HrNetwork Volume 15 Issue 1

CONTRIBUTORS

NEIL ARCHIBALD

Founder and Publisher:

Editor At Large: Apprenticeships p. 32

Lee Turner lee@hrnetworkscotland.co.uk

Neil is a freelance business journalist who has previously held senior HR positions

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

TONY BOOTY

Deputy-Editor:

Insight: Flexible Working p. 42

Teresa Flannigan editor@hrnetworkscotland.co.uk

Tony is director of Abintra, the flexible workplace specialist

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

BURAK KOYUNCU Insight: Emotional Intelligence p. 43

Editor’s Assistant/Admin:

Burak is workforce solutions director with Lee Hecht Harrison Penna

Marion Robertson editor@hrnetworkscotland.co.uk

Advertising/Sponsorship:

MOSTAFA SAYYADI

Donna Turner advertising@hrnetworkscotland.co.uk

Insight: Transformational Leadership p. 44 Mostafa works for Institute of Management Consultants in Victoria, Australia

Design: Media Avenue Ltd and Alliance Creative Hr NETWORK now available on:

JESSICA FRENCH Insight: Social Interactions p. 45

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

Jessica is learning and development manager at CABA

Twitter: www.twitter.com/HrNETWORKNews YouTube: www.youtube.com/user/hrnetworkscotland

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

The views expressed in Hr NETWORK (SCOTLAND) are those of invited contributors and not necessarily those of Media Avenue Ltd. Media Avenue Ltd does not endorse any goods or services advertised, or any claims or representations made in any advertisement in Hr NETWORK (SCOTLAND) magazine and accepts no liability to any person for loss or damage suffered as a consequence of their responding to, or placing reliance upon any claim or representation made in any advertisement appearing in Hr NETWORK (SCOTLAND) magazine. Readers should make appropriate enquiries and satisfy themselves before responding to any such advertisement or placing reliance upon any such claim or representation. By so responding or placing reliance readers accept that they do so at their own risk. Š Media Avenue Ltd. 2019

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WELCOME

September 2019 This Issue Andy Moore takes a look at the many benefits that employers can gain from charitable giving and speaks to a couple of organisations who are delivering some wonderful support for their local community.

Editor At Large Neil Archibald looks at the benefits of apprenticeships.

The regular sections of the magazine include: Five Fab…, Stats and Bookshop and the ‘Insights’ section features first class comment from those in the know on a range of subjects including: Flexible Working and Unlocking Emotional Intelligence, plus much more.

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ublishing this latest issue of Hr NETWORK for September, it’s remarkable to think that this edition marks the start of the 15th volume of the magazine.

Looking back over the years with the various issues we’ve published, the magazine has certainly come a long way in that time and we will continue to make the magazine look and feel great for all our readers.

Following the summer and the chance for the Hr NETWORK team to rest and recharge our batteries, we have had a very busy August with the judging process for the Hr NETWORK National Awards 2019 in partnership with Roffey Park Institute. We welcomed the Judges to the Awards

scoring day in late July and as a result, we have since notified all the finalists of the next stage of the process, with interviews planned for September.

We have also carried out the challenging but vitally important feedback process for those nominations that weren’t shortlisted this year, which the awards planning team do so, both diligently and sympathetically every year. I am delighted to say that all those receiving feedback this year have done so in the manner we hoped for and realise we can’t shortlist everyone.

Once the Awards interviews are completed, we will invite all the finalists to the annual Nominees Lunch, which is being supported by Law At Work and Aon in October.

From there we will announce the finalists in the November issue of Hr NETWORK ahead of the Gala Dinner which takes place at the Glasgow Hilton on Thursday 14th November 2019.

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I hope you continue to enjoy your latest copy of Hr NETWORK Magazine and if you would like to see some specific topics covered in the magazine, please just get in touch.

Lee Turner Publisher

...we have had a very busy August with the judging process for the Hr NETWORK National Awards 2019 in partnership with Roffey Park Institute...

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

Workplace understanding and accommodation of religious expression is beneficial for business Offering a dynamic perspective on religious identity in the workplace, new research published in the journal Human Resource Management highlights the important personal and organisational consequences of being able to express religious identity at work.

