is a criminal offence. The Government has announced tougher penalties Hr22

on employers who fail to pay the NMW. With effect from 1 April 2016, the penalties will increase from 100% to 200% of the underpayment due to each worker and an employer in default may see its directors disqualified for up to 15 years. While the change itself is not particularly complex, a number of employers have been looking at the financial implications of implementing the national living wage to ensure that it is affordable. In some cases, this involves reviewing reward structures, for instance removing shift allowances and premia to load onto base rates of pay following consultation with the workforce and trade union(s). 2. Modern Slavery & Human Trafficking Statement Commercial employers doing business in the UK with an annual global turnover of £36million or more will be required from 31 March 2016 to publish a slavery and human trafficking statement on their website. This statement must be published each financial year and set out the steps that the business has taken to ensure that there is no slavery or human trafficking in their business or, importantly, in its supply chains. We are awaiting statutory guidance from the Government on what the statement might look like. It is likely to include the following: • Policies in relation to modern slavery and human trafficking. • Due diligence processes to identify slavery and human trafficking in the supply chain. • Particular risk areas and geographic hotspots. • Training about modern slavery and human trafficking available to staff. hrnetworkjobs.com


NEW REGULAR EMPLOYMENT LAW UPDATE

3. Industrial Action

4. Mandatory Gender Pay Gap Reporting

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Working Time

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David Morgan, Partner, Burness Paull LLP An accredited expert in employment law (Law Society of Scotland), David has an enviable track record as a commercial employment lawyer. He has practiced exclusively in employment law for almost 20 years.

TUPE

This curiously titled piece of Scottish Government legislation came into force on 19 January 2016. It is designed to give legal protection to those who express an apology so that it is inadmissible in certain civil (that is, not criminal) legal proceedings

In future editions, we shall report on these and other emerging developments in employment law. We also aim to provide an “employment law clinic” where experts within the Burness Paull employment law team tackle particular themes and trends in advice that we are providing to HR clients across the industry sectors.

Terms and Conditions of Employment

5. Apologies (Scotland) Act 2015

Challenges to the Employment Tribunal fee regime have so far been unsuccessful before the courts in England. As we have been living with tribunal fees for over two years, one would be forgiven for thinking that they were here to stay. However, the Scottish Government has set out its aim of abolishing employment tribunal fees in Scotland now that the Employment Tribunal Service (but not employment law itself) has been devolved to Holyrood. With access to justice high on the agenda, the law of unintended consequences is that employers based or headquartered in Scotland, which also do business in England could see not just a return to the levels of tribunal activity experienced prior to the fees regime, but potentially even more claims from employees south of the border. The implementing regulations are yet to be finalised, but the draft proposals provide for jurisdiction in “Scottish cases” if the case has sufficient link to the country, for instance where the employer has offices or dealings in Scotland. This risk of so-called “forum shopping” needs to be balanced against the practical question of whether an employee would really be minded to try to lodge a case in Scotland to avoid a fee of up to £1,200, given that they would then have to bear the costs of travel and accommodation to prosecute their claim north of the border. In practice, it is more likely to affect multiple claims backed by a trade union or no win-no fee representatives, perhaps in the equal pay or holiday pay arena. Hr

Redundancy

In my view, this is going to be the most significant legislative development this year. The draft Regulations have been published and are intended to come into force in October 2016, with the first reports requiring to be published in April 2017. In short, employers with 250 or more employees will be required to publish information on how they pay their male and female employees. Key requirements of the Regulations, as currently drafted, are: • employers will be required to publish mean and median pay information gleaned from the whole workforce; • they must also publish how many men and women appear in each quartile of pay in the workforce as well as the difference between the mean bonus payments paid to men and women; • the pay gap information must be published on the employer’s website every year, and left there for at least three years, as well as linked to a Government sponsored website; and • the Government proposes to “name and shame” employers who do not comply. We anticipate that this new law will put equal pay on the spotlight of large private sector employers. The obligation to report this information is one thing, but the greater implications are likely to come from the risk of equal pay and sex discrimination claims if gender pay differences are highlighted publicly. After the raft of equal pay claims in the public sector which have taken up so much Employment Tribunal time, the next wave of claims may be targeted on sectors such as retail and financial services.

6. Employment Tribunal Fees

Maternity and Parental Rights

The Conservative Government is pressing forward with various proposed amendments to industrial action legislation in the Trade Union Bill 2015. The changes are designed to increase the threshold support required for strike ballots. They also aim to extend the advance notice to be given for lawful strike action and provide an expiry date for industrial action to be taken following a successful ballot outcome. The Bill also proposes to permit employers to use agency workers to cover for striking employees, which is currently unlawful. These provisions have caused a great deal of debate on both sides of the political spectrum and they have been passed back to the House of Lords for further consideration. The changes are expected to be implemented, this summer.

as evidence of anything relevant to determining liability. It is a form of the “without prejudice” rule set out in legislation meaning that an apology cannot be held against you. The Act applies in Scotland only and covers “proceedings before tribunals”, therefore the Employment Tribunal Service (in Scotland at least) will be covered. “Sorry” has for a long time been a hard word for employers and managers to say to disgruntled employees, for instance in a grievance process. This legislation should give some “safety” (akin to what we might see in a mediation environment) to give employers confidence to apologise if that’s what it takes to resolve a difficult grievance or workplace dispute.

Health, Safety and Well-being

Notably, the legislation does not place any stand-alone obligation on employers to outlaw slavery and human trafficking; it is simply a statement, which must be published to say what steps, if any, are being taken by the company to identify it.


REGULAR directors box

Donna Malone Job Title: Global HR Director Organisation: Howden Group Brief Summary of your Industry Sector: Howden designs, engineers and supplies air and gas handling equipment, including industrial fans, process gas compressors and rotary heat exchangers to a diverse range of industries including Oil and Gas, and Power. Established over 150 years ago as an engineering firm, Howden has grown to become a worldwide organisation with over 6,000 employees and companies in 26 countries.

As HR Director, are you involved in decisions at board level? Yes I sit on the Howden board and I’m actively involved in board decisions. What area of your job do you find particularly challenging? It’s a challenging business environment at the moment with the slowdown in the Oil and Gas and Power Industries but the HR challenge is to make sure we have the right people with the right skills in our growth markets. This means making sure our organisation matches our growth plans and relocating, recruiting and developing our people in non-established parts of the world where we have identified the greatest potential. What are your key motivators? I love a challenge, doing new things, understanding different cultures and being able to make a difference in the organisation.

