Issuu

Inspiring People Development

MARCH 2022 | VOLUME 18 ISSUE 4 A MEDIA AVENUE PUBLICATION | www.hrnetworkjobs.com

Burnout: ENSURING EMPLOYEES ARE distinguished, NOT extinguished

OUR NEW WORLD OF WORK

FEATURE: THE SEARCH IS ON FOR HR’S SUPERSTARS IN 2022

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CONTENTS

COVER STORY Burnout: Ensuring employees are distinguished, not extinguished Many employees have gone above and beyond the call of duty in Scottish workplaces during the pandemic. So what can HR do to address burnout? Andy Moore examines how practitioners can help colleagues to be distinguished in their roles, and not extinguished with burnout.

CONTENTS

8 News 14 Employment Law Update Diagnosis Burnout

20 Stats

8 22

Global Hiring Realities

22 Feature Two Opening of Nominations for Hr NETWORK National Awards 2022

28 The Bookshop Latest bestsellers to the published

30 Feature Three Preview of Hr NETWORK ‘Our New World of Work’ Conference & Exhibition 2022

34 Special Feature The Top Cybersecurity Threats for 2022

38 EXTRA Combatting A Skill Shortage in STEM

42 Insights Carbon Footprint, Mental Health Crisis, Pleasanteeism, Employee Relations

46 Event Planner

42 5

Announcing events for 2022

CONTRIBUTORS

Ruth Gladwell

Founder and Publisher:

HR Business Partner, Navigator Employment Law

Lee Turner lee@hrnetworkscotland.co.uk

Employment Law Update: Diagnosis Burnout p. 14

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

Anthony Green

CTO & Cyber Expert, FoxTech. Feature: The top cybersecurity threats for 2022: What businesses can do to protect themselves p. 35

Shaun Williams

CEO & Founder, Lime Global Insight: Pleasanteeism p. 42

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

Editor-At-large: Neil Archibald editor@hrnetworkscotland.co.uk

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

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

Professor Yasin Rofcanin

University of Bath’s Future of Work Research Centre Insight: Employee Relations p. 43

Design: Media Avenue Ltd Hr NETWORK now available on: LinkedIn: uk.linkedin.com/in/ hrnetwork1

Jo Hand

Twitter: www.twitter.com/ HrNETWORKNews

Co-founder, Giki Insight: Carbon Footprint p. 44

YouTube: www.youtube.com/ user/hrnetworkscotland

Lou Campbell

Director, Wellbeing Partners Insight: Mental Health Crisis p. 45

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

The views expressed in Hr NETWORK (SCOTLAND) are those of invited contributors and not necessarily those of Media Avenue Ltd. Media Avenue Ltd does not endorse any goods or services advertised, or any claims or representations made in any advertisement in Hr NETWORK (SCOTLAND) magazine and accepts no liability to any person for loss or damage suffered as a consequence of their responding to, or placing reliance upon any claim or representation made in any advertisement appearing in Hr NETWORK (SCOTLAND)magazine. Readers should make appropriate enquiries and satisfy themselves before responding to any such advertisement or placing reliance upon any such claim or representation. By so responding or placing reliance readers accept that they do so at their own risk. © Media Avenue Ltd. 2022.

W E LCO M E

March 2022

Welcome to the March issue of Hr NETWORK magazine and following the success of hosting our annual Awards Gala Dinner in November, we’re all very excited about the prospect of getting back to hosting all our other greats events this year, including the Leaders Dinner and Conference & Exhibition in May as well as this years’ Awards Gala Dinner, taking place in Glasgow in November. Leaders Dinner and Conference & Exhibition 2022 We are super excited at the prospect of hosting the ‘Our New World of Work’ Conference & Exhibition, which will take place on Thursday 12th May at the Grosvenor Edinburgh, in the city’s West End, for the first time in two years. We will provide SIX Keynote speakers who will offer some great insight on a range of topics including Hybrid

Working, Critical Leadership and Health & Wellbeing for a Disparate Workforce. We will also host the hugely popular Leaders Dinner for invited guests in the same venue, on the evening before the Conference & Exhibition. 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 2022 With Nominations for 2022 opening on the 1st March, 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. The nominations are open until the 31st May and will be judged and scored over the Summer. We’re delighted that most of last years’ sponsors have already indicated their intention to sponsor their awards categories again this year and 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 much talked about topic of Burnout, which affects everyone. In this spotlight article, Andy examines how practitioners can help colleagues to be distinguished in their roles, and not extinguished by burnout. 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 – especially now that they’ll be in-person.

Lee Turner Publisher

Contributors: Ruth Gladwell, Jo Hand, Shaun Williams, Lou Campbell Anthony Green and Professor Yasin Rofcanin.

NEWS

New study reveals the best industries for disabled workers UKS Mobility, a disability aid supplier in the UK have conducted a study into disability accommodation in the workplace, revealing the Public Sector as one of the best industries for disabled people to work in. The study used data from the Labour Force Survey, as well as an investigation of the businesses signed up to the Disability Confident scheme to analyse disability accommodation at work.

At the other end of the spectrum, the Armed Forces and Warehouse & Forklift industries have no businesses above Committed, which could suggest that disability accommodation should be a major focus for employers in these sectors.

The Public Sector has the most businesses, which hold “Leader” and “Employer” status on the Disability Confident scheme, with 10% of the 1,000 businesses being recognised as Leaders.

The study by UKS Mobility also revealed:

This is followed by Administration, which had the third-highest percentage of Leaders (2.68%) but had a higher percentage of Employers (26.44%). This is compared with third-place Energy, Utilities and Environment, which boasts 2.78% Leaders and 17.36% Employers. The scheme is used by over 20,000 businesses across the UK and showcases employers’ commitment to equity for disabled people.

Ethnicity and gender pay gaps priority for firms but many still struggle to level the playing field For many UK employers, pay gap reporting remains a key priority but little progress has been made on reducing gender and ethnicity pay gaps. According to Mercer’s new UK Gender and Ethnicity Pay Gap

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Scotland has the second-lowest rate of unemployment (2.7%) for non-disabled people but the second-highest employment gap (4.9%) for disabled workers.

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Of those who are economically active, disabled people are still twice as likely to be unemployed.

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Mental illnesses and disabilities like depression, autism and epilepsy have an unemployment rate as much as 360% times higher than those with physical disabilities.

trends report, three-quarters (75%) of respondents disagreed with the government’s decision to suspend gender pay gap reporting in 2020. Although almost three quarters (74%) of respondents reported their numbers to show a continued commitment for inclusion despite the suspension, there has been minimal progress made in closing the gap. The report reveals that fewer than one in three (30%) employers reduced its gender pay gap by 2% between 2019 and 2020. Alarmingly, nearly one in five employers (18%) reported an increase in pay gap from 2019 to 2020. Recently reported government figures on the UK gender pay gap numbers suggest a median gap of 10.4% for 2020, compared to 9.7% from 2019. A similar theme to Mercer’s 2021

Gender and Ethnicity Pay Gap Trends survey. Michelle Sequeira, Diversity, Equity and Inclusion Consulting Leader, Mercer UK said: “Our research reveals employers are struggling to narrow their pay gaps. Key drivers of pay gaps range from issues with attracting and retaining women to failing to eliminate the barriers to career progression that prevent female and diverse employees from entering more senior roles.” Following many unfortunate events globally surrounding race, employers are now looking beyond gender. Nearly two-thirds (65%) supported legislation enabling ethnicity pay gaps to be reported on and addressed and almost half (45%) of respondents claimed they felt under pressure to conduct ethnicity pay gap analysis.

NEWS

The most embarrassing mistakes job seekers make

RoleCatcher’s data also revealed that those looking for a new role in the last six months, when ONS statistics show vacancies were at a record high, were more likely to make a mistake. This suggests that the sheer number of jobs being advertised today is making it harder for applicants to keep on top of their job hunt. James Fogg, CEO and Founder of RoleCatcher comments: “I know from my own personal experience that the job-hunting process isn’t easy. An out-of-theblue phone call can leave you frantically searching through your emails to remind yourself of the company the individual is from, what the job description is and which CV you sent them. And with an abundance of jobs to now choose from, applicants are certainly facing a real juggling process”

Data has revealed that over a third (35%) of jobseekers make embarrassing mistakes when applying for a new role, including forgetting who they are interviewing with and sending the wrong CV, with men worse than women. That’s according to a survey conducted by job application tracking platform, RoleCatcher. In the study of UK job seekers, individuals cited their most common recruitment failures, with 13% managing to make it through the interview without remembering what was in their cover letter. A further 10% completed an interview completely unaware of who the interview was with, and 9% admitted to submitting the wrong version of a CV.