Religious identity is an inherent facet of workforce diversity and religious beliefs can profoundly affect how employees do their jobs. While the workplace diversity debate has garnered much media attention, religious identity is often neglected in human resource (HR) theory and practice, making it a workplace diversity issue prone to tension and conflict.

Studies addressed value differences associated with religion and occupation, identity tensions, unmet expectations, and the connection of religious identity to well-being and work outcomes.

The review found that religious and occupational identities can be highly compatible when work roles promote the expression of religious identity and where organisational policies and practices

support that expression. Likewise, they can conflict when identity expression is hindered, or religious and organisational norms and values are misaligned.

Despite considerable attention surrounding the conflicts associated with religious identity in the workplace, there is strong evidence that religious identity tends to be of net benefit to an organisation and its members.

Challenging the common representation of religion as a private matter the review highlights the sustained positive effects of the integration of religious and occupational identities for individuals and companies.

Despite legal support for religious accommodation, religious

Research reveals a third of employers unsure of Right to Work obligations

discrimination cases have sharply increased in recent years, most likely due to varying interpretations between employers and employees concerning what constitutes reasonable and legal religious practices.

A truly inclusive work environment supports the expression of religious identities at work, and as the workforce becomes more diverse employers need to be aware of differences in religious practice – and understand their legal obligations to accommodate it.

HR will play a critical role in balancing religious accommodation and job demands as well as promoting inclusive organisations.

information outlined in its December 2018 report, The UK’s future skills-based immigration system, during the webinar.

According to this information, there are a number of factors that will change Right to Work checks in the near future, with post-Brexit regulation and a shift to online documentation playing key roles.

Research from Sterling has revealed that almost a third of employers are putting themselves at risk due to uncertainty surrounding their accountability when it comes to employment screening.

As Steve Smith from Sterling explains, with complexity set to increase, those unsure of their obligations need to take action now.

“Obviously the fact that two thirds are fully confident that they are aware of their obligations regarding Right to Work checks is fantastic. However, that still leaves almost a third who aren’t quite certain. Given that these requirements will change post-Brexit, and the potential risks associated with negligence look set to increase, those that fail to implement the correct processes could be exposed to potential fines.”

A poll Sterling conducted during its joint webinar with representatives from the Home Office showed that 31% of businesses aren’t completely confident in their obligations when it comes to ‘Right to Work’ checks.

This comes at a time when the rules and requirements around these checks look set to become more complex, with representatives from the Home Office referring to the

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NEWS

Nationwide supports families with extended parental leave for premature births Nationwide Building Society has become the first high street financial services provider to sign the Employers with Heart charter, awarded by premature baby charity, The Smallest Things. It follows a major change to their premature birth policy as they continue their commitment to providing family-friendly employment policies to all employees.

An initiative led by the NGSU, the new policy will see extra support given to employees who have babies before the 37th week of pregnancy.

It means that employees can focus entirely on their family, during a difficult time, without the worry of having to return to work too soon.

Signing the Employers with Heart Charter demonstrates Nationwide’s continued commitment to a familyfriendly working environment and sits alongside other family-focused policies such as; family support leave and bereavement leave.

Faye Whitmarsh, Nationwide’s Head of Culture & Engagement said: “Becoming a parent is an exciting time, but we know it doesn’t always go to plan. Our premature birth policy provides greater support for families when they need it most and we’re delighted to be recognised as an ‘Employer with Heart’ by a wonderful charity.”

Laura Rowe, Mum to twins and Nationwide employee said: “My twins spent their first 103 days in hospital having gone into labour three and half months early. I took three months of unpaid leave from work to have more time at home. I’m delighted to have helped design Nationwide’s new premature birth policy. It is such an emotional time but being able to focus entirely on your family and not worry about going back to work early will be a massive relief to families going through this in future.”

More than third of UK employees want to leave their company immediately because their boss lacks vital leadership qualities More than a third of UK workers (36%) are planning to leave their company imminently because their boss does not inspire them, fails to listen to them or create a clear career structure, according to the latest research by Jobrapido.

in the UK, on the highest level compared to last decade.

