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Inspiring People Development MARCH 2015 VOLUME 10 ISSUE 4 £3.50 A MEDIA AVENUE PUBLICATION

Social Mobility

Opening doors for everyone







CONTENTS 04 Welcome from the Publisher 05 News 15 Feature One: Social Mobility - Opening doors for everyone 20 Statistically Speaking: Workplace Bullying 22 Toni: Social Mobility and Demographics 24 Directors Box: Susan Campbell, HR Director, Business Stream 25 Library: Organization Design 26 Feature Two: Preview of the Hr NETWORK Awards 2015 32 Event of the Month 34 Feature Three: Preview of Hr NETWORK Conference 2015 38 Hr NETWORK - Just for fun Quiz 39 My LinkedIn: Jaclyn Needham, Page Group 40 Extra: Investors in Young People 42 Resources Section: Employee Enagagement; Health & Safety; Reward & Recognition; HR Consulting; Career Management

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Welcome The month of March represents a very busy time for the Hr NETWORK team with the opening of nominations for this year’s Hr NETWORK National Awards 2015 and also all the preparations for this year’s Hr NETWORK Workplace Culture & HR Conference taking place in Edinburgh on 14th May 2015.


nce again we have managed to secure sponsors on all the Awards categories this year, taking the number of categories available for people to nominate in, to 16 categories. The Conference keynote and breakout sessions for the conference have been published and both the conference sessions and awards categories and criteria are previewed in this issue of Hr NETWORK magazine. We will be running a number of additional events throughout the course of the year and I would like to encourage all our readers to attend the events. After all they are delivered for the benefit of the HR profession.

This Issue Andy Moore looks at the topic of Social Mobility and the efforts that some organisations are going to, to provide talented young people with an opportunity to succeed, despite their social background. Toni McAlindin looks at the employment law side of Social Mobility and provides some tips and ideas for HR professionals when working in this very complex area of human resources. The regular sections of the magazine include: Directors Box, Statistically Speaking’ and the Library Book Review. The ‘Resources’ section features first class comment from those in the know on a range of subjects including: Employee Enagagement; Health & Safety; Reward & Recognition; HR Consulting and Career Management.

Subscriptions To get your FREE regular copy of Hr NETWORK Magazine and the e-Hr NETWORK Magazine log on to: I hope you enjoy your copy of Hr NETWORK (SCOTLAND) Magazine and look forward to seeing you at one of the forthcoming events. Lee Turner Publisher Publisher: Lee Turner – Senior Associate Editor: Andy Moore – Deputy-Editor: Teresa Flannigan – Editor’s Assistant/Admin: Marion Robertson – subscriptions@ Advertising/Sponsorship: Lee Turner – Design: Waseem Ashraf Printing: The Manson Group Contributors: Toni McAlindin; Neil Archibald; Dean Hunter; Ian Pilbeam; Susan Campbell; Hilary Roberts; Adam McCabe; Kieran Hearty Hr NETWORK now available on: LinkedIn: Twitter: YouTube:

Media Avenue Limited 4 West Maitland Street Edinburgh EH12 5DS 0131 625 3267 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. 2015

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News Shared parental leave ‘a challenge’ say 40% of HR professionals New research by EEF, the manufacturers’ organisation, shows that 40% of HR professionals see shared parental leave as a key challenge their organisation will need to face within the next 3 to 6 months. The news comes as HR teams across the UK start to gear up for the imminent change in legislation, which will see shared parental leave become a reality from April this year. As a result, HR practitioners rank shared parental leave as a bigger challenge in 2015 than improving attendance and performance, managing change and equal pay issues. The introduction of shared parental leave marks a radical change in the family leave landscape and affects all employers. Parents will be able to share up to 50 weeks leave between them. They can take this leave at the same time or separately, and can choose to intersperse periods of work and leave. This unprecedented level of flexibility will inevitably throw up challenges for employers.

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74% look candidates up on social media. Could your social media profile cost you your dream job? Inappropriate photographs, statements and behaviour on Facebook could be costing candidates any chance of finding a job, as the trawl through your social media footprint becomes a standard part of the recruitment process, it’s been revealed. Eagle-eyed bosses are looking up prospective employees on the internet and are rejecting those whose online behaviour falls short of expected standards, a national health and safety law consultancy says. According to the Protecting consultancy, up to threequarters of managers now admit to looking up profiles of both candidates and existing employees, and dumping anyone who might bring the company into disrepute. “The job market is so competitive these days, which means employers are only taking on the best applicants,” says Protecting spokesperson Mark Hall. “That means your social media presence has to be absolutely spotless, and the Facebook trawl is becoming standard practice in recruiting.” A survey of 550 managers who have a say in the company or organisation’s recruiting process found that: • 74% look for candidates’ Facebook, Twitter and LinkedIn profiles to see if they display behaviour that is unsuitable for the job • 68% had rejected a candidate based on social media postings • 24% had warned current staff over their social media presence • 15% were suspicious of a candidate that had no visible social media presence Protecting found no shortage of business leaders willing to share their experiences in recruiting staff in a digital age. Mark Hall says this is an increasingly tricky subject for employers, who have to think hard before putting their foot down. “While there’s less of a moral quandary in looking at the

