Hr Network Volume 14 Issue 4

Inspiring People Development

MARCH 2019 | VOLUME 14 ISSUE 4 | £4.50 A MEDIA AVENUE PUBLICATION | www.hrnetworkjobs.com

LEGAL BITES AWARDS 2019 NOMINATIONS

NOW OPEN

BREXIT. IT’S TIME TO GO!

INSIGHT: GLOBAL EMPLOYEE BENEFITS

SMART CULTURE - Hr NETWORK CONFERENCE 2019

CONTENTS

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COVER STORY Brexit. It’s time to go!

Andy Moore looks at Brexit and what it means for HR practitioners

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CONTENTS

8

News The latest from the world of HR

14 Five Fab...

Fab Five....Business and Conference Facilities in Scotland

20 Stats Work: The clash of the generations

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22 Legal Bites A round up of things in the legal world

24 Feature 2: Nominations for Hr NETWORK Awards 2019 are OPEN!

30 The Bookshop

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Latest bestsellers to the published

36 Editor-At-Large: Fun in the Workplace

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40 Insights: ArtiďŹ cial Intelligence; Employee BeneďŹ ts;

44 Extra: Creating a committed workforce

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44 5

46 Event Planner Some important dates for your diary

CO N T R I B U TO R S

NEIL ARCHIBALD

Founder and Publisher:

Editor At Large: Fun in the Workplace

Lee Turner lee@hrnetworkscotland.co.uk

p. 36 Neil is an experienced HR generalist and a freelance business journalist.

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

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

MANUEL SOSA Insight: Collaboration p. 40

Editor-at-large:

Manuel is INSEAD Associate Professor of Technology and Operations Management

Neil Archibald editor@hrnetworkscotland.co.uk

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

JOHN WILLIAMS

Advertising/Sponsorship:

Insight:

p. 41 John is the Head of Marketing at Instant Offices

Donna Turner advertising@hrnetworkscotland.co.uk

Design: Mann Communications Hr NETWORK now available on:

ALAN FERGUSSON

Insight: Global Employee Benefits p. 42 Alan is an employee benefits specialist and has recently launched ‘beneficia’

LinkedIn: http://uk.linkedin.com/in/hrnetwork1 Twitter: www.twitter.com/HrNETWORKNews YouTube: www.youtube.com/user/hrnetworkscotland

LOUISE ROGERS

Insight: Artificial Intelligence p. 43 Louise is the Diector of Human Resources Intelligence

DR. ALI FENWICK

Media Avenue Limited 2 West Maitland Street Edinburgh EH12 5DS 0131 625 3267 www.hrnetworkjobs.com www.mediaavenue.co.uk The views expressed in Hr NETWORK (SCOTLAND) are those of invited contributors and not necessarily those of Media Avenue Ltd. Media Avenue Ltd does not endorse any goods or services advertised, or any claims or representations made in any advertisement in Hr NETWORK (SCOTLAND) magazine and accepts no liability to any person for loss or damage suffered as a consequence of their responding to, or placing reliance upon any claim or representation made in any advertisement appearing in Hr NETWORK (SCOTLAND) magazine. Readers should make appropriate enquiries and satisfy themselves before responding to any such advertisement or placing reliance upon any such claim or representation. By so responding or placing reliance readers accept that they do so at their own risk. © Media Avenue Ltd. 2018

‘Extra’: Creating a Committed Workforce p 44 and 45 Ali is a behavioural specialist at the Nyenrode Business University.

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W E LCO M E

March 2019 bution to the profession, if you like what we do and you enjoy all the things that Hr NETWORK offers and if you value our commitment to improving the profession – then let us know and help us provide you and your profession with even more benefits.

This Issue

Welcome to the March issue of Hr NETWORK. It’s a year since our chief designer Stevie C and design team came up with a great new look to the magazine and we hope you are enjoying the new and improved version of Hr NETWORK. We had hoped that the new look magazine would encourage people to choose our new ‘paid-for’ magazine subscription but alas, it didn’t, despite us generating almost 3,000 new member sign ups - most of which opting for our FREE ‘Acquaintance’ option.

We haven’t given up hope on providing something that people are happy to pay for but we want to get this right and will keep working on a more suitable option for everyone.

So if you too would like to be connected to a vibrant and energetic HR community that values your contri-

As we all know, talk of Brexit has been going on in the media and across the political landscape for well over two years now and the team at Hr NETWORK have been mindful of not getting involved in the huge political feast of claim and counter claim, predictions, disagreements and concerns that Brexit has brought upon us all. It’s just not our style!

However as we approach the end of March date where the UK will exit from the European Union, it’s only right that Andy Moore now takes a closer look at the implications that the UK’s exit from Europe will have on the HR profession and what practitioners, their organisations and employees will face with the many challenges and threats such a separation will bring.

The Awards Planning Team is very excited to announce the opening of nominations for the hugely anticipated Hr NETWORK National Awards 2019, which sees the introduction of the

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brand new Diversity & Inclusion Award of the Year for 2019. Full details for all the categories and their sponsors can be found on page 24.

Editor At Large Neil Archibald provides a glimpse of what fun elements employers can introduce into the workplace to keep things enjoyable for staff.

The regular sections of the magazine include: Five Fab…, Stats and The Bookshop and the ‘Insights’ section features first class comment from those in the know on a range of subjects including: Collaboration: Global Employee Benefits: Artificial Intellegence.

I hope you enjoy your copy of Hr NETWORK Magazine and look forward to seeing you at one of the forthcoming events.

Lee Turner Publisher

Hr NETWORK also available on: LinkedIn:

http://uk.linkedin.com/in/hrnetwork1

Twitter:

www.twitter.com/HrNETWORKNews

YouTube:

http://www.youtube.com/user/hrnetworkscotland

NEWS

Employers 47% of businesses look increasingly ‘loud internally to bridge and proud’ about dire skills shortages, menopause survey reveals

After years of campaigning to create menopause-friendly workplaces, there are signs that major organisations across the public and private sectors are beginning to listen – and act.

Global accounting firm KPMG and the London Fire Brigade are two of the latest to seek advice from East Sussex-based Simply Hormones, one of the few consultancies helping employers respond to the needs of female staff facing what can be career-limiting, even careerending, symptoms.

“It’s particularly pleasing to see two organisations operating in what were maledominated professions, shifting the culture, so that women firstly feel more confident in talking about these issues at work and then the employer actually doing something about it,” said Simply Hormones’ founder and CEO Kathryn Colas, who has been working in the field for 10 years.

“Most major employers already have workfriendly policies for women affected by huge hormonal disruption at the start of their reproductive lives – but comparatively few show the same care and consideration for women at the end of them. And that’s what menopause is – a perfectly normal phase in a woman’s life, as natural as pregnancy and early motherhood, and which can equally have an enormous impact on a woman’s physical, mental and emotional health.”

“It’s particularly pleasing to see two organisations operating in what were male-dominated professions, shifting the culture, so that women firstly feel more confident in talking about these issues at work and then the employer actually doing something about it,”

Almost half of business (47%) believe that developing staff internally will be their greatest opportunity from a talent management perspective over the next three years. That is according to a survey of 1,500 UK-based hiring managers by Guidant Global.

The news comes as 78% of all respondents admit they are currently finding it difficult to access the quality and volume of talent their businesses need to thrive, with 39% of hiring managers finding that uncertainty around Brexit has directly impacted access to talent.

Other measures that those surveyed plan on implementing to bridge current and future skills gaps include using technology to plan and manage workforces more strategically, and tapping into underutilised talent pools, which were favoured by 22% and 16% of respondents respectively.

A further 8% of hiring managers plan on taking a more global approach to sourcing and managing staff, while 5% are maximising the potential of contingent talent by flexing workforces to meet demand.

Commenting on the findings, Simon Blockley, Managing Director, EMEA, at Guidant Global, said: “While the chronic skills shortages which are impacting the UK labour market have been well documented, these findings demonstrate that smart businesses are working hard behind the scenes to mitigate against future talent gaps.”

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NEWS

Nine in ten workers say benefits integral to job choice

spike in new job-hunters who, after taking the holidays to re-evaluate their employment and levels of job satisfaction, have decided on a fresh start,” said Mark Ramsook, of Willis Towers Watson.

“As this research shows, benefits are a key component to attracting and retaining talent. Companies looking for high quality candidates, or wishing to hold on to their existing employee base, should consider this as part of their talent management strategies.”

Despite the importance placed on benefits by workers, 67% of workers surveyed said their employer has never consulted them on their rewards and benefits preferences.

Furthermore, less than half of workers (48%) said they were satisfied with their benefits package. Low earners were less satisfied with their benefits package (43%) than their higher earning colleagues (60%).