Within twelve months, two thirds of employees plan to leave due to their boss’s poor leadership style.

Jobrapido’s research was conducted amongst 1444 employees across more than twenty different industry sectors including sales, marketing, engineering, transportation, construction and technology.

The research took place between June-July 2019.

Given the current challenges that UK businesses face to attract and retain talent, the latest statistics shine an even harsher light for business owners. According to statistics from Eurostat, there is a 2.7 vacancy rate

When respondents of the research were asked which characteristic of their boss in order for them to remain in the company, nearly half (47%) believe a boss should have is to inspire their staff and make

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them want to stay. A further 39% believe that the ability to listen is the most important quality for a manager.

10% believe that bosses should provide a clear career structure for all their staff and not just a select few.

Rob Brouwer, CEO of Jobrapido comments: “In UK, the demand is becoming vigorously strong and far outstripping the supply for talent.

There is clearly a need for bosses, line manages and HR departments to pay even more attention to the need not only to attract the best talents on the market but, once on board, to look at all the way to engage and retain them.”

NEWS

Retiree who missed out on state pension learns he is owed £133k lump sum A pensioner who thought he wasn’t entitled to a state pension has been awarded a backdated windfall of £132,800 after a chance conversation with an equity release company. Peter Williams, aged 76, missed out for a staggering 11 years during which time he was forced to stop going to his local pub and travelling on holiday to Spain and Portugal to save money.

His case is a stark reminder that all retirees should check their entitlements to avoid missing out.

Peter, who lives in Cardiff, contacted Responsible Life so he could release equity from his home to update and decorate his property. Graeme Donegani, an adviser at the firm, visited him and asked about his state pension as part of a routine benefits check the firm conducts with customers.

After learning Peter had not received anything, he phoned the state pension claim line with Peter to discuss the situation.

Peter had to make ends meet on two workplace pensions, worth £234 and £275 a month respectively.

Needing more income after spending his life savings and inheritance, he approached lifetime mortgage experts Responsible Life about equity release for his property — but in the course of routine enquiries, his adviser discovered Peter had been wrongly missing out on a state pension for over a decade.

It was only then that Peter discovered he was entitled to £274 a week, starting immediately, along with a £132,800 payment for all the unclaimed years.

Responsible Life customer Peter Williams commented: “Words cannot describe the elation I feel. Graeme’s open-handed approach to my situation has changed my life and provided me with a very positive future.

I no longer need to release equity in my property and will be able to live comfortably on my pensions.”

Peter had filled out his pension forms when he retired but, after not hearing back from the government, he assumed he was not eligible.

Should employers call time on Friday free drinks?

It is widely accepted that today’s workforce looks for more from their jobs than a regular pay cheque. A positive culture and attractive employee benefits are increasingly crucial to successful recruitment and retention. According to company review website Glassdoor nearly 80% of staff would choose better benefits over a pay rise, with 60% considering benefits a major factor in accepting a job offer. Across the world organisations have been experimenting with a range of benefits that go beyond the traditional package to attract the best employees

anxiety is now the leading cause of workplace absence, accounting for 15.4 million sick days in 2017-18 according to the Health and Safety Executive. Financial wellness education is another benefit increasingly being offered by firms. In the US, employers including EY are offering student loan benefit schemes, which pay off student debt.

And don’t forget that it isn’t always necessary to reinvent the wheel. According to research conducted by insurers Aviva traditional benefits are still highly rated by employees with 22-35 days of paid annual leave cited by respondents as the perk they’d most like to receive (44%), followed by a pension scheme (41%) and flexible working (39%).

Businesses that are reviewing or introducing employee benefits must consult their advisors, and make sure they communicate the benefits to employees.

One of the big trends in recent years is the introduction of “beer o’clock” – most commonly in the form of free drinks on a Friday. Companies including Twitter, Yelp and Dropbox are among those that have offered staff “al-desko” drinking, giving rise to businesses such as DeskBeers which delivers beers to offices keen to deliver that Friday feeling to employees.