character of job candidates, it becomes more of a grey area when it comes to people already working for your business,” he says. “The important question you have to ask before possibly putting your foot in it is ‘Does this post bring my company into disrepute?’ Most of the time, you’ll find that the answer is actually ‘no’.” Protecting says that employers have to cut candidates some slack, as – after all – everybody is entitled to a private life, some of which might be advertised on a raucous social media page. “Social media shouldn’t be the immediate deal-breaker when it comes to recruitment,” says Hall. “They might be a party animal outside of work, but it’s their work skills and behaviour you’re employing them for.” As for candidates, Protecting says that if you apply for a job while having a public-facing timeline that shows inappropriate behaviour, you are leaving yourself open to rejection. “Delete those photos, or change your privacy settings,” says Hall. Or better still, don’t post them in the first place.”

Employees stealing the ‘Crown Jewels’ is fast becoming the biggest security threat to Scottish companies Scottish companies are facing the threat of one of the most potentially damaging security concerns – an attack from the inside of their organisation through employees or subcontractors. Worryingly, recent research shows that 85 percent of all reported fraud is being committed from the inside and a company can lose as much as five percent of its annual revenue to staff fraud. This warning to Scottish businesses of all sizes and sectors comes from the Scottish Business Resilience Centre’s (SBRC), Brian Gibson, a Chief Inspector at Police Scotland, currently seconded to the SBRC. He says: “Rather than focusing solely on security attacks Hr | 06

from hackers, insider threats from employees and subcontractors are fast becoming the greatest security concern because they have easy access to corporate assets. As a result, these individuals are able to pinpoint exactly where a company’s ‘crown jewels’ are kept, whereas a hacker has to really rummage around to uncover these valuable assets.” Studies show that the most frequent types of insider activity are unauthorised disclosure of sensitive information (47%) and process corruption (42%). The average initial fraud loss from an insider attack on a private, public or voluntary organisation amounts to a whopping £424,500.

Labour market statistics suggest the economy is still expanding, but may be a sign of lower growth than we saw for most of 2014 Commenting on the January ONS Labour Market Statistics, Mark Beatson, chief economist for the CIPD, the professional body for HR and people development, said: “This set of statistics raises more questions than most about the direction of the economy. Employment growth in the three months September-November 2014 was 37,000, compared with 243,000 just six months previously, so there is some easing of jobs growth. This is consistent with the unfilled vacancies figures, which reached the 700,000 mark in the three months OctoberDecember. Vacancies are at their highest level since this series was first calculated, in 2001, but again the rate of growth is slower than last spring and summer. “This suggests that a greater proportion of employers are facing difficulties filling vacancies compared with last year. In the face of a tightening labour market employers should look at how they can make better use of the skills and knowledge they already possess and whether they are maximising their potential to attract candidates. Investing in the future talent pipeline with clear progression paths is key to offsetting recruiting difficulties and will help to ease retention problems that are often ignored in the narrow debate about skills shortages. “This easing of demand for labour may be a reflection of an economy that was growing less strongly in the second half of 2014, consistent with the latest Office for Budget Responsibility forecast. However, it could also be a sign that excess capacity in the labour market is starting to be used up. If we use the three month average, annual earnings growth has increased each month since June of last year but this does not mean pay is going to take off – it could just be a correction from the very low rates of pay growth we saw in these figures during the spring. With lower oil prices and renewed concerns about growth in the Eurozone adding to the mix, it might take a little while for the markets and policy makers to work out how much growth the UK will manage in 2015, and this probably delays the point when the Monetary Policy Committee increase interest rates”.


Over a quarter of employers have introduced flexible working to support and ageing workforce Over a quarter of employers (27%) have introduced flexible working initiatives to meet the needs of their ageing workforce, new research from Group Risk Development (GRiD), the trade body for the group risk industry, has found. Since the abolishment of the Default Retirement Age, most employers are looking at ways to accommodate older members of staff and keep their business running smoothly, with 19% modifying roles and 16% changing procedures to ensure the needs of older workers are met. A further 14% have introduced different working patterns, such as more frequent breaks, and 10% have bought in training for older workers to ensure they feel as up to speed as younger staff. Of the employers questioned, 11% have seen an increase in absence rates due to an older workforce, while 20% have seen a rise in age-related conditions such as diabetes and arthritis – though 15% have refocused their health, wellbeing and absence initiatives in order to better manage these members of staff. 59% have not yet seen any change in absence rates whatsoever, even though the average age of their workforce has increased. When asked what their priorities around health and wellbeing were, 22% of employers said dealing with an ageing workforce was among their top three.