“The fact that so many job seekers are making embarrassing mistakes suggests that the hiring process is fundamentally broken for candidates. We’ve seen businesses using sophisticated tools to manage the recruitment process – from automated responses to robots managing interview scheduling – but most applicants are using post-it notes and notepads to organise their own job search. As how employers hire evolves, how job seekers manage their applications need to as well – and clearly men are in more need of support than their female peers!”

The data also revealed that 7% of job seekers applied for the same job twice. When reporting on embarrassing failures across genders, the data shows a very telling split, with men more likely to make mistakes than women. Overall, 40% of men said they had made an embarrassing error when applying for jobs, while just 29% of women admitted this had happened to them.

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NEWS

Amazon expands UK Apprenticeship programme with 1,500 new roles in 2022

This year, Amazon is also launching a new apprenticeship programme focusing on environmental, social and corporate governance, giving apprentices the opportunity to gain real world sustainability experience. Additionally, there will be new apprenticeship schemes available including publishing, retailing, marketing and many more. Over 500 new apprenticeships will be offered to existing employees that want to retrain and gain new skills for an exciting new career path. Amazon will also be working with Forces Families Jobs in 2022 to provide apprenticeship opportunities to military families. Amazon provides competitive pay, comprehensive benefits and a modern, safe and engaging work environment for its employees. The roles pay a minimum of £10.00 or £11.10 per hour depending on location, and up to £32,000 a year for degree-level apprenticeships. Apprentices also receive a benefits package that includes private medical insurance, life assurance, income protection, and an employee discount – which combined are worth more than £700 annually – as well as a company pension plan.The 1,500 new apprenticeships highlight Amazon’s ongoing commitment to creating jobs and providing opportunities for training and upskilling across the UK. Once qualified, apprentices will have the opportunity to work across Amazon’s UK sites including fulfilment centres, delivery stations, sortation centres and the company’s UK head offices in London and Manchester and the three development centres in Edinburgh, Cambridge and London. There are over 1,000 apprentices currently taking part in Amazon’s apprenticeship programme. More than 500 Amazon employees have already completed apprenticeships and gone on to build successful careers within the company.

Amazon recently announced the expansion of its apprenticeship programme with the addition of 1,500 full-time positions across the UK in 2022 including over 200 degree-level apprenticeships. Recruitment has now started for more than 40 different schemes, from engineering to broadcast production, creative digital design to warehouse team leaders and health, safety and environment technicians. The range of different apprenticeship schemes reflect Amazon’s diverse workforce and the communities we serve every day across the UK.

Men less likely to open up about mental health concerns than women

men do. Similarly, almost a fifth (18%) of women use mental well-being apps compared to just 14% of men. Mental wellbeing has become increasingly important, especially as the nation continues to navigate the pandemic, with one in five indicating they have positively changed how they respond to their mental health challenges than pre-pandemic and 16% of people are now more open to speaking to a professional.

Men are less likely than women to discuss mental health concerns with family and friends, according to new research by health services company, Cigna Europe.

As employees place greater importance on increased health and well-being support from employers, 31% are looking for mental health support from their workplace, while almost two fifths (39%) are looking for enhanced health insurance cover, and 35% wanting a policy that allows virtual health consultations.

With just 18% of men stating that they’d open up about the mental health challenges they face, Cigna Europe is calling for the nation to talk about how they are feeling. More than 1,000 Brits took part in the Cigna 360 Well-Being Survey, which also reveals that while around two thirds of women (32%) choose to proactively tackle mental health challenges themselves through healthy eating, exercise and other positive habits, only 25% of

With a focus on creating supportive communities nationwide by having conversations with friends, family and colleagues about mental health, Time to Talk Day offers the perfect way to decrease the stigma surrounding mental health and help boost Whole Health.

NEWS

Cancer patients returning to work face a mental health crisis New research published reveals that the majority of working age cancer patients say that the mental health impact of their treatment is greater than the physical impact. Most feel guilty about taking time off for vital treatment and worry that they are a burden to their colleagues. And while there is a large fall in full-time working for those returning to work, the majority remain the main income-earner in their household.

concerning that so few GPs and specialist cancer nurses are having conversations with patients about work.’ With 1 in 2 people in the UK likely to receive a cancer diagnosis, and half of those of working age, it’s essential that employers and healthcare professionals give a higher priority to good employment outcomes for cancer patients. Sadly, fewer than two-thirds of employees with cancer have returned to work or are still working a year after getting a diagnosis, often adding to the mental health and financial woes of many.

The survey of 1241 working age people living with cancer, timed to coincide with World Cancer Day highlights the importance of work for most cancer patients but also exposes the challenges many face in returning to, and thriving at, work. The research was conducted by Stephen Bevan of the Institute for Employment Studies (IES) and Barbara Wilson of Working With Cancer – who both live with cancer. Stephen Bevan, Head of HR Research Development at IES said: Although cancer survival rates are increasing, which is good news, it is disappointing that so many people living with cancer face barriers to getting back to work after often distressing treatment. It is especially

The report highlights several areas where both healthcare professionals and employers can do more to ensure that more people living with cancer can return to work successfully and sustainably.

NEWS

95% of employers acknowledge responsibility for employee Health and Wellbeing Aon has released research showing that UK employers feel far more responsibility for employee Health and Wellbeing, yet formalised strategic action remains unchanged in the last year.

COVID-19 pandemic and the heightened awareness of ill-health, but the word ‘responsibility’ is important.” “Given the acceptance that the employer has a role to play in supporting employee wellbeing, it is disappointing that this year’s research shows no change in terms of the number of employers with a formal strategy in place or planning to do so in the near future”.

Aon’s UK Benefits and Trends Survey 2022 shows a significant increase in the last year in the number of employers that strongly agree they have a responsibility for the Health and Wellbeing of their employees, rising from 20 percent in 2021 to just over half of all respondents (51 percent) in 2022. Forty-four percent agree they have a responsibility, and just 5 percent disagree or have no view.

“The strain placed on human resources teams over the past 18 months is undoubtedly a factor in not seeing greater progress, as priorities and resources have been focused elsewhere. However, with investments potentially supporting other key objectives, securing budget, targeted condition management and C-suite sponsorship, it is recommended that employers consider ways to elevate health and wellbeing on their organisation’s agenda.”

Conversely, only 44 percent of employers have a formalised Health and Wellbeing strategy, although 32 percent plan to have one within the next 12-18 months, remaining unchanged from last year. Additionally, 70 percent don’t have a dedicated budget for a Health and Wellbeing programme, just 8 percent measure return on investment of their Health and Wellbeing programmes, and less than half (46 percent) have an executive sponsor for their Health and Wellbeing strategy. Aon’s Mark Witte said: “This stand-out statistic of 95 percent of employers agreeing they have a responsibility for their employees’ Health and Wellbeing is the most notable shift from previous years’ surveys. It is easy to draw connections to the ongoing impact of the

Global hiring robust in 2021 with hybrid working now mainstream

GlobalData’s ‘Global Hiring Report 2021 - Signals & Trends’ that the US had most active jobs coupled with healthy growth. Other key countries include the UK and India. The US headquartered companies posted most jobs in India (outside the US), followed by the UK, Canada and China. The report also finds a strong correlation between the active jobs index and the official country employment data, an excellent signal for financial markets to pick early leads.

Companies across the globe ramped up hiring in 2021 with hybrid/remote work/work-from-home (WFH) becoming mainstream.

Rajeev Gupta, Director of Financial Markets Data at GlobalData, says: “Companies increased leadership hiring in 2021. While most listings were in the US, the UK along with markets such as Australia, France, and China also experienced an increase. Digitalization, ESG initiatives, and strategies such as direct-to-consumer (DTC) were some of the focus areas.”

Technology, Retail, and Pharma saw significant increase in job postings and Travel & Tourism, Banking & Payments emerged as high growth sectors. Companies accelerated automation with themes such as digitalization, blockchain, and industrial automation seeing more jobs as compared to previous year. Hiring talent became increasingly difficult as days to close jobs increased. Companies offered incentives such as sign-on bonuses to attract talent, finds GlobalData, a leading data and analytics company.

Gupta concludes: “Jobs not only provide conclusive evidence on companies’ strategic plans and product initiatives but can be imperative to generate hidden alpha and unearth macro insights on a near realtime basis.”

NEWS

Why working long hours does not necessarily hurt your health

The first result found that extrinsically-driven work effort negatively affected well-being. In other words, when individuals put in long hours because of external factors, such as in order to obtain rewards, they are more likely to experience well-being issues, such as stress and depression. It is not the lack of choice that seems to matter but the reasons why they chose to work overtime.

Putting in overtime often comes at a cost of stress, burnout and depression. But extra work doesn’t always negatively affect your wellbeing. In fact, according to recent research from ESCP Business School, it could be the opposite.

Conversely, behaviours driven by intrinsic motivators are gratifying and therefore associated with more positive emotions, attitudes, and wellbeing. The study confirmed less negative outcomes in terms of wellbeing associated with internal motives for overtime. Well-being may thus be preserved when long hours are a conscious decision based on an inclination to learn for its own sake, a desire to develop relevant knowledge and skills, or to enjoy a feeling of achievement. Surprisingly the researchers also found that extrinsic and intrinsic motives in fact reinforce each other. In other words, working overtime to send signals about a desire for promotion, for example, is compatible with striving for growth. In addition, they found that the association between intrinsically-driven work effort and well-being was more positive at higher levels of overtime, whereas extrinsically-driven work effort reduces well-being no matter the amount of overtime.

According to the study, the crucial difference lies in the motivation behind the long hours, whether they stem from an inner desire or external pressures. To shed light on the reasons driving employees to work long hours, the researchers Argyro Avgoustaki and Almudena Cañibano used self-determination as a theoretical lens. They surveyed more than 500 professionals in the Spanish division of a major international consultancy firm, an interesting setting for two reasons: consultants tend to enjoy bargaining power and autonomy, and long hours are pretty much the norm in the industry.

More than 120 speakers include:

Reimagining the future of work Innovation@Work Global Week 2022 March 28th-31st 2022 Virtual • In-person, London

Join the most respected global corporations as they reveal how adapted business models and workforce strategies reach beyond the traditional office.

Jeff Zeitz Senior vice-president, monetisation, enterprise and workplace technology Warner Media Curt Garner Chief technology officer Chipotle

Elizabeth Bramson-Boudreau Chief executive and publisher MIT Technology Review

Linda Aiello Chief people officer Stitch Fix

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EMPLOYMENT TRIBUNALS

E M P L OY M E N T L AW U P DAT E

diagnosis: burnout By Ruth Gladwell HR Business Partner, Navigator Employment Law

We may be looking forward to hearing less about restrictions, but unfortunately we can expect to continue hearing more about stress, isolation and mental health. In the latest Navigator employment law update, Ruth Gladwell highlights the duty of care for employers and to ensure they signpost employees towards mental health resources.

urnout is now a medical diagnosis recognised by the World Health Organisation, so be prepared to understand more about this occupational phenomenon resulting from chronic workrelated stress. Surveys by Gallup during 2020 and 2021 indicate that Managers are reporting more stress, burnout, worse physical wellbeing and work-life balance than the people they manage, and whilst a slightly higher percentage was noted in 2020 the gap widened considerably in 2021.

focused only on short-term survival: future opportunities and success are not on their agenda and an employer is unlikely to see engagement on longer-term objectives. Email response timescales may provide an indication of unmanageable workloads. There may also be irritation over small problems, displayed in agitated communications and/or absences, and at the opposite end overemphasised presenteeism – all which ultimately leads to reduced professional efficacy. A variety of issues contribute to burnout. These can include a dysfunctional team environment, extremely lean teams surviving after various rounds of restructures, tedious long-term projects, a continuum of tight and last-minute deadlines, a lack of interaction with peers and a lack of recognition from managers, all set against the background of continued uncertainty about when the Covid-19 pandemic will officially end.

A report from the Health and Safety Executive identifies that workplace absences related to stress, depression or anxiety, accounted for 50% of all work-related ill health in 2020/21 . Burnout shows up in a variety of manners within an employees’ interaction and output and it prevents a positive view of the future. A burned out employee is

E M P L OY M E N T L AW U P DAT E

What can be done? Employers have been identifying the need to signpost employees to mental health resources and while that will assist, it’s not sufficient to end the support journey there. Keeping the employee focused on a positive and productive journey and resilient to the bumps on the road does take investment, resource and energy.

When an employee’s equilibrium is affected, it will impact their ability

Various tools & technology can ease people management processes, for example a HR Management Information System (HRMiS) that incorporates the compliance checklist for the short-term induction process and headlines the objectives

Where team dynamics are impacting on workplace relationships, Mediation as opposed to formal routes can become a ‘go-to’ route to unpeel and unpack the situation and progress towards more positive communications and solutions.

WORKING TIME

Knowing their employees as individuals can help to demonstrate a managers’ active interest in their team member, leading to an increase in trust and improving the overall bond between them.

Having a manager who builds committed highly cohesive teams by initiating effective frequent communications can help emphasise to employees that they have a voice, are trusted, and are accountable in identifying what they can achieve.

A tuned Risk Assessment along with a Wellness Plan supports employers in their ‘duty of care’ and aids the process of treating mental and physical health as equally important. For employees the assessment can heighten their own awareness of issues and employers can signpost to additional, voluntary measures that promote mental wellbeing and assure that workplace risks are adequately assessed and controlled. How and when these are landed with an employee depends on the situation and again the relationship with the manager can facilitate and encourage a positive engagement with the process.

Various project management practices, for example agile methodology, operate with the concept that estimating the workload on a specific task or project is conducted by those who ultimately produce the work. This approach goes some way to increase accountability whilst reducing unrealistic timeframes.

TUPE

Meaningful action that can be taken include developing a management style that incorporates empathy at its core. Taking the time to listen, connect with employees, investing in employees through awareness, time and attention are also fundamental.

Operating project management, workflow software applications, along with providing the necessary training, is likely to be another positive step to reduce interruption of focus and sustain pace when all staff are managing conflicting priorities or multi-tasking.

TERMS & CONDITIONS OF EMPLOYMENT

The next decade is going to be exemplified by organisations trying to stem the increase of mental illness and to do that effectively they will need to get to the root cause.

associated with the longer-term onboarding processes. Such systems can demonstrate a tangible investment an employer makes in their people and allows Managers to have a supportive dynamic tool to enable their employees to thrive and obtain success. Reducing ambiguity of work is a key function of managers.

REDUNDANCY

Employers will have a challenge retaining and then recruiting in replacement staff, and it may take some time to correct the pattern, particularly in the longer term and this will in turn impact on talent management and succession plans as well as causing a wobble in employee relations.

and interest to perform well in their job. Having a good foundation to the relationship ultimately supports open communications when things get difficult. Whilst we all have a natural tendency to move on to the next thing very quickly, when objectives are achieved, managers should always ensure there’s time for team reflection as to how to improve work going forward, evaluating and agreeing on action items that can reduce burnout factors going forward – what was underestimated, why was the deadline not communicated earlier, how could contingency be built in and how can the overall environment be more conducive to success.

MATERNITY & PARENTAL RIGHTS

Your employer brand, offering and benefits may be defined and packaged in a well designed Employer Value Proposition to display at Recruitment campaigns, but ultimately it’s delivered by people managers. When those people managers, as well as their staff are disengaged and burnt out, this will be picked up on quickly by their reports and more so from newly placed team members.

HEALTH & SAFETY

Whilst these issues aren’t new, build in the external influences of a continuous stream of magnified bad news stories, challenges in staff’s personal lives and concerns about their job security, and it can create a hot bed of anxiety, increasing the propensity of burnout in the workplace.

Burn 16

nout: Ensuring employees are distinguished, not extinguished

Many employees have gone above and beyond the call of duty in Scottish workplaces during the pandemic. So what can HR do to address burnout? Andy Moore examines how practitioners can help colleagues to be distinguished in their roles, and not extinguished with burnout.

F E AT U R E

The treadmill effect of employee burnout can happen to anyone at any time in organisations. Heavy workloads, longer hours, higher expectations from managers and work repetition can add up to a melting pot of fatigue, stress, mental health problems and higher staff turnover. ways of working can help to address them, regardless of group differences such as gender or child-caregiving status.

Despite many employees drastically changing their work patterns since March 2020, the apparent nose to the grindstone work ethic in some organisations has taking its toll on employees. Workplace consultancy, Catalyst, discovered in global research that 92% of workers report burnout from the stress in their workplace, their COVID-19 work experiences and/or their personal lives.

For HR in Scotland, practitioners are not exempt from the consequences of burnout, with Hr NETWORK reporting in recent issues the trend towards employees looking to change jobs (The Great Resignation) and flexible work options such as four-day weeks.

Its survey of nearly 7,500 employees defines burnout as “the physical and psychological exhaustion that comes from prolonged stress with negative consequences, including mental distance from one’s job and feelings of professional inefficacy.”

More than half of Scottish workers admit that their job regularly eats into their personal life, while burnout is on the rise again, according to research published last October by job and company insight specialist, Glassdoor.

“Burnout leads to turnover, but that can be mitigated by remote work policies and inclusive, empathic leadership,” says Catalyst President and CEO, Lorraine Hariton. “When implemented effectively, flexible work options can help organisations access more talent and less turnover, as well as increased innovation and productivity.”

It discovered that 44% of Scottish workers took action to improve the blend of job and personal life during the past two years, with 54% admitting their work often merges into the latter. As a result of these findings, the research suggested that HR might want to update its policies: with 63% of people in full-time employment in Scotland saying their expectations for balance between work and home have changed since March 2020.

The survey identified types of burnout that included both work and personal burnout, claiming that new

F E AT U R E

Banishing burnout

So what can HR do to address staff burnout? Catalyst believes that HR must address employee wellbeing as well as productivity, innovation, retention and inclusion. Its research found that the current “always-on” expectations at work are unsustainable, recommending the following measures to help combat burnout: upskill managers on managing remote teams; invest in programmes and stipends for employees who need additional childcare options; normalise empathic listening through regular check-ins and other opportunities to share life and work experiences. “Employees are re-evaluating what they really want from their roles. We know that they need and want more when it comes to wellbeing support at work,” says Gautam Sahgal, CEO at Perkbox, a benefits and reward company. “Alongside a better work-life balance, giving people a choice of health-focused activities and tools can help them prioritise their daily mental health.” He believes that such HR practices can range from access to mindfulness apps and yoga sessions, to money management training and more effective recognitions of achievement. Together, he advises, they can help create a culture of genuine wellbeing and support and have a huge positive impact on employee’s work experience. Employers are being called upon to take greater responsibility in supporting their employees. These experiences can make a significant impact on workers’ lives, believes Perkbox. Surveying 2,000 full-time employees in the UK, it found that one in two agree their sleep (54%) and diet (51%) were disrupted by workrelated stress, while nearly one in three report an increase in alcohol consumption. Cary Cooper, Professor of Organisational Psychology at the University of Manchester added: “Pre-pandemic stress at work was the leading cause of long-term sickness absence. The HSE reported that 57% of long-term absence was due to stress, anxiety and depression.” He believes that people are worrying about their job and financial security, returning to work and the prospect of fewer people in the workplace (due to downsizing), meaning heavier and unmanageable workloads. But while it may be incumbent on HR to address employee burnout, practitioners must also take steps to help stop themselves becoming burnt out too. Kelly Swingler, an executive coach for professional women, stresses: “HR is always looking after everyone else, but who is looking after HR? Recent times have added greater pressure and complexity to the role of HR professionals. The already enormous workload was then added to with home-working arrangements and other working practices.”

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Burnout is the physical and psychological exhaustion from prolonged stress with negative consequences

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It can lead to fatigue, stress, mental health problems and higher staff turnover

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More than half of Scottish workers admit that their job regularly eats into their personal life

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Upskill managers to manage remote teams inclusively

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Invest in programmes and stipends for employees who need additional childcare options

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Alongside a better work-life balance, give people a choice of health-focused activities

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HR is always looking after everyone else, but who is looking after HR?

F TAT S E ATSU R E

Majority of UK professionals would leave their job if not offered the flexibility they desire Morgan McKinley, the global professional recruitment firm, has launched its 2022 Salary Guide.

“Across the board of professional job categories, technical skills are in demand as companies face more market, organisational, and regulatory complexity. Overall the pandemic has accentuated the value of the technical specialist and there is a sense of the continued devaluation of the generalist. The high demand isn't matched with the availability of skills, so organisations need to plan ahead to know how and when they can compromise, and when they need to activate a plan B to look at alternative solutions.”

As part of the guide, research was conducted to find out how organisations are trying to combat the Great Resignation and whether there are mismatches in expectations between employees and employers in the current hiring climate. The ‘Global Hiring Realities’ survey of 4,134 professionals and key hiring decision makers from 62 companies across the United Kingdom, Ireland, Australia, Singapore, Hong Kong, Canada, Japan and Mainland China revealed:

Attraction and Retention

84% 42% 42%

of UK professionals are considering a career move in the next 6-12 months of UK professionals don’t know what their employer is doing to try and retain them of global employers outline ‘increased salaries/compensation’ as their most effective form of talent attraction

Hiring Process Length

50%

of UK professionals have declined a job offer because the hiring process was too long

65%

of global employers have lost their preferred candidate due to a lengthy hiring process

“A dangerous factor in the Great Resignation is that it fuels itself. Change breeds change; attrition in one organisation causes it to hire from another. The biggest thing fuelling this is the breaking of bonds between employers and their employees that happens when the in-person, in-office interactions and communications are at a low ebb. Some employers don't like to admit it, but video interactions are simply not the same from a relationship and retention point of view.” “The question is whether it will slow down or whether the pandemic has caused a more seismic shift, bringing the concept of gig employment firmly into the white collar professional world.” “Hirers need to try to limit the number of stages in an interview process and be up-front and clear from the beginning about what the process will involve and how long it will take. When a process is vague, the timetable drifts, or a hiring organisation is not transparent about other applicants (particularly internal) being in play, jobseekers will often quickly lose engagement and interest.”

Flexible Working

71%

of UK professionals would consider leaving an organisation if they didn’t provide their preferred flexible working options

global employers have changed their 90% ofpolicies on flexible working compared to pre-pandemic David Leithead, Chief Operations Officer of Morgan McKinley UK, commented: “There are definite signs of upward pressure on salaries caused by competition. As yet, the expected impact of hybrid working in reducing salaries (for non-commuters) has not materialised, which is a further sign of it being a jobseeker's market.”

International Enterprising Impactful Leading Strathclyde The final word in business education

Our Masters programmes are consistently ranked among the best in the UK – and around the world. Our department of Work, Employment and Organisation is Scotland’s leading centre for research, knowledge exchange and professional education in human resource management and employment studies. As HRM experts, we understand the importance of providing high quality education that fits around your career: We offer: • A part time MSc/PGDip Human Resource Management programme which is completed in two years with classes from 1–7pm once a week. • CIPD* approved postgraduate qualifications leading to Associate Membership. • Constructive external engagement with policy makers and practitioners. Make Strathclyde your destination.

www.strath.ac.uk/business

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

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the search is on for hr’s superstars in 2022 By Teresa Flannigan

Nomination’s for this years Hr NETWORK National Awards 2022 in partnership with Roffey Park Institute have opened, and this is your chance to RECOGNISE, ACKOWLEDGE and REWARD your Scottish HR Superstars in 2022.

Those that do manage to attend as table hosts will see the 2022 winners being announced at the hugely anticipated annual Hr NETWORK Awards Gala Dinner taking place at the hugely impressive Glasgow Hilton on Thursday 10th November 2022. 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.

Over the past 2 years or so, we have seen the incredible contribution that HR and people professionals have made to help businesses adapt to the all-new way of working in a post-pandemic world.

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

With 18 awards categories, which are FREE to enter, this is your chance to RECOGNISE, ACKOWLEDGE and REWARD your HR Superstars with the award categories determining the top performing HR people, teams, projects and organisations within the Scottish people development and management industry. The ‘Nominations Intention’ scheme captures early interest from those intending to nominate and provides support and ongoing updates on all the categories during the nominations process, running from 1st March to 31st May 2022. Following the incredible success of the Awards and Gala Dinner in November 2021, 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.

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Award categories and typical nomination summary: Learning & Development Award of the Year

HR Graduate of the Year

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.

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 2021. Nominees in this category will be nominated by their lecturers or course tutors rather than their employers.

For further information visit:

www.hrnetworkjobs.com/learning-and-developmentaward-of-the-year/

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

sponsored by:

HR Project of the Year

HR Specialist of the Year

sponsored by:

SOR AVAILABLE TO SPON 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.

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

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

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HR Assistant/HR Officer of the Year

HR Business Partner of the Year

sponsored by:

SOR AVAILABLE TO SPON 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:

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

For further information visit: www.hrnetworkjobs.com/hr-assistantofficer-of-theyear/

Attraction and Resourcing Award of the Year

For further information visit: www.hrnetworkjobs.com/HR-business-partner-of-theyear/

sponsored by:

SOR AVAILABLE TO SPON 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.

Employee Engagement Award of the Year

For further information visit:

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 Read more:

sponsored by:

www.hrnetworkjobs.com/attraction-resourcing-awardof-the-year/

Diversity & Inclusion Award of the Year sponsored by:

For further information visit: www.hrnetworkjobs.com/employee-engagementaward-of-the-year/ 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 visit: www.hrnetworkjobs.com/diversity-and-inclusion-ofthe-year/

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Organisational Development Award of the Year

Corporate Responsibility Award of the Year

sponsored by:

SOR AVAILABLE TO SPON Typical Nominees: The nomination will normally be the whole organisation. The goal of Corporate Responsibility is to embrace responsibility for a company’s actions and encourage a positive impact through its activities on the environment, consumers, employees and communities within which they operate or have an impact. The Corporate Responsibility Award recognises those organisations and their associated partners who have implemented a highly successful and impactful CR campaign to date. The award also recognises the effective communication surrounding the CR approach and what employee engagement benefits have been realised by the organisation through its CR policy. Judges will be looking for organisations to match the rhetoric with real world practice that makes a positive impact. The Judges would expect to see evidence of commitment to the UN Sustainable Development Goals or Scotland’s Fair Work agenda or as an accredited Living Wage Employer.

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

For further information visit:

HR Manager/Advisor of the Year

www.hrnetworkjobs.com/corporate-responsibilityaward-of-the-year/

sponsored by:

SOR AVAILABLE TO SPON 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 organisation Read more:

Health & Wellbeing Award of the Year

For further information visit:

www.hrnetworkjobs.com/hr-manageradvisor-of-theyear/

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

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. 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.

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HR Team of the Year

HR Director 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:

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 visit:

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

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

Best Employer/Workplace of the Year

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

sponsored by:

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.

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

Chief Executive of the Year

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

sponsored by:

SOR AVAILABLE TO SPON Typical Nominees: Nominees will be Chief Executive Officer, Chief Operating Officer, Managing Director, General Manager or someone similar who has overall control of the business and to which the HR Director or Head of HR directly reports. Nominees will be nominated by the Chairman of the Board or an Executive Board Member.

Nominations To see the full criteria and to make your nomination, please log on to: www.hrnetworkjobs.com/events/awards - and select the Awards Nominations Form If you have any enquiries in relation to nominations, sponsorship or becoming a table host at the Gala Dinner at the Glasgow Hilton on Thursday 10th November 2022, please contact: Tel: 0131 625 3267 or email: awards@hrnetworkscotland.co.uk

For further information visit: www.hrnetworkjobs.com/chief-executive-of-the-year/

BOOKSHOP

BETWEEN the LINES Windswept & Interesting

By Billy Connolly

It was an appearance on Michael Parkinson’s chat show in 1975 - and one outrageous story in particular - that catapulted Billy from cult hero to national star. TV shows, documentaries, international fame and award-winning Hollywood movies followed. Billy’s pitch-perfect stand-up comedy kept coming too for over 50 years, in fact - until a double diagnosis of

cancer and Parkinson’s Disease brought his remarkable live performances to an end. Since then he has continued making TV shows, creating extraordinary drawings... and writing. Windswept and Interesting is Billy’s story in his own words. It is joyfully funny - stuffed full of hard-earned wisdom as well as countless digressions on fishing, farting and the joys of dancing naked. It is an unforgettable, life-affirming story of a true comedy legend.full of hard-earned wisdom as well as countless digressions on fishing, farting and the joys of dancing naked. It is an unforgettable, life-affirming story of a true comedy legend.

To Paradise

By Hanya Yanagihara In an alternate version of 1893 America, New York is part of the Free States, where people may live and love whomever they please (or so it seems). The fragile young scion of a distinguished family resists betrothal to a worthy suitor, drawn to a charming music teacher of no means. In a 1993 Manhattan besieged by the AIDS epidemic, a young Hawaiian

man lives with his much older, wealthier partner, hiding his troubled childhood and the fate of his father. And in 2093, in a world riven by plagues and governed by totalitarian rule, a powerful scientist’s damaged granddaughter tries to navigate life without him – and solve the mystery of her husband’s disappearances.

This Much Is True By Miriam Margolyes

BAFTA-winning actor, voice of everything from Monkey to the Cadbury’s Caramel Rabbit, creator of a myriad of unforgettable characters from Lady Whiteadder to Professor Sprout, MIRIAM MARGOLYES, OBE, is the nation’s favourite (and naughtiest) treasure. Now, at the age of 80, she has finally decided to tell her extraordinary life story and it’s well worth the wait. From declaring her love

to Vanessa Redgrave to being told to be quiet by the Queen, this book is packed with brilliant, hilarious stories. With a cast list stretching from Scorsese to Streisand, a cross-dressing Leonardo di Caprio to Isaiah Berlin, This Much Is True is as warm and honest, as full of life and surprises, as its inimitable author.

Taste – My Life Through Food By Stanley Tucci

Taste is a reflection on the intersection of food and life, filled with anecdotes about growing up in Westchester, New York, preparing for and filming the foodie films Big Night and Julie & Julia, falling in love over dinner, and teaming up with his wife to create conversation-starting meals for their children.

Each morsel of this gastronomic journey through good times and bad, five-star meals and burnt dishes, is as heartfelt and delicious as the last. Written with Stanley’s signature wry humour and nostalgia, Taste is a heart-warming read that will be irresistible for anyone who knows the power of a home-cooked meal.

The Couple At No.9 By Claire Douglas

When pregnant Saffron Cutler moves into 9 Skelton Place with boyfriend Tom and sets about renovations, the last thing she expects is builders uncovering a body. Two bodies, in fact. Forensics indicate the bodies have been buried at least thirty years, which leads the police to question the cottage’s former owner - Saffy’s grandmother, Rose.

Rose’s Alzheimer’s means her memory is increasingly confused. She can’t help the police but it is clear she remembers something. As Rose’s fragmented memories resurface, and the police dig ever deeper, Saffy fears she and the cottage are being watched. . .

NEWS

Energy workers look to new opportunities outside industry says report

industry. This was attributed to lack of planning for knowledge transfer – 39% - and loss of expertise due to aging workforces – 36% - and lack of training – 34% - by recruiters and energy companies. The report noted that employers are tackling the skills shortage with a number of initiatives including 10% stating they are paying retirees to fill openings.

Unlock Your Wellbeing Score

Nearly half of all energy workers – 43% – are considering leaving the industry within the next five years according to new research from leading global energy recruitment specialists Oilandgasjobsearch.com and Brunel.

While workers are seeking opportunities outside their current sector longer-term, many are looking to transfer to renewable energy companies than want to leave the energy industry entirely. Oilandgasjobsearch’s global business development manager Gareth Ford comments: ”The skills shortage has been a challenge often represented in our Outlook Report in the past decade. So, retaining existing skillsets has never been so important given the workforce impact from the pandemic and the on-going energy transition.”

The research, based on nearly 17,000 responses from energy professionals worldwide, reveals that exactly a quarter name personal lifestyle changes, lack of good benefits and low salary as reasons for considering leaving the industry. Young workers’ (25-29 years) feedback, while slightly lower percentage wise, ties in closely with responses from across all age groups. Diversity is also covered in the report – 31% of employees say they have been a target of discrimination, but only 8% of employees are considering leaving the energy industry owing to it. Over three-quarters of respondents say there is not a clear way within their organisation to report discrimination.`

See the full picture

Energy professionals in Asia expressed the highest percentage of those predicting they would leave the sector– 44%- followed by Europe – 41% and North America – 40%. African based workers are the most likely to stay, with 31% saying they did not see themselves in the energy industry in five years. Almost a third of replies, including from companies and !recruiters – 31% tufffacing s - noted that the skills shortage is the biggest challenge the energy s i th

ith elp w h e W

Mental wellbeing

Social wellbeing

Financial wellbeing

Career wellbeing

Physical wellbeing

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Hr NETWORK CONFERENCE & EXHIBITION 2022

“Our new world of work” THURSDAY 12TH MAY 2022 – EDINBURGH The Hr NETWORK ‘Our New World of Work’ Conference and Exhibition 2022 will take place on Thursday 12th May at the Grosvenor Edinburgh, in the city’s West End.

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Our New World of Work

Keynote Speakers The conference will feature SIX keynote speakers throughout the day. The keynote speakers will be confirmed very soon. The organisers have provided an insight into the session topics and for a full list of session titles, please visit the Hr NETWORK website delegate booking to book your place.

The ‘Our New World of Work’ theme will consider the impact of COVID on the workplace, what employers have learned and how we move forward on a wide range of key people development areas such as talent attraction and recruiting the best talent, area's of productivity, attrition and other risk factor's and create a safe environment, where people can thrive in a brand new hybrid working world.

Keynote Session Topics include:

Speakers from a range of award-winning organisations who have successfully navigated the perils of the pandemic 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 deal with the threats, that a future pandemic may cause.

•

Our New World of Work

•

Returning to a New World of Work: What HR Needs To Know

•

Creating A Hybrid Working Model That Suits Us All

•

Workforce & Digital Transformation

•

How to Meet the Mental Health & Wellbeing Needs for a Disparate Workforce

•

Identifying Critical Leadership Qualities For An Uncertain World

Please note that this is a sample of keynote session themes available and the full speaker programme will be published on the Hr NETWORK website very soon!

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Delegate package includes:

Special Requirements:

•

6 Keynote Speakers

•

Networking & Exhibitor Area

•

Lunch & Refreshments

•

Delegate Bag and Goodies

Hr NETWORK welcomes a diverse group of delegates to the conference therefore please indicate any special requirements you have on your booking form and we will be very happy to accommodate you while you are attending the conference.

•

Official Conference Programme

COVID Safety Policy:

•

Delegate List

In the interests of safety for all our delegates and exhibitors and to ensure a completely safe environment for all, we will operate a Vaccination Passport scheme at the Conference, whether we have been instructed by the Scottish Government to do so, or not.

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

Delegate Cost: £165+VAT The cost for each delegate attending the Conference & Exhibition on Thursday 12th May is £165+VAT and we have group booking discounts for groups of 5 delegates or more.

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

Group bookings available - Details available on request

www.hrnetworkjobs.com

Please note that costs quoted include full access to the Keynote sessions, Exhibitor area plus lunch and refreshments on the day.

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Top THE cybersecurity threats FOR 2022 By Anthony Green, CTO & cyber expert, FoxTech.

Now that we’ve entered a new year, cyber crime continues to threaten businesses with cyber attacks costing the global economy an estimated $6 trillion USD in 2021, and the costs are predicted to increase for 2022.

ince the beginning of the pandemic, hackers have been quick to exploit the growth in home working practices. Small businesses also reported an increase in attacks, and with 60% closing within six months of falling victim to a data breach, establishing a comprehensive cybersecurity strategy has never been more important. In 2022, with many organisations implementing flexible working policies, and bringing personal devices into the office, it’s important to understand how cyber attackers might continue to exploit our changing working practices. It is often easier for attackers to breach home network devices, so when personal devices are being used to access company data at home, or brought into the office and connected to company networks, it can expose their system to hackers searching for vulnerabilities to exploit. With hybrid working policies expanding companies’ cyber risk, it’s vital to be aware of what the threats are, and how to prevent attackers gaining access.

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A spate of high-profile ransomware attacks in 2021 has led many organisations to review their cyber risk controls and implement more effective strategies against data loss. While this might make it more difficult for cyber criminals to mount traditional ransomware attacks in the short term, attackers are incredibly agile, so we are expecting their strategies to shift in the coming year.

The NCSC (National Cyber Security Centre) support the most critical organisations in the UK, the wider public sector, industry, SMEs as well as the general public. When incidents do occur, they provide effective incident response to minimise harm to the UK, help with recovery, and learn lessons for the future. The NCSC also provides free security awareness training for organisations of all sizes.

To prevent your business from falling foul to a ransomware attack, there are two things to consider:

To help businesses plan their cybersecurity strategies, FoxTech has put together a guide to the top predicted cybersecurity threats for 2022, and what organisations can do to protect themselves.

•

Preventing an attacker from gaining network access – investing in an external security assessment is the most reliable way to discover your vulnerabilities. Cybersecurity experts can then configure your security tools to protect you from the latest methods of attack

•

Catching an attacker before it’s too late – it can take months for an attacker to gather the data they need to demand a ransom. Working with an external, specialised cybersecurity company that can monitor your system and quickly alert you to any suspicious activity can be the difference between a minor incident and devastating financial loss

Ransomware Ransomware was the defining force of cyber attacks in 2021. Hackers infiltrate a system, steal sensitive data and demand a ransom for its return. Ransomware attacks surged by 144% in 2021 from the previous year, and the problem is only expected to increase in 2022.

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Phishing Over 75% of cyber attacks start with someone opening a malicious email. These emails are designed to extract data from the recipient, usually a password, which is used to gain further access to an organisation’s network. Once an account takeover has been successful, hackers are able to mount more sophisticated attacks. So how can businesses protect themselves from phishing scams? Awareness training is essential. Only 14% of UK companies perform cybersecurity awareness training, but educating employees on how to spot phishing scams is crucial. Things such as shortened links, an impersonal address, or anyone asking for private information, can all indicate that an email is not legitimate, even if it appears to come from a trusted source. It is also imperative to set up Two Factor Authentication on email accounts and ensure the secure configuration of your email service.

Business Email Compromise Attack In 2022, when so much business will be conducted through online conversations between remote workers, organisations need to be aware of business email compromise attack – also known as ‘conversation hijacking.’ These attacks are well researched, and highly personalised, making them difficult to detect and very effective. This kind of attack usually comes once access has been gained through a phishing attempt. A hacker reads through breached emails to learn as much as they can about business practice and payment details.

Constant systems monitoring - by having someone who is aware of developments in attackers’ tactics - will be more important than ever, as cyber criminals are looking for new ways to circumvent security operations. Currently, businesses are subject to 10,000 attempted attacks a day, but it often takes months for hackers to infiltrate an organisation’s most well-protected data. Catching a threat straight away, and acting quickly to mitigate the effects of a breach, will prevent attackers from stealing enough sensitive data to deliver a ransom.

Next, they will use this information to craft seemingly authentic messages, which can be sent to both employees and customers, with the aim of tricking them to transfer money or update their payment information. A scam that we are seeing more and more frequently is when a hacker impersonates an organisation’s CEO to redirect large payments to their own accounts. Once this money has been lost, it is almost impossible to retrieve, so it really is crucial to prevent hackers gaining access in the first place – and to have your accounts frequently and carefully monitored by cybersecurity experts who can spot an intruder before the final attack has been mounted.

“ Currently, businesses are subject to 10,000 attempted attacks a day, but it often takes months for hackers to infiltrate an organisation’s most wellprotected data.”

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HOW TO COMBAT THE SKILL SHORTAGE IN STEM The World is experiencing a science, technology, engineering, and mathematics (STEM) skills shortage. In response to this, governments are investing millions of pounds into STEM education. This means mechanical engineering will be more accessible for aspiring scientists from all backgrounds.

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ere, Heriot Watt University explores the importance of mechanical engineers across various industries, including power plants, automotive, and aerospace, and how people can begin a career within STEM. Mechanical engineers make things work the way they are supposed to work, and they are inventors and innovators. They design and develop valuable technologies and machinery that advance our communities and improve our way of life. These products range from sports cars to prosthetic limbs and 3D printers. In short, mechanical engineers create and operate the technological world around you. The UK is experiencing a science, technology, engineering, and mathematics (STEM) skills shortage. According to a study by the Engineering Design Show, over 50% of engineering firms find it difficult to recruit and retain staff with the skills and knowledge necessary for the job. In response to this, the government is investing millions of pounds into STEM education. This means mechanical engineering will be more accessible for aspiring scientists from all backgrounds. As of March 2021, the average salary for an entry-level Mechanical Engineering role in the UK is £36,092, ranging between £25,429 and £43,111. With the investments in STEM education and the 10% rise in wages, there has never been a better time to embark on a mechanical engineering course.

projects are kept within budget. Overall, energy engineers are highly important and hardworking. The UK government pledged to make all of Britain’s energy green by 2035. This will mean British electricity supply will move away from gas and fossil fuels, focusing instead on nuclear, wind, and solar energy. These renewable sources work much differently than fossil fuels, so the way we use electricity in buildings and manufacturing and even transport will need to be redesigned. Therefore, the role of mechanical engineers is as important as ever as the nation races against time to produce environmentally friendly energy.

Power plant engineers To begin, mechanical engineers are responsible for the systems and components design, operation, and management of power plants. There are many types of power plants, including nuclear, hydroelectric, geothermal, solar, wind, tidal. Each power plant converts energy to electricity differently. Mechanical engineers collaborate with civil, chemical, and electrical power engineers to design, build, and operate power plants.

Automotive engineers Mechanical engineers can also work within the automotive sector. Engineers in this industry work with a number of vehicles, including cars, motorbikes, bicycles, and buses.

Power plant engineers ensure machinery is running at optimal capacity and maintain turbines, compressors, boilers, and much more. When a machine develops a fault, an engineer will work to find the source of the problem, develop a solution, and may be expected to work overtime. Other daily tasks of a mechanical engineer include designing power using appliances, maintenance, health and safety, security, and ensuring

Automotive engineers can work on all the different vehicle systems, like engines, batteries, gears, interior and exterior styling, materials, and brakes. They are skilled at designing blueprints for vehicle components,

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These positions encompass a wide variety of jobs, from designing aeroplanes to ensuring that rocket engines use the exact amount of fuel when launching into space, although there are many transferable skills between each role. The daily tasks of aerospace and aeronautical engineers include building navigation systems, testing prototypes, planning and build aircraft components, and much more.

as well as building and rigorously testing them. Moreover, automotive engineers must be skilled at interpreting data, writing in-depth reports, and liaising with suppliers. Therefore, all engineers must be able to work both independently and within a team. This is a diverse role that is perfect for someone who lives life in the fast lane. The UK government has pledged to ban all carbon dioxide-emitting cars by 2050. This will transform the nature of automotive engineering, and transportation on the whole. Therefore, mechanical engineers have never been more important to the automotive industry. The future of automobiles is electric, and considering electric cars save up to 1.5 million grams of carbon dioxide in one year, we can see why.

Aerospace and aeronautical engineers are invaluable in contemporary society. Their expert knowledge ensures the correct placement of satellites, safe passage of holiday-goers, and exploration into outer space. And with the UK government investing £1.87 billion into a European space agency, we don’t see this changing any time soon.

Aerospace and aeronautical engineers

Overall, the importance of mechanical engineering has never been greater. As Britain attempts to lower carbon emissions, young engineers represent the future of science.

Aerospace engineering is a sector of mechanical engineering that specialises in space technologies as well as systems of technologies for aircraft that operate within the earth’s atmosphere.

There has never been a better time to become a mechanical engineer.

I N S I G H T : E M P L OY E E B E N E F I T S

UK’s brave face workplace culture takes its toll as 3 in 4 surveyed workers now suffer from ‘pleasanteeism’ ‘Pleasanteeism’ – the pressure to put on a brave face – is on the rise across the UK, as three quarters (75%) of workers surveyed admit to feeling like they have to put on a brave face in front of their colleagues, regardless of how they’re really feeling. According to new research, released by Lime Global, pleasanteeism is up by 24 percentage points from May 2021 with just over half (51%) of workers admitted to suffering from pleasanteeism. Here Shaun Williams, CEO & Founder, Lime Global takes a closer look at the research. Top concerns for non-managerial staff include worrying behind the scenes about money and the cost of living, which impacts 36% of non-managerial staff in comparison to 21% of managerial staff. The research also found that 29% of non-managerial staff admit to being stressed at work, in comparison to 24% of their managerial colleagues.

With more workers masking how they really feel than ever before, pleasanteeism is having a significant impact on the productivity of UK businesses. Findings from the research revealed that over half (54%) of employees have taken time off work due to feeling like they have to put on a brave face. In fact, on average, workers take 2.75 days off per year as a result of this brave face culture. Across the entire UK workforce, this could add up to as many as 67 million days lost each year.

Better support and benefits for every employee Findings from the research demonstrate that more can be done to tackle pleasanteeism and the negative impact that it is having on UK workers and business productivity. In fact, half (50%) of respondents revealed that their expectations of their employer to support their mental health are higher now than they were before the pandemic, however they expect this support to be offered to every member of staff.

If left unaddressed, this could become a catastrophic problem, affecting absenteeism levels across businesses that are already struggling amid the pandemic, and staff shortages caused by Brexit and the rapid spread of Omicron. Not only is this driving up absence rates, but workers also revealed that having to put on a brave face at work impacts their ability to do their job effectively, with a third (33%) of those who feel like they have had to put on a brave face admitting that they have been unable to concentrate at work or had an unproductive day.

After two years of stress and anxiety caused by the pandemic, concerns over health and wellbeing are understandably on the rise. It’s therefore vital that businesses and HR managers act to offer each one of their employees as much support as possible.

Non-managerial staff bearing the brunt

Providing access to inclusive healthcare benefits – that are designed to make a tangible impact – combined with a company culture that supports health and wellbeing, are key steps that HR managers should take to produce a happier, healthier and more productive workforce.

Non-managerial staff appear to be bearing the brunt of the phenomenon. When it comes to opening up about their problems, these workers are more likely to suffer in silence than managerial staff, with 30% not wanting to make a fuss about what they’re going through compared to 25% of managerial staff. 28% also don’t feel comfortable talking about their problems at work in comparison to 24% of managers, while 23% worry that people would talk behind their back, in comparison to 15% of managerial workers.

Many workers also said they would welcome small initiatives from their employer including mental health days off (24%), and greater flexibility in working hours (22%). While 23% said they would like their employer to be more mindful of their workload and work/ life balance.

I N S I G H T : E M P L OY E E R E L AT I O N S

Employers should nurture friendship and support amongst co-workers to unlock creativity Employers who want to see creative thinking in their workforce should value supportive friendships between colleagues as the key to unlocking more resourcefulness and innovation. Here, Professor Yasin Rofcanin from the University of Bath’s Future of Work research centre within the University of Bath’s School of Management explains what the research findings tell us.

Co-worker support can mean being on hand to listen and talk through life’s issues and challenges as they arise, offering suggestions for problems at home, as well as providing cover for absence if a child is sick, or other caring responsibilities crop up. The research suggests organisations should give employees more flexibility to manage caring cover with a colleague without intervention from managers. The research also alerts employers to the pitfalls of working practice and expectation taking a toll on home life, encouraging employers to be mindful of the detrimental impact on relationships.

The study reveals care from a co-worker inspires people to be supportive to their partner at home, showing that co-workers have a significant role to play in enabling couples to cope with balancing the demands of work and family life. This spiral of support has knock on benefits for creative thinking at work.

So much research points to the stresses of being in a dual income couple, it’s refreshing to see a win for loving relationships alongside work. While we’re not suggesting employers should meddle in relationships, they may be able to positively contribute to the quality of relationships at home by putting policies and procedures in place to minimise work-family conflict, such as limiting over time and expectations to respond to emails outside of hours.

Employees take the support they receive from coworkers home with them, and in a loving relationship they transfer this support to their partner. This might mean they encourage them to open up about stresses, seek to resolve issues, or make improvements to the juggle of work-life arrangements that benefits the family.

We acknowledge that there could be drawbacks in relying on co-workers for support with work and family matters, with partners at home feeling jealous and upset about the closeness of ‘work spouse’ relationships. They suggest future research could examine the potential of this relationship dynamic to promote conflict at home.

The result is that both members of a couple benefit. Spouses pass on support received from co-workers and partners will be more creative at work, in what is termed a ‘gain spiral. So it pays for employers to recognise the value of caring co-workers.

The study, by the Universities of Bath, VU Amsterdam and IESE Business School, focused on diary entries over five weeks by over 200 full-time, dual income heterosexual couples in the United States, eighty per cent of which had children.

Over and above work policies, or interventions by supervisors, it is informal support from co-workers that stands out as having the biggest impact on an individual’s ability to manage the work-life balance, spilling over to benefit the partner at home and in turn their own creative thinking at work.

INSIGHT: CARBON FOOTPRINT

In the competition to attract new talent, sustainability is king New research reveals companies need to be more pro-active in tackling climate change if they want to attract new talent. Here, Jo Hand co-founder of Giki, carbon footprint experts and social enterprise, the first sustainability programme for cutting carbon, takes a closer look at what the research reveals about our carbon footprint. The survey polled over 1,100 employees from across the UK and reveals 73% of the 25% of those surveyed who are planning to look for a new job in 2022, cite employer’s commitment to tackling environmental issues as an important factor when deciding on whether to work for an organisation.

Giki’s programme includes easy to follow advice, gamification, data for reporting and personalisation to increase engagement. Clients include NatWest Group, Deloitte and Open University amongst others.

This rose to 81% for 16-24 year olds for whom this was as important as annual leave allocation and more important than flexible working hours or the ability to work from home.

Our Top Tips for Employers: For getting started on addressing your company carbon footprint, and engaging employees in the process:

The survey also revealed companies appear to be falling behind on their environmental promises. Less than a quarter of UK employees (24%) think their employer is doing a good job in helping to reduce the organisation’s impact on the environment. What’s more 23% who work for an organisation that claims to be environmentally friendly, green or sustainable in its marketing/ advertising, say they have not received any support from the organisation to be environmentally friendly.

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Measure and understand your company’s operational footprint. Start with Scopes 1&2, defined in the GHG Protocol, and Scope 3 is a crucial next step

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Implement a science-based emissions reduction plan

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Engage employees, through their own lifestyles, to ensure engagement is meaningful and long term

There is increasing pressure on organisations to not only reduce their environmental impacts but to consider how the action they’re taking is communicated to both the workforce and future potential employees. People want to see clear action, so it’s essential for businesses who want to attract the best young talent, to show that they’re measuring their environmental impact and reaching their sustainability targets; not merely greenwashing.

We’ve taken the jargon out of sustainability and provide easy to follow, scientific guidance on significantly reducing carbon. This includes easy to use carbon calculators for individuals to measure their outputs and reduction progress and uses gaming techniques to engage staff in reaching company sustainability goals in fun and easily trackable ways. As of January 2022 Giki has worked with more than 70 organisations and the community has committed to save over 14 million kg of carbon, 300 million litres of water and 850,000 pieces of single use plastic. People have committed to 80,000,000 steps and completed 23,000 steps covering everything from quick wins to big impact and planet saving steps.

Giki Zero Pro is the first sustainability programme for cutting carbon that supports companies who want to engage staff on ESG issues and measure the impact of their collective actions.

I N S I G H T : M E N TA L H E A LT H C R I S I S

Nearly half of HR managers have considered quitting due to pressure of employee mental health crisis New research reveals that almost half of HR managers (45%) have considered leaving their current roles due to the pressure of dealing with employee mental health and burnout. The survey of 200 UK HR managers reveals that when handling rising burnout and mental health concerns, HR is struggling to set boundaries for their own psychological safety. Here, Lou Campbell from Wellbeing Partners takes a closer look at the research findings.

While HR has a duty of care to support employees suffering with their mental health, they often neglect to look after themselves. For people in supporting roles, it’s useful to know what the appropriate boundaries are when discussing mental health issues with colleagues, to avoid becoming enmeshed or overly involved. Appropriate boundaries ensure that the conversation stays psychologically safe for the employee, and avoids compassion fatigue for HR. Knowing the skills around setting boundaries and signposting to appropriate support is even more vital in a time when attracting and retaining staff is highly competitive; organisations must support HR to reduce the risk of key HR talent leaving their organisation as they deal with surging levels of employee burnout. Indeed, the study supports wider research revealing increasing symptoms of burnout HR needs to respond to. In the Wellbeing Partners survey nearly half of HR (49%) say their employees are struggling to find motivation and stay focused, over 4 in 10 (42%) agree that employees appear regularly tired or drained, a third (33%) say that employees seem to care less about work and over a quarter (28%) feel that employees are finding tasks overwhelming or uninteresting. As well as this, 26% state that employees appear resentful or cynical towards work or their own colleagues.

Concerningly, the research conducted reveals that 90% of HR managers are currently noticing signs of burnout in their workforces. Thirty-eight per cent of HR managers admit to having conversations with employees about their mental health outside of working hours, nearly a third (31%) look at emails outside of work and over a quarter (27%) regularly have to complete tasks outside of working hours due to the volume of mental health issues they’re facing. On top of this, more than 1 in 4 (26%) feel they can become overly involved in employees’ personal lives and/or mental health issues and 23% have compassion fatigue from supporting struggling employees.

It’s clear there is mounting pressure for HR, but there are some initial actions they can take to support employees while setting boundaries for their own wellbeing. Ensure that supportive conversations with employees follow a framework, and schedule these conversations at a time when you have the energy and capacity to be supportive. Aim to finish work on time most days and give permission to switch off to avoid compassion fatigue.

A lack of boundaries surrounding mental health support is contributing to high numbers of HR professionals contemplating leaving their organisations, according to an expert.

Knowing when to signpost employees onto wellbeing counsellors and EAPs is also a technique that HR professionals can learn, affording them more time and energy for their wider role, and ensuring that employees get appropriate professional support.

Welcome to our Events Planner Page. We are delighted to announce new dates for events taking place from May 2022 and we are looking forward to welcoming everyone! Here are some of the forthcoming events being held in 2022 by Hr NETWORK in partnership with a wide range of partners and supporters.

Forthcoming events: Hr NETWORK Leaders Dinner 2022 Hr NETWORK will host the annual Leaders Dinner in Edinburgh at the Grosvenor Hotel on Wednesday 11th May 2022. Details regarding the after dinner speaker will be announced in due course however if you would like to attend the Leaders Dinner, please contact the Conference Planning Team – details below. If you would like details about sponsoring the Leaders Dinner or hosting a Table of 10, please contact the contact the Conference Planning Team on Tel: 0131 625 3267 or email: subscriptions@hrnetworkscotland.co.uk

Hr NETWORK Conference & Exhibition 2022 The Hr NETWORK ‘Our New World of Work’ Conference & Exhibition 2022 will take place at the Grosvenor Hotel in Edinburgh’s West End on Thursday 12th May 2022. Details relating to the speaker programme, including the keynote presentations will be announced in due course. If you would like further information on exhibiting or sponsoring at the Conference, please contact the Conference Planning Team on Tel: 0131 625 3267 or Email: subscriptions@hrnetworkscotland.co.uk

Hr NETWORK Awards Gala Dinner 2022 The Hr NETWORK National Awards & Gala Dinner 2022 in partnership with Roffey Park Institute will take place at the hugely impressive Hilton Glasgow on Thursday 10th November 2022. If you would like further information on sponsorship or hosting a table of 10 at the Gala Dinner, please contact the Awards Planning Team on Tel: 0131 625 3267 or email: awards@hrnetworrkscotland.co.uk If you have an event you would like us to promote or review, please contact the events planning team – email: editor@hrnetworkscotland.co.uk

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RECOGNISE

ACKNOWLEDGE

REWARD

SAVE THE DATE! NATIONAL AWARDS 2022 in partnership with

Gala Dinner, Glasgow Hilton, Thursday 10th November 2022 For further details contact the Awards Planning Team on Tel: 0131 625 3267 or email: awards@hrnetworkscotland.co.uk www.hrnetworkjobs.com 35 47

Look no further. Connect with us. Transform your future. Big change offers great opportunity. As you step forward into 2022, the need for new leadership and management skill sets and an even stronger coaching and collaborative mindset is already upon you. At Roffey Park Institute we hear your call. The change and transformation agenda. The need for managers to connect and empower teams to perform. For colleagues to become stronger business partners and internal consultants. Critical thinking and decision making at speed will be crucial to the organisational task ahead. Relearning working and reworking learning will be imperative. At Roffey Park Institute we can help unlock your and your organisation’s potential. With our partnership approach we can deliver tailored solutions to realise organisation goals.

Together we can make a difference. Let’s talk.

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