Access to mental health support including counselling is also being incorporated into workplaces. Stress depression and

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NEWS

Over 60 % say being monitored at work wouldn’t put them off taking a job Contrary to popular belief, a recent survey conducted by Gurucul, a security and fraud analytics technology provider, found that 62 per cent of people would not be deterred from taking a job from a company that actively uses user activity monitoring.

This goes against the common misjudgement that employee monitoring is a deterrent and must be performed surreptitiously in order to not affect employee wellbeing.

Workplace monitoring has often been viewed as a spying tactic, taken up by paranoid or nosy employers in order to keep an eye on staff behaviour at work.

However, monitoring employee behaviour at work is less about snooping on people’s internet browsing history and more about detecting potential threats to an organisation.

Insider threats are the biggest security problem for companies, tending to cause the most damage and being the hardest to detect, compared with attacks from the outside.

Behavioural analytics can be used to detect anomalous activity in employee behaviour which may indicate a potential threat for an organisation. By implementing user and entity behaviour analytics, companies can better protect themselves from cyber-attacks.

“The Insider threat is a serious problem for organisations simply because it comes from within the business,” says Saryu Nayyar, CEO of Gurucul. “Insiders know where sensitive company data is, who has access to it and, therefore, know exactly where to strike if they decide to take action. The fact that so many are not put off by the prospect of being monitored is great news. Activity monitoring is a vital tool to combat potential internal threats that many organisations should be implementing within their cyber security arsenals.”

The report, based on survey data from 2,000 employers, also shows that nearly six in ten (58%) of levy paying employers either believe the levy will either have no impact on the amount of money they spend on training (49%), or will actually lead to a reduction in training spend (9%).

Apprenticeship levy has failed to increase investment in workplace training and needs urgent reform, says CIPD

The key objectives of the levy were to increase apprenticeship numbers and boost investment in workplace training, which was in a 20-year decline when it was introduced in April 2017.

However, the report finds that the levy has failed on both these counts. As well as not boosting skills investment in most workplaces, the levy has meant employers have invested in fewer apprenticeships with starts falling from 509,400 in 2015/16 to 375,800 in 2017/18.

The Government made an empty promise when it said the apprenticeship levy would boost the amount of money employers spend on workplace training, a new report from the CIPD, the professional body for HR and people development, finds.

In light of the report’s findings, the CIPD is calling for the apprenticeship levy to be replaced with a broader training levy. This would enable organisations to fund both apprenticeships and other forms of accredited training which are better suited to their needs.

Addressing employer under-investment in training – the case for a broader training levy reveals that fewer than a third (31%) of levy paying employers say the levy will lead them to increase the amount they spend on training. This is down from 45% in July 2017, showing confidence in the levy has dwindled since it came in.

The CIPD also wants the levy to cover all employers with a headcount of 50 or more to double the amount raised by the levy to £5 billion, which would help to make up the shortfall from the decline in investment over the last two decades.

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NEWS

Schools advised to concentrate on student wellbeing The UK Government is now advising schools to concentrate more on the wellbeing and emotional resilience of students with mental health issues. In plain language it simply means working on changing negative attitudes and perceptions, an area that has not received huge attention in recent years, but one that will become increasingly important according to author and positive thinking guru Michael Younge.

can promote the mental health and wellbeing of pupils, it might be helpful if there was a shift in the discourse of guidance and training from behaviour and behaviour management, to a focus on mental health, wellbeing and building emotional resilience.”

In real terms this means helping students to change the way they think and to expect positive outcomes from their actions. A study by Kings College, London, in 2016 which studied 102 subjects with anxiety disorder established that those who visualised positive outcomes and images reported greater happiness, restfulness and decreased anxiety, supporting a rising body of evidence in the UK and America that positive thinking works.

There is of course no doubt that schools are aware of what some have described as a mental health epidemic with many reporting a rise in stress, anxiety and panic attacks in their students as well as depression, self-harm and eating disorders, but the response has been mainly to introduce policies and strategies to cope with such issues rather than to directly address the causes.