Katharine Moxham, spokesperson for Group Risk Development (GRiD), said: “It is reassuring to see employers introducing initiatives to support older workers, as these employees can bring another level of skill to a business that years of experience has given them. However, it is equally important to recognise the challenge that the resultant increase in absence rates and age-related conditions can have on a business. “Employers have a central role to play in ensuring that not only their staff, but also their families are protected from the potentially life-changing impact that death or disability can bring. “Whilst it’s encouraging to see that employers are adjusting their work environment, we still see a lot of employers who have not changed their benefit plans to accommodate older workers so it’s worth revisiting benefit provision to ensure that it fully reflects the business’s intentions around the needs of its ageing workforce. “This is also about protecting businesses. To reap the benefits that older workers can bring, employers must address the possible challenges ahead and act now to ensure they have robust initiatives and benefits in place to ensure they can effectively manage the health and attendance of an older workforce when the time comes.”

Over two fifths of workers say their job has a negative impact on their health Millions of the UK’s workforce feel they’re putting their heart health at risk due to the pressures of their job, according to a new survey by the British Heart Foundation (BHF) during the charity’s Heart Month which took place in February. The survey shows that swathes of people feel their stressful working life is leading to them eating a poor diet, not doing enough exercise and drinking and smoking more than they otherwise would. The charity is now calling for employers to encourage their workforce to spend at least 10 minutes a day improving their lifestyle. The BHF survey found two in five (41%) people feel their job has had a negative impact on their health in the last five years, with more than half (55%) saying they have become more stressed as a result of their job over the same time period. When asked how their work has ever affected their health: • A third (34%) of workers say they think they have put on weight because of their work, with almost half (49%) saying their job has driven them to eat more unhealthily

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• More than two fifths (43%) say their work has caused them to exercise less than they would like • Nearly a quarter (22%) say their job has led to them to drink more alcohol and almost one in ten (9%) say it’s been a trigger for smoking more The survey also showed three fifths (60%) of employees regularly do unpaid overtime, with almost two in ten (19%) working more than five hours overtime a week. The pressures of work are leaving employees concerned about their long-term health with almost a third (29%) fearing it could lead to high blood pressure and over one in five (21%) a heart attack or heart condition. BHF is encouraging employers to join its Health at Work programme. Obesity, lack of physical activity and smoking all increase the risk of coronary heart disease – the nation’s single biggest killer. But the BHF says that employers encouraging their workforce to take as little as 10 minutes every day to improve their health at work can lead to significant benefits in employee heart health and productivity.


Mattioli Woods fears hidden impact of north sea redundancies Leading employee benefits and wealth manager, Mattioli Woods plc, is finding that many employers have not factored in the full impact of the wide-scale oil and gas redundancies announced last month by a myriad of top employers. Alan Fergusson, Employee Benefits Director, commented on the scale of the issue: “Larger employers usually offer some form of redundancy counselling, which will focus on future employment and career options. However, financial advice should also be a key item on the agenda. Employees need to understand the impact of benefits being lost, how these are to be replaced and if there are any benefit continuation options available to them. They also need guidance on what to do with any redundancy payment received. “There is a genuine need for quality financial advice from authorised advisers, and this is something that the employer should arrange with

their existing employee benefits advisers.” In December 2014 large-scale redundancies in the North Sea were announced by BP, Shell, Chevron, ConocoPhillips and Talisman-Sinopec. Schlumberger has also announced significant redundancies worldwide. To make matters worse, a recent report co-commissioned by the Department for Business, Innovation and Skill warned that as many as 35,000 oil and gas industry jobs could go in the next five years. Anne Lawson, Senior Employee Benefits Consultant (North), added: “This is a very difficult time for many in the oil and gas sector and the hidden impact on employers should not be underestimated. Have they checked whether large-scale redundancies have any impact on their existing benefits? A significant change in membership could trigger a rate review for group life assurance or income protection schemes. Checks must be carried out with providers and advisers to ensure that all possible issues are covered in order to avoid potential liabilities.”

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Carers UK responds to Government investment in pilot schemes to help carers juggle work and care Government has recently announced £1.6m of funding for pilot schemes that will look at how technology and support can help carers combine work with caring responsibilities, a recommendation of an Employers for Carers, Carers UK and Government report on how to better support carers to remain in work. Responding to the announcement, Heléna Herklots, Chief Executive of Carers UK, said: “We are delighted that Government is investing £1.6 million in launching these pilot schemes to explore how technology and support into and around employment could help people juggling work and caring for older or disabled relatives. It’s shocking that over 2 million people have given up work to care according to Carers UK’s research, either because they did not receive support in the workplace or because the right kinds of care and support were not there. “With the carer population expected to grow to 9 million by 2037 juggling care with work is set to become an everyday issue for more and more of us. There is an urgent need to put in place better support for carers in the workplace – without it millions more will fall out of work, with damaging consequences for their finances, health and well-being.