How long have you been in your current position? Since October 2007. What attracted you to the role? The global nature of the organisation together with its growth potential and a great team! Describe your career path I completed my Degree in Biological Sciences in 1989 and after backpacking round the world for 2 years and spending 2 years teaching English in London and Madrid, I completed a Post Graduate Diploma in Human Resource Management. Since then I have worked in Serco, ICL, Brand-Rex, Deloitte and finally Howden in a variety of HR positions from HR Officer, HR Manager, Head of HR and Global HRD for both Brand-Rex then Howden. Describe the key responsibilities in your role as HR Director As a Board Member of Howden I have a role in driving the organisations strategy as well as aligning our people plans to that. The key responsibilities are to ensure we have the right Talent and Succession at a leadership level, manage the people aspects of our acquisitions effectively, drive our organisation design to make sure we are fit for growth, and ensure we have an engaged workforce around the globe. Give an example of strategy you have implemented that has made a difference to the organisation Our talent strategy, which covers measurement, assessment, development and succession has been instrumental in delivering a very successful recent global reorganisation. We have been able to move key leaders into great roles aligned to their development plans and identify and promote our high potential leaders into positions, which will maximise their potential. Hr24

What would the members of your team say about you? They would say I’m focused, driven, and passionate about delivering an HR strategy, which will add value to the business. If you got the chance to do it all over again, what would you change and why? I love my career in HR and wouldn’t change that a bit, however if I were to change careers I’d love to be a dancer! I’ve just received dance shoes for Christmas so who knows… strictly for HR? Hr hrnetworkjobs.com


FEATURE Hr network awards 2016

Discovering the

champions of Scottish HR By Teresa Flannigan

The nominations for the Hr NETWORK National Awards 2016 have opened this month which are designed to recognise, acknowledge and reward the champions of the Scottish HR profession in 2016. Nominations are being sought from across all sectors in Scotland in seventeen categories, which will determine the top performing HR people, teams, projects and organisations for their efforts in the Scottish people development and management arena. Following the initial online nomination process followed by an interview process for all shortlisted finalists, the winners of the Hr NETWORK Awards 2016 will be announced at a glittering Gala Dinner being held at the impressive Glasgow Hilton on Thursday 10th November 2016. The ‘Nominations Intention’ scheme captures early interest from those intending to nominate and provides support and ongoing updates on all the categories during the nominations process, running from 1st March to 31st May 2016. Hr26

2016 sees the introduction of a brand new award, HR Specialist of the Year, which considers the contribution made by middle to senior level HR practitioners who may be, for example, responsible for Equality and Diversity, Health and Safety, Wellbeing, Resourcing, Reward, HR Systems and this year the judges have reviewed the categories and evidence requirements and broadly split the nominations into two distinct areas: People and Projects. People These categories focus on individuals (except for the HR Team category). Judges are looking for exceptional individuals who MUST demonstrate that they are at the top in their respective role. Projects These categories focus on projects/specific initiatives that have had a measurable impact in the organisation. Hr hrnetworkjobs.com


FEATURE Hr network awards 2016

Award categories and typical nomination summary: Learning & Development Award of the Year – sponsored by: Typical Nominees: Nominations will either be on behalf of the whole organisation or can be Trainers /Training Managers. Nominees will be nominated by their HR Directors or Senior Manager who has responsibility for training/organisation development within the organisation.

Organisational Development Award of the Year – sponsored by: Typical Nominees: Nominations may either be on behalf of the whole organisation or may be hired by organisations to undertake this specialist work such as Consultant/ Manager/Specialist etc. Nominees in this category can be senior HR leaders or client organisations with regular contact with the individual who have supported the implementation of a programme to improve the organisation’s effectiveness and viability through the introduction of a revised organisational culture allowing the organisation to adapt to new technologies, competition, regulation or other commercial demands.

HR Graduate of the Year – sponsored by: Typical Nominees: Nominees will typically have graduated in a CIPD (Chartered Institute for Personnel and Development) recognised HRM qualification, having graduated on or after the 1st September 2015 and normally be an early career practitioner. Nominees in this category will be nominated by their lecturers or course tutors rather than their employers. hrnetworkjobs.com

HR Specialist of the Year

NEW

Typical Nominees: Nominees in this new category provide leadership and expert advice on discreet areas of HR. The types of role are likely to be middle to senior level HR practitioners that may be, for example, responsible for Equality and Diversity, Health and Safety, Wellbeing, Resourcing, Reward, HR Systems. Nominees will be nominated by their HR Director or Senior Manager who has responsibility for HR within the organisation.

Strategic People Project of the Year – sponsored by: Typical Nominees: Nominations in this category will either be on behalf of the whole organisation or be individuals or teams who have successfully delivered a significant strategic people project with a sustained high level of excellence throughout the projects lifetime. Nominees will be nominated by the Chief Executive or Senior Manager responsible for commissioning the project. Please note that when nominating in this category, a nomination in one of the other categories is also required. >> Hr27


FEATURE Hr network awards 2016

Corporate Responsibility Award of the Year – sponsored by:

Talent Management Programme/ PROJECT of the Year

Typical Nominees: The nomination will normally be the whole organisation. The goal of Corporate Responsibility is to embrace responsibility for a company’s actions and encourage a positive impact through its activities on the environment, consumers, employees and communities within which they operate or have an impact. The Corporate Responsibility Award recognises those organisations and their associated partners who have implemented a highly successful and impactful CR campaign to date. The award also recognises the effective communication surrounding the CR approach and what employee engagement benefits have been realised by the organisation through its CR policy. Judges will be looking for organisations to match the rhetoric with real world practice that makes a positive impact.

Typical Nominees: Nominations will either be on behalf of the whole organisation or will typically be senior managers or specialists responsible for the overall planning and implementation of key talent management and development strategies. Such individuals may not necessarily be members of the HR/ OD function. Nominees will be nominated by the Chief Executive or Executive Director.

HR Business Partner of the Year – sponsored by: Typical Nominees: Nominees will be senior HR professionals within an organisation who work in partnership with the business to provide specialist strategic, support and influence that enable key clients to effectively deliver their people plans. Provide a service that delivers best practice and commercially focused HR solutions that support the business area in conjunction with specialist HR functions, bringing people management expertise to business decisions and strategies and secures and/or delivers HR interventions and programmes to achieve business needs. Nominees will be nominated by their HR Director or Senior Manager who has responsibility for HR within the organisation. Hr28

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FEATURE Hr network awards 2016

Attraction and Resourcing Award of the Year – sponsored by: Typical Nominees: Nominations will either be on behalf of the whole organisation or senior managers, in-house resourcing/recruitment specialists or teams responsible for key talent attraction and recruitment initiatives. Such individuals may be part of the HR/OD function or may be part of an in-house recruitment function. Nominees will be nominated by the Head of HR, Executive Director or CEO.

HR Manager/ ADVISOR of the Year – sponsored by: Typical Nominees: Nominees in this category run or assist in running the people management functions that support the business. HR Manager/Advisor nominees must demonstrate leadership and direction to enable them to deliver a comprehensive HR service, be that through the HR Team or the Company as a whole. The role may be concerned with the provision of advice, guidance and support to managers in employee relations, discipline, grievance and absence management. Project management may also likely be a feature of the role and may include advice, support and guidance in organisational redesign, redundancy and restructuring programmes. Nominees will be nominated by their HR Director or Senior Manager who has responsibility for HR within the organisation. >>

HR Assistant/ Officer of the Year – sponsored by: Typical Nominees: Nominees will be entry-level HR practitioners whose role generally involves providing administrative support within the HR function. They may work in a general administration support function within HR or within a specific HR discipline such as recruitment, learning and development or reward, for example. Nominees at this level may also include HR practitioners who provide advice and guidance to staff and managers within the organisation. Nominees will be nominated by Head of HR or Manager responsible for HR within the organisation. hrnetworkjobs.com

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FEATURE Hr network awards 2016

Employee Engagement Award of the Year – sponsored by: Typical Nominees: Nominations will either be on behalf of the whole organisation or can typically be senior managers/specialists or teams responsible for the overall planning and implementation of key employee engagement and development initiatives and strategies. Such individuals may not necessarily be members of the HR/OD function.

HR Team of the Year Typical Nominees: Nominees in this category may be an established HR Team, or alternatively may have come together to form a team to complete a specific project. Nominees will be nominated by their HR Director or Senior Manager who has responsibility for HR within the organisation. Please note that when nominating in this category, a nomination in one of the other categories is also required.

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Best Workplace of the Year – sponsored by: Typical Nominees: Nominations will be for the whole organisation.This award will take in to consideration the positive culture and health and wellbeing practices being encouraged in the workplace by one of Scotland’s many positive organisations. Please note that when nominating in this category, a nomination in one of the other categories is also required.

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FEATURE Hr network awards 2016

Chief Executive of the Year – sponsored by: Typical Nominees: Nominees will be Chief Executive Officer, Chief Operating Officer, Managing Director, General Manager or someone similar who has overall control of the business and to which the HR Director or Head of HR directly reports. Nominees will be nominated by the Chairman of the Board or an Executive Board Member. Please note that when nominating in this category, a nomination in one of the other categories is also required.

HR Director of the Year – sponsored by: Typical Nominees: Nominees will be the most senior HR professional within the organisation operating at or near Board level. They will be responsible for design and execution of an integrated HR strategy or plan. Roles at this level may typically be entitled Head of HR or Head of Human Capital or similar. Nominees will be nominated by their Chief Executive or Chairman of the Board.

Lifetime Achievement Award 2016 – sponsored by: Typical Nominees: The Lifetime Achievement Award is Scottish HR’s most prestigious award made to an individual who has an established history of distinguished service to the HR profession either as a practitioner, academic or consultant or may be someone who has successfully transcended different areas of the HR profession. The individual will have made a lasting contribution to HR practice and has demonstrated excellent leadership qualities and provided inspiration to others in the sector. The Lifetime Achievement Award may be presented to an individual in recognition of their contribution to a new innovation, new knowledge, or ways to improve professional practice. Importantly, the contributions should be above and beyond the everyday and have had a long lasting impact in the HR sector. hrnetworkjobs.com

Nominations To see the full criteria and to make your nomination, please log on to: www.hrnetworkjobs.com/events/awards/ and select the Awards Nominations Form If you have any enquiries in relation to nominations, sponsorship or becoming a table host at the Gala Dinner at the Glasgow Hilton on Thursday 10th November 2016, please contact: Tel: 0131 625 3267 or email: awards@hrnetworkscotland.co.uk Hr31


REGULAR THE LIBRARY

The Little Black Book of Change The 7 Fundamental Shifts for Change Management That Delivers Authors: Paul Adams & Mike Straw Reviewed by Neil Archibald Short, sharp and filled with loads of useful information. Just like a little black book should be! There are books on change and then there are books on change but this is one of the easiest I’ve had to review on the subject. The content is written around seven sections with the precursor of ‘shifts’ ahead of the actual chapter’s content while also being incorporated into the title. The reason why is not immediately clear until you realise it’s about shifts in attitude and thinking, amongst other elements, that are needed and essential that gets change underway and embedded. It’s more than that however. The shifts have to be about our attention and understanding what needs focused on in order for it all to work and add value. The shifts range from attempting to change the direction of organisations to boldly shifting away from the type of person getting involved in change. Encourage the new kids on the block rather than reverting to type and making use of those who’ve been through change before. A change of operating procedure to help change! Now there’s a novelty! So what about those shifts that need to be made. It’s gritty stuff and gets to the bottom of the issue quickly without the need for a lot of preamble. Example: Straight for the jugular at the start of the book is ‘letting go of the past’. Not much doubt about what that’s going to mean, is there? So it flows like that but not in a nice warm, cuddly manner but rather saying it as it needs to be said. ‘Lead from the future’ intone the authors? Eh? Is that a conundrum? Hr32

Get past such a thought provoking statement and you’ll find it’s about moving on and not letting the past dictate your future. We should all learn that as human beings surely? Well maybe but in a work context do we sometimes go backwards rather than forwards even though we know if applied the same concept to our own lives we’d balk at the idea? Whatever the answer, the diatribe-like writing really hits where it’s supposed to which makes this business book somewhat unusual in that it doesn’t muck about with the niceties that might lure potential purchasers but rather it gets into the subject from the start. It’s tightly written style, while in your face, also gives way to powerful examples of what happens if organisations and those that inhabit them don’t change. Stagnation, relegation and the ultimate, decimation (my interpretation, not the authors, in case you’re wondering whether they have a dramatic flare!) A simple example of an organisation changing the way its order processing worked leading to a complete change of fortune is a classic example of how small changes can have big impacts with the interesting issue here being that massive change can be brought about by just one individual thinking differently and ‘out of the box’ (come on now, you know I had to get that old timer in somewhere!)

No business book on change is going to be unique as the subject matter must be amongst the most crowded marketplace in the publishing world but this book nonetheless has several USPs and is what I’d term a quirky little piece of work. It has what’s termed ‘key takeaway practices’ at the end of each section that details the must-do elements to ensure that each of the ‘shifts’ that are referenced are carried out effectively. It’s surprising what’s actually contained in these little nuggets. Everything from fine tuning your listening skills to ensuring others know of the ‘unconscious DNA in an organisation’ is covered with some of the material meaning you’ll be reaching for that dictionary not necessarily a bad thing as it’s obviously got you thinking! Yes there are some old cliches in the book such as the ‘benefits of change need to be clearly defined, be simple and clear’ etc. A minor distraction in the bigger picture though for the more seasoned change campaigners amongst us but certainly worthy as a rejoinder if, for no reason, to remind us just how straightforward the concept of change is and can be but also to let us understand how easily it can all go down the pan if we’re not careful. Hr Neil Archibald works as an HR generalist and business journalist and is a Fellow of the CIPD.

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FEATURE Hr NETWORK REWARD & RECOGNITION HR Conference 2016

Hr NETWORK Conference 2016

Reward & Recognition Thursday 12th May 2016 – EDINBURGH BOOK ONLINE OR BY POST NOW! The Hr NETWORK Reward & Recognition HR Conference in association with Tesco Bank and supported by Guardian Jobs will take place on Thursday 12th May 2016 at the Hilton Grosvenor Hotel in Edinburgh’s West End. In this preview feature, the organisers of the Conference provide an insight to the Keynote speaker and the various topics, which will feature as part of this hugely anticipated event and they encourage delegates to secure their bookings as soon as possible as places are limited. Hr34

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Reward & Recognition Rewarding and recognising employees is not just a nice thing to do for people. Effective employee recognition can be a hugely, valuable communication tool that reinforces and rewards the most important outcomes that people create for your business. When an organisation recognises its people effectively, it reinforces, with your chosen means of recognition, the actions and behaviours you most want to see people repeat. An effective employee recognition strategy is simple, immediate, and powerfully reinforcing. The 8th Hr NETWORK Conference 2016 in association with Tesco Bank and supported by Guardian Jobs will explore the opportunities, challenges and the threats of Reward & Recognition. A number of leading industry experts charged with the ‘people strategy’ within some of the UK’s biggest organisations will talk about the processes they encounter as part of their employer commitments. This One Day Conference will take place at The Hilton Grosvenor Hotel in Edinburgh’s West End on Thursday 12h May 2016 in Edinburgh, and will also feature a range of traditional HR and people management sessions including: Employment Law; Talent Management; Employee Journey; Insights & Trends; and much more. >>

Delegate Booking Form Delegate Name: Position/Job Title: Company Name: Address: City/Town: Postcode: Business Tel: Email: Business Website: Special Requirements: Hr NETWORK welcomes a diverse group of delegates to the conference therefore please indicate any special requirements you have and we will be happy to accommodate you while you are attending the conference. Dietary (Please tick and provide details)

Access (i.e. Disabled – please tick and provide details)

Delegate package includes: • Keynote address • Choice of up to 4 sessions • Access to Exhibitor & Networking area • Lunch and Refreshments throughout the day

HR Practitioner (Non commercial) Paying by:

Cheque

Other

Credit card

Cost for HR practitioner (Non commercial) is £145+VAT @ 20% (Total: £174.00) Cost of Other is £235+VAT @ 20% (Total: £282.00)


Terms & Conditions of Booking Bookings will not be confirmed until a cheque or credit card payment for the full amount has been received. Please note that booking forms received on or after the 1st March 2016 will be charged at the higher rate for delegates. In the event of more than one booking being made, a booking form must be completed for each delegate attending the conference. Delegate Cancellations: Cancellations from the 1st March to 31st March 2016, a 50% cancellation fee will be charged. For all cancellations from the 1st April 2016, no refund will be given. Speaker Cancellations The conference programme is created with the full co-operation of the intended speakers. In the event of a speaker being unable to attend or a particular topic being removed from the speaker programme, Hr NETWORK will ensure that an alternative speaker or topic will be provided. No refunds will given to delegates. Please return the booking form with full payment to: (If paying by cheque, please make payable to Media Avenue Ltd) Hr NETWORK (SCOTLAND) c/o Media Avenue Limited 4 West Maitland Street Edinburgh, EH12 5DS Tel: 0131 625 3267 VAT Receipts are available on request. Delegate Information Delegates will receive a delegate list placed within the delegate bag on arrival at the Hr NETWORK Conference 2016 containing Names, Job Titles and Organisations ONLY. If you do not wish to be included on the delegate list, please email: subscriptions@hrnetworkscotland.co.uk - Subject: Removal from delegate list. Information gathered from your booking form will be used to process your delegate registration for Conference 2016 and may be used to notify you of future Hr NETWORK events and also to receive Hr NETWORK magazine and online newsletters. Your email address may be passed to exhibitors and sponsors of the Conference ONLY. Your information will NOT be passed to any third party or anyone un-associated and will be used for Hr NETWORK purposes ONLY.

KeyNote Speaker in association with:

LIVINGSTON JAMES

Please tick the box if you do not wish to be receive any future postal Hr NETWORK notifications.

Mark Beaumont Adventurer, broadcaster and cyclist Mark Beaumont has become a household name through his documentaries about ultra endurance and adventure. His first taste of adventure was at the age of 11, when he decided to cycle across Scotland and he first made fame aged 23 for an 18,000 mile round-the-world bike race, where he smashed the previous World Record by a staggering 82 days. In 2015 Mark rode the length of Africa at a pace of 160 miles a day, taking 18 days off the previous best. Off the bike, he has ocean rowed through the high Arctic and survived after capsizing whilst rowing the Atlantic. His epic documentaries have taken viewers to over 100 countries, and he also presented the BBC’s coverage in the build up to the Glasgow 2014 Commonwealth Games. Mark was named Top Scot in 2011 and has received an Honorary Doctorate in Law at the University of Dundee.

If you are paying by cheque, please make cheques payable to Media Avenue Ltd and return along with your completed booking form. If you wish to pay by credit card, please tick the credit card box and a member of the conference planning team will contact you by phone to take your credit card details and confirm your place at the conference. Please ensure that you provide a contact telephone number on the booking form.

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Delegate Booking Information There are two delegate options to choose from. If you work as an HR Practitioner (non-commercial) please tick the ‘HR Practitioner’ box. If you are a Consultant or an Independent HR/Management Adviser please tick the ‘Other’ box. If you are unclear about your status, please contact Hr NETWORK to discuss your status. Please note that the concession available to non-commercial HR professionals does not include a concession for delegates who are Chartered Members or above of the CIPD (Chartered Institute of Personnel and Development) who work in a commercial capacity as consultant or independent advisor and delegates should select ‘Other’ if you work in a commercial role within HR. The full conference programme including topics and speakers will be confirmed and published soon. Delegates who wish to secure their place at the conference prior to the conference programme being finalised, may do so by completing the booking form provided and by returning it along with payment to: Hr NETWORK/Media Avenue Ltd, 4 West Maitland Street, Edinburgh, EH12 5DS.

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FEATURE Hr NETWORK REWARD & RECOGNITION HR Conference 2016

SESSION TOPICS The Conference will also feature a range of breakout sessions, where delegates can choose one session from each of the four Streams set out below: Stream 1: Session 1: Catch Me If You Can: Protecting Your Organisation From The Insider – sponsored by:

Sponsors:

Session 2: Reward, Recognition & Employment Law – sponsored by: LIVINGSTON JAMES

Session 3: Back To The Future: The Employee Experience in 2020 Stream 2: Session 4: Culture Change: Driving Change Through Engagement Session 5: Insights: The Key Trends Driving a Changing Workforce

Exhibitors:

Session 6: Multi Generational Workforce: The Impact On Reward & Recognition – sponsored by: Stream 3: Session 7: Employee Benefits: Exploring New Ways To Recruit, Retain and Engage Your Workforce – sponsored by: Session 8: Mental Health at Work: What Impact Are You Making? Session 9: Embracing a Diversity of Cultures Stream 4: Session 10: Navigating The Snakes and Ladders of Global Talent Management Session 11: Leadership Development: Helping To Change Employee Behaviour Session 12: People Performance: Improving Resilience and Wellbeing hrnetworkjobs.com

Delegate Booking Costs: HR Practitioner (non commercial) - £145+VAT Others (including Consultants and independent advisors) - £235+VAT Group bookings available - Details available on request Please note costs include full access to the Keynote sessions, Breakout sessions and exhibitor areas plus lunch and refreshments on the day. For further information on sponsor and exhibitor options or to book your delegate place, please contact the Conference Planning Team on Tel: 0131 625 3267 or email: subscriptions@hrnetworkscotland.co.uk www.hrnetworkjobs.com Hr37


REGULAR QUIZ

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@ hrnetworkscotland.co.uk 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 1st April 2016 at 12 noon. The answers to the January Quiz are: 1. A – Vicky Pattison 2. B – Peach 3. C – Gabon 4. A – Robin Cousins 5. B – 1960 Name the Celeb for January: Ellen DeGeneres

Name the celeb

Quiz questions 1. Who won Best Leading Actor at the British Academy Film Awards 2016? A) Michael Caine B) Matt Damon C) Leonardo DiCaprio 2. From which plant is tequila made? A) Prickly Pear B) Agave C) Barbary Fig 3. Who invented the barometer? A) Evangelista Torricelli B) John Logie Baird C) Thomas Edison 4. Who was the original author of Dracula? A) Bram Stoker B) Robert Aickman C) Ambrose Bierce 5. How long is an Olympic swimming pool? A) 50 Metres B) 100 Metres C) 75 Metres

email your answers to: editor@hrnetworkscotland.co.uk Hr38

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EXTRA Empowering HR

Claiming a piece of the pie

Empowering HR through organisational effectiveness By Jade Saab HR is the function both senior management and employees love to hate. Since its inception the function has struggled to define its mandate and transform its role from secretarial to a necessary member of the organisational management team. Three major obstacles have continuously impeded HR’s ascension. Its developmental history and past as an administrative function, HR’s cost implications on the balance sheet, and finally, HR being perceived as a seemingly intuitive and logical function. In an attempt to circumvent these obstacles, HR began to lean on the use of ‘practices’ to push itself into a more scientific realm where research and scientific method can be used more readily to ‘prove’ how HR adds value. This entrenchment into ‘practice’ didn’t do much in helping HR define its mandate, and using the words of Sir Arthur Stanley Eddington, if any HR practitioner or researcher was asked about how practice impacts performance the ultimate reply would be “Something unknown is doing we don’t know what—that is what our theory amounts to”. To get to the table then HR needs a clear mandate; a clear piece of the management pie that it can claim as its exclusive area of expertise, where only HR professionals are competent enough to handle. HR’s piece of the pie If you were to go through research on contemporary work practice and initiatives in an attempt to organise what they really target, you would be quick to notice recurrent themes in each of them. Themes that revolve around utility, agency, innovation, and organisation, ultimately, themes that deal with organisational effectiveness (OE). The problem though is that OE itself has no definition, and the last model built to try and represent it was in 1983. So how can HR claim the golden egg of something undefined? Well, a comprehensive literature review on the topics of employee engagement, learning organisation, innovation, organisational culture, and high performance work systems, have helped us reveal a conceptual model of OE comprising of three contingent yet interacting elements (Figure 1). These elements hold the key to empowering HR to build the competencies needed to become a managerial and strategic partner. Hr40

Task-role engagement The element of task-role engagement covers employees who are engaged in predefined roles set forth by management. It is derived from the concept of organisational utility, which states that the objective of employees in this element is not to perform extra role behaviours, but rather to enhance the efficiency and task delivery within their role. This element can result in reduced turnover, increased commitment, productivity, efficiency, quality of output, and resilience in times of change. However, to achieve this, organisations need to develop a capable layer of direct reports that can create a sense of trust, facilitate access to resources, and escalate concerns. Expansive utility The element of expansive utility can be posited as a counter balance to task-role utility. The focus of this element is purely extra-role and exploratory in nature. Through the development of networks within and outside the organisation, employees tasked with expansive utility are expected to feed innovation and act as cross functional bridges by developing shared mental models with others within the organisation. This will both increase firm responsiveness to external changes and elaborate on internal practices in an effort to create new workflows and increase organisational connectivity. Institutionalising systems The final element is the only non-human element in the OE model and is the key in creating ‘agency’ – aligning the behaviours and values of employees with those required by the organisation. Work practice and employment practice systems can help create this agency by answering two questions: what are expected employee behaviours, and how much independence do individual employees have. Building and maintaining systems often results in clogging managerial resources, inflexibility, and work intensification at the level of employees removing the notion of self-management. Thus, it is ultimately important for organisations to critically asses what kind of systems are necessary to bring around employee performance and agency, and what can and should be left for the discretionary management of direct reports. Simplicity remains key in this element. hrnetworkjobs.com


EXTRA Empowering HR

Figure 1: The OE framework As previously stated, it’s not simply the elements that give rise to OE, but rather the way they interact. The model then also displays what arises when one of the elements interacts with another. Firstly, the interaction of task-role engagement and expansive utility shape the social structure of an organisation, which impacts the effectiveness of organisational roles. Expansive utility and institutionalising systems interact to feed or suppress innovation. As employees who have knowledge, experience, and network help determine which systems will benefit the organisations and more importantly, with time, how these systems should change. Finally, the interaction between institutionalising systems and task-role engagement helps create what is loosely defined as “culture” or the rules, procedures, and beliefs that govern the day to day activity of staff as well as the socialisation patterns that help create a sense of employee agency. This interaction between the three different elements is what gives rise to contingency. Investing in specific elements over others should be determined by the organisations competitive positioning and business objectives, as well as resource and external limitations. What this presents then is a fluid image of organisational decision making which can be tracked over time as a company grows and directions change to adapt to the external environment. The new HR To effectively claim OE as its piece of the pie, HR needs to build four competencies that move it away from a fascination with counting ‘practices’ and focuses it on task-level employee-centred activities. Business strategy and analytics All HR practice must easily be placed within the larger business context. To play an effective role in strategic formulation HR needs to become a power hub of information, and although HR has been able to identify key metrics to assess effectiveness of individual units of performance, such as absence, turnover, and productivity, which do have an impact on cost. HR bodies have become accustomed to spending too much time setting KPI’s and targets for their own systems, overlooking the need to develop metrics that are easily tied into organisational performance. Once HR is successful in accessing, manipulating, and presenting this data, it will be able to feed back into the business strategy section of our OE model. hrnetworkjobs.com

Organisational design and resource planning Imperative to our OE model is the ability to select how much to invest in each of the OE elements. It is this premise that makes the model in itself contingent. HR needs to lead this by being an active agent or role design which will help determine the best approach to structure and position the business enabling it to quickly and efficiently responds to it needs. System monitoring and creation The selection of which systems to apply, and how to apply them, is crucial to the creation of organisational social norms and the institutionalisation of behaviours. HR’s role here is to ensure that systems and processes are vetted against business objectives and evaluated as business cases, as well as guaranteeing that implementing them will not result in work intensification. Further than playing an evaluating role, HR must also be able to plan the implementation of new systems and how they will reflect on current responsibilities. As such, and as part of this competency, HR must also be knowledgeable with change and stakeholder management practices. Individual and team performance through skill transference and communication This competency operates on two levels. First by ensuring individuals possess the correct skills needed to operate within their roles at full utility. Second, creating a sense of belonging and agency by cascading an understanding of roles within the broader business context. This will help ensure that employees are aligned in delivering the strategic objective, and have the clarity on how to contribute. The next step OE provides a real opportunity for HR practitioners to change the way they are perceived within organisations. By moving away from traditional HR practices and functions to a more comprehensive and integrative way of looking at work practice, HR departments can become a key and necessary ally in the management of the organisation as a whole. To do so, HR must begin by critically examining its own activities against the individual elements of the OE framework and then align them to the overall strategic objectives of the organisation. By emphasising the importance of OE, HR practitioners can shift their focus away from traditional single variable practices and aim to impact the organisation at a much larger scale. Hr Jade Saab is an HR and Organisational consultant. Blog: itsnotaboutpeople.com Twitter: @jadesaab Hr41


RESOURCE High performance culture

Creating a workforce of Olympians Health and wellbeing or ‘wellness’ programmes have been popping up all over corporate culture in recent years, as organisations strive to become more responsible when it comes to their human capital. But in providing subsidised gym memberships and nutritional advice, are we missing the biggest trick when it comes to creating high performance organisational cultures? Here Jane Sparrow, culture expert and founder of The Culture Builders argues why it’s a more sophisticated style of personal development that ensures employees turn up match fit.

“Savvy businesses know that high performing cultures are full of individuals that consistently behave in ways that demonstrate their commitment and ownership to the organisation. These ‘Investors’ are those that bring the best of themselves to everything they do and are truly investing their energy in the organisation – rather than ‘Savers’ - people that simply perform well and take a pay cheque at the end of the month. It’s ‘Investors’ that create innovation, keep an eye on delivery and ensure customers return again and again. It’s investors that make good organisations, great organisations, performing to their full potential. “Being an ‘Investor’ is actually, a lot like being an Olympian in the workplace. An investor knows their purpose and they don’t get distracted. They eat and drink to help them perform. They know when and how to rest. They look after themselves - body and mind. They’re in tune with their emotions, and the emotions of others. They seek feedback to get better. The exciting part, and one that is hugely under realised, is that being a high performing ‘Investor’ is a skill that can be understood, taught and utilised by everyone. In other words, it is perfectly possible to create a workforce of Olympians. “Throughout our working lives we constantly make deposits and withdrawals from what we call, the ‘Bank of Me’, our personal banks and our own stores of energy, loyalty, drive, willingness and commitment. When we do, we run the risk of going ‘into the red’ and depleting our focus, energy and relationships through unsustainable working or tolerating corrosive cultures. High performing organisational cultures stay that way because they invest in high performing team development that help individuals be their very best. “Programmes to ensure your employees are equipped to bring the best of themselves to the workplace are not just about the broad brush of what we call ‘wellness’ - it’s so much wider than that and involves attitudes towards personal growth, emotional and physiological management, personal motivation, aptitude to retain focus and more.

“Businesses are entirely reliant upon ‘Investors’ to get anywhere near peak performance because they understand that a high performance culture won’t find them, they have to drive it. They recognise that they cannot rely on others to deliver their engagement levels, they have to do that themselves. The challenge for HR Directors is supporting those high performers with the tools to sustain it, teaching others the skills to manage their emotional and physiological bank balance and educating all that you can’t rely on someone else to make you great.” Hr About Jane Sparrow Jane is passionate about enabling others to perform at their best to achieve both organisational and personal goals and has worked with businesses across the world, including Google, BBC Worldwide, British Gas, MTV, Warburtons and Sky, to create high performance cultures. Author of ‘The Culture Builders: Leadership Strategies for Employee Performance’ Jane is also an expert facilitator, performance coach and impactful speaker.


RESOURCE DIVERSITY

Having a diverse leadership team outperforms competitors that don’t Diversity tends to be a very hot topic on the web and in the news. It has been for decades. You would think there would be more movement in this direction, and while we gain inches here and there, women still make less than men in the workforce, and both women and minorities represent a meager percentage of CEOs. Here, Rita Trehan, a transformational expert and former global HR leader at Honeywell and The AES Corporation considers the main arguments for ensuring a more diverse workforce. While this looks like it would bankrupt companies to make these gender biased odds more even, the simple math is that it would actually cause companies to perform better. A recent McKinsey study states that while they can’t immediately tie diversity to profit, they can most certain confirm that companies with a focus on diverse leadership are 35% more likely to outperform competitors that don’t, stating: While correlation does not equal causation (greater gender and ethnic diversity in corporate leadership doesn’t automatically translate into more profit), the correlation does indicate that when companies commit themselves to diverse leadership, they are more successful. More diverse companies, we believe, are better able to win top talent and improve their customer orientation, employee satisfaction, and decision making, and all that leads to a virtuous cycle of increasing returns. This in turn suggests that other kinds of diversity—for example, in age, sexual orientation, and experience (such as a global mind-set and cultural fluency)—are also likely to bring some level of competitive advantage for companies that can attract and retain such diverse talent. The main argument against diversity is that companies claim that they’re just too hard to find, that finding females and qualified minority talent is just too hard to create that diverse slate needed to fill open positions. I’m here to debunk this myth. There are two ways to create a sharp slate of candidates: make the slate yourself and/or buy it. You can make a slate of diverse talent ripe for your own efforts by nurturing your leadership pool from within. Look among your ranks, and discover what it would take to turn your current employees into the leaders of tomorrow. Surely, there are diverse members of your own team who could be grown into formidable, client-focused leadership in due time. Make the long-term investment in your own future. Conversely, you could buy talent, which means recruiting efforts. hrnetworkjobs.com

Silicon Valley has gone so far as to create The Boardlist, a database of the top 600 females in the industry who are ripe for top leadership and board positions within the industry. Created by Sukhinder Singh Cassidy, it came in response to the complaint that startups don’t have the resources to do the research to find these women, so Cassidy made it easier for them. Such lists exist throughout the internet and among top MBA programs everywhere. Stanford, Cornell, Columbia, Darden, Wharton – all of these schools have records of diverse graduates who would make top notch connections and candidates. Start there. All of these decisions are the keys to corporate capacity. In my forthcoming book, I discuss quite a few strategies for HR to solve the problems of their companies, and this is one issue that deserves top attention. It’s not just a softer “feel-good” initiative: it makes good business sense. In an increasingly diverse world, companies who can show that all kinds of backgrounds, genders, and orientations have pathways to success within their ranks will remain market competitive with both clients and candidates. It’s just good business. Diversity is the pathway to current and future corporate capacity. Aim to make it a top line item moving into your next board meeting, and prepare to meet the demands of the global — and diverse — marketplace. Hr

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RESOURCE Video Conferencing

Video: From nicety to business necessity Video was introduced to the corporate world in the 1980s with the emergence of conferencing. However, it wasn’t until the early-to mid-2000s when it became more accessible and affordable that video would become commonplace. It is also around this time that our perception of video began to shift. Here Matt Pierce a customer support manager at TechSmith Corp, a software company that provides practical business and academic solutions that change how people communicate and collaborate across devices, looks at how much more relevant video use has become in the corporate world. Up until the introduction of video to the world of work, we thought of video in the cinematic sense – highly polished productions that take hours to create. While there is a time and place for this type of content, the advent of YouTube helped set the stage for short-term video. In addition, the introduction of consumer-grade platforms and mobile devices further armed folks to produce and share content faster than ever – and without sacrificing quality. From training and development to online learning, this new form of video presented a way for organisations to collaborate around processes and services. But video is entering yet another new era, and is going far beyond traditional create and share uses. According to a 2013 Bersin by Deloitte report, employers have found key reasons to incorporate video into their learning and development programmes. In fact, 78 percent of respondents said they built their business case on the transition from classroom training to on-demand learning using video. Additional reasons they cited were to keep pace with changes in the business environment, and encourage increased productivity. In this sense, video is becoming the most important tool to develop the workforce and influence transformation. While using video to communicate and train talent is important, there are many other ways you can use it to truly enhance the bottom line. Have you ever asked yourself: Can I improve how quickly something happens? Or the efficiency at which it gets done? With video, the answer is yes. But it’s more than simply viewing video in its traditional sense. It’s using software to help analyse, recognise, measure and predict things. A lot of what happens currently with performance review is manual. While observations, diagrams and written notes are helpful, some work environments can’t afford missing a beat when it comes to analysis – either for safety reasons or dollars. Enter video. Video enables reviewers to break down what is happening step by step. With telestration and narration, you can diagnose situations, movements and scenarios to give immediate and measureable feedback. Even more, you can leverage the content anytime, anywhere depending on the process and the need. Hr44

Instant analysis isn’t about changing steps though, but rather improving consistency. Learning and measuring processes is a time consuming job. Often times, there are actions that can’t even be captured by the naked eye. Intelligent video systems can analyse even the most complex of functions to look for ways to improve it and create a more streamlined workflow for organisations at large. While instant feedback via video enables management to align core workplace competencies, it also represents a platform employees can comfortably engage with. In recent years, employees have increasingly demanded more social technologies for group learning, knowledge sharing and collaboration. Today’s corporate environment expects consumerlike functionality and two-way experiences with peers and managers, from onboarding and learning and development through to performance reviews. In fact, recent research by comScore reported that the millennial generation watches 356 online videos per month, nearly 100 more than Generation X. Therefore, incorporating video into the daily processes of a business – whether it is for training or performance – is a natural fit and provides a much better platform to help analyse its impact on the organisation. Video can be an asset to any organisation, no matter the use. In the training setting, it helps employees understand what to do and how to do it. Performance analysis, on the other hand, looks beyond improvement and identifies capabilities and motives, among other things. It’s the real-time engagement that ultimately will have a bigger, more direct impact on your business. Hr

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RESOURCE Immigration

Tight immigration laws linked to making countries less competitive With floods of migrants pouring out of the Middle East and a simmering debate about immigration in Europe, politicians and the public should make sure not to throw the baby out with the bath water when formulating policies. Immigration can have some very positive effects and one of the recent IMD Competitiveness Center studies backs this up. Here, José Caballero, a Senior Economist at the IMD World Competitiveness Center and an expert on immigration and competitiveness takes a closer look at this hugely topical subject.

Competitiveness greatly depends on the extent to which governments facilitate an environment conducive to business. One key indicator is the impact of immigration laws; that is, whether or not immigration laws curtail the ability of enterprises to conduct their activities effectively. A large survey of senior executives, carried out for the IMD World Competitiveness Center’s recently released shows that decision-makers at companies view nations with strict immigration regulation as less competitive and lower on talent. From 2014 to 2015 Germany, Malaysia, Switzerland and the United Kingdom have clamped down on immigration. At the same time data shows that executives perceive that these countries have experienced a decline in the availability of skilled labour and senior managers with significant international experience. Because of this, the business leaders say, the business environment in Germany and Malaysia has lost attractiveness for highly skilled foreigners who can contribute to boosting company performance. Switzerland and the United Kingdom did not lose attractiveness for the executives according to the survey, however. Conversely, executives indicate that in the same period while Qatar has “relaxed” its immigration policies that the country has experienced improvements in the availability of skilled and competent workers, and that its attractiveness has increased. The survey tells a different story for Mexico. Despite stricter immigration policies, executives indicate that the country has improved its availability of skills and competencies and that the country remains attractive to highly-skilled international talent. Increasingly strict immigration policy also affects productivity according to the participants. Executives say that in Germany, Malaysia, Switzerland and the United Kingdom, workforce productivity (by hrnetworkjobs.com

international standards) declined during 2014 and 2015. The executives’ perceptions applied to both large corporations and small to medium-sized enterprises, with the exception of the UK, where SME’s were seen to be becoming more efficient. In both Mexico and Qatar productivity indicators improved, according to the survey. While the survey measures perception and not “hard data”, perception is important because if decision makers at a company favour a location over another, there can be implications for job creation and other factors which impact local populations and prosperity. Before rushing to close their doors, countries and citizens should think about whether what they’re doing is bad for competitiveness and hence bad for business. Hr

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RESOURCE Measuring performance

No Review, No Problem: Making talent decisions without ratings In a recent issue of Talent Pulse, The Human Capital Institute’s quarterly research eBook addressing the biggest trends and challenges of talent management, the research addressed the challenges companies face in conducting performance reviews and offers a new best practice approach focused on feedback, coaching, goal setting and manager and employee relationships. Here, Carl Rhodes, HCI’s chief executive officer explains what it means if organisations do away with performance reviews.

Though most companies implement performance review processes, these programmes don’t always deliver as promised in terms of elevating the performance of the entire workforce. All too often, the results of these reviews are not accurate, due to unintentional biases or differences in perception, and the negative feedback often discussed in reviews can be harmful to employee morale and job satisfaction. Moreover, the typical annual performance review does little to actually improve performance or induce positive behavioral change. At the same time, the entire performance review process can be unpleasant for both manager and employee, further impacting its effectiveness in bringing about positive change. In “No Review, No Problem: Making Talent Decisions without Ratings,” HCI explores the current state of performance reviews, based on the responses of more than 400 HR, L&D and executive management leaders, to better understand where current processes fall short. The report also presents HCI’s new model to make performance reviews more effective. Through the ‘Agile Performance Management’ (APM) model, companies can shift the focus from the broken, annual evaluation and rankings approach to provide continuous feedback and development. As the research shows, companies that have adopted this approach saw positive results, such as improved employee performance and engagement and elevated satisfaction in the entire performance management process. Other key findings of the research include: • Outdated processes, inaccurate results: Most organisations rely on a performance review process in which individuals are rated against their own objectives, and salary raises and bonuses are tied to those appraisals. At the same time, only slightly more Hr46

than half (54 percent) of organisations calibrate the results of their appraisals for fairness and consistency across functions and managers • Doing away with ratings: More companies recognise that employee ratings don’t help in improving performance, and most respondents don’t trust ratings to be accurate. A small number of organisations (12 percent) have already removed ratings or rankings from the review process, and another 26 percent are currently exploring doing so • New ways to make decisions: For organisations that removed ratings, the most popular ways to make compensation decisions are based on company performance, benchmarked employee performance against established goals and manager’s discretion • Improving performance reviews: Companies that have transitioned to HCI’s Agile Performance Management model report stronger financial performance and higher satisfaction with the system, and that employee-manager conversations about performance and development occur more frequently. It is clear that the standard performance review process is broken, failing to provide the motivation and engagement necessary to truly elevate workforce performance. But this doesn’t mean that companies must completely do away with performance reviews. It simply requires that organisations move beyond the traditional yearly evaluation process and toward providing continuous feedback and development to ensure employees are consistently working to the best of their abilities. As our latest Talent Pulse research suggests, rethinking the performance review process to make it more collaborative, social and faster will lead to an improved performance management strategy. Hr hrnetworkjobs.com


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Hr Network Vol 11 Iss 4  

Hr Network Vol 11 Iss 4  

Profile for immags