Since that report there has been further evidence supported by many other academic studies that positive thinking and in particular a positive mental attitude can be life changing and it’s encouraging to see that schools and academies are now beginning to take this more seriously.

According to the UK Government study entitled “Mental health and wellbeing provision in schools,” published in 2018 it was stated: “To further enable schools’ awareness of mental health, and to fully underpin how schools’ policies

Most workers would prefer to be replaced by a robot than by another human While people generally prefer to see jobs go to people rather than to robots, this preference reverses when they consider their own jobs. In that case, they prefer to be replaced by robots, new research from Stefano Puntoni, Professor of Marketing at Rotterdam School of Management, Erasmus University (RSM) reveals.

robotic replacement is perceived as more threatening to people’s economic situation in the long run.

The researchers indicate that their findings can help develop programmes to cope with negative consequences of workers being replaced by intelligent machines. Such programmes can help to reemploy job seekers and reduce negative effects on mental and physical health.

In an article published in Nature Human Behaviour coauthored

by Armin Granulo and former RSM faculty Christoph Fuchs, findings show that people experience more negative feelings when they are replaced by another person, than when they are replaced by a robot. This creates a psychological incentive for people to prefer being replaced by robots.

As technological progress is expected to affect millions of workers in a wide variety of occupations in the coming decades, it is important for the stability of society that we understand potential threats to the psychological wellbeing of affected workers, and how this transition will affect their long-term economic prospects.

However, while comparing one’s abilities to a robot may be less of a concern to people’s self-worth in the short run,

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STATS

Most progressive countries on maternity leave around the world With a focus on better gender-balance in the workplace, Instant Offices have looked at countries with the most progressive approaches into maternity, and general parental leave around the world, including additional benefits encouraging mothers to be comfortable and engaged at work before, during and after pregnancy. The results show that European countries are some of the most progressive for maternity leave and benefits for working mothers.

Women account for 40% or more of the total labour force in several countries, making flexible working hours, extended maternal leave, breastfeeding rooms, free education and free healthcare just a few of the ways that some countries build the best working environments for mothers. Countries with the Most Maternity Leave are: Country Sweden Norway Croatia UK Serbia

Days 480 400+ 365+ 365 365

Wages Paid 80% up to 390 days 80-100% 100% 90% first six weeks 100%

Sweden – Provides 480 days of maternity leave Sweden offers one of the most progressive working environments for parents, which exceeds international standards. Parents are entitled to up to 80% of their regular pay for 390 of the 480 days of maternity leave provided, while mothers in jobs that require heavy lifting, or more risky work are also entitled to take time off earlier during their pregnancy.

Each parent • Receives 240 of 480 days of paid parental leave • Is entitled to 90 days exclusively for him or her

• Has the right to shorten their work hours by up to 25% until the child turns eight (although only being paid for the time worked) Norway – Offers 49 weeks with 100% pay or 59 weeks with 80% pay Mastering the art of the work-life balance, the Norwegian Parliament decided to increase the quota of paternity and maternity leave for new parents in 2018.

Parents now receive 49 weeks of leave at 100% pay or 59 weeks at 80% Croatia – Offers a year of paid maternity leave with 100% pay In addition to a year of being able to bond with your new-born, full paid parental leave is available for 120 days in Croatia.

The country’s protective attitude towards mother’s at work has ensured there are laws in place to ensure: • Workers who are expecting are provided with free ante and post-natal medical care • Mothers have breastfeeding breaks of over an hour until the child is a year old • Workers are protected from dismissals during pregnancy and maternity leave UK – Required to offer one year of leave to new mothers Receiving 90% of their original pay new mothers are legally allowed up to 52 weeks of maternity leave: • Ordinary Maternity Leave – first 26 weeks • Additional Maternity Leave – last 26 weeks • You may be entitled to take some of your leave as shared parental leave, although this must be taken within the first year after your child is born

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Serbia – Mothers in Serbia are entitled to 20 weeks of leave at full pay after giving birth, with an additional year after that, however lowering over time: • For the first 26 weeks – 100% pay • Weeks 27 – 39 – 60% pay • Weeks 40 – 52 – 30% pay On the other end of the scale, some of the countries with the shortest maternity leave/least benefits include: Philippines – Previously only six weeks, the Philippines has recently extended the law for paid maternity leave to 105 days.

Australia – Although mothers can receive up to 18 weeks of leave, it is paid at the national minimum wage.

United States – The law most women rely on is the Family and Medical Leave Act (FMLA), which protects women’s jobs for up to 12 weeks after childbirth or adoption, however, it doesn’t guarantee pay for the time off.

Maternity Leave and the Gender Pay Gap Research by the National Bureau of Economic Research reveals a sharp drop in women’s earning after maternity leave, with no decrease in salary for men. The study also showed, from the birth of their first child, women end up making 20% less than men throughout their career.

In Denmark, childbearing accounts for 80% of the gender wage gap, as women move to more flexible hours with fewer hours and lower wages once they’ve had children; versus men whose careers go mostly unchanged.

With many European countries moving towards better equality around parental leave, men are more encouraged to take time off after the birth of their child, and policies which bring more equity to the workforce are growing as a trend.

LEGAL BITES

BREXIT AND IMMIGRATION – DEAL OR NO-DEAL?

By Elaine McIlroy, Brodies LLP

Now that Boris Johnson has taken the reins as the Prime Minister of the UK, a ‘no-deal’ Brexit is being talked about as being more likely than ever. Employers who have been expecting the comfort of a lengthy transitional period to get to grips with any changes that might impact them are now considering how to prepare for leaving the EU on 31st October 2019.

Period. The main difference EEA and Swiss nationals will face in the case of a ‘Deal’ Brexit is the need to evidence their right to be in the UK through the Settled Status Scheme. However, as the policy on this is changing regularly and with little notice, employers will need to stay up to date with any changes.

No-Deal Brexit In the event of a ‘no-deal’ Brexit, the UK Government has also announced that the EU Settlement Scheme will still be implemented to protect the rights of EEA and Swiss nationals. Accordingly, the position in a No-Deal Brexit will likely be as follows:

Brexit with a ‘Deal’ In the event that the UK agrees some form of withdrawal agreement with the EU, it is assumed that the aspects of the deal, which was negotiated last year and which relate to immigration to the UK by EEA and Swiss nationals will not be impacted.

Accordingly, the position in a Deal Brexit is likely to be as follows:

• No transitional period will be implemented following the 31st October 2019 (the ‘October Deadline’);

• A transitional period will apply following the 31st October 2019. This will last until the 31st December 2020 (the ‘Transition Period’);

• The EU Settlement Scheme will apply to EEA and Swiss Nationals and their family members who were resident in the UK on exit day, which is currently expected to be the October Deadline;

• The EU Settlement Scheme will apply to EEA and Swiss Nationals and their family members who wish to enter the UK by the end of the Transition Period;

• Any children born or adopted by those who qualify for the scheme after the October Deadline will have their rights protected;

• Any children born or adopted by those who qualify for the scheme after the end of the Transition period will have their rights protected;

• Spouses and partners of EEA and Swiss nationals who are not in the UK by the October Deadline must join their partner by the 29th March 2022 to qualify under the scheme;

• EEA and Swiss Nationals and their family members who wish to enter the UK after the end of the Transition Period will be subject to the rules of the UK’s new Immigration Skills System, which will come in to force in January 2021;

• EEA and Swiss Nationals and their family members who wish to enter the UK after the October Deadline but before the 31st December 2020 will be able to enter the UK at the border without a visa for an initial period of 3 months.

Those wishing to stay longer must apply for a visa under the European Temporary Leave to Remain (‘ETLR’) which will grant the individual the ability to live and work in the UK for a further 36 months (after which they must either leave the UK or switch in to another visa under the new skills system, which will come in to force in January 2021 or some other visa). Please note that this policy may be subject to change by the new UK Government.

• All applications under the Settlement Scheme must be made by 30 June 2021; and • Right to work check rules will be updated to reflect the end of free movement, but these changes are not expected to be implemented until after 30 June 2021.

Therefore, EEA and Swiss Nationals who wish to enter the UK following the date of Brexit will be able to continue to do so in the same way they do now up until the end of the Transition

• Non-EEA or Swiss family members of an EEA or Swiss national, entering the UK after the October deadline must apply for a family permit in advance of travel. They are not eligible to be granted a 3 month visa at the border in the same way as their EEA/Swiss family member; • All applications under the Settlement Scheme must be made by 31 December 2020; and • Right to work checks will be updated to reflect the end of transitional arrangements but this is not expected to happen until January 2021. Please note that this policy may be subject to change by the new UK Government.

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NATIONAL AWARDS 2019 in partnership with

EDITOR-AT-LARGE

T

he fly-on-the-wall documentary series, The Apprentice, shows what it’s like when you are up against competition for that big prize but fortunately not all apprenticeship schemes are as competitive or back stabbing as Sir Alan Sugar’s BBC-backed show portrays.

Modern Apprenticeships (MAs) provide individuals with the opportunity to secure industry-recognised qualifications while in employment. So intones Skills Development Scotland (SDS), the country’s national skills body that works with organisations to achieve the Scottish Government’s commitment to increase apprenticeships to 30,000 by 2020. In 2018/19 over 28,000 MAs commenced employment with 68% being aged 16-24.

The University of Edinburgh, an employer of more than 14,000, established an MA programme as part of its Youth and Student Employment Strategy in 2017. Its aims include increasing the number of young people employed by the organisation and developing a community of young staff to support future succession planning initiatives.

Buoyant employment markets demand creativity when recruiting.

“In Scottish Water we are using the full range of Foundation, Modern and Graduate apprenticeships available to proactively support our workforce planning.”

The University has a dedicated resourcing team working with external agencies and training providers to recruit apprentices. The day-to-day logistics of the scheme are delegated to local managers.

Although some of the University’s MAs rotate around departments, the majority are recruited into specialised roles and learn on the job while gaining relevant qualifications. Resourcing can be of a bespoke nature, with information sessions being focused on a particular business area for example, for those interested in a career in the Life Science team or to take up employment as a Lab Technician.

manager surveyed in 2018 who had responsibility for a MA reported increases in diversity and noted that the programme provided mentoring and development opportunities for existing staff.

The University provides a range of additional support for their MAs such as workshops covering topics ranging from assertiveness to financial planning. An online learning portal is also available covering subjects like wellbeing, self-awareness, confidence and resilience.

The University’s Human Resources Director, James Saville said: “Modern Apprenticeships at the university offer the next generation a unique opportunity to gain an insight into real working life. We are doing all we can to nurture young talent which in turn helps to improve the confidence, skills and work experience of our Modern Apprentices.”

The University’s MA programme recently won a S1 Jobs sponsored award that recognises organisations who demonstrate a commitment to developing employees through the likes of apprenticeship schemes. Also, every

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EDITOR-AT-LARGE

Gullan said: “Working for Scottish Water has enabled me to undertake a course of study while working which has helped develop my skills and CV. The organisation offers world-class training and all Modern Apprentices are continually encouraged to develop their skills and climb the career ladder.”

As well as recently volunteering to be part of SW’s involvement in the Skills Apprenticeship Advisory Boards run by SDS, Gullan is currently undertaking a further course of study related to his specific area of work, an option open to all MAs across SW. Training and development varies depending on the type of apprenticeship but is generally of a vocational nature which can vary from IT to engineering to administration.

Structured, off-site training courses are also offered which focus on a variety of life skills and wellbeing issues such as learning first aid, to drive and building personal resilience.

Campbell, as Chair of the Scottish Apprenticeship Advisory Board Employer Engagement Group and a one-time apprentice himself is well placed to identify the many benefits MAs bring to organisations. He added: “The apprenticeship programmes we use at Scottish Water are a key component of our talent pipeline helping ensure the building of skills and people we need to create a sustainable water industry”.

The retention of MAs sees organisations provide a range of support from the development of internal and external networks to offering 1:1 support, when needed.

Scottish Water (SW) has had an MA programme running since 2004. With around a third of their 4,200 employees aged 50 or over, the organisation recognises the importance of balancing wisdom with youth and manages its workforce demographics accordingly and proactively. This includes taking opportunities to recruit MAs into positions where older, experienced employees have opted for flexible or early retirement.

Other strands of support are often aimed at line managers in respect of how to effectively manage an apprentice as often young people coming into the workplace can prove a challenge to the uninitiated.

Get the balance right in terms of support for this cohort of the working population and while there may not the same levels of instant gratification exemplified by Sugar’s proteges, the longer-term benefits are there for the taking. For individuals and their employers.

Paul Campbell, SW’s Head of Learning and Organisational Development comments: “In Scottish Water we are using the full range of Foundation, Modern and Graduate apprenticeships available to proactively support our workforce planning.”

Given the diverse nature of the utility company there needs to be a wide range of apprenticeships on offer which has helped attract the 163 apprentices currently in training. With a retention rate of some 83% over the last 10 years or so, it’s easy to see why employees like Mark Gullan found the organisation an attractive proposition when leaving school in 2015. The 21-year old became an MA on a structured 5-year long programme, which has seen him successfully complete an HNC in Civil Engineering while studying at the same time for an SVQ in Construction Contracting Operations (General).

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FEATURE

it comes to their work and career motivations. Accepting that each employee will have different wants and needs, and learning what they are, can help business leaders to create a positive working environment for their whole team.

it came to what millennials wanted from their work.

These included: • To enjoy the work that they do (64%) • To have a good work life balance (60%)

“What will inspire an under 20 year old to do their best work is completely different than what a 50 year old needs” said: Ally Maughan, founder of People Puzzles. “We have to start at the beginning which is – what does each individual want? Why have they joined us? What do they want from the journey with us? How long might they be on this journey with us? And actually start looking at ourselves and saying what are we as a business doing that’s motivating and irritating the people who work for us?”

• To have a job that pays well (51%) • To maintain their wellbeing (46%) • To learn and develop (46%) • To be able to progress/enhance their career (40%) • To have flexibility such as remote working or flexible hours (31%)

Taken from The AXA Growth Leaders Series report, Adam Ludwin, co-founder of Captify, discussed how his business is developing millennial leaders. “We encourage juniors and interns to challenge and improve things. Our message is: ‘If you think someone should do something about this, remember that you’re someone.’”

This need for accountability and ownership was echoed

by Jo Geraghty, co-founder of Culture Consultancy, who said: “Employers can really learn from Generation Y Having a sense of purpose in the work that they do is a common outcome in millennial workplace research.

The same American Express report found that 62% of millennials said that it’s important for them to be known for making a positive difference in the world, and 75% said that it’s important that the values of the business they work for match their own values.

At The AXA Growth Leaders Series: Leading the Future Workforce event, the panel spoke about the importance of not stereotyping different generations. They also discussed how vital it is to treat all of your team members as individuals, with different wants and needs when it comes to their work.

and how they have upped the pace in the workplace.

Change is faster than it’s ever been and that’s only going to accelerate with Generation Z coming in. Let them bring their ideas and give them the accountability and ownership to drive it forward. Most importantly, equip them with the next generation leadership skills they are going to need – like resilience, adaptability, a growth mindset and being able to harness the talent of others.”

When discussing what she’s seen in companies that are managing different generations in the workplace effectively, Jo Geraghty, co-founder of Culture Consultancy said: “Making sure that you don’t end up just pigeon-holing and stereotyping.” Jo then went on to discuss how companies should encourage real time feedback from their employees by asking them what they want from the workplace, “I think the key to getting that right is actually very good leadership and it’s the thing that people seem to forget about. So having very skilled leaders and managers to actually manage the different generations, to understand what people want, to meet those needs”.

Harry Hugo, founder of Goat, said, “I think we’re in the most talented era ever. We have an incredibly nuanced understanding of marketing at a very high level from a much earlier age than we ever have before.

Therefore the opportunity we need to give to these guys and the millennial group should be far greater than we’ve ever given the opportunities to anyone before.”

While it’s important not to stereotype generations, it’s fair to say that there are differences between age groups when

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NATIONAL AWARDS 2019 in partnership with