Business too will suffer – Carers UK has estimated that the current impact of staff turnover, absenteeism and stress as a result of juggling work with caring is already costing UK businesses over £3.5 billion every year. “Our Employers for Carers forum, comprising over 80 private and public sector employers across all major sectors, has been playing a leading role in sharing their experiences to get this initiative off the ground. Employers within the forum, chaired by Ian Peters, Managing Director of British Gas, are well aware of the impact of demographic change on their workforce, combined with global and domestic competitive issues – they argue that there is simply a strong economic case for supporting carers better.” Carers UK set up Employers for Carers several years ago in partnership with a pioneering group of employers. In 2013, Employers for Carers, Carers UK and Government formed a Task and Finish Group to look at how carers could be better supported to remain in work. One of the recommendations from the ensuing landmark report was that Government should look at seed funding innovative projects combining technology and new methods of supporting carers in employment.

Research reveals UK adults in line for £23 billion in bonuses A new survey reveals that nearly three in 10 (29%) UK adults – 14.6 million people – will share a total of £23.28 billion in bonuses awarded in the first quarter of this year and December 2014. This equates to £1,663 per person. However, over 45,000 people expect to receive more than £50,000 each. In total, nearly 137,000 people will receive over £10,000. More men than women are in line for bonuses with 32% of men saying either they had or expected to receive a bonus and only 24% of women. The age group most likely to be in line for a bonus was the 35-44s, of which 38% said they had or would receive one. Other groups included 25-34 (33%); 45-54 (26%); 18-24 (20%) 55-64 (19%) and 65+ (18%). Of those adults who have or expect to receive a bonus, two thirds say they will invest or save at least part of it, and 55% intend to put at least part of their bonuses into an investment ISA. The findings are from the online investment platform Rplan, which offers retail investors access to over 2,000 funds as well as pre-selected investment portfolios based on levels of risk. Stuart Dyer, Rplan’s CIO, said: “People’s individual Hr | 10

circumstances are all different of course but those who are lucky enough to receive a bonus before the end of the ISA season in April should certainly consider saving as much of it as they can within a tax-free wrapper. They should also weigh up the benefits of investing in financial markets, which over the longer term should give much better returns than the interest on savings accounts.”

Professional agility and commercial acumen will be key for HR professionals of the future The changing nature of work is fundamentally altering both HR operating models and the capabilities HR practitioners need for the future, according to the latest HR Outlook survey report from the CIPD, the professional body for HR and people development. Although the role of the HR business partner has become more prevalent in recent years, the report found that many HR professionals are not developing the skills needed to fulfil these new responsibilities effectively, such as commercial acumen, data awareness and analysis and other specialist skills. The report surveyed 630 HR professionals, covered a number of issues and emerging trends that help to indicate the current state of the profession, and measured how HR professionals and employers are understanding and reacting to these. Many of the trends highlighted are reflected in an accompanying series of thought pieces on Changing HR Operating Models. In response, the CIPD is calling on HR practitioners to start considering the longer term evolution of HR when planning their continuing professional development. By anticipating which skills and expertise might be needed in the future, those working in HR will remain professionally agile and be able to make informed career choices. Highlights from the HR Outlook survey include: • 50% of HR departments have undergone a structural change in the last two years, mainly in order to enable HR to become a more strategic contributor to the business. • 60% of HR departments have remained the same size, with a fifth (21%) increasing in size over the last 12 months. • 76% of HR practitioners agree that HR understands how the organisation works and how people practices influence the value chain, but 22% are indifferent or disagree. • ‘Working with the organisation to drive change’ has climbed the rankings to become the most important area for HR practitioners to focus on in 2015 (compared to 3rd place in 2012). • Over half of HR practitioners feel confident about using data and metrics to instigate change in the organisation or to improve the HR function’s effectiveness, but less than half said their HR function goes on to draw insight from people data and communicate it to stakeholders to drive competitive advantage.


£1m available to help UK manufacturing firms develop skills to maximise value of innovation Manufacturing firms have been invited to bid for a share of £1 million to boost UK innovation. The ‘Skills for Innovation in Manufacturing’ competition, launched recently, challenges firms to come up with new ways of developing the skills and business practices needed to maximise the value of innovation to the UK economy. In recent years, the UK has risen up the Global Innovation Index, moving from 14th in 2010 to second place in 2014. However, a government assessment of the UK’s science and innovation system, undertaken for the Department of Business, Innovation and Skills in 2014, identified planning, recruiting, training, retention, progression and performance management of people as one of the weakest parts of the system with worrying deficiencies in basic skills, STEM skills and management. Because the economic benefits of innovation are realised through businesses, it follows that the skills, workplace practices, and management at play within them are critical to ensuring the value of innovation is maximised. Paul McKelvie OBE, Training and Development Professional and a Commissioner at the UK Commission for Employment and Skills (UKCES), which is running the competition, commented: “It is fantastic that the UK is ranked as a front-runner in terms of innovation, second only globally to Switzerland. However, we need to do more to capitalise on this if we want to reap the economic reward and remain competitive. To do this effectively, we need to explore the ‘human factor’ in innovation. This means understanding how to better manage innovations; both in the way processes work and how any innovation is taken to market. It is the development of these skills that we want businesses to focus on when responding to our invitation. “This competition is a great opportunity for businesses in the manufacturing sector to come together and come up with ideas and solutions that they want to trial and develop to better maximise the value of innovation. By running this competition, I hope that a range of insights will be drawn from the projects we support to improve future business practice and public policy.” The UK Futures Programme competition invites employer-led proposals from businesses of all sizes in the manufacturing sector to run initiatives lasting 12 months, which specifically focus on the skills required to manage an innovation process and exploit innovative products/services for commercial value. Proposals must be joint investments with employers investing in cash, in kind or both alongside a maximum government contribution of £150,000 per project.