“A gulf exists between what workers want and what employees think they need,” added Ramsook

Eighty-nine per cent of UK workers claim benefit provision is important in their decision to work for a company, research has revealed. The study of 2,000 UK workers by Willis Towers Watson also showed that contributory pension schemes are the most valued benefit, chosen as a top five benefit by 62% of workers.

This was followed by health insurance (43%), life insurance (40%), critical illness cover (35%) and health cash plans (32%). Pension contributions are the most valued benefit across the generations.

“The first few weeks of the New Year sees a significant upturn in the number of job listings, to coincide with the

40% of UK business directors never been trained in workplace harassment

Leading ethics and compliance software and services company NAVEX Global® highlighted research recently finding more than 44 per cent of UK business directors have never received training on workplace harassment, and 21 per cent have only received one training session, according to the report.

Twenty-eight per cent of the UK nonmanagerial level workforce have either

never been trained or only received one session on workplace harassment. This represents a significant proportion of the workforce inadequately trained to be aware of and spot harassment, as well as what constitutes such behaviour.

The comprehensive report, ‘Tackling Sexual Harassment in the Workplace’, indicates UK organisations require a continued focus if sexual harassment is to better addressed. A promising finding is an 11 per cent increase in workplace harassment reports since initial news reports that led to what is now known as the #MeToo movement.

Independent research has shown a clear association between increased use of internal hotline reporting systems like those used to report workplace harassment, and improved business performance. The report also found positives in the 57 per cent of respondents who stated they expect to improve their training.

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“It’s reassuring to see an increase in reporting, and employers need to make additional progress with training, procedural changes, awareness and improved company culture,” said Bob Conlin, NAVEX Global President and CEO. “Only then will we see a more impactful improvement in our culture.

This needs to be supported and led by every organisation’s board. Our findings show the higher you move up within a business, the less training and awareness there is of sexual harassment. Given how power and workplace harassment can be a poisonous mix, this is troubling and needs to be addressed.”

The report also cites the Young Women’s Trust finding that one in two human resources directors and decision-makers who are women think their workplaces are sexist, and a third of EU women report experiencing sexual harassment at work.

NEWS

Redundancy fears hang over one in 10 UK workers in 2019 New research by Lee Hecht Harrison Penna, the global human capital consultancy, reveals more than one in ten (11%) think it is likely they will be offered redundancy in 2019. More than a third (38%) of UK employees view redundancy as a threat with a quarter (25%) saying reducing their monthly spending would be one of the first things they would do if they were to lose their job. Certainly many immediately see the negatives of a possible redundancy. However, Lee Hecht Harrison Penna, who work with more than 20,000 people made redundant each year, say many also use redundancy to make a positive change in their lives and careers.

Which industries are expecting redundancy? According to

Lee Hecht Harrison Penna’s research, IT workers are the most expecting redundancy, with three in ten (30%) thinking they will be let go this year. Over a quarter (27%) of building and property workers fear redundancy, with 22% of engineering workers and 21% of hotel, leisure and entertainment employees also expect redundancy.

Despite the well-reported High Street woes, retail and wholesale staff feel relatively secure with only 7% fearful of redundancy this year, perhaps thinking the worst of the trend is behind them. Meanwhile British emergency service workers also feel secure in their roles with only 5% thinking redundancy is a possibility in the next 12 months.

However, redundancy rates are currently at a record low according to the ONS. Lee Hecht Harrison Penna’s survey shows some workers see redundancy as an opportunity, with almost three in ten workers (28%) saying they would explore jobs outside their current sector if made redundant.

HR can play a crucial role helping employees move on effectively. It is important employees are supported through the process to ensure their wellbeing and successful transition to new roles. Companies and businesses that handle this process well can protect their brand and ensure workers leave with a positive experience.

97% of employers see employee expectations of their workplace changing New research from Aon says that 97% of employers agree that employees’ expectations of their experience in the workplace are changing. Aon’s Benefits and Trends Survey 2019 highlights that employers are saying that employees’ top priorities now include flexible working hours, agile working, mental health, diversity and inclusion and parental leave.

The survey shows that 97% of companies agree that employee expectations of the workplace seem to be changing rapidly. The main feature of those changing expectations is around flexible working, with 98% of respondents saying employees now expect more flexible working hours, while 89% said they expect agile/home working to be available. The rest of the top five changes were better awareness

of mental health issues (79%), better approaches to diversity and inclusion (65%) and improved maternity/ paternity/parental leave policies (63%).

Access to financial education also featured for 54% of respondents.

Richard Morgan, strategic consultant at Aon, said: “The results from this year’s survey clearly show that the majority of respondents have either already undergone fundamental change or expect to in the near future – just 29.5% said that they don’t expect any

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change within the next five years. There seems to be a particularly rapid pace of change at the moment, much of it driven by technology. This impacts an organisation’s workforce model and has consequences on an employee’s role fulfilment, the types of people who fill those roles as well as the organisations they compete with for talent.

Employers therefore acknowledge that their current benefit programmes are not set up to meet the needs of their people.”

NEWS

More than half of UK workers work more than 40-hours a week and are not paid overtime

More than half of UK workers (51%) who work additional hours outside their contract do not get paid overtime by their employer, according to the latest research by Jobrapido. 80% of the UK workers that do not get paid overtime admitted “it is just part of my job”, or “I could jeopardise my chances of a promotion if I ask for overtime” or “I am too scared to rock the boat by asking for additional money”. The remaining 20% stated that despite not being paid they are given extra holiday instead.

The research also revealed that more than half (52.7%) of the working population are regularly working more than a 40-hour week, with nearly 6% working between 51-55 hours a week and a further 2% working 56 hours or more.

The research was carried out between November-December 2018 amongst 1,500 employees across the UK working in more than 50 different sectors including education, healthcare, finance, construction and retail.

Other highlights of the research include: •

Six in ten employees admitted that even on holiday they check their mobile phone or emails at least once a day for work, with half of these respondents admitting they check multiple times a day. Less than a quarter of UK employees (22%) only check their phone/email once over a two-week holiday

• 67% admitted if they did not check their emails/phone during their holiday this would change the relationship they have with their line manager or boss • 61% have had to miss an important event (including a family birthday, an important school activity of their child, a wedding or a funeral) because of work • 38 % say they have suffered from work-related stress

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Gender bias proving costly to investors, according to female founder Following the recent news showing that for every £1 of venture capital (VC) investment in the UK, female-led start-ups receive less than 1p, AnyGood? founder, Juliet Eccleston, has called for investors to step out of their comfort zone and reap the benefits of increased investment in women. The report, published by The UK VC & Female Founders for the Treasury, found that, by comparison, all-male founder teams are given 89p and mixed-gender teams collect the remaining 10p.

Furthermore, only one in 10 decision-makers were woman, and two-thirds of VC firms have no female partners at all. This is despite a large body of work showing that increasing female presence at senior levels boosts profitability. A report published by Credit Suisse stated that companies where women made up at least 15% of senior management were 50% more profitable than those where fewer than 10% of senior managers were female. Commenting on this latest research, Juliet said: “While subconsciously we all know gender inequality is a huge issue, these figures are simply staggering. ‘‘I’m not attempting to pit the sexes against each other here, but rather show that equality and diversity actually drive productivity and profit.

‘Of course, this isn’t a simple issue to rectify and cannot solely be addressed from the top down. Only by overhauling the way we hire, and coming to terms with the ingrained bias within hiring processes, will we be able to build the truly diverse teams that will go on to make the funding decisions of the future.’’

NEWS

GDPR and new systems see demand for HR staff soar The introduction of GDPR legislation and businesses investing in new systems saw demand for HR staff in Scotland surge in 2018, according to a new report from HRC Recruitment.

The independent recruitment consultancy’s annual HR Salary Survey for 2018 found there was a 33% increase in vacancies for HR positions in Scotland compared to 2017. The company’s analysis also said there was a 40% rise in temporary and contract vacancies.

Salaries at the junior end of the market rose, with average entry-level HR administrators commanding £19,000 per year – up on £17,000 two

years ago. The increase was also heavily influenced by the growing demand for temporary junior and mid-level staff to implement compliance measures for GDPR legislation and new HR systems.

HRC Recruitment also noted an increase in vacancies around the £40,000 per annum mark, as businesses sought to replace higher-earning leavers with managerial staff. This saw demand for immediately available professionals who had previously earned more than £50,000 struggle to secure work.

Monica Lochrie, Senior Consultant – HR at HRC Recruitment, said: “The introduction of more technology

is supposed to automate work and reduce the need for humans – but it had the opposite effect in HR last year.

Increasing investment in HR systems and the introduction of GDPR meant we saw a notable rise in the need for staff to come in and work on the delivery of these projects – we expect that to continue into 2019, with an emphasis on some of the more niche HR roles.”

“Salaries at the junior end of the market rose, with average entry-level HR administrators commanding £19,000 per year – up on £17,000 two years ago. “

Talk to the hand...when it comes to colleagues. Brits are a bad brew! flag the issue with others including HR and management to handle the problem on their behalf. Out of those willing to address the topic directly, men (78%) are more likely than women (68%) to voice their concerns to/about a colleague.

This straight-talking approach is carried over into issues such as colleagues not getting along, with results revealing over a third(36%) would directly tell a colleague they don’t like them, with men (43%) more likely than women (24%) to confront a colleague.

Apprentice winner Ricky Martin, who founded the recruitment firm HRS after winning the show in 2012, was keen to unearth what causes workplace rudeness to highlight what is and isn’t deemed acceptable.

Ricky said: “Workplace disputes and personality clashes are nothing new. What the results show is how direct people are when handling often sensitive issues. I’d always advise that taking an open and honest approach with colleagues will work better in the long-term, but it’s important colleagues are mindful not to unintentionally offend or create further issues in doing so.”

A staggering 72% of employees would act if they had a colleague with poor personal hygiene, new research by UK science and technology recruitment specialists, Hyper Recruitment Solutions (HRS) has recently revealed.

The research further details how 36% of employees are willing to tell the person directly, whilst a further 36% would

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NEWS

Report: How working parents manage the balance between work and family life Working Families, in partnership with Bright Horizons, has recently published the 2019 Modern Families Index. It’s the most comprehensive survey of how working parents manage the balance between work and family life in the UK and it shows: • When it comes to career progression, parents working part-time are penalised in the workplace: hey are less than half as likely as their full-time counterparts to be promoted • Parents are working too many hours because of poor job design and a culture of presenteeism. Nearly 80% of parents surveyed are working beyond their contracted hours • There is an unmet demand for flexible working among parents: 86% of parents surveyed want to work flexibly, but only 49% do The Right to Request flexible working – a right everyone has – has helped some parents to get the part-time and flexible work pattern they need. But part-time and flexible working remains something that’s often seen as a ‘favour’ to mothers. And it can leave them with limited options to move on, frustrating efforts to close the gender pay gap. To stop this from happening, we need more good-quality parttime and flexible jobs for parents and carers.

We are calling for: • Employers to use the Happy to Talk Flexible Working strapline and logo and to address workplace cultures that persistently place a higher value on full-time work.

• The government to consult on its proposal of a duty on employers to think through whether a job can be done part-time or flexibly and, if it can be, to advertise it as such.

These steps will mean more choice and opportunity for parents – mothers and fathers – in the labour market, and a step toward more widespread, embedded and gender-neutral flexible working.

Tesco Bank executive appointment for Sandy Begbie Tesco Bank recently announced the appointment of Sandy Begbie as Chief Transformation Officer. Sandy will be a member of the Tesco Bank Executive Committee reporting into Gerry Mallon, Chief Executive.

As Chief Transformation Officer, Sandy will be responsible for driving forward change at Tesco Bank, helping the business meet its priorities for customers at pace.

The role is subject to regulatory approval.

Commenting on the appointment, Gerry Mallon, Chief Executive, said: “I am delighted Sandy is joining Tesco Bank. We are pleased to welcome somebody of his calibre and wealth of experience. The role he will lead is vital to ensuring that we drive substantial positive change for our customers. I very much look forward to working with him.”

Sandy Begbie, said: “I am absolutely delighted to be joining Tesco Bank at this exciting time in its development. There is a great opportunity for the Bank to make a real difference for Tesco customers and the transformation programme will allow us to realise that opportunity. I am looking forward to working with Gerry, his Executive team and Tesco Bank colleagues to deliver on this programme.”

Key details: • Sandy joined Tesco Bank on 11 February 2019 • Most recently Sandy was Director of Global People, Organisation and Culture Integration at Standard Life Aberdeen Plc., as well as being their Lead Executive for China and Hong Kong • Prior to Standard Life Aberdeen, Sandy has held roles at Standard Life, Aegon UK, Scottish Power and the Royal Bank of Scotland • Sandy was appointed a CBE in the Queen’s Honours List in 2018 for services to business and social inclusion

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F I V E FA B. . .

‘Five Fab’ showcases five fab things that our readers can enjoy including, eating out, entertainment, useful gadgets, employee benefits, business services and much more.

In this issue, we showcase five meetings and events venues across Scotland, which offer all the typical business centre facilities.

Glasgow Hilton Glasgow,

1 William Street, Glasgow, G3 8HT Tel: 0141 204 5555

Description: Hilton Glasgow is a premier hotel for meetings and events in Scotland, showcasing a prime city centre location and world class facilities. Choose from 15 flexible and fully equipped function rooms, including an entire floor dedicated to meetings and events.

For conferences, banquets and grand celebrations their striking Grand Ballroom can accommodate up to 1,000 Guests. Whatever the scale and complexity of your event, their experienced Meetings and Events team will accommodate your every need.

Meeting and Event Highlights • 10 Meeting Rooms • Crowne Plaza Meetings Director • 280 Largest Room Capacity • Two-hour response guarantee • 680 sq.ft. Total Area of Meeting Space

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F I V E FA B. . .

Aberdeen

Edinburgh

Aberdeen Airport, 2 International Gate, Dyce, Aberdeen, AB21 0BE

1 Festival Square, Edinburgh EH3 9SR

Crowne Plaza,

Sheraton Grand Hotel & Spa

Tel: 01224 608350

Tel: 0131 229 9131

Description: The conference centre has its own seperate entrance to the main hotel and comprises of 10 meeting and events rooms. All 10 rooms have natural daylight and open out onto a spacious lobby that has bar and tea and coffee facilities.

Meeting and Event Highlights • 10 Meeting Rooms • 280 Largest Room Capacity • 680 sq.ft. Total Area of Meeting Space • Crowne Plaza Meetings Director • Two-hour response guarantee

Description: Edinburgh’s UNESCO World Heritage city centre is best explored on foot and the Sheraton Grand is ideally located to discover its outstanding history and architectural beauty. Wake up fully rested in our dreamily comfortable Sheraton Signature Sleep Experience™ beds and enjoy inspiring views of Edinburgh Castle from our Castle View Rooms & Suites.Spend your day exploring the closes off the Royal Mile or browsing the shops on George Street before escaping to Scotland’s most renowned urban thermal spa experience, One Spa. Meeting and Event Highlights • 10 Meeting Rooms • Crowne Plaza Meetings Director • 280 Largest Room Capacity • Two-hour response guarantee • 680 sq.ft. Total Area of Meeting Space

Dundee

Peebles

1 Argyllgait, Dundee, DD1 1PZ

Cardrona, Peebles, EH45 8NE

Hampton by Hilton

Macdonald Cardrona Hotel, Golf & Spa

Tel: 01382 725200

Tel: 0344 879 9024

Description: After a busy day of sightseeing or meetings, unwind in the hotel bar and lounge with a variety of international and local dishes. Stop by the 24/7 hub for single serve beverages, snacks and travel essentials. Get in a workout in the 24-hour fitness center with a range of cardio equipment and free weights. When you need to gather colleagues for a meeting, use their flexible space for up to 50 people.

Description: Macdonald Cardrona Hotel, Golf & Spa in Peebles, offers luxurious contemporary accommodation set in timeless natural surroundings. With the hotel’s scenic location on the banks of the River Tweed you’ll discover a relaxing haven - just 40 minutes outside Edinburgh and 90 minutes from Glasgow and the North of England - nestled amidst the tranquillity of the Scottish Borders landscape.

Meeting and Event Highlights • Audio/Visual Equipment Rental • Business Centre • Business Phone Service • Complimentary Printing Service

Meeting and Event Highlights • Four air-conditioned meetings rooms • Private lounge and terrace • Event suite capable of hosting up to 240 people for a conference

• • • •

Fax Meeting Rooms Photo Copying Service Printer

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F E AT U R E

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F E AT U R E

: BREXIT

IT’S TIME TO GO‌ With the UK on course to leave the European Union on Friday 29th March, HR is at a more important stage now than ever, in terms of planning and managing talent. Andy Moore takes a closer at how practitioners can prepare when managing employees and recruitment for a life outside the EU.

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F E AT U R E

W

hatever your views are on Brexit, there’s no doubt the proposed departure from the EU will create a significant level of change for Scottish HR practitioners. There’s little denying it has been a hot topic for all businesses and people professionals for well over two years.

Now, depending on the outcome at the end of this month, recruitment, talent management and potential employment changes remain a key priority for people managers.

Jamie Kerr, a partner (immigration) at Burness Paull is an expert on the challenges and opportunities facing people managers, having consulted

employers and their employees on Brexit over the past few years.

“HR teams are going to be really important as they fulfil a classic role as a bridge between employees and management,” he explains. “Their role intrinsically comes into its own under Brexit. Firstly, in terms of managing existing EU employees – but also in a wider objective under future workforce planning and talent management.”

Jamie says that HR can assist management with business and talent planning issues - with practitioners sitting between staff, playing a pivotal part in the process. No one will deny there has been a degree of conflicting information and uncertainty for

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practitioners throughout the process, though now is the time to factor in all potential aspects.

“If you take the view that European skills will be more difficult to get, HR needs to consider what needs to be done now,” Jamie advises. “It needs to work out what the answer to this might be.

For example, recruiting more from within the UK, and what its basic workforce planning strategies will look like such as training and apprenticeships.”

So how can HR look after existing EU nationals and offer advice?

HR needs to think about existing EU employees and how they are dealt with, he says. Working on the basis of

F E AT U R E

limit to the types of financial services and fintech innovation that can be generated.”

Meanwhile, Jamie Kerr (pictured) suggests businesses that have vital roles to be filled from the EU must be aware of visa changes

a deal or no deal, HR can safely assume that EU employees can continue living in the UK for a certain time, he reminds practitioners.

“But EU nationals will have to register their status,” Jamie reiterates. “Employers have a role to play in encouraging affected staff to register. The registration system will eventually become mandatory after the transition period of June 2021.”

After this date, HR may assume a different role where there will be pressures around employment issues that result from employing people who have not registered.

Above all, early and clear employee communication is vital, he advises, adding that the Home Office and other authorities are now starting to pull together coherent information for employers and colleagues.

After staff communication, HR’s remit will be what kind of support it will offer colleagues. But remember Brexit affects other groups of people, for example British nationals with spouses and children who are EU nationals.

“The aspect most EU nationals are craving now is even more accurate information,” Jamie points out. “The registration system is complicated in that there is an old version for EU nationals with permanent residence, and a new system for those with settled status, which is broadly similar.”

This creates a ‘really good’ opportunity for HR to engage with their workforce, he says, and it provides another window for employees and employers to work with unions.

Hakan Enver from Morgan McKinley raises the question that added residency barriers for EU nationals could be offset by an easing of visa barriers for qualified professionals; particularly from highly competitive hubs in Asia and the United States.

Hakan uses the financial sector as an example, saying: “We are forced to think outside the EU paradigm, which might be uncomfortable, but it may offer opportunities for a truly meritocratic visa system. This would enable recruitment from top financial services cities and tech hubs worldwide.”

Although some businesses may need to justify housing their European operations here, he believes there will be opportunities out of change.

He adds: “Some of those jobs might disappear, but industres change. With a truly global talent pool, there’s no

further down the line.

“What Brexit does is really lead businesses to think more strategically about different skills and talent they need at a time when the labour market is tight,” Jamie sums up. “Weighing up important EU legislation that could be phased out is a difficult question because the plan after leaving could be to replicate some EU laws in the UK.” Ultimately, whatever the outcome, HR eyes will have to turn to broader talent management issues, for example up skilling, training and apprenticeships. The journey ahead might be long. But it will have horizons.

Brexit Best Practice • HR teams are a bridge between employees and management

“The aspect most

• Employers can encourage affected staff to register their status

EU nationals are craving now is even more accurate information,

• After June 2021, HR will be faced with pressures around employment issues • Above all, early and clear employee communication is vital • Brexit also affects non EU nationals

“

• Opportunities for employees and employers to work with unions • More info: www.gov.uk/government/ publications/eu-settlement-schemeemployer-toolkit

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S TAT S

Work: The Clash of Generations It’s predicted that by 2020 the global workforce would be dominated by millennials (35%) and generation X (35%), with baby boomers only making up 6%. For business owners navigating this gap in the workplace, recruiting talent is one challenge. The other is successful employee management and retention. Instant Offices’ have considered what is important to each age group, and how employers approach the age gap.

Workplace gaps in generational diversity • • • •

Baby boomers: born between 1946 and 1964 Gen X: born between 1965 and 1980 Millennials or Gen Y: born between 1981 and 1996 Gen Z: born mid-1990’s to mid-2000’s

Attitudes and aspirations in the workplace • Baby boomers: aspire to have job security and think careers are defined by employers • Gen X: aspire to have a work-life balance and although are loyal to a profession will not necessarily stick with the same employer • Millennials or Gen Y: aspire to have freedom and flexibility – they are digital entrepreneurs • Gen Z: aspire to have security and stability; they are career multi-taskers taking advantage of the gig economy • Differences between generational needs • Eight in 10 millennials look for a manager to act as a mentor or coach • Baby boomers want a boss to be ethical, fair and consistent • 61% Generation X, and 55% of millennials, think team consensus is important • When it comes to motivation, boomers are attracted to more money and working in an innovative environment, while millennials look for company values Across the generations, happiness at work means different things to different people. 18-34-year olds want to feel appreciated, have pride in the organisation and a feel sense of accomplishment are the top three factors. For 55+year olds, being treated with fairness and respect, feeling appreciated and good team management are at the top of their lists.

Where millennials thrive against other generations

Having grown up with the internet, it’s no secret that Gen Y and Z are digitally native. Where their older counterparts may fall short to grasp all digital changes, seven in 10 managers feel these younger generations are equipped with

the skills the older generations are not.

In fact, 40% of employers admit to relying on younger employees and graduates for their digital skills.

What does the generations have in common?

Surprisingly despite their differences, and thoughts about the workplace, there are some similarities between the working generations.

• Flexible schedules and flexible working – Around 74% of millennials, and 94% of baby boomers, want a flexible schedule that works for them. The popularity of the ‘standard’ 9-5 appears to be on the decline as it looks as if most employees are interested in flexible hours and telecommuting. In addition, hot-desking and shared spaces appeal more to millennials than rows of desks and fixed computers, which baby boomers would be more used to.

• Making an impact – Gen Y employees are willing to stay at a company that shows appreciation for their work. Millennials, gen X and baby boomers all aspire to make an impact within an organisation, as well as be recognised for their work. Managers should, therefore, start actively empowering and encouraging employees of all generations to succeed.

• Motivation – The common thread that ties all employees together when it comes to company loyalty and motivation is simple – appreciation. When it comes to employee tenure, companies with a strong recognition programme have a lower staff turnover.

According to research 40% of employers admit to relying on younger employees and graduates for their digital and tech skills instead of training mid to senior employees. Given the right opportunity and with the proper guidance, the digitally skilled youth of the country could potentially provide a solution to organisations struggling to upskill their workforce to compete in the digital age.

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LEGAL BITES

Legal Bites Legal Bites is our employment law feature with bite size legal updates from a range of our employment law partners.

Working time: what records do employers need to keep?

by Julie Keir, Brodies LLP

In terms of the Working Time Regulations, employers are under an obligation to keep and maintain records that are ‘adequate’ to show that: • Working time (including overtime) for all workers who have not opted-out does not exceed 48 hours per week on average; and • The limits on night work have been complied with.

Records must be kept for two years from the date on which they were made. There is no requirement to keep records in relation to rest breaks and rest periods.

The Regulations do not specify what format records have to take. Guidance published by the Health and Safety Executive states that employers don’t necessarily have to create records specifically for the purposes of showing compliance with the Working Time Regulations. It may, therefore, be possible to use existing records maintained for other purposes such as pay.

There is also an obligation to keep up-to-date records of all workers who have signed agreements opting-out of the 48-hour maximum working week. This could be a list of the

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LEGAL BITES

“There is also an obligation to keep

Discussing mental health at work proving difficult for employees

up-to-date records of all workers who

have signed agreements opting-out of the 48-hour maximum working week

”

by Lee Craig, Law At Work

relevant workers’ names together with copies of the signed opt-out agreements. There is, however, no need to keep records of the hours actually worked by these workers.

Do the Regulations go far enough?

The Advocate General has recently given his opinion in a Spanish working time case called Federación de Servicios de Comisiones Obreras v Deutsche Bank SAE. If this opinion is followed by the European Court of Justice it will cast doubt on whether the Regulations go far enough to comply with the requirements of the Working Time Directive.

In the case, Spanish trade unions brought an action against Deutsche Bank seeking a declaration that the bank was required to set up a system recording the actual number of hours worked each day by its full-time employees.

The bank’s position was that there was no such obligation under Spanish law, only an obligation to record overtime hours.

The Advocate General ruled that the Working Time Directive requires employers to set up a system for recording the actual number of hours worked each day for workers who have not expressly agreed to work overtime. Without a system for measuring the number of hours worked, there can be no guarantee that all the limits laid down by the Directive (in relation to maximum weekly working time, rest breaks, daily and weekly rest periods etc.) will actually be observed or that workers will be able to exercise their rights.

Member states would be free to determine the required method of recording working hours.

What next?

The opinion of the Advocate General is only advisory and, although followed in the majority of cases, is not legally binding on the ECJ.

A recent survey has suggested that people at their place of work would be uncomfortable discussing mental health issues for the following reasons: • Anxiety of how they might be perceived by co-workers (82%) • Concerns over harm to career prospects (78%) • Embarrassment (76%) • Fears they would not be trusted with more responsibility (69%) To support employers and employees, Law At Work are pleased to offer the following training options: • Scottish Mental Health First Aid (NHS Accredited Course) For organisations who wish to appoint mental health first aiders; develop existing first aider skills and for delegates who wish to increase their knowledge of mental health first aid • Mental Health Awareness for Managers (NHS Matched Course) For organisations who wish to develop managers’ skills in approaching the subject of mental health discussions in the workplace.

Gender pay gap reporting

By Seanpaul McCahill, Navigator

E

mployers with 250 or more employees had to publish their pay gap figures for the first time by 4 April 2018, and for some it was a time-intensive process. The second round of reports will be due again for many around the same time this year, and while it may be easier this time around if you need only update your spreadsheets, there is some added pressure now that there will be figures to compare against.

The main intention behind the Gender Pay Gap Regulations is not merely to shame employers (although that is arguably a large part of it), but to encourage employers to take steps to reduce the pay gap. As such, many employers who had significant pay gaps last year may now be under the spotlight to explain what they have done (if anything) to reduce their gap.

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F E AT U R E

Let the 2019 Awards Nominations begin!

Nominations for this years Hr NETWORK National Awards 2019 have opened and this is your chance to RECOGNISE, ACKOWLEDGE and REWARD your Scottish HR champions in 2019.

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ominations for this years Hr NETWORK National Awards 2019 have opened and this is your chance to RECOGNISE, ACKOWLEDGE and REWARD your Scottish HR champions in 2019.

With 18 awards categories including a brand new award for Diversity & Inclusion and HR Project of the Year, which are FREE to enter, will determine the top performing HR people, teams, projects and organisations in 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 2019.

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

The winners will be announced at the annual Hr NETWORK Awards Gala Dinner taking place at the hugely impressive Glasgow Hilton on Thursday 14th November 2019.

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

PEOPLE These categories focus on individuals (except for the HR Team category).

Judges are looking for exceptional individuals who MUST demonstrate that they are at the top in their respective role.

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

F E AT U R E

Award categories and typical nomination summary:

HR Graduate of the Year – sponsored by:

Learning & Development Award of the Year sponsored by:

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

For further information visit: http://www.hrnetworkjobs.com/ learning-and-development-award-ofthe-year/

NEW AWARD HR Project of the Year Typical Nominees: Nominations in this category will either be on behalf of the whole organisation or be individuals or teams who have successfully delivered a significant people focused project with a sustained high level of excellence throughout the projects lifetime.

Nominees will be nominated by the Chief Executive or Senior Manager responsible for commissioning the project.

For further information visit: www.hrnetworkjobs.com/hr-project-ofthe-year/

HR Specialist of the Year 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/HRSpecialist-of-the-year/

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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 2018. Nominees in this category will be nominated by their lecturers or course tutors rather than their employers.

For further information visit: www.hrnetworkjobs.com/HR-Graduate-of-the-year/ Corporate Responsibility Award of the Year sponsored by:

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.

For further information visit: www.hrnetworkjobs.com/corporateresponsibility-award-of-the-year/

F E AT U R E

Attraction and Resourcing Award of the Year sponsored by:

Typical Nominees: Nominations will either be on behalf of the whole organisation or senior managers, inhouse 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 inhouse recruitment function. Nominees will be nominated by the Head of HR, Executive Director or CEO. For further information, visit: www.hrnetworkjobs.com/attractionresourcing-award-of-the-year/

HR Business Partner of the Year 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-businesspartner-of-the-year

HR Assistant/HR Officer of the Year Typical Nominees: Nominees will be entry-level HR practitioners whose role generally involves providing administrative support within the HR function.

They may work in a general administration support function within HR or within a specific HR discipline such as recruitment, learning and development or reward, for example. Nominees at this level may also include HR practitioners who provide advice and guidance to staff and managers within the organisation. Nominees will be nominated by Head of HR or Manager responsible for HR within the organisation - Read more: For further information visit: www.hrnetworkjobs.com/hr-assistantofficer-of-the-year/

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Employee Engagement Award of the Year Typical Nominees: Nominations will either be on behalf of the whole organisation or can typically be senior managers/ specialists or teams responsible for the overall planning and implementation of key employee engagement and development initiatives and strategies.

Such individuals may not necessarily be members of the HR/OD function.

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

F E AT U R E

Organisational Development Award of the Year sponsored by:

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

For further information visit: www.hrnetworkjobs.com/organisational-development-award-of-the-year/

HR Manager/Advisor of the Year 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.

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

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Health & Wellbeing Award of the Year sponsored by:

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

For further information, visit: www.hrnetworkjobs.com/new-healthand-wellbeing-of-the-year-award/

F E AT U R E

NEW AWARD Diversity & Inclusion Award 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/talent-management-programme-of-the-year/ Best Employer/Workplace of the Year HR Team of the Year Typical Nominees: Nominees in this category may be an established HR Team, or alternatively may have come together to form a team to complete a specific project. Nominees will be nominated by their HR Directors or senior Managers who has responsibility for HR within the organisation. Please note that when nominating in this category, a nomination in one of the other categories is also required.

For further information, visit: www.hrnetworkjobs.com/hr-team-ofthe-year/

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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/

F E AT U R E

NATIONAL AWARDS 2019

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

Chief Executive of the Year sponsored by:

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

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

HR Director of the Year sponsored by:

Typical Nominees: Nominees will be the most senior HR professional within the organisation operating at or near Board level. They will be responsible for design and execution of an integrated HR strategy or plan. Roles at this level may typically be entitled Head of HR of Head of Human Capital or similar.

Nominees will be nominated by their Chief Executive or Chairman of the Board.

For further information, visit: www.hrnetworkjobs.com/HR-Directorof-the-year/

Typical Nominees: The Outstanding Contribution to Scottish HR or The Lifetime Achievement Award is Scottish HR’s most prestigious award made to an individual who has an established history of distinguished service to the HR profession either as a practitioner, academic or consultant or may be someone who has successfully transcended different areas of the HR profession.

The individual will have made a lasting contribution to HR practice and has demonstrated excellent leadership qualities and provided inspiration to others in the sector.

The 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.

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 14th November 2019, please contact: Tel: 0131 625 3267 or email: awards@hrnetworkscotland.co.uk

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THE BOOKSHOP

Between The Lines Rising Strong

by Brené Brown The physics of vulnerability is simple: If we are brave enough often enough, we will fall. This is a book about what it takes to get back up and how owning our stories of disappointment, failure, and heartbreak gives us the power to write a daring new ending.

Struggle can be our greatest call to courage and Rising Strong, our clearest path to deeper meaning, wisdom and hope.

In A House of Lies

by Ian Rankin Everyone has something to hide A missing private investigator is found, locked in a car hidden deep in the woods. Worse still - both for his family and the police - is that his body was in an area that had already been searched.

Everyone has secrets Detective Inspector Siobhan Clarke is part of a new inquiry, combing through the mistakes of the original case. There were always suspicions over how the investigation was handled and now - after a decade without answers - it’s time for the truth.

Nobody is innocent Every officer involved must be questioned, and it seems everyone on the case has something to hide, and everything to lose. But there is one man who knows where the trail may lead - and that it could be the end of him: John Rebus.

Bring Them Home

by D. S. Butler When two young girls disappear from their primary school, the village of Heighington is put on high alert—and not for the first time. Called in to investigate, Detective Karen Hart is sure that parallels with a previous disappearance are anything but coincidental. DS Hart is still reeling from a case she tried and failed to solve eighteen months ago, when a young woman vanished without a trace. She’s no nearer to the truth of what happened to Amy Fisher, but with two children missing now too, the stakes have never been higher. As she looks to the past for clues, she must confront her own haunting loss, a nightmare she is determined to spare other families.

Remarkably Easy: How to get out of your own way and unleash your brilliance

by Danielle Macleod You’ve got so much you’d love to do with your life and somehow you never have enough time, or confidence, or self-belief. You want bigger relationships, more impact, more connection and more energy.

You’d love to be a green Smoothie, yoga bending, positivity ambassador in the world but that’s not real life is it? Life is just a bit harder than all that when you don’t have the money or the talent or the loving partner at your side. What if it was easy? What if you could take the tiniest steps to shake off the voice that tells you you’re not good enough and you could get on with making all those things you long for real?

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Fing

by David Walliams Myrtle Meek has everything she could possibly want. But everything isn’t enough.

She wants more, more, MORE! When Myrtle declares she wants a FING, there’s only one problem… What is a FING? Mr and Mrs Meek will do anything to keep their darling daughter happy, even visit the spooky library vaults to delve into the dusty pages of the mysterious Monsterpedia. Their desperate quest leads to the depths of the jungliest jungle where the rarest creatures can be found. But will they ever find a FING?

Hr MARKET Promote your brand, products and services to Hr NETWORK members

Hr MARKET offers leading HR product and service provider organisations the opportunity to reach our members through a wide range of online marketing and social networking channels, enabling them to showcase and market their brand, products and services, through rich content news, messages and campaigns.

Some Features of Hr MARKET •

A full company bio, highlighting the unique features of your product or service

•

Branded with your logo

•

Image gallery

•

Youtube or Vimeo video

•

Latest news particular to your business as featured on HrNETWORKjobs.com

•

Feature bios of the key people in your organisation

•

Integration with your Twitter feed

•

Details of your forthcoming events

•

Contact information for multiple addresses if required

•

Google Map of your location and directions to get there

To find out more about how Hr MARKET could benefit your business please contact the Hr NETWORK Team on Tel: 0131 625 3267 or email: subscriptions@ hrnetworkscotland.co.uk

F E AT U R E

Hr NETWORK Conference 2019

SMART CULTURE Thursday 9th May 2019 – EDINBURGH

The Hr NETWORK ‘SMART CULTURE’ Conference and Exhibition will take place on Thursday 9th May 2019 at the Hilton Grosvenor Hotel in Edinburgh’s West End. The organisers of the Conference are delighted to confirm the breakout session topics and will confirm the Key Note speakers very soon!

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THURSDAY 9TH MAY 2019

2019

F E AT U R E

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F E AT U R E

SMART CULTURE

A number of leading industry experts charged with the people strategy within some of the UK’s most creative and innovative organisations will talk about the strategies they have implemented as part of their commitment to preparing their organisations for the extensive range of benefits associated with a smart culture.

This One Day Conference will take place at The Hilton Grosvenor Hotel in Edinburgh’s West End on Thursday 9th May 2019 in Edinburgh, and will also feature a range of traditional HR and people management sessions.

The workplace of today is more dynamic than ever before and so it demands a more innovative and creative approach to building a satisfying and rewarding environment for its employees. Attracting the best talent and driving employee engagement impacts happiness and ultimately affects employee performance.

The results for the organisation can be enormous.

Speakers from a range of award-winning organisations who, by adopting a Smart Culture approach, have increased productivity, enhanced job satisfaction and gained a clear competitive advantage in the marketplace and will share examples of some of their best practice.

The 11th Hr NETWORK Conference & Exhibition 2019 will explore the theme of ‘SMART CULTURE’ and provide delegates with insight and practical tips on the key themes that will form part of HR’s priorities in helping to shape the workplace of tomorrow.

“The workplace of today is more dynamic than ever before and so it demands a more innovative and creative approach to building a satisfying and rewarding environment for its employees” 34

F E AT U R E

KEYNOTE SPEAKERS & SESSION TOPICS The conference will feature two keynote speakers, one in the morning and one in the afternoon. The keynote speakers will be confirmed very soon. Please see below for a list of confirmed breakout sessions which delegates can choose one session from each stream:

Stream 1 Session 1 - Employee Experience: “Delighting your employees the same way as your customers” Session 2 - Smart Culture, Smart Workplaces, Smart Conversations…

Smart Employment Law Session 3 - Transformational HR: How HR can thrive in a world of disruption

Stream 2 Session 4 - Talent Foundations: Transforming talent at Tennent’s Session 5 - Transforming CYBG and Virgin Money - Creating high performance through purpose and culture Session 6 - Reward & Recognition: Creating a rewarding culture for all

Stream 3 Session 7 - From Employee Engagement to People Experience: How taking a joined up approach delivers business performance Session 8 - Learning & Development: Creating a leadership led approach to workforce development Session 9 - Strategic People Planning at Scottish Rugby: Transitioning from changing room to boardroom

Stream 4 Session 10 -Culture Masterclass: Understanding people & change

Session 11 - A Diverse Workforce: Embedding diversity & inclusion in the culture of the organisation Session 12 - Agile Working: The real impact on engagement and talent attraction

Delegate Costs:

• HR Practitioner (non commercial) - *£165+VAT • Others (including Consultants and independent advisors) - *£215+VAT • Group bookings available - Details available on request Please note costs include full access to the Keynote sessions, Breakout sessions and exhibitor areas plus lunch and refreshments on the day.

For further information on sponsor and exhibitor options or to book your delegate place, please contact the Conference Planning Team on Tel: 0131 625 3267 or email: subscriptions@ hrnetworkscotland.co.uk

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

Delegate package includes: • Keynote address • Choice of up to 4 sessions • Access to Exhibitor & Networking area

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• Lunch and Refreshments during the day *There are two delegate options to choose from. If you work as an HR Practitioner (non-commercial) please tick the ‘HR Practitioner’ box. If you are a Consultant or an Independent HR/Management Adviser please tick the ‘Other’ box. If you are unclear about your status, please contact Hr NETWORK to discuss your status.

Please note that the concession available to non-commercial HR professionals does not include a concession for delegates who are Chartered Members or above of the CIPD (Chartered Institute of Personnel and Development) who work in a commercial capacity as consultant or independent advisor and delegates should select ‘Other’ if you work in a commercial role within HR. Full terms & conditions of booking are available along with a booking form: https://www.hrnetworkjobs.com/ events/conference/

E D I T O R AT L A R G E

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E D I T O R AT L A R G E

A

s you step into work, do you get a rush of adrenalin thinking of the fun you’re about to have during the coming hours?

This scenario is probably not going to be reminiscent of the TV series, the Fun Factory and in most probability the lack of fun at work is hurting employee performance, according to the results of a survey of Scottish companies by Aberdeen University’s mindfulness studies programme team.

They are aiming to better understand how fun, if introduced or encouraged, has any impact at all in the workplace. Graeme Nixon, Director of Programmes at the university says: “The successful people I get to talk to as part of our research have

in common that they enjoy what they do. That’s not to say every day is a load of laughs but they derive enough happiness and satisfaction from their roles overall to see them through the tougher moments.”

Job satisfaction is one thing but for those employees who may not have that luxury and don’t want to change employer to find it, how can the place where they work be fun?

Elaine Smith, an Edinburgh-based behavioural psychologist supporting organisations looking to harness their employees’ efforts as fully as possible suggests that employers need to think small rather than big to inject fun into the workplace.

She says: “The two words should be able to be used together without any negative connotations but too

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many people think of them as contradictions. The problem, however, isn’t as major as some might think in order to make them work successfully together.”

Smith works with a number of organisations, such as Coorstek, a Glenrothes-based employer of 100.

HR Manager, Suzanne Stevenson, acknowledges that the ethos of her employer’s workplace has been all work and no play in order to maximise productivity but this has been turned on its head as a result of a recent employee survey. She said: “Half the workforce, aged under 25 after a major recent recruitment drive, made it clear that they wanted something more than we were providing as an employer.”

In line with other organisations

E D I T O R AT L A R G E

that Smith has and is working with, Coorstek has introduced various initiatives under the guise of ‘fun’ elements such as ‘super-causal Fridays’ building on the casual dress option already operating by providing an in-house lunch and soft drinks at the end of the day. Stevenson reports that the feedback from colleagues has been that the initiative not only creates a more relaxing environment but also encourages more interaction between colleagues leading to improved teamwork.

Smith points out that in order to create the right balance between staff having fun at work and ensuring productivity is maintained, employers need to box clever and be strategic when developing such initiatives. She points to a Glasgow-based public sector organisation she works with that struggles with issues ranging from employee retention to trust amongst colleagues.

The organisation, which asked to remain anonymous for the purposes of this article, realised that they had to lighten the mood in the workplace based on staff feedback and as such a number of projects are currently

being trialled aimed at fostering a lighter and hopefully, fun environment across their five sites.

Smith says: “Encouraging staff to identify what is needed to create the right work environment is key to its success especially in workplaces that have ingrained attitudes to the workplace being anything other than purely productive.”

Smith is helping implement various initiatives such as an internal social network which staff have complete

“Encouraging staff to identify what is needed to create the right work environment is key to its success...”

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control over, within parameters, as well as various social clubs being initiated offering options such as film shows and the opportunity to play sports.

The running of these employeefocused activities is allowed to be undertaken partly during working hours and which are subsided by the organisation.

At the other end of the ‘fun’ spectrum, according to Nixon, can be ideas linked to the material success of a business. As part of his research, he reports people are motivated by incentives that they can influence such as when corporate or personal milestones are achieved and which can be celebrated. He cites the examples of companies sharing the spoils of their financial success by holding events that staff can attend but which they must be involved in deciding the content of in order to maximise their impact.

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Nixon says: “Employees will work harder knowing that they’ll be rewarded for their efforts and acknowledged for their contributions.”

Such events Nixon has come across have included team away-days as well as the staple diet of quiz nights, prize draws and the like.

Both Smith’s work and Nixon’s research points to the fact that if people are happy when working they will give more of themselves but the link be-

tween ensuring work is enjoyable and fun as well as ensuring expectations are met is a conundrum. The Aberdeen University mindfulness team however have found that organisations that put effort into ensuring work is as fun as possible report enhanced levels of motivation, reduced stress levels, higher job satisfaction and improved job performance.

While most workplaces are light years away from the well-publicised

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fun options on offer such as snooker tables, sleeping pods and the like at some well-known technology and social media organisations, by introducing low cost or even cost-neutral ideas into the workplace to encourage the fun element, those employees with long faces on a Monday morning might be a thing of the past.

Neil is a practising and experienced HR generalist and a freelancebusiness journalist.

I N S I G H T C O L L A B O R AT I O N

Creative Collaboration

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uch has been written about the benefits of collaboration and sharing of ideas and knowledge during the innovation process. Less is known about the intricate skills required to integrate, or synthesise various raw materials in a way that will maximise creativity, and create innovations that help organisations out-perform their competitors. Here Manuel Sosa, co-author of a report entitled: ‘Where Do Stars Come From? The Role of Star versus Non-star Collaborators in Creative Settings’ examines the link with talented people and those open to collaboration.

By examining the creative performance of designers who have been granted design patents by the US Patent and Trademark Office over a 35-year period, we found that collaborating with star designers indeed significantly increases the chances of becoming a star. Interestingly, they found evidence that creative stars are more likely to possess creative synthesis skills required for creating breakthrough innovations and that they transfer such skill to their collaborators; skills such as the ability to understand existing innovation paradigms and create a new one by reconciling distant and often seemingly contradictory viewpoints and then continue to iterate and refine such a new paradigm until it leads to an outstanding innovation output.

“All of these creative skills are highly tacit and unlikely to be learnt through a book or in a classroom”

Why hire a star?

All of these creative skills are highly tacit and unlikely to be learnt through a book or in a classroom. While some creative stars may pick them up intuitively or through years of trial-and-error experience, the likelihood of someone absorbing these skills is much higher if they work in close proximity with someone who already possesses them. This allows innovators to observe, learn and practice synthesis skills from the star.

It is important to note that collaborating with stars doesn’t preclude collaborating with others who are nonstars. Both types of collaborators benefit the innovator’s

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creative performance and increase the likelihood of creating a breakthrough innovation.

In fact, some companies today avoid the idea of having a design team with a dominant star, and instead focus on the proven premise that diversity – having a wide-ranging pool of potentially innovative ideas – is key to creativity.

What we found is that as well as bringing with them new data and experience like a non-star, stars contribute a set of creative skills, rarely found anywhere else, that can have a lasting transformation of the innovator’s creative abilities.

Optimal conditions for long-lasting and extraordinary innovation The paper expands on this to assess the conditions required to maximise the chance of rising to stardom, and noted that this varies greatly depending on whether a star is part of the collaboration team.

When non-stars collaborate, shared expertise or a cohesive social network can limit diversity and steer the team towards “group think” negatively impacting creative output.

However, when non-stars work with stars, greater shared social network connections and closer similarities of their expertise facilitate the exploitation of creative synthesis skills.

That is, it helps to build a common insightful understanding of the problem at hand; it encourages collaborators to see similarities among their different perspectives and iteratively refine the most promising ideas increasing the likelihood of breakthrough innovations. Most importantly, such cohesive collaborative conditions facilitate the transfer of the tacit creative skills from stars to his/her collaborators, which in turn increases the chances of them becoming stars in the future.

INSIGHT WORKPLACE FRIENDSHIPS

Can You Be a Friend and Still Be the Boss?

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Increased trust: Knowing an employee well can translate to increased levels of trust and understanding in the workplace, allowing both parties to be more engaged and committed to supporting each other.

Loyalty: Strong bonds outside of work can forge an increased sense of loyalty at work.

Support: A mutual friendship makes it easier those you manage to ask for help, increase knowledge sharing and improve confidence all-round.

Better communication: Maintaining communication within a friendship can help translate into better communication professionally too.

Happiness: Being friends and forming bonds with employees enables you to speak freely, share frustrations and successes, and generally increase feelings of happiness.

Despite these benefits, transitioning from friend to boss still brings about changes in the relationship that need to be acknowledged by both parties.

hile it’s essential to build solid bonds with your team and colleagues, defining areas of respect, authority and productivity can be challenging when navigating the line between boss and friend. Here, John Williams from Instant Offices investigates the implications and shares some tips on how to be a boss and a friend.

The idea of friendship applies as much to our professional lives as it does to our personal ones. In fact, Maslow’s Hierarchy of Needs theory places the sense of belonging right up there with some of our most basic human needs acceptance, trust and love. Studies conducted

by Gallup, show having friends in the workplace makes you more engaged and happier, and that companies enjoy higher profitability and customer loyalty when friendships among colleagues are common.

But how do you navigate the fine line of being a friend who also must set boundaries as a boss?

Common Challenges When Transitioning from Friend to Boss

Inconsistency: It’s tough stepping in to reprimand a friend, but it’s important to maintain consistency across the board and not give someone a ‘free pass’ because you are friends.

Taking sides: Jumping to the defence of a friend is easy to do, but as the boss. It’s your responsibility to be as impartial as possible and look at the whole picture before making decisions so you don’t appear to be picking favourites.

Resentment: Other colleagues may find it hard to respect your new position and test the boundaries. It’s important to communicate and ensure you both know what the boundaries are.

Oversharing: As the boss, you should be able to speak freely and share frustrations with friends but beware of oversharing. Employees don’t need to know every problem the company experiences, and in some cases shouldn’t know sensitive company information.

Blaming: Having a friend you can trust at work is great for support, but don’t take frustrations out on them in the hopes that they can take it better than the employees you aren’t as close with.

Exhaustion: it can become emotionally draining to maintain the care-free friend persona while juggling stress, other work relationships and valuable business goals. Be sure to look after yourself in order to avoid burnout.

Can Bosses and Employees Be Friends?

The modern workplace is vastly different to how it used to be. In today’s office it’s not uncommon for the founder of a start-up to be younger than some of the team members they manage. Job promotions can place one peer in charge of their friends. The CEO of a small business may find the process of upscaling a challenge, as roles become more formalised and the business becomes more serious.

In a survey, which examined the main challenges of nearly 300 first-time managers, almost two thirds cited the transition from friend to boss as their biggest hurdle.

The good news is navigating the boss-friend dynamic needn’t be as tricky as you think.

Benefits of Friends at Work

Research shows that employee performance is significantly enhanced when co-workers develop a strong friendship.

As a boss, there are benefits to becoming closer to your employees:

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I N S I G H T G LO B A L E M P LOY E E B E N E F I T S

Global Employee Benefits It’s the same everywhere, right?

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ll over the world, there are companies expanding into new markets every day. The gig economy has business models that are instantly transportable across borders, if the right people are employed, and the local market wants them there. Here, Alan Ferguson, Director for employee benefits specialist beneficia looks at the benefits of global employee benefits programmes and the savings that can be made from using an international pool – also known as multinational pooling. The result is normally financial savings and better control of risks for most organisations.

Legislation across the globe is very different. What you can and can’t do in business can boil down to a judgement in a courtroom far from global HQ. Every country has its own rules around the state provision of benefits and around the compulsory cover or benefits that employees need to be given. The holy grail of developing a global benefit provision that is the same in every country is not worth chasing.

Compliance in local countries is crucial to avoid the wrath of local regulators or indeed the very employees that you are trying to engage.

It’s great that an employer would want to give a certain level of protection to employees’ families all over the world.

If the principle is, “this organisation wants all employees globally to be covered for a multiple of salary”, then the principle can run through everything you do as an employer, considering local conditions and plans.

It’s the same on medical. The principle of ensuring that employees can get quick and professional medical help or opinion can extend in lots of different ways, taking advantage of technology that is available. Your employees can access GP’s over video call wherever they are in the world.

Many organisations do not take advantage of the tools that are out there, either because they have a very disparate structure for delivery of their global benefits, or they are with a broker who delivers a piecemeal service.

Multinational Pooling has been around for many years. It is a method that global companies use to manage the risk

of their employee benefit plans throughout the world. The different employee benefit programmes are combined to form an international pool. The result is normally financial savings and better control of risks.

You don’t need loads of global offices (UK + 1 other), and you don’t need hundreds or thousands of employees (20+), so why is it so many companies ignore the benefits of this.

There are many solutions and looking at this will provide an insight into a better structure, one where a return of capital through dividends is possible.

What if there was assistance on wellbeing costs, readily available from your provider? Would you take that?

One of the major international players will cover up to 50% of the cost of any initiative, typically around areas such as: •

Virtual GP

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Healthcare Diagnostics

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Mental Health

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Mindfulness coaching

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Line Manager Mental Health Training

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Corporate Health Screening

This is looked at on a case-by-case basis. Could this help you kickstart a new initiative

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I N S I G H T: A R T I F I C I A L I N T E L L I G E N C E

AI – Providing an alternative staff handbook?

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emember when you arrived for your first day of work at a new company?

After your induction, tour of the office and attempt to memorise dozens of new names, your first concern was that your computer login worked, quickly followed by which cup in the kitchen cupboard was appropriate to use. Here, Louise Rogers, CEO of Human Resources Intelligence identifies how modern technology is addressing this predictable cycle of events, and how AI is answering questions when the staff handbook can’t be found.

It is, however, very easy to get distracted. Strategic thinking is quickly interrupted by operational demands as colleagues seek answers to their HR questions. Often, the experienced HR team does not provide advice, just answers that are already available in the staff handbook. I’ve experienced this time and again, and have dreamed of a team member dedicated to answering simple questions – without the need to worry about what cup in the kitchen they’ll use!

This is the role of Artificial Intelligence, or AI. Advances in technology have already changed how products are manufactured, predicts behaviour in how and when we shop and offers suggestions to solve our problems. By using this technology, employees can get instantaneous answers to simple questions, whereby freeing up the time of experienced HR professionals.

This approach could have been a valuable addition to my team during my time as Head of HR for a national financial services company. As a small team we relied on one person to respond to email enquiries that were often of a generic nature. The person left the business to pursue a great career opportunity for them but that left a very big gap in our already busy team.

When guidance was required by employees in addition to generic HR queries, my team worked hard to meet our agreed service levels and initiatives that added extra value were replaced by reactive responses.

There will always be a role for human interaction for advice and support, but for generic information contained in a staff handbook, using AI would have been a far more effective and cost-effective approach.

Professional services have to keep pace with advances in technology. The accountancy profession is in the midst a digital transformation to bring tax accounting online, insurance services are supported by ‘live chat’ functions and I believe that the next advancement is replacing the staff handbook with an AI chatbot.

The staff handbook you were given at 9am on your first day was in your top drawer by 3pm, and remained there for the duration of your tenure.

A few months later, you had a question. When are the public holidays? What is the maternity policy? Where are the forms I need to complete for my performance review?

It’s all in your staff handbook… but that remains buried at the bottom of your drawer.

I’ve been a HR manager for nearly 20 years, working in

a variety of industries to offer strategic support to develop a company’s growth and performance. It’s a busy role that is proactive in its approach, and reactive in its nature.

Diagnosing issues within a business, and devising initiatives to overcome challenges is immensely gratifying and can add true value.

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EXTRA

Creating a committed workforce

by Dr Ali Fenwick

Using Social Exchange and Social Identity to enhance Psychological Attachment within an ever-changing Workplace Organisational commitment is probably the most researched construct in organisational behavioural research to date. In the last 50 years, research in organisational commitment has made huge advancements in terms of its definition, conceptualisation and application.

Organisational commitment is generally defined as a psychological state or mindset that binds an employee to an organisation. Both researchers and practitioners have found much value in understanding how organisational commitment develops to create practical methods and policies to enhance commitment in the workplace.

Organisational commitment has been linked to various work outcomes such as turnover, absenteeism, pro-

ductivity, well-being and counter-productive behaviours that influence organisational performance.

Due to the changing nature of work and market dynamics such as virtual working environments, contingent workers, temporary contracts, global assignments and work-life balance labour set-ups, some scholars have challenged the value of organisational commitment for businesses in today’s day and age.

However, these external factors have only led to the increased and diversified focus of organisational commitment as an important factor for organisational success today and in the future.

As organisational commitment research has evolved to address new

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working conditions, focus areas, and environments, there appears to be a need to re-evaluate existing conceptualisations and measurements of the organisational commitment construct.

Commitment scholars have addressed inconsistencies and methodological flaws in current mainstream conceptualisations and models of organisational behaviours. These deductions can be attributed to both theoretical and empirical findings reflecting an enriched understanding of both the conceptualisation and the mechanisms governing commitment development.

Moreover, the sheer complexity and diversity of the extent research are demanding approaches and simpler models to reflect organisational commitment

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in a modern world. One could argue that the evolution of organisational commitment research, relative to other disciplines within organisational behavioural research, has matured to such an extent that converging insights from existing commitment research (or other similar areas of organisational inquiry relating to the employee-organisational relationship) could generate more inclusive results.

To answer recent calls in the commitment literature for re-assessment of the organisational commitment construct, and to broaden the general understanding of how employees become attached to the organisation, this research aims to address pressing theoretical and empirical related issues connected to the dominant view of commitment development in the workplace. My study aims to achieve this by proposing an improved conceptualisation of organisational commitment and combining it with other organisational behaviour constructs.

The main assumptions underlying my research are first that the current commitment literature is in need of re-assessment of the organisational commitment construct. And second, other theories related to commitment development should be considered to better understand the development of psychological attachment within the employee organisational relationship.

Therefore, the main research questions to be answered are: • Which main theoretical and methodological issues need to be addressed when reconceptualising the dominant view of organisational commitment?”

• “Which other organisational theories can be assessed to provide a richer perspective to the development of psychological attachment within the employee – organisational relationship?”

Addressing these two main questions within my research provide advancement to both theory and practice. First, by reviewing the extant literature and addressing theoretical and empirical inconsistencies this study highlights the most critical issues pertaining to the dominant approach of organisational commitment investigation.

Second, theoretical advancements can be proposed to existing conceptualisations of organisational commitment and empirically tested, either in the current study or in future research.

Third, other theories might provide a richer perspective to the development of psychological attachment within the employee – organisational relationship, enabling new model development and testing.

Though a trend in many other disciplines, little research has been devoted to doing so within the commitment literature due to the breadth and depth of the extant literature.

Last, findings from combined efforts could provide practitioners with new insights and tools to foster stronger attachment between employees and organisations in various organisational settings and conditions in today’s changing nature of work.

In today’s fast moving and highly

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competitive business environment organisations are looking for new ways to implement and utilise organisational resources strategically to enhance organisational value and achieve a firm-level competitive advantage.

However, due to the changing nature of work the definition of a job in a more traditional sense is steadily dying out. This has consequences for the role human resources play in the value creation process. Investigating the psychological relationship between the individual and the organisation has been an important contributor toward understanding how human capital affects performance.

Organisational commitment is a psychological concept that serves as a foundation for work relationships guiding career and organisational development.

As organisational commitment research has evolved to address new working conditions and global environments, there appears to be a need to re-evaluate the concept of commitment in a modern business world.

Findings from this research have resulted in the development of a socio-cognitive model of organisational commitment, uncovering underlying mechanisms within the psychological – performance link, and provide new and effective approaches to talent engagement, employee well-being and psychological attachment in a rapidly changing and diversified workforce.

Today’s changing nature of work requires better understanding and utilisation of psychological concepts within organisations to effectively engage, connect and retain human capital.

EVENT PLANNER

Welcome to our Events Planner Page. Here you will find all the forthcoming events and event reviews being held by Hr NETWORK and a wide range of our partners and supporters.

Other forthcoming events….

• Hr NETWORK Annual Leaders Dinner - Wednesday 8th May, Edinburgh Hilton Grosvenor Hotel, Edinburgh • Hr NETWORK Nominees Lunch Thursday 24th October - Sheraton Hotel and Spa, Edinburgh

Carer Positive and Scottish Business Pledge Seminar Do you have staff with caring responsibilities and find it challenging to know how to support without losing them? Do you want to hear from others about how they have gone some way to get the balance right – helping both the employees and the business benefit? Hosted by the University of Strathclyde, which is both a Carer Positive and Business Pledge employer, the Seminar will give delegates the chance to discuss their own experiences of carer employees in their organisations and challenges they may have faced in supporting and retaining these staff members.

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Date: Wednesday 6th March 2019 Venue: University of Strathclyde, The Technology and Innovation Centre, 99 George Street, Glasgow, G1 1RD

For further details: https://www.eventbrite.co.uk/e/carer-positive-andthe-scottish-business-pledge-tickets-55521698896

THURSDAY 9TH MAY 2019

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Hr NETWORK Conference & Exhibition 2019 •

Date: Thursday 9th May 2019

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Venue: Edinburgh Hilton, Grosvenor Street, Edinburgh

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Registration: 8.30am

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Conference close 4.50pm

For further details: https://www.hrnetworkjobs.com/events/ conference

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• Hr NETWORK Awards Gala Dinner, Thursday 14th November 2019, Glasgow Hilton If you have an event you would like us to promote or review, please contact the events planning team – email: subscriptions@hrnetworkscotland.co.uk

SSE are proud to be involved in the growth of women’s football in Scotland and England through our sponsorships of the SSE Women’s FA Cup and the SSE Scottish Women’s Cup. Our ambition is to support girls at all ages within Scotland and England to have access to kick a ball and join the women’s football community from grassroots to the elite.

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