Hr Network Volume 19 Issue 5

The Everyone Economy:

The Everyone Economy:

ONE FOR ALL AND ALL FOR ONE!

an experience, like no other

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COVER STORY

The Everyone Economy: One for all and all for one Are your people policies fully inclusive so everyone can contribute to the success of the UK economy and your organisation? The Everyone Economy report by the CMI (Chartered Management Institute) underlines the importance of HR fielding and mentoring a fully diverse team to achieve these objectives. Andy Moore takes a closer look…

Louise McCosh FD People

Employment Law Update Family Friendly Legislation p. 14

Aaron Gardner

Lloyd’s Register Foundation

Insight: Foreign workers facing violence and harassment at work p. 42

Alan Price BrightHR

Insight: What to do if an employee has a criminal past p. 43

Aleksandra Traczyk Winckworth Sherwood

Insight: Considering redundancies after a merger? p. 44

Juliet Moran TelephoneSystems.Cloud

Insight: Technophobia threatening the future of SMEs p. 45

Founder and Publisher: Lee Turner lee@hrnetworkscotland.co.uk

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

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

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May 2023

We have some wonderful special guests attending this year including an in conversation session with Jane Sparrow from The Culture Builders and the COO for UKTV and BBC Studios Sam Tewungwa, entitled Pianos, Pride and Passion.

Welcome to the May issue of Hr NETWORK magazine and we have lots of exciting and hugely anticipated activity going on for the next few months.

The Hr NETWORK team are just putting the finishing touches to the hugely anticipated ‘People-First Culture’ Hr NETWORK Conference & Exhibition taking place once again at the magnificent BT Murrayfield Stadium on Thursday 11th May. We have had a fantastic response from delegates, sponsors and exhibitors and we are very excited to be welcoming everyone to Murrayfield for what promises to be a wonderful day of insights, best practice and of course the all important networking opportunities and catching up with everyone.

A full preview of the Conference & Exhibition can be found on pages 30 to 33.

The month of May is a hugely busy time for us, not only with the Conference & Exhibition but also the annual Leaders Dinner taking place on the evening before the Conference and once again we have a wonderful evening planned for our guests and table hosts.

We will also feature a sneak preview of the keynote session being delivered at the main Conference by People Director at Selfridges, Maria Glasscock.

May is also a very busy month in relation to the nominations for this years’ Hr NETWORK National Awards 2023 in partnership with Roffey Park Institute. Once again, we have a large number of nominations in already ahead of the deadline for nominations, which is Wednesday 31st May 2023.

We are extremely grateful to all our sponsors, exhibitors and table hosts for their support this year and if you would like to join us at the Conference & Exhibition, either as a sponsor, exhibitor or delegate, please visit the Hr NETWORK website for all the details.

Hr NETWORK National Awards & Gala Dinner 2023

With Nominations for 2023 closing on the 31st May, we are very excited at the prospect of hosting the Awards process this year including all the finalist interviews later this year and of course the hugely anticipated Gala Dinner in November. The Awards Planning Team are on hand to answer any questions you may have.

With most of last years’ sponsors already confirmed for the awards categories again this year, we already have a number of people who have confirmed their intention to host a Table of 10 too. We are extremely grateful to all our sponsors and table hosts for their support this year. If you would like to join us at the Gala Dinner either as a sponsor or table host with your invited guests, please contact the Awards Planning Team directly.

This Issue

In this latest online edition of the magazine, Andy Moore looks at the recent ‘Everyone Economy’ report carried out by the CMI (Chartered Management Institute), which underlines the importance of HR fielding and mentoring a fully diverse team to achieve their objectives.

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

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

Lee Turner Publisher

Contributors: Louise McCosh, Aaron Gardner, Alan Price, Juliet Moran, Aleksandra Traczyk

Two in five Scottish workers need flexible working, or can’t work at all

Two in every five Scottish workers say they need flexible working, or they can’t work at all, according to a new white paper published in early March by Flexibility Works.

While flexible working has increased since the pandemic with 61% of Scottish workers saying they have some form of flexibility over when, where or how much they work, the white paper aims to remind employers and policymakers just how critical flex is for the wider Scottish economy.

Nikki Slowey, co-founder and director of social business Flexibility Works, said: “We still hear people talk about

flexible working as a ‘nice to have’ but these figures are a pertinent reminder of how essential flexibility is for a large portion of our workforce. Without flex, many people just can’t work, which hits family finances hard and pushes some people into poverty.

The white paper, called ‘Beyond hybrid: Why all kinds of flexible working matter in 2023’, analysed data from 662 adult Scottish workers. It shows 40% of Scottish workers say they need flexible working, or can’t work at all, and underscores the importance of flexibility to enable people to work. This figure includes frontline workers who can’t work from home and need other forms of flexible working, such as flexibility on hours.

The white paper shows one in five (19%) Scottish workers surveyed are considering giving up work because of a lack of flexibility. This includes people who have some flexibility, but not enough.

Flexibility Works hopes the findings will remind Scottish employers and policy makers of how essential flexible working is to help people enter work, stay in work and progress at work.

‘Me, work and the menopause’ Usdaw launches a new campaign

Retail trade union Usdaw has recently launched a new campaign about the menopause to raise awareness and seek better workplace rights, along with supporting improved health and well-being for women in mid-life and beyond. Many Usdaw reps are supporting members who are struggling with menopause symptoms at work. This campaign aims to help reps understand more about the menopause, how it affects women at work and what steps can be taken to make a difference to members in this situation.

Usdaw is clear that the menopause is an occupational health issue. For the majority of women the menopause will have an impact on their physical and mental well- being and the workplace can make these symptoms worse.

Paddy Lillis – Usdaw General Secretary says: “Women make up more than half of Usdaw’s members and activists and over half of the UK workforce. All of these women will inevitably experience the menopause at some point in their lives, and not necessarily in their late forties or early fifties.

“The menopause can affect younger women too and transgender and non-binary people. It’s far from a minority issue. Statistics show that around 1 in every 3 women has either experienced or is currently going through the menopause, with the majority experiencing noticeable symptoms. Of these, almost half experience

symptoms they find hard to deal with and cause them difficulties both in and out of work.

“Despite a growing recognition among employers and policy makers of the menopause as a workplace health and safety issue, too few women are receiving the right support at work. Usdaw has developed this workplace campaign to enable more women to recognise and feel able to discuss their menopause symptoms in the workplace and equip reps with the tools they need to open up conversations about the menopause at work.”

New report details the worrying hidden costs expenses are putting on the UKs working population

A shocking report from PayCaptain has recently highlighted the significant hidden mental and financial pressures Brits are facing when it comes to covering expenses on behalf of employers against the backdrop of the rising cost of living. The report details how 40 per cent have taken out loans or had to use credit cards as a result of paying for company expenses, with a further 37 per cent remaining out of pocket after being reimbursed2. All of which is adding to financial strain, with a potential negative impact on credit card ratings and missed personal payments.

The results further highlight how British workers are being put under increasing stress as a result of covering business expenses. One in four British workers stated that paying for company expenses puts pressure on

them paying essential bills, with one in five Brits having to skip meals, miss payments, or not buy day-to-day items due to having to pay for expenses. This is particularly concerning for the 16-24 lower-earning age group, with one in six deciding to work from home and missing out on invaluable workplace-based learning as they cannot afford travel.

The findings underline the increasing issue of ‘In Work Poverty’ in the UK, with 7.9 million working-age adults living below the breadline, and six in ten low-income households not being able to afford unexpected expenses.

It’s no surprise that a huge one third of Brits stated that paying for company expenses impacts their mental health and makes them feel anxious, with the 16 -24 age group particularly vulnerable. One in six say it negatively impacts their relationships, in addition to stresses for paying for daily essentials. And this has a direct impact on productivity in the workplace, as 94% of UK employees admit to worrying about money, with 77% saying this impacts them at work.

On average British workers have to cover expenses up to five times a month equating to an additional £273 in outgoings for expenses. Almost 20 per cent have to cover work related expenses up to two-four times a week, with a further 10 per cent having to cover up to £4,800 annually.

54% of employers now more concerned about employee mental health

Research released recently by Towergate Health & Protection reveals the changing concerns of employers in today’s world. Among companies of all sizes across the UK, 54% stated that of the four pillars of health and wellbeing, the mental health of their staff is the area about which they are now most concerned.

Debra Clark, head of specialist consulting at Towergate Health & Protection, comments:“Mental health is currently topping the list of employers’ worries about their staff. To some extent this is a good thing as it means that mental health has moved up the agenda, that it is recognised as a very real concern and that employers are taking notice of its impact. However, it is clearly not positive that mental health is a growing issue, so this now needs to be met with the appropriate response from employers to manage and improve mental health in the workplace.”

The research goes on to show that employees also now have higher expectations of workplace health and

Public investment in apprenticeships is fuelling investment in training from employers and tax revenues in Scotland

Around £100 million is invested in apprenticeships training each year from the public purse. Figures show that for every pound invested in apprenticeships between four and five pounds is returned in tax to the exchequer.

Additionally, for every pound of public money spent on training apprentices it is estimated ten pounds are invested by their employer.

Employers are also gaining more income by investing in apprentices, as the benefit to businesses is up to £63,000 over the duration of some apprenticeships*.

The figures come from studies into labour market outcomes and returns on investment, published by the Scottish Government.

Skills Development Scotland contributes towards the cost of training of apprentices on behalf of the Scottish

wellbeing. Interestingly, it is financial health where employees most want support, followed by mental health.

Debra Clark says: “The different pillars of health and wellbeing are often intertwined. Financial health will impact mental health; mental health affects physical health and so on. The fact that both employers and employees put financial and mental health at the top of the list suggests that these two are particularly impactful on each other in current times. Employers should consider a targeted response to address the issues, such as offering access to counselling, or to budgeting advice.”

Debra Clark says: “It is vital that employers consult their staff regularly to see how their needs are changing regarding health and wellbeing. Requirements are not static and the support needs to closely match the concerns. Employers should consider a holistic approach to health and wellbeing support, giving credence to each of the four pillars: mental, financial, physical, and social health. A workforce that feels unsupported will be less productive and less loyal.”

Government which is committed to up to 25,000 Modern Apprenticeships this financial year, with latest statistics indicating that figure is likely to be met.

Skills Development Scotland Chair, Frank Mitchell said: “Designed by industry, for industry, apprenticeships not only help the economy but also open access to jobs for many young people traditionally with restricted opportunities to progress.

“These are real jobs backed by employers who contribute £10 for every £1 spent by government, and at the same time apprentices contribute by paying their taxes.

“Creating a diverse and inclusive workforce through work-based learning is benefiting employers as apprentices enable them to adapt and sustain their business.”

Around 12,000 employers across Scotland support apprenticeships, with more than 40,000 apprentices in training right now.

Minister for Youth Employment and Training Jamie Hepburn said: “It is very encouraging to see the benefits that apprenticeships have for employers, individuals and our economy. Not only are they crucial for the challenges of the present day, they will be key in ensuring that our workforce is equipped to tackle future problems such as climate change.

Board Chair Peter Farrer is Chief Executive of Scottish Water. He said: “I want there to be an apprenticeship available to every young person who wants to do one in Scotland, and for any employer to be able to offer apprenticeships in their field.”

A NEW survey shows a staggering 95 per cent of young people are struggling with their mental health

The UK faces a mental health catastrophe as only 10 per cent of young adults love themselves completely, reveals blistering new research from Direct Line Insurance and mental health charity Mind.

Young adults are struggling with their mental health with 95 per cent feeling anxious in the last 12 months and over a fifth (21 per cent) experiencing these feelings all the time.

Almost half of young adults (46 per cent) have felt low often or all the time over this time period. Despite support services being readily available, more than one in twenty young people said that they feel uncomfortable discussing their mental health with anyone, 10 per cent of 18-year-olds not willing to speak about the topic at all.

Young people are experiencing a sense of dislocation, with almost three quarters (70 per cent) of young adults feeling lonely even when around peers, friends, classmates, work colleagues. They also have less energy than they did previously, 83 per cent saying this is true in the last 12 months.

When they do need a mental lift, 59 per cent of young adults turn to music to improve their mood and for a quarter (25 per cent) of this generation it makes them feel less lonely. Almost two thirds (65 per cent) of young adults say musicians are a force for good in opening discussions about mental health, with Billie Eilish, Ed Sheeran and Lewis Capaldi seen as inspirations. Music can be a vital outlet, as half (50 per cent) of young people experiencing poor mental health find it difficult discussing this with others.

The survey was carried out by Opinium across 2,000 18-24 year olds.

To highlight the link between music and a positive uplift in mood, Direct Line and Mind have worked with mental health advocate and London-based rapper Marc Jones, who has over five million music streams, to produce a new track, Day by Day, which encourages young people to be open about their mental health. It was free to download across all major streaming platforms for the month of April.

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Two-thirds of businesses at risk of losing value due to untapped employee experience

Two thirds of companies (63%) could be at risk of losing business value, as global disruption impacts the employee experience. That’s according to the latest research on drivers of value in employee experience, released by WTW, a leading global advisory, broking, and solutions company.

Factors including financial stress, on-going fallout from the pandemic, political and economic tensions and the Great Resignation are causing global disruption. As such, only a third (37%) of companies globally are driving positive financial value to their business through their employee experience strategy.

While employee engagement levels remain unchanged across the globe in 2022, broader employee experience opinions on optimism, fair pay, career, and retaining talent have declined, which is impacting businesses. In fact, half of global employees (50%) say they are open to leaving their company.

Having a positive employee experience can also make the difference between growing or declining revenues. WTW’s research on the relationship between employee experience and business value has uncovered four distinct segments which generate business value in different directions: value drive, value risk, value potential and value drag.

Currently, only a third (37%) of businesses globally are in a value drive state, where employees are more engaged, more likely to believe their voice matters, feel capable to deliver their work and therefore are more likely to stay at with their current employer.

Nearly one in five (18%) of businesses are experiencing a ‘value risk’ state. In these organisations, significant business value is at risk due to the number of highperforming employees thinking of leaving. Often these employees feel unheard, see less career advancement opportunities and believe their organisation is less likely to match rewards to performance.

15% of businesses are in a ‘value potential’ state. In these organisations employees are disengaged and contribute less value but don’t leave the company.

And almost a third of companies (30%) are experiencing a ‘value drag’ state, where employees are largely disengaged and looking to leave, thus creating a drag on business value. Employees in these organisations believe there is less clarity over career paths and have lower confidence in pay for performance.

Northern cities must embrace a work from anywhere policy or lose talent to London firms

Business leaders and policy makers must be prepared to embrace a work from anywhere approach to work to support development in northern cities. This is according to Ben Marks, CEO and founder of the #WorkAnywhere Campaign, the global advocacy movement for remote and hybrid workers.

Marks believes that crucial to the development of cities and business hubs outside of London will be a new kind of infrastructure that enables all stakeholders to harness workforce digitisation, rather than be left behind. In practice, these are what he calls community workspaces: hyper-local shared work hubs in neighbourhoods, villages and towns across the country that are accessible to everyone as a public good.

“In order to truly ‘level-up’, we must be prepared to revolutionise the way people work, particularly in towns and cities in the Midlands and North of England. This starts with ensuring that everyone has access to the new social remote working infrastructure, with financial support coming from the public and private sectors,” said Marks.”

According to data from the Office for National Statistics, at the beginning of the pandemic during April 2020, nearly half of people in employment in the UK worked from home. Since then, the technology that facilitates access to remote work has only advanced. Now, with the help of technology that already exists and is widely adopted across the UK, Marks asserts that work doesn’t have to revolve around our capital, but can instead offer people the autonomy to live in other towns and cities around Britain.

“The benefits of remote work are not just economic, but they can also help to address individual challenges such as loneliness. Remote work can also create more economic opportunities for parents, carers, and people with mental and physical challenges.

“While existing coworking spaces are a positive first step, there is progress to be made in the provision of functioning remote work spaces. The next generation of community workspaces must be financially and geographically accessible, optimised to foster meaningful social connections and powered by crosssector collaboration,” Marks concluded.

65% of neurodivergent employees fear discrimination while UK businesses promote neurodiverse workplaces

New research from Birkbeck, University of London’s Research Centre for Neurodiversity at Work commissioned by charity Neurodiversity in Business (NiB) has found significant barriers to neurodivergent employees disclosing their neurodivergence to employers.

Led by Birkbeck Professors Almuth McDowall and Nancy Doyle, the research team surveyed 1117 people, 127 employers and 990 neurodivergent employees, asking about how work is adjusted, as employers need to accommodate requests, barriers and opportunities, and neurodiverse careers.

Dan Harris, Founder and CEO of NiB says, “This rigorous, first-ever gap analysis of ‘what works’ in the UK informs best practice for employers and establishes the business gain for supporting neurodiverse talent. We have identified that tailored adjustments make a difference and support a case for specialist career pathways.”

But first employers must convince employees that work is a safe place to be openly neurodivergent. The researchers found that 65% of neurodivergent employees feared discrimination from management, 55% from colleagues and 40% said that there aren’t knowledgeable staff to help.

Meanwhile, employers report that they experience barriers to making adjustments: 69% say that lack of disclosure is an issue, 65% that managers don’t know enough and 30% had little faith that adjustments work. So there’s a catch 22 – employees don’t feel safe enough to disclose, but without saying what they need, employers don’t know how best to support.

Neurodivergent abilities and work strengths stood out as a bright spot in the findings. Among the positive aspects of neurodivergence that employers and employees identified, over 80% reported hyperfocus, 78% creativity, 75% innovative thinking, 71% detail processing and 64% people being authentic at work.

If employers want to retain such remarkable talent, they must address significant turnover intentions. The researchers found people are far less likely to leave where adjustments are tailored (50%), though women and ethnically minoritised people are more likely to leave. Worryingly, all neurodivergent employees reported low levels of wellbeing. Only half report that they feel calm and relaxed. Nearly 1 in 3 report problems with sleep. This UK data underlines that mental health at work has to remain a core priority across all organisations and

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REDUNDANCY PROTECTIONS DURING PREGNANCY & MATERNITY LEAVE

By Louise McCosh FD People

In this the first of a series of regular Employment Law Updates from FD People, we take a look at the impact of 3 pieces of proposed legislation expected in 2023, including changes to flexible working, the introduction of carers’ leave and additional redundancy protections during pregnancy and maternity leave.

With the recent findings the gender pay gap has reduced by only 0.5% since reporting was introduced 5 years ago, meaning women in the UK earn 13 pence less than men on average, you would be forgiven for thinking there has been little progress in supporting family friendly working.

We all know the gender pay gap is hugely complex, not least the calculations themselves! There are many facets that impact on the glacial progress, and it seems the government are acutely aware of these challenges with proposals for several new pieces of family friendly legislation.

Three key changes have been announced - flexible working rights will be getting a shake up, along with the introduction of carers’ leave and extended redundancy protections for pregnant and new mothers. There is no set date for the introduction of these new laws, but the

government are backing the Bills through parliament, and it is anticipated they could become law for employers this year.

Flexible Working Changes

Probably the most wide reaching of the three proposals is the reforms to flexible working, and the changes proposed are a significant shift from the status quo:

• The right to request flexible working will become a day one right with no minimum service requirements (the current position is an employee must have 26 weeks’ continuous service);

• Employees will no longer have to justify the effect of their request for the employer, and how the change might be dealt with;

• Rejecting a flexible working request will require consultation by the employer;

• Employees will be able to make two flexible working applications per annum rather than the current right to one application; and

• Decisions on the outcome of a flexible working request will require to be made within 2 months as opposed to the current 3 months.

Carers’ Leave Introduction

Carers currently have very limited rights under what is known as Time Off For Care Of Dependents providing ‘reasonable’ unpaid time off. The proposed legislation would be much more prescriptive giving the right for unpaid carers to take up to one week (five working days) of unpaid leave per year. Like the changes to flexible working, it is anticipated this would be a right regardless of length of service. Employees will not be required to give evidence of the request for leave, and employers will not be able refuse requests, but they will be able to delay requests on limited grounds. It is expected employees will be able to choose to take leave in a flexible way such as single days, half days or a full week.

Redundancy Protections During Pregnancy & Maternity Leave

It is well understood by employers that employees expecting a baby, or those on or returning from maternity leave are already the most protected category of workers in employment law. However, these new proposals will broaden the rights of expectant and new mothers a step further by extending the period of protection for redundancy from the point of an employee informing their employer they are pregnant until 18 months after the birth of their child. What this means in practice is that in redundancy situations pregnant women and expectant mothers will have the right to be offered suitable alternative employment for a longer period. It does not mean that this group of workers will be immune from redundancy, but essentially there will be additional protections from pregnancy right through to a child reaching 1 and a half years old.

Impact of Changes

There is no magic wand to changing the significant challenges faced by working families, and at the risk of sounding pessimistic, these new pieces of legislation, even collectively, are somewhat of a drop in the ocean in addressing a highly complex issue.

However, they are definite progress - the fact that the government are proposing several new pieces of legislation to give enhanced rights and protections for those with caring responsibilities are a step in the right direction. For employees, the new legislation will give that little bit more protection and confidence in making requests to support their family. For employers, although many have become far more flexible than ever, the introduction of additional laws will serve as clarity on what is expected. Whilst these three reforms to family friendly rights are not going to reduce the gender pay gap or solve inequalities for working families overnight, perhaps the government are taking the view with these new proposed laws that the best way to eat an elephant is one bite at a time!

The Everyone Economy: The Everyone Economy:

ONE FOR ALL AND ALL FOR ONE!

Are your people policies fully inclusive so everyone can contribute to the success of the UK economy and your organisation? The Everyone Economy report by the CMI (Chartered Management Institute) underlines the importance of HR fielding and mentoring a fully diverse team to achieve these objectives. Andy Moore takes a closer look…

Everyone Economy: Everyone Economy:

It stresses that unless UK employers “raise their game”, the public will pay the price in terms of lost growth, productivity, innovation and quality of public services.

Ann Francke CEO of CMI says: “The report is a wake up call for companies to drive change and invest deeply in all aspects of diversity, equality, and inclusion. A lack of diversity in leadership will only hamper business and public services. We need all employers and the government to step up and accelerate the pace of change, especially as growth is faltering and thousands of employers see skills shortages.”

The CMI revealed that potential gains of a full-participation economy are huge. But, importantly, it stresses that organisations are wasting talent, just when they need it most. The Everyone Economy research examined just how inclusive UK workplaces are by looking at manager and employee perceptions of inclusivity, and how these are linked to organisational behaviours.

A briefing paper submitted by CMI’s Head of Policy and Innovation, Daisy Hooper, revealed that over half (52%) of respondents had at some point in their career been overlooked for a workplace opportunity because of their identity.

Daisy will be taking part in the Flexible and Hybrid Working Panel Discussion at the Hr NETWORK Conference on 11 May at BT Murrayfield, revealing some of the findings from the Everyone Economy report.

For HR, the CMI stresses that flexible and hybrid working must be a “default work policy” while reducing the list of reasons for rejecting flexible working requests. Furthermore, the report identifies the pandemic as proving that it’s possible for employers to adapt to flexible working.

Although managers overwhelmingly see their organisation as inclusive, very few can point to specific actions that deliver an inclusive workplace. For example, there is a lack of data collection - which is critical for transparency and uncovering barriers to inclusion, the report found.

Importantly, an inclusive world of work where all employees can thrive is not just the responsibility of Diversity and Inclusion experts or HR professionals; it requires a proactive and conscious effort from everyone, the CMI recommends.

The Everyone Economy outlines actions that managers and HR leaders can take and it centres around five themes: addressing assumptions and building awareness; gathering meaningful data and insight, identifying and attracting talent and realising people’s full potential. These are seen as everyday actions to build an ‘Everyone Organisation’.

Prof David Grayson CBE, and Chair of the Institute of Business Ethics, says: “Organisations need to make the most of diversity and become genuinely inclusive. They must ask themselves what they need to do to maximise the talent available to them. This is not just the ethical thing to do, it is the smart thing to do.”

CMI analysis found that to achieve balance in the UK working population, employers should have 560,000 more female managers, 420,000 more managers from lower socioeconomic backgrounds, 290,000 more disabled managers and 100,000 from diverse ethnic backgrounds.

In Scotland, productivity has outperformed all UK regions between 1999 to 2019, but its productivity growth has slowed in recent years, still below the national average and the median in OECD countries.

Scotland’s National Strategy for Economic Transformation (NSET) sets out the country’s priorities for economic growth and development: boosting productivity, addressing regional inequalities, developing a workforce with a diverse skill set, and improving infrastructure to make a successful transition to a greener economy.

“Inclusion is not a matter of political correctness. It is the key to growth.” These are the words of political figure, Jesse Jackson. They strike a chord with the CMI Everyone Economy report, which stresses how Equality, Diversity and Inclusion (EDI) are necessary to support growth of the UK economy. The report’s connotation is in its name: the “everyone” includes people from all walks of life, gender, age, race, orientation, belief and socio economic background.

To close this productivity gap and make the NSET a success, Scotland needs to make sure it is utilising all the talent and perspectives in the workforce, the CMI highlighted.

Last year, the CMI held an event in Edinburgh to raise awareness of the Everyone Economy and learn more about how to overcome barriers to inclusion in the context of Scotland.

On a broader level, the CMI believes that equality, diversity and inclusion is not just “a nice to have”, and employers should not treat this as a “tick box” exercise. The Everyone Economy highlights a solid body of evidence outlining the clear business benefits such as improved profitability, innovation and productivity.

Adam Marshall, CMI Senior Advisor, summed up by saying: “The report is a call to action for businesses that simply cannot be ignored. The gap between what we say and what we do in making the most of the UK’s diverse talent is still far too large. CMI has set out a route map that any company or organisation, whatever its size, can follow. Those that do will reap the benefits of better decision-making, higher productivity and a stronger future.”

CMI research shows that organisations who invest in management and leadership development programmes see

on average a 23% increase in organisational performance, and a 32% increase in people performance.

The Chartered Management Institute (CMI) is the only organisation that can award Chartered Manager status, the highest accolade for managers and leaders. For 75 years, they have inspired modern managers to become successful, confident leaders.

Everyone-Strong

• Wake up call for companies to drive change and invest deeply in all aspects of diversity, equality and inclusion.

• The potential gains of a full-participation economy are huge.

• CMI stresses that flexible and hybrid working must be a “default work policy”

• Scottish productivity outperformed all UK regions between 1999 to 2019, but growth has slowed.

• Scotland needs to make sure it utilises all the talent and perspectives in the workforce.

• The clear business benefits are improved profitability, innovation and productivity.

70% of UK hybrid workers want to work this way for the rest of their career

An international survey of 3,000 global office workers by Insights Learning & Development has uncovered that 70% of hybrid workers in the UK want to maintain the arrangement permanently.

In general UK employees are happy with their hybrid working arrangements – more so than employees in the US, Canada and France. Overall workers in the Netherlands are most satisfied with their hybrid working arrangements.

Almost one-third (32%) of hybrid team members in the UK are fully remote or close to fully remote while over two-thirds (67%) work predominantly in an office. Office-first working appears to be the least preferable option – 22% currently work this way, however, 17% wish to do so. Of the respondents 8% of UK employees currently work fully remotely while 19% would prefer to do so.

This correlates with the global finding that office-first is the least attractive option, as only 10% of dissatisfied employees across the seven countries would prefer to switch to an office-based workplace.

Over a quarter of UK workers say that sharing ideas, delivering objectives and learning and development has actually become easier since working in a hybrid team. Almost one-third (32%) say that they perform better since they started hybrid work.

Those questioned stated the overriding advantage is having more time, as the daily commute has been dramatically reduced, with 54% of UK hybrid employees confirming it as a bonus.

Notably, improved health and wellbeing are also one of the biggest benefits identified for UK hybrid workers questioned, compared to other countries across the globe. One-third of UK workers identified this as a benefit.

However, over half of UK workers say building relationships has become harder in hybrid teams (51%) and one-third say they find it harder to stay connected to what is going on across their company (33%).

47% say they feel less connected to their co-workers than before the pandemic and 38% said that they would like to receive more opportunities to connect with their team.

Getting to know new team members was raised as the most difficult aspect of working in a hybrid team, alongside lack of social connection and casual conversation within hybrid teams identified by respondents.

Almost one-third (31%) said that feeling disconnected from remote colleagues is a challenge.

Overall UK companies seem to have taken more actions in certain areas than other countries to overcome the challenges of working in a hybrid team.

75% of UK hybrid teams have adopted communication tools such as Zoom, Teams or Slack – more than any other country. Over one-third (36%) have put in place wellness initiatives to support their employees (higher than the global average of 26%).

Chief Executive of Insights Learning & Development, Fiona Logan suggests empowering individuals in their approach to their working setup is important in the new world of work:

“This report is confirming what many suspected, that flexibility in working practices has been internationally welcomed by employees. It is not surprising to see regional preferences shift when it comes to how we work together, and the key for employers is to find a balance that works for our teams and for the business.”

“Additionally, as we are now not in the office each day together, we need to create a culture and community that fully supports and enables success. Creating a community between remote and in-person work is imperative and the need for human skills, a core purpose and connection are vital for this.”

International Enterprising Impactful Leading Strathclyde

The final word in business education

Our Masters programmes are consistently ranked among the best in the UK – and around the world. Our department of Work, Employment and Organisation is Scotland’s leading centre for research, knowledge exchange and professional education in human resource management and employment studies. As HRM experts, we understand the importance of providing high quality education that fits around your career:

We offer:

• A part time MSc/PGDip Human Resource Management programme which is completed in two years with classes from 1–7pm once a week.

• CIPD* approved postgraduate qualifications leading to Associate Membership.

• Cons tructive external engagement with policy makers and practitioners.

Make Strathclyde your destination.

www.strath.ac.uk/business

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

RECOGNISING. ACKNOWLEDGING. REWARDING. CELEBRATING.

By Teresa Flannigan

The Nominations process for this years Hr NETWORK National Awards 2023 in partnership with Roffey Park Institute is well underway with just under a month to go until the deadline to submit nominations and this is your chance to RECOGNISE, ACKOWLEDGE and REWARD your Scottish HR Stars in 2023.

New Award Categories

As announced in the previous issue of Hr NETWORK Magazine, following a significant rise in interest for ESG (Environment, Social & Governance), Hr NETWORK is delighted to announce the brand new ESG Award of the Year, which ensures those organisations and their associated partners who have implemented a highly successful and impactful ESG strategy, get the recognition they deserve.

Also being introduced to the Awards this year is the Leading with Kindness Award of the Year category, which is sponsored by Leading Kind. This Award will recognise, acknowledge and reward an Organisation, Team or Individual who has demonstrated kindness to others in the workplace or in society through empowerment to go above and beyond and provide an outstanding act of kindness that creates a positive impact for the entire organisation.

With 18 awards categories, which are FREE to enter, this is your chance to RECOGNISE, ACKOWLEDGE and REWARD your HR champions with the award categories determining the top performing HR people, teams, projects and organisations across the people development and management industry in Scotland and the wider UK.

The ‘Nominations Intention’ scheme captures early interest from those intending to nominate in the various categories, running from 1st March to 31st May 2023, and those planning to submit nominations before the deadline can notify the Awards Planning Team who will provide ongoing updates and relevant information during this period.

Following the incredible success of the Awards and Gala Dinner in November 2022, the search is on for those HR and people professionals, who have gone above and beyond in delivering a first class service to the business.

This years’ awards gala dinner is in extremely high demand and organisations wishing to host a table of 10 are strongly advised to secure their table as soon as possible to avoid disappointment.

Those that do manage to attend as table hosts will see the 2023 winners being announced at the hugely anticipated annual Hr NETWORK Awards Gala Dinner taking place at the hugely impressive Hilton Glasgow on Thursday 9th November 2023.

The awards categories are judged in two sections, People categories and Project categories.

People

These categories focus on individuals (except for the HR Team category). Judges are looking for exceptional individuals who MUST demonstrate that they are at the top in their respective role.

Projects

These categories focus on projects/specific initiatives that have had a measurable impact in the organisation.

Award categories and typical nomination summary:

Learning & Development Award of the Year

AVAILABLE TO SPONSOR

Typical Nominees: Nominations will either be on behalf of the whole organisation or can be Trainers/Training Managers. Nominees will be nominated by their HR Directors or Senior Manager who has responsibility for training/organisation development within the organisation.

For further information, please visit: www.hrnetworkjobs.com/learning-and-developmentaward-of-the-year

HR Specialist of the Year

AVAILABLE TO SPONSOR

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

For further information, please visit: www.hrnetworkjobs.com/HR-Specialist-of-the-year

HR Graduate of the Year

AVAILABLE TO SPONSOR

Typical Nominees: Nominees will typically be early career graduates who graduated in a CIPD (Chartered Institute for Personnel and Development) recognised HRM qualification, on or after the 1st September 2022. Nominees in this category will be nominated by their lecturers or course tutors rather than their employers.

For further information, please visit: www.hrnetworkjobs.com/HR-Graduate-of-the-year

HR Project of the Year

AVAILABLE TO SPONSOR

Typical Nominees: Nominations in this category will either be on behalf of the whole organisation or be individuals or teams who have successfully delivered a significant people focused project with a sustained high level of excellence throughout the projects lifetime. Nominees will be nominated by the Chief Executive or Senior Manager responsible for commissioning the project.

For further information, please visit:

www.hrnetworkjobs.com/hr-project-of-the-year

HR Assistant of the Year

AVAILABLE TO SPONSOR

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

For further information, please visit: www.hrnetworkjobs.com/hr-assistantofficer-of-the-year

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.

For further information, please visit: www.hrnetworkjobs.com/attraction-resourcing-awardof-the-year

Diversity & Inclusion Award of the Year

functions, bringing people management expertise to business decisions and strategies and secures and/or delivers HR interventions and programmes to achieve business needs. Nominees will be nominated by their HR Directors or Senior Managers who has responsibility for HR within the organisation.

For further information, please visit:

www.hrnetworkjobs.com/HR-business-partner-of-the-year

Employee Engagement Award of the Year

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

For further information, please visit:

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

For further information, please visit: www.hrnetworkjobs.com/diversity-and-inclusion-ofthe-year/

HR People/Business Partner of the Year

sponsored by:

Typical Nominees: Nominees will be senior HR professionals or also HR Business Partners within an organisation who work in partnership with the business to provide specialist strategic, support and influence that enable key clients to effectively deliver their people plans. Provide a service that delivers best practice and commercially focused HR solutions that support the business area in conjunction with specialist HR

www.hrnetworkjobs.com/employee-engagementaward-of-the-year

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.

For further information, please visit:

www.hrnetworkjobs.com/organisational-developmentaward-of-the-year

HR Manager/Advisor of the Year

Health & Wellbeing Award of the Year

sponsored by:

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

For further information, please visit: www.hrnetworkjobs.com/hr-manageradvisor-of-the-year

NEW AWARD: ESG Award of the Year

The ESG (Environment, Social and Governance) Award recognises those organisations and their associated partners who have implemented a highly successful and impactful ESG strategy. The award also recognises the effective communication surrounding the ESG approach and what employee engagement benefits have been realised by the organisation through its ESG policy. Judges will be looking for organisations to match the rhetoric with real world practice that makes a positive impact.

Typical Nominees: The nomination will normally be the whole organisation. The goal of ESG (Environment, Social and Governance) across the organisation is to embrace responsibility for a company’s actions and encourage a positive impact through its activities on the environment, social inclusion and the accountability of governance in which they operate or have an impact.

For further information, please visit: www.hrnetworkjobs.com/ESG-award-of-the-year

Typical Nominees: Nominations will be for the whole organisation. This award will take in to consideration the positive culture and health and wellbeing practices being encouraged in the workplace by one of Scotland’s many positive organisations. The category acknowledge will reward organisations that can demonstrate their commitment to the health and wellbeing of their people through the application of a range of health and wellbeing programmes, which meet the needs of all staff.

For further information, please visit:

www.hrnetworkjobs.com/new-health-and-wellbeingof-the-year-award

HR Team of the Year

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

For further information, please visit:

www.hrnetworkjobs.com/hr-team-of-the-year

Best Employer/Workplace of the Year

sponsored by:

Typical Nominees: Nominations will be for the whole organisation. This award will take in to consideration the positive culture and health and wellbeing practices being encouraged in the workplace by one of Scotland’s many positive organisations. Judges will be looking for empirical evidence such as external accreditations, for example, Living Wage, IIP, BITC, Healthy Working Lives and the like, but also by experiencing the culture and ‘feel’ of the organisation through a site visit.

For further information, please visit:

www.hrnetworkjobs.com/best-workplace-of-the-year

NEW AWARD: Leading With Kindness Award of the Year

sponsored by:

HR Director of the Year

sponsored by:

The brand new Leading with Kindness Award for 2023 has been introduced to acknowledge the huge role that kindness and compassion play in our everyday lives. The Award will recognise, acknowledge, and reward an organisation, team or individual that has demonstrated a kinder approach to people, through empathetic leadership, by showing real care and concern for colleagues or customers, and with a positive impact on business performance. Kindness is not the same as being nice. It is acting with intention, standing up for values in tough times and addressing unacceptable behaviour when it is sometimes easier to look the other way. With their actions impacting others through their generosity of kindness, this award will celebrate the unsung heroes that go above and beyond what is required of them in their day-to-day working life.

Typical Nominees: Nominations will be for an individual, team or organisation that has gone above and beyond expectations by demonstrating genuine kindness and compassion towards others or empowering their people through commitment and service for others through their actions. Fostering a culture of kindness and willingness across the organisation to help their community, this award will take into consideration the positive culture and the practice of kindness for others in remarkable examples of kindness across Scotland’s many forward-thinking organisations.

For further information, please visit: www.hrnetworkjobs.com/leading-with-kindnessaward-of-the-year

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

For further information, please visit:

www.hrnetworkjobs.com/HR-Director-of-the-year/

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

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

Please note that nominations for this award are not requested, as the recipient of this award, will be chosen by the Judging Panel.

Nominations

To see the full criteria and to make your nomination, please log on to:

www.hrnetworkjobs.com/events/awards - and select the Awards Nominations Form

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

BETWEEN the LINES

Friendaholic

By Elizabeth Day

As a society, there is a tendency to elevate romantic love. But what about friendships? Aren’t they just as – if not more – important? So why is it hard to find the right words to express what these uniquely complex bonds mean to us? In Friendaholic: Confessions of a Friendship Addict, Elizabeth Day embarks on a journey to answer these questions.

Growing up, Elizabeth wanted to make everyone like her. Lacking friends at school, she grew up to believe that quantity equalled quality. Having lots of friends meant you were loved, popular and safe. She was determined to become a Good Friend. And, in many ways, she did. But in adulthood she slowly realised that it was often to the detriment of her own boundaries and mental health.

Friendaholic unpacks the significance and evolution of friendship. From exploring her own personal friendships and the distinct importance of each of them in her life, to the unique and powerful insights of others across the globe, Elizabeth asks why there isn’t yet a language that can express its crucial influence on our world.

Our King: Charles III: The Man and the Monarch Revealed

By Robert Jobson

When Her Majesty Queen Elizabeth II died in September 2022, it sent shockwaves around the world. The longest reigning and oldest monarch, at ninety-six years of age, she had just publicly celebrated her Platinum Jubilee in June 2022. The Queen’s death meant the passing of the Crown to her son, HRH Charles, Prince of Wales, her controversial, earnest, and outspoken heir, who had long lived in the shadow of her mystique.

King Charles III’s own life has been marred by scandal and myth, but who is the real man behind the Crown? In this revelatory book, renowned royal correspondent and author Robert Jobson examines the life of our new King, and his passions, purpose, and motivations. On the eve of his landmark coronation, Our King considers the life of the man and the monarch, reflecting on how his values and beliefs will shape him as he takes on this monumental role.

London: A Guide for Curious Wanderers

By Jack Chesher

Illustrator Katharine Fraser

See London in a completely new light in this guide to the city’s hidden secrets, untold stories and special places laden with history, which you can discover for yourself!

London is famous for its museums, each one full of treasures and relics – but the biggest museum in the capital is the city itself. From the stories behind unusual street names, to the trees in our parks; railings made from recycled WWII stretchers, to shrapnel damage on walls; the hidden symbols on post boxes, to prehistoric tree trunks – there is a rich history hidden in the oft-overlooked details of the city’s streets, gardens, parks and buildings.

This richly detailed and beautifully illustrated book provides a miscellany of historic features and curiosities to spot as you wander around the capital. Whether you’ve always wondered why there are cattle troughs on your route to work, why bollards often look like upside down cannons or wanted to know what a Victorian stink pipe is – this book will provide the tools to decipher London’s secret code, and introduce you to a treasure trove of hidden spots to explore.

A

BUSINESS SHOULDN’T

JUST FUNCTION. IT SHOULD FLOURISH.

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

BUSINESS AND TALENT ALIGNED www.rightmanagement.co.uk

People-first culture People-first culture

THURSDAY 11TH MAY 2023

The Hr NETWORK ‘People-First Culture Conference & Exhibition 2023 will take place at the magnificent BT Murrayfield Stadium on Thursday 11th May 2023.

The Conference will feature SIX Keynote sessions on the day as well as a full Exhibition Area showcasing an exciting range of products and services for the HR and people development & management community.

People-First Culture

The ‘People-First Culture’ theme will consider the difference that organisations can make when they put their people before profit. Conference delegates will hear from a range of employers who have learned to prioritise the needs and requirements of their employees above all else and will show that a people-first approach boosts engagement, retention, productivity, and creativity.

Speakers from a range of award-winning organisations, who have successfully embedded a people-first approach in their organisation and have created and implemented a sustainable plan, which has not only allowed them to thrive in tough market conditions, but has also ensured that they are able to cope with future threats,

including a return to working in a global pandemic, the cost of living crisis, fighting the war for talent and many other threats.

Keynote Speakers & Session Topics

Maria Glasscock, Director of People, Selfridges

Putting People at the Heart of Reinventing Retail

Selfridges is more than a shop. It's a landmark destination and social centre where everyone is welcome - an ethos that dates back to when Harry Gordon Selfridge opened the doors of the Oxford Street store in 1909. With a vision to reinvent retail for a sustainable future, it's a brand that is boldly trailblazing to change the way we shop and do business. This commitment requires a fair share of internal reinvention too; evolving the culture, increasing the visibility of underrepresented talent and aligning people around common beliefs and behaviours. In the last year, Maria has led and influenced a huge cultural shift across the business; from creating a truly strategic people plan that laddered directly to the

overall direction, launching new values and placing a significant emphasis on feedback-for-growth. She'll share her insights about the journey - how the People team have driven true change (and continue to do so), what's worked and just how important it is to keep communicating proof points that mean people can see you're delivering what was promised. All this leading to recognition by Newsweek by listing Selfridges in the top 10 Most Loved Workplaces in 2022.

Fiona Passantino, Speaker, Trainer, Coach & Author of the Comic Books for Executives

Engaging A Workforce: Engage, Connect & Inspire Your Teams

We are suffering from a crisis of burnout, attrition, and shortage of personnel across all sectors. How did we get here? Our current state of disengagement did not appear overnight, nor was it caused by the pandemic. This condition has been building for years; the pandemic revealed the truth about our toxic working environments.

What’s the way forward? How do we inspire, inform and connect a working community, build a culture of trust and motivation to keep people on board and rowing together?

This is a fun-based, highly visual keynote presentation that offers a road map for leaders and HR professionals of any organisation at any level help build a more engaged and inspired community.

Flexible & Hybrid Working in a Four-Day Week

Owen

Cook

, Head of Programmes, The Culture Builders

Bringing Values to Life

Company values displayed on a wall eventually disappear. It's as if a cloak of invisibility has descended. We lose slight of them, they are old news and live on a website rather than within the organisation. Sound familiar? When they are woven into the fabric of the culture; encouraged, rewarded and nurtured, real change is created beyond the posters. Owen will share how to truly ensure values and behaviours are part of 'how we do things around here' and enhance the employee experience. He'll use real examples from organisations across the globe, share lessons learned and give practical steps for success.

It’s now widely accepted that the world of work that we knew before Covid-19, that dependable 9 till 5, Monday to Friday routine in-office will never be the same again, with the single biggest shift in workplace culture for a generation, possibly more. Things have changed forever and shattered the paradigm of in-work practice and leaders must now consider the right workforce flexibility mix for their organisation with almost 90% of HR leaders making plans for remote work across the workforce, for at least part of the time. While some employees operating in a hybrid workforce model will continue to work fully on-site or fully remotely, a large majority will flex locations based on their work. With strong evidence and growing momentum for the much discussed 4-day week also being added to the employee wish list, with almost 80% of workers looking to reduce their hours into 4 working days, what are the implications for employers being asked to do ‘more with less’.

Our keynote discussion panel, featuring HR leaders, industry influencers and commentators will discuss how this affects their organisation and offers insight in how to implement a hybrid workforce in 2023 and define strategies to enable the workforce in the future of work.

Sile Walsh, Inclusive Leadership Specialist, Roffey Park Institute

Inclusive Leadership: Unlocking the 3 P’s of Leadership…People, Performance & Potential

Leveraging insights from her own research, leading inclusive leadership expert Sile Walsh will be speaking about ‘Unlocking the 3 P’s of leadership - People, Performance, and Potential’. Sile’s keynote session is your chance to discover the transformative power of inclusive leadership. She’ll explore what it is, and is not, its role in unlocking the 3 P's (people, performance and potential) and how it can benefit your organisation now and in the future.

Keynote Discussion Panel:

Gillian Campbell Webhelp UK

Tom Power NHS Grampian

Daisy Hooper CMI

Alan Cadenhead Pointer Ltd

While inclusive leadership is popular right now, few view it as a leadership practice in its own right. Inclusive leadership sits at the intersection of organisational performance, leadership effectiveness and inclusive practices. It is a leadership approach that uses inclusive practices to improve people's experience, team performance and organisational potential. Sile’s research shows that inclusive leadership directly impacts psychological safety in the workplace, organisational performance and employee engagement. In a world of constant complexity and disruption, inclusive leadership is the approach that will help you successfully navigate the challenges of today and tomorrow. Don't miss this opportunity to leverage inclusive leadership to transform your organisation.

Kelly Swingler, Burnout Prevention Strategist for Leaders

Who Are You? What part does identity play in burnout prevention and what's the true cost of burnout if we ignore this step?

Join Kelly Swingler, ex-HRD and Burnout Prevention Strategist as she shares with you the true cost of burnout and what this could look like in the future as the Burnout endemic continues to grow. Burnout itself has become a buzzword, we're all talking about it, we may all be feeling a bit burned out, and many organisations are even using it as part of their marketing strategy in 2023 as they share why their tools and solutions could bring you a Burnout Free 2023! But when we truly understand what Burnout is, the long-term impact on individuals, and the cost and potential costs to your organisation it's something we can no longer afford to ignore, and no amount of free fruit Friday's, yoga classes and gym memberships are going to fix it. And identity is the first step in finding the solution.

Delegate package includes:

• 6 Keynote Speakers

• Networking & Exhibitor Area

• Lunch & Refreshments

• Delegate Bag & Goodies

• Official Conference Programme & Delegate List

Delegate Cost:

• £165+VAT per delegate

• Group bookings discount available (6+ Delegates)

• Payments can be made using Credit/Debit Card or BACs Transfer

Full terms & conditions for booking are available on request and the booking form is available at the link: www.hrnetworkjobs.com/events/conference/

Sponsors:

Exhibitors:

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

Loud quitting:

Loud quitting: How to prevent and combat it at work

How to prevent and combat it at work

By Jonny Edser, Wildgoose

This trend is troubling as it signals employees are not happy as well as creating a disconnect between the employer and employee regarding expectations when it comes to promotions and pay. It is in a manager’s best interest to recognise and prevent loud quitting and correct it as soon as possible.

Tips for preventing and combating loud quitting: Listen to your employees

Often, employees who are loud quitting have usually expressed concerns previously that their managers have failed to fix or ignore. Loud quitting is likley to occur after employees feel their managers are oblivious or apathetic to their concerns.

Listening to employees and validating their concerns can go a long way in preventing employees getting to the stage where they need to loud quit. If employees feel like they are being listened to, understood and feel like their manager has their best interests in mind, they are less likely to feel the need to apply for other jobs.

Don’t wait until an annual review to discuss issues around pay. It’s important to have regular meetings and conversations with employees around issues such as pay.

Communicate their value

It’s super important for employers to let employees know just how important they are to the organisation and how much you truly value their contributions. As team members, it is really important that you show appreciation for their work and this will motivate them to continue to create value in the organisation.

Prepare for conversations and make them understand the bigger picture

When employees are disappointed with their pay, it’s usually due to lack of information. They may not be aware of how the organisation is performing, or why they may not be eligible for a pay rise at the moment. You should explain and help employees understand the industry standard and how you are ensuring they are paid in-line with this. You might also want to explain the

Loud quitting is the newest workplace trend and is a form of employee disengagement where employees try and play risky mind games to squeeze more money out of employers. This might involve mentioning they aren’t happy in the office and that they are applying for other jobs in the hope for a pay rise.

decision-making behind how the choice was made so that the employee understands you are being fair. Work together with employees to develop a development plan

If an employee is asking for a promotion but they are not ready in their career progression for that next step, then it is important to communicate why this might be and how they can develop to get there. Employees are generally motivated by self-development, this can also help build employee motivation. If employees understand why a pay rise is not viable at the current moment but are given objectives to work towards this may help avoid any loud quitting.

About the Author:

Jonny Edser is the Managing Director and Founder of Wildgoose. Jonny founded Wildgoose in 2004 with the vision of transforming the team building industry, making it more accessible for any company in any country to bring their teams together at any time. With businesses in both the UK and US, Wildgoose delivers thousands of events a year 24/7 across six continents. Away from work, he is a passionate footballer, skier, traveller, and family man.

REIGNITING THE PASSION REIGNITING THE PASSION

FIVE WAYS BUSINESSES FALL BACK IN LOVE

REIGNITING PASSION REIGNITING PASSION

CAN HELP EMPLOYEES

WITH THEIR JOBS

According to recent research, a sizeable proportion of the UK’s workforce are falling out of love with their jobs – 38% of workers wouldn’t wish their current role on their worst enemy.

Here, Nicole Bello, Group Vice President EMEA at UKG, has shared some top tips for businesses seeking to win back the hearts of employees whose eyes are starting to wander. This includes ensuring C-suite employees and managers are accessible, promoting flexibility and granting employees autonomy.

Businesses need to remind employees why they were attracted to their job in the first place.

2022 was a tumultuous year for relationships between businesses and employees across the UK. From the Great Resignation to Quiet Quitting, the prevailing HR trends all alluded to employee disengagement, and the

statistical outlook was much the same – according to recent research by the Workforce Institute at UKG, 38% of workers wouldn’t wish their job on their worst enemy. Here are five tips outlining how employers can win back the hearts of disenfranchised workers:

1. It’s not you, it’s me

Re-engagement begins with reflection. CEOs and senior company figures should begin attempts to re-engage employees by looking introspectively and evaluating whether they are doing enough to ensure all staff feel valued.

Executives should be accessible to the entire workforce, which means inviting company-wide feedback that is responded to personally and scheduling face-to-face time with employees where they can voice any concerns. Business leaders are responsible for inspiring their workforce, which cannot be achieved without visibility.

2. Does absence make the heart grow fonder?

Since the Covid-19 pandemic, the way we work has shifted dramatically, and employers need to acknowledge and support an employees’ desire to work in a way that is best for them.

Employee preferences have been in a constant state of flux since hybrid working was first introduced – the vast majority were happy with remote work, until cabin fever set in and some employees returned to the office. Flexibility is key here.

“Businesses should also look for ways to build a closeknit and unified workplace community, which can be tough with remote work limiting in-person interaction. Designated company office days and inclusive socials are effective methods of bringing employees together and instigating team bonding efforts.”

3. There are plenty more fish in the sea

The grass might be looking greener for some employees, so it’s never been more important to engage people and ensure they’re happy and motivated in their current role.

Vacancies are at an all-time high, and many employees would be spoilt for choice if they decided to look elsewhere. Business leaders should be aware of the current climate, and clearly outline progression plans for employees to encourage retention and remove the temptation of exploring alternative options.

4. If you love something, set it free

Independence is an important part of any relationship, and it’s no different in the workplace. Micromanagement is no longer the way to go, and businesses need to trust their people to do what is best for them at work.

Now more than ever, employees seek autonomy, and businesses should respond by looking for ways to empower their workforce. A good starting point is the implementation of an online HR portal, accessible via mobile and desktop devices, where employees can self-service actions such as booking holidays, swapping shifts or providing feedback.

77% of workers want to spend less time working and more time doing things that matter to them, so promoting opportunities for personal development is sure to boost employee satisfaction. Allowing staff to sign up for training or educational courses of their choosing will help them nurture the skills they value most, aiding progression and granting employees control over their future.

5. Communication is the key to any good relationship

Employees should feel comfortable sharing feedback with managers, and scheduling regular meetings where they have a chance to express any doubts or share ideas can achieve this. Once an employee’s input has been received, managers should implement the necessary changes to show that they were listening, encouraging staff to speak up again in the future.

Foreign workers ‘unclear’ on HR procedures when facing violence and harassment at work

Data from global safety charity Lloyd’s Register Foundation has found that many foreign-born workers who are experiencing violence and harassment in the workplace are not disclosing the incidents because of ‘unclear procedures’. Here, Aaron Gardner, Data and Insight Scientist at Lloyd’s Register Foundation, is calling on HR departments and organisations across the world to assess their policies and procedures related to violence and harassment.

The data – which is taken from the Lloyd’s Register Foundation World Risk Poll, powered by Gallup – shows that while 22% of non-native workers reported experiencing workplace violence and harassment, only 53% had told someone about it. When asked for the reason for not disclosing the experience to someone else, foreign-born workers were more likely than nativeborn workers to cite not knowing what to do in the situation or being unclear on procedures.

Lloyd’s Register Foundation is calling on HR departments and organisations across the world to assess their policies and procedures related to violence and harassment, to ensure everyone is aware of what support they can access should they experience it. Detailed in a new report – Focus On: The impact of income and migration on violence and harassment at work – the experiences of migrants and foreign-born workers show that better communication lines are required to ensure this global challenge doesn’t worsen.

Our data shows a global problem related to violence and harassment in the workplace. Not only is it taking place at an unacceptably high rate, but it is disproportionately impacting foreign-born workers. Extra care is required to ensure communication lines are clear and accessible to allow those more exposed to workplace violence and harassment to report the harm with confidence that action will be taken.

Lloyd’s Register Foundation is encouraging organisations to use the dataset from the World Risk Poll to help grow better understanding of the safety issues faced in the countries where they are based. Companies can access country specific data from 121 nations, including regions, which previously lacked granular understanding of their resident’s experiences of violence and harassment at work.

The global safety charity is also urging governments and policymakers to ratify the International Labour Organisation’s Convention 190 - the first international labour standard to provide a common framework to prevent, remedy and eliminate violence and harassment in the world of work. Despite being introduced in 2019, very few countries have ratified the convention, including the USA, Australia and New Zealand.

The data is the first of its kind to allow us to truly understand worker experiences globally, so it serves as a crucial tool for those in the HR profession to better analyse their own practices and put the right measures in place. Not only can the data be used as a benchmark for success, but it can also show the barriers facing workers who do not disclose experiences of violence and harassment.

Action needs to start today. Of course, policymakers at a government level need to make changes – such as ratification of ILO Convention 190 – but HR teams and organisations must also take note and proactively incorporate changes where necessary. If nothing changes, then the problem may persist or even worsen, which is simply unacceptable given the knowledge extracted from the World Risk Poll.

To compile the report, 125,000 people across 121 countries were polled about their experiences of workplace violence and harassment. All those interviewed were given a comprehensive definition of each of the three forms of ‘violence and harassment’ that they were asked about – physical, psychological, and sexual.

What to do if an employee has a criminal past

There are many attributes and skills an employer may look out for when hiring. Perhaps they want someone with creative flair, someone who is punctual and reliable, or a keen problem solver. But, what about someone with a criminal conviction? Here, Alan Price, CEO of BrightHR explains that it’s necessary to understand how different types of convictions can impact on various jobs.

While this is unlikely to be at the top of any employer’s wish list, it’s important to note that a conviction does not and should not mean a person is unable to do a good job.

Timpson is one of the UK’s largest employers of exoffenders, with 10% of the workforce having served time. Founder and CEO James Timpson makes no secret of his support and says employing ex-offenders has contributed significantly to the business’s success and positive reputation.

So what happens if you’ve just found out one of your employees has a criminal past?

Usually spent convictions – those where a certain period has passed since the conviction – do not need to be disclosed. It’s also unlawful for employers to refuse to hire someone because of a spent conviction. That’s why it’s best to err on the side of caution and avoid asking for such details when hiring.

However, there are certain roles, for example, solicitors, accountants, teachers, etc. where it is a requirement that all spent convictions be disclosed during the application processes, and applicants may be subject to a criminal record check, like a DBS check.

If someone is already employed when you find out that they have a conviction that is considered spent in the eyes of the law, it may be that you feel their position is untenable due to the nature of their work and details of their conviction. However, it is automatically unfair to dismiss someone because of a spent conviction if they have been employed for more than two years.

Protection against automatic unfair dismissal normally applies from the first day of employment but there are a few exceptions to this, and dismissal for a spent conviction is one of them. This means that there is little protection for employees against dismissal for a spent conviction within their first two years of employment. Because of the rehabilitation of offenders law, it is unlawful to refuse someone work because of a spent conviction, but once they are already employed, their protection against dismissal starts at the two-year point.

A recent study found that one in three employers would reject a candidate with a criminal record, but it’s important for employers to challenge this bias. Employers could be missing out on valuable employees by automatically discarding applications from candidates with convictions. This could be especially costly given the current challenges in recruitment.

Employers should recognise the success of the exoffenders recruitment programme and take advantage of the support and resources available to them through it.

Putting aside bias against people with a criminal past can help employers support their local communities whilst also meeting the needs and demands of their business.

To discount those with past convictions not only carries the risk of claims being brought against employers, but it also limits the talent pool and overlooks the value of inclusivity and equality.

What should my employer consider when thinking about redundancies after a merger?

Stories have been aplenty on the recent banking M&A activity completed in a matter of days – such as the recent emergency acquisition of Credit Suisse by UBS and HSBC’s purchase of the UK subsidiary of Silicon Valley Bank. Here, Aleksandra Traczyk, Associate at Winckworth Sherwood offers some guidance on circumstances following an emergency situation where any subsequent redundancies must be handled correctly.

Deals such as these, combining existing business operating in the same sector, are likely to leave employees - on both sides of the merger - nervous about their future. Inevitably, redundancies may follow where there is duplication of roles between the two organisations and/or an attempt made to change the terms and conditions of employment. However, even following an M&A deal necessitated by an emergency situation, any subsequent redundancies must be handled correctly.

If 20 or more redundancies are proposed in any 90-day period, the employer will have to consult collectively with employee representatives (in addition to undertaking individual consultation). The requirement to consult collectively imposes a stricter set of rules such as:

• Notify the Redundancy Payments Service before a consultation starts, remembering that an employer can be subject to an unlimited fine if they do not make this notification;

• Consult with trade union representatives or elected employee representatives;

• Provide information to representatives or staff about the planned redundancies, giving them enough time to consider them and respond to any requests for further information.

If the number of proposed redundancies is 20 – 99, the employer must consult for a minimum period of 30 days before the first dismissal; if the number is 100 or more, that period is 45 days.

Where redundancies arise from duplication of roles between the two organisations, it should not automatically be the case that employees at the acquired company are selected for redundancy. The process is likely to have to involve consideration of pooling employees across both companies (e.g., where there is duplication across the same function). Fair selection criteria must then be applied to any pool, before selecting any employees for redundancy. Those selected for redundancy should be given an opportunity to apply for any vacancies in the organisation and this could include vacancies from within the whole group (not just the acquiring company itself).

In some cases post-acquisition integration can result in an automatic transfer of employment under TUPE (Transfer of Undertakings Protection of Employment). Regulations between the acquired entity and the purchaser, such as if an entire function is transferred. This can add complication, as TUPE carries its own consultation obligation and certain additional protections for employees.

Technophobia threatening the future of SMEs

Small and medium UK businesses are being held back postpandemic by a reluctance to adopt new technologies with experts warning that the future of many SMEs is at risk after the pandemic accelerated technological change across the wider business sector. Here Juliet Moran, from TelephoneSystems. Cloud is warning that small and medium sized UK businesses are struggling to adapt to these changes.

We’re encouraging SMEs to come to terms with their technophobia and to adopt new innovations such as cloud and VOIP technologies. Those failing to evolve with the digital landscape are losing out on valuable business because of their fear of change and reliance on out-dated systems. Communications experts say that fear of new technology is still deeply rooted in many leaders who are deterred by a lack of in-house tech knowledge and resistance to intimidating change. Technology may seem scary, but decisions should never be based on what leaders are comfortable with. Rather, the decision to change should be based on what will most benefit a company, aka the effectiveness of a system for operations, efficiency, and profitability. The business owners that have seen earlier technological opportunities have had the advantage of accessible and streamlined systems and are now taking huge strides in the post Covid climate. It can be used for many benefits, including expanding customer base, improving internal

and external services, minimising admin, optimising markets, and streamlining communication threads. There was once a time when people only shopped on the high street and watched films on video cassettes, but with time these industries have transformed, and the companies that didn’t adapt and embrace the change were left behind. This will be the case for SMEs failing to keep up because new technology has been proven to revolutionise business operations. Being on the wrong side of the digital divide will only continue to have negative implications for businesses as success continues to balance on their ability to modernise. ”

The business world drastically changed during the pandemic and traditional working methods were questioned more than ever when lockdowns left millions without sufficient technology or software to work away from the office.

Recent research has revealed that 48% of SME leaders in the UK still lack a tech investment strategy. Meanwhile, over 50% of small and medium-sized enterprises have accelerated their digital transformation since the pandemic, and those failing to adapt are now falling behind. The success of markets like cloud computing since the pandemic has demonstrated that technology can be used within businesses to reduce costs while improving overall efficiency and productivity.

The cloud market is estimated to have reached almost 400 billion pounds worldwide in 2022 as more businesses realised these technologies make work easier and more cost-effective, not harder, and more expensive. In spite of this, there are still myths within traditional workplaces that concepts like “cloud computing” is too complex, and they’d rather stick to what they know best. Fear of change and a lack of technical knowledge is now incredibly destructive for a business. Without innovating with technology, UK businesses will fall behind. Finding technology partners that can help assist with the continual change can be really helpful for the SME business.

Businesses need to embrace the idea of continual change and innovation, overcome fear, and build it into their way of working.

MyLinked

Owen Cook Head of Programmes, The Culture Builders

Current: The Culture Builders

Connections: 500+

Location: Glasgow, Scotland, United Kingdom

About:

Owen is the one everyone asks for. His knowledge, style and approach just seem to fit, no matter where he is. A highly experienced facilitator and programme creator, Owen works right across The Culture Builder’s client pool – bringing ideas, approaches and growth opportunities to life, for groups of every shape and size. He cut his teeth working with disaffected youths on engagement programmes, and has used this experience to drive our thinking and ethos around group learning.

Speaker - Henley Business School; Author - Bank of Me: Remote Working Edition, Contributor - Rising Awareness

Experience:

The Culture Builders

Head of Programmes

Mar 2019 – present

Consultant

Jul 2017 – present

Visiting Facilitator

Henley Business School

Mar 2019 – present

Joint Managing Partner

Space Unlimited

Sept 2014 - Jun 2017

Designing and leading change programmes that support young people to develop their leadership and facilitation skills whilst making real change happen in their lives, communities and the services that interact with them. Sharing responsibility for leading the organisation in terms of future strategy and operational management of finance, personnel and resources.

Projects and Relationship Manager

Dec 2009 - Sept 2014

Business Consultant

dpa Corporate Communications

Sept 2007 - Jun 2009

Education:

University of Stirling

BSc Hons, Economics

2000 – 2004

Salesian College

1993 – 2000

Recommendations:

“Owen is an excellent colleague to work with. He has a high level of energy and is always willing to help those around in any way that he can without it affecting his own work, which he always carries out to an impeccable standard. He is very organised and friendly and I’m definitely looking forward to working with him again in the future.”

Ian Crawford, NatWest Group

“I attended three workshops that Owen and the Space Unlimited team have run for NESTA, focusing on using “young consultants” to help solve real business critical questions. Owen’s approach is very open and flexible, injecting energy and allowing creativity and innovative ideas to flourish, whilst at the same time never losing sight of the very real business objectives and maintaining a structure to delivering successful outcomes for Space Unlimited’s clients.”

Ellie Murphy, CIM Scotland

What is the impact of change on your people?

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The Roffey Park Institute’s signature programme was thoughtfully designed and thorough, challenging all of my assumptions and empowering me as a People and Organisational Development practitioner to discover the ‘Power’ in ‘Self’ in my practice. In this MSc, I have examined ‘Use of Self’ as part of my leadership and change management practice by examining ‘self’ in depth. The programme is liberating, and it gives you the tools you need to be a ‘Powerful’ catalyst through your presence and intervention.

Fiby Francis, United Arab Emirates

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