Workplace ‘weightism’: Bosses less likely to recruit overweight staff Up to nine out of ten managers with responsibility for recruiting staff wouldn’t hire a candidate who is obese, it appears. According to a UK-based employment law consultancy, bosses would rather employ the thinner of the two candidates, especially if the job involved working with the public. In the wake of a recent European Court of Justice (ECJ) ruling that obesity can in some extreme cases be a disability, it opens up a whole new area of concern for businesses. The Protecting company says that not only are managers concerned about their company image, but they also think that obese people are more likely to have health problems that might result in time off work. “It looks like weightism is becoming one of the last bastions of discrimination in the workplace,” says Protecting spokesperson Mark Hall, “and it’s proving to be a make-or-break for people applying for jobs, no matter how well qualified they are.” Protecting spoke to over 480 managers with Hr | 12

responsibility for recruitment and found: • 78% wouldn’t employ an obese person if there was a thinner, equally qualified candidate • This rises to 89% of managers working in retail and public-facing business sectors • 56% were concerned an obese candidate might need more time off work for illness The fact that managers and business leaders only agreed to be quoted anonymously shows how difficult it is for them to balance the morality of their decision against both their company image and the practicalities of employing somebody who might be a risk on health grounds, Protecting says. However, rather than conscious prejudice, this may actually be an in-built defence mechanism, Hall says. “There have been peer-reviewed studies that show how we react to outward signs of disease, such as rashes and wounds. The same appears to be the case for obesity, because we’ve long been unconsciously trained to consider obesity as an illness.”


Efficiency is the key to work-family conflict Being efficient is the key to achieving balance between work and family says leading management expert Prof Zeynep Aycan from Koc University in Istanbul. According to Prof Aycan, who has dedicated her entire career to researching work-life balance across the globe, one of the key predictors of high work-family conflict (WFC) is workload -’the feeling that you have more than you can handle in both work and family life”. She says we can overcome this by becoming better organised: “Employees work long hours and sit in long

meetings, but the outcome is not proportionate to the time input. We know from research that there is zero correlation between the time spent on a task and efficiency. Therefore, we need to learn time management skills, teamwork and delegation competencies, and efficient work habits very early in life.” Prof Aycan says both male and female employees who use company policies that encourage a good work-life balance, such as maternity/paternity leave and flexible work, report less conflict between work and family, less intention to change jobs, and higher life satisfaction overall. In return, companies get more loyal employees, more efficient in their day-to-day job, boosting overall staff productivity therefore driving the company forward. Prof Aycan believes that: ‘’Organisations should offer ongoing training sessions on topics like time management and encourage efficient work habits. They should also implement policies and practices to ease work-life balance. Of course it is ultimately the organisational culture, which determines whether or not these policies are implemented successfully, but all employers should try. Once implemented, employees using these policies should not be in the `black book’ of the management, and should not be disadvantaged in the promotion decisions.“

New figures show retirement is changing Nearly two-thirds of over 50s no longer think that working full time and then stopping work altogether is the best way to retire and around half of them would still like to be in work between 65 and 70, according to new Government research showing how retirement is changing. The research, part of Dr Ros Altmann’s work as Business Champion for Older Workers, shows how the way we view retirement is changing, as well as the challenges that older workers can face. The independent YouGov survey of over 2,000 retired and non-retired people aged over 50 reveals people are now looking towards a more flexible retirement and that traditional views of retirement are becoming a thing of the past. The poll shows: • 39% of over 50s not currently retired said that working part time or flexible hours before stopping work altogether would be the best way to retire. • Over one in four said they would be interested in taking a few months off and then returning to work as an alternative to retirement.

Minister for Pensions Steve Webb said: “How we all look at retirement is changing and the way in which government and business help older workers needs to keep up with the times. “We are making giant steps in improving this support with almost 250,000 more people aged 50 to 64 joining the labour market over the last year and over a million workers aged 65 and over now in work. “The results show there is no single view of retirement any more, but the message from older workers is clear; employers need to keep up with changes to society and we have to ensure over 50s have the skills in place to continue developing their careers throughout their working lives.” Dr Ros Altmann said: “Millions of over 50s have changed their retirement plans in recent years, and now expect to retire later – clearly later life working is very much more important to people than before. “It is clear that many older people no longer see retirement as turning their back on work. They want to work longer, but shift the pace while still making the most of their skills. “What’s great is that more employers are now getting the message that older workers can have a valuable role in business, particularly as they increasingly represent their future customers and workforce.” Hr | 13


Come and be part of the Hr NETWORK Conference 2015 The Hr NETWORK Conference 2015 will take place in Edinburgh’s West End at the Hilton Grosvenor Hotel on Thursday 14th May 2015. The theme for this year’s conference in association with Tesco Bank and supported by Guardian Jobs is ‘Workplace Culture’ and will feature Key Note speakers as well as a range break-out session speakers who will provide a variety of insights in to this intriguing topic. Session topics and titles include: Stream 1: Session 1 - Flexible Working: Good for employees, good for business Session 2 - Employment Law & Risk Management: You get the employee relations culture you “deserve”! - sponsored by BurnessPaull Session 3 - Culture Change: The Jerry Maguire Guide to positive culture - sponsored by Executive 21 Stream 2: Session 4 - Employee Engagement: Pride in our people Session 5 - Resilience: Building strength and stretch into your organisation

Session 6 - Workplace Health & Wellbeing: Helping HR deal with the healthcare challenges ahead - sponsored by Aon Stream 3: Session 7 -Talent Management: Changing Ford’s focus when it comes to recruiting sales people - sponsored by Talent Q Session 8 - Social Technology: Minding your [social] business Session 9 - Family Business Culture: Is the family keeping the business together or is the business keeping the family together? Stream 4: Session 10 - Leadership Development: Creating an environment where followers become leaders - sponsored by McAdam King Business Psychology Session 11 - Effective Communication: Nurturing a positive culture - sponsored by CommsMasters Session 12 - Social Mobility: Opening doors for everyone For further details on your booking or to enquire about sponsoring or exhibiting at the Conference, contact the Conference Planning Team on Tel: 0131 625 0358 or email:

New rules unveiled to safeguard pension savers against high and unfair charges Minister for Pensions Steve Webb recently set out how the Government will help ensure value for money in workplace pensions - safeguarding against high and unfair charges and transferring around £200m to savers. From April, people automatically enrolled into a workplace pension will see their charges capped at 0.75%, unless they have chosen a more expensive option. The details are set out in draft regulations laid before Parliament recently. For an average earner currently paying into a fund with a charge of 1.5%, this new cap could save them around £100,000 over the course of their working life. Over the next decade, the default fund charge cap will transfer around £200 million from the pensions industry to savers. Minister for Pensions Steve Webb said: “Today is an excellent day for pension savers. It is vital that workplace pension schemes are run in the interests of their members and that their hard-earned savings are not eaten away by excessive charges. “Over 5 million people have now been automatically enrolled into a workplace pension and by 2018, millions more will be saving for the first time, or saving more. This is why we are building a pensions system that these workers can save into with confidence - and not see their Hr | 14

money disappear in opaque charging structures. “There is an understandable buzz around what April will bring for those retiring now, with the unprecedented pension freedoms coming in. But these reforms show we are also determined to help the pensioners of tomorrow - people working hard and saving hard for their families’ future.” Regulations are being laid out alongside the Government’s response to its consultation “Better workplace pensions: Putting savers’ interests first”. The Financial Conduct Authority will also be making corresponding rules to control charges and introducing Independent Governance Committees for workplace personal pension schemes from April 2015. Their rules, together with the new regulations, will ensure that savers are protected regardless of the type of workplace pension they are saving into. Subject to Parliamentary approval, these draft regulations will be a major step towards ensuring a positive outcome for millions of people in retirement. The next stage of the Government’s work to ensure full disclosure of costs and charges throughout the value chain is also set out in today’s paper – with the plan to publish a joint call for evidence with the Financial Conduct Authority in spring 2015.

FEATURE | Social Mobility

Social Mobility

Opening doors for everyone From Shetland to Stranraer does Social Mobility actually happen? It certainly does, and in a growing number of workplaces across Scotland. More employers are opening their doors to people from all walks of life, backgrounds and education. Andy Moore spoke to some major organisations based in Scotland to see how they are embracing the practice.

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FEATURE | Social Mobility


ver seen the film, ‘My Fair Lady’, starring Audrey Hepburn and Rex Harrison? The plot is about an arrogant Professor, Henry Higgins (Rex Harrison), a teacher of elocution, who believes that the accent and tone of one’s voice determines a person’s prospects in society. He boasts to a new acquaintance, that he could teach any woman to speak so “properly” that he could pass her off as a duchess at an embassy ball. Higgins selects as an example a young flower seller from the slums, Eliza Doolittle (Audrey Hepburn), who has a strong Cockney accent. Eliza’s ambition is to work in a top flower shop, but her thick accent makes her unsuitable. Pickering offers to pay for her elocution lessons. Importantly, the Edwardian London themed movie is a nod in the direction of social mobility in the workplace, a concept that is becoming more fastidious than fad with UK employers in recent years. So what does it all mean? The author’s definition: Social mobility for employers is about promoting equality of opportunity for staff from all walks of life regardless of their social status, class and background – backed by their eligibility to do their job without prejudice. Simple. Right? If only. Put another way, the process permeates throughout all aspects of an employee’s time with an organisation – from their recruitment and performance to career opportunities, promotion and diversity within their role. Clare Fraser, an Equality and Diversity Consultant at Clare Fraser Consulting, says: “Fostering social mobility at work is about bringing conventional diversity practices back to grass roots and thinking about widening access to career opportunities in general. Social mobility is not an employer’s problem – the class system is still engrained in society and can be a huge determinant in employment outcomes.” Clare believes people can have different levels of confidence in networking or in the recruitment process. For example, less advantaged

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“Social mobility is not an employer’s problem – the class system is still engrained in society and can be a huge determinant in employment outcomes.” job candidates may not be as confident during interviews while, conversely, people from advantaged backgrounds might excel in this area. Sweeping statements are always going to be the name of the game behind social mobility. Even vocalising it can elicit mutterings of ‘categorisation’ by wise HR heads. Many might say social mobility is already a ‘given’ inside robust equality and anti-discrimination laws – but they’re still not enforced as a people practice, as Clare adds: “Just by talking about the subject you’re almost assuming that social ‘immobility’ already occurs. I’m not comfortable with the idea of people progressing through a job with the aim of bettering themselves. Social mobility can play a big part in determining where an individual ends up in life and the process is not referred to directly in antidiscrimination and diversity laws. The process itself is so hard to define.” From an HR perspective, the practice must foster both a ‘what’s in for the

employer’ as well as the ‘employee’; far from simply taking a pious approach to bettering an individual’s career prospects. So how should HR go beyond usual recruitment methods to hire people with great potential, whatever their background? “In my mind, HR must strive to take an objective approach, focusing on the job, not the person. Double check if a degree is really needed to do the job: just because you can get a graduate doesn’t mean you have to recruit a graduate,” she stresses. “Make sure staff involved in recruitment, are aware that there can be unconscious bias, and they can favour ‘people like us’. It can be too easy to award ‘extra points’ for someone who’s a great golfer or a president of a rugby club.” One organisation that strives to employ across a wide social strata is Standard Life. Being a parent, a carer or service reservist, for example, are all aspects intended to enhance its community approach to work. At the end of 2014 it was recognised by the UK Government

FEATURE | Social Mobility

for its work in encouraging social mobility: through its support of the Social Mobility Business Compact initiative it was chosen as one of 12 UK Champions, (the only one headquartered in Scotland). Graeme McEwan, Standard Life Group Director of Communications and Brand, says: “We need to be honest about the requirements for the jobs we advertise – for example do candidates really need a university education or experience? Is it better to look for talent, attitude and cultural fit? Could an apprenticeship be better suited than a graduate?” Graeme stresses that, crucially, once it has such talent on-board, it ensures there are opportunities for progression, and development is openly available to all, facilitating a culture of success and ambition. Career pathways must be transparent and people need role models and mentors. Its Women’s Development, Armed Forces and Young Persons Development networks play a crucial role.“We work with organisations representing different groups – for example The Princes Trust, the Officer’s Association Scotland and Remploy. We’re pleased with the results. For example, our work to support young people has, in just over two years, taken our percentage of staff under 25 from 0.5% to 6%,” he adds. “There are challenges to encouraging social mobility; the costs of housing, travel and childcare are all barriers. The cost and accessibility to Higher Education, and ensuring parity of esteem for vocational qualifications are essential. Businesses have a key role to play in this.” Another company championing social mobility is Scottish and Southern Energy (SSE), which has two central points to its philosophy on inclusion: firstly to ensure its staff base is broadly reflective of the communities and customers it serves, and secondly to include staff from a wide range of backgrounds to improve the quality of decision making.

So how does inclusion work in practice for SSE? John Stewart, HR Director, explains: “It operates on a number of levels. Firstly we recruit over 150 young people into our business every year. They all come into trainee roles that have something in common: the need for the job to be sustained, with the opportunity to gain skills leading to long term careers.” As part of this programme, SSE partners with Barnardo’s to provide opportunities for young people who have started with a disadvantage, with these placements creating real confidence in the workplace. The energy supplier says it has a ‘good hit rate’ of placing young people in full time jobs and it works in partnership with suppliers to create

opportunities for youngsters in the communities it serves. One example is where it has recruited trainee people in partnership with contractors with a focus on social mobility. And the result? SSE has attracted 20 young people to become involved in a programme in Inverness, while in Perth and Kinross it has partnered with Career Academies on an intern programme. “The philosophy of the programmes is letting young people see what direct entry roles look like. This is important given the costs and debts associated with higher education,” he adds. “We still have more to do such as researching the human capital value of trainees, but much more so for those who risk being socially excluded. We never underestimate the pride our staff get from being involved in the positive impact of social inclusion.” The word ‘inclusion’ also strikes >

“There are challenges to encouraging social mobility; the costs of housing, travel and childcare are all barriers. The cost and accessibility to Higher Education, and ensuring parity of esteem for vocational qualifications are essential. Businesses have a key role to play in this.” Hr | 17

FEATURE | Social Mobility

a universal chord with Barclays under its various initiatives designed to spearhead social mobility in the workplace. Under a fundamental review of its business, the bank has transformed its culture, knowing that only a business driven by strong values can deliver strong, sustainable returns. Barclays’ Apprenticeship Programme recruits individuals based on their attitude and potential rather than experience and qualifications. It has already employed 2000 apprentices and it intends to share its experience with other businesses to help an even greater number of young people into employment. The programme delivers training to support the most disadvantaged people into work. Its aim is to provide a taste of working life to young people, to build their confidence and equip them with basic skills they need to enter the job market. Partnerships with charities have resulted in several successful placements, including three from the National Autistic Society of Scotland this year. Jamie Paterson, Barclays’ Global Head of Client Service Centres, says: “Our apprentices have made a significant positive impact on our business, putting our values into action. I am incredibly proud of what they have achieved. Their attitude and commitment have been exemplary and I am certain that they have a bright future ahead of them. We will continue to develop colleagues in the right way and I look forward

to offering further opportunities to apprentices in 2015.” On a wider level, the bank has embraced the Values and the Citizenship and Diversity and Inclusion agenda by creating networks locally. These leverage global tools and best practice, whilst building strong links with local schools, universities, colleges and charities to positively influence the next generation. Barclays is also partnering closely with recruitment agencies to help them understand its culture and ambitions. Changes in the global economy, its client base and the financial services industry have transformed its landscape, bringing into focus the need to build a more diverse workforce. So how can organisations add a capital ‘M’ to social mobility over the next few years? Clare Fraser sums up: “Social mobility might be about moving through so-called classes structures and onto bigger and brighter horizons. But this does not sit well with me. The underlying point is that so many employers think there are barriers before social-economic status. However the true value is how people from less privileged backgrounds can make a real and positive difference to an organisation’s success.” And this success can be opening doors for the working girl or the working man, or in other words, everyone! Hr

Socially Mobile: • Processes are about promoting equality of opportunity for staff from all walks of life • They’re about bringing conventional diversity practices back to grass roots and widening access to career opportunities • Social mobility can play a big part in determining where an individual ends up in life • The practice must foster both a ‘what’s in for the employer’ as well as the ‘employee’ • HR must strive to take an objective approach, focusing on the job, not the person • Career pathways must be transparent and people need role models and mentors • The true value is how people from less privileged backgrounds can make a real and positive difference to an organisation

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Workplace bullying – Support is out there!


espondents to a ‘Family Lives’ survey, found those affected by Workplace Bullying saw a deterioration in relationships with partners, friends and family members. ‘Family Lives’ is a national charity that works for, and with, parents to encourage them to see that seeking support is a sign of strength, and works with them to offer practical solutions and suggestions to their own particular situations and difficulties. Support is delivered through a range of free, flexible, responsive services - shaped by parents for parents. Family Lives’ survey respondents stated: • 91% felt that their organisation did not deal with the bullying adequately • 73% said the bullying was verbal including threats whereas 60% felt the bullying was social including being excluded, ignored and isolated • 70% of survey respondents were female • 66% of respondents witnessed bullying at work with 43% stating they were bullied by their line manager, 38% bullied by a colleague and 20% bullied by SMT or CEO • 35% of bullying went on for more than a year Respondents reported that the anxiety associated with workplace bullying greatly affected their emotional health and wellbeing. “I was blamed for errors made by other staff so work productivity greatly reduced as I was constantly checking database information that other staff compiled to ensure I was not blamed for any errors. I began taking work home to keep on top of my work but the more I managed, the more I was assigned which made it impossible to make deadlines. I was requested to do work a certain way and then it was denied the request had been made I became anxious, unable to eat and sleep dreaded going to work that I made myself ill until I was eventually diagnosed with anxiety and depression and work stress.” “It made and is making me depressed. Strangely, it’s never affected my productivity because I have an unusually strong work ethic, and work more then I should. It’s been more of a personal struggle, where I’ve gone from being a confident, strong individual to someone who’s doing everything she can not to cry just writing this out. It has destroyed my self-esteem and my belief in myself.” “High level of anxiety daily. Led to panic attacks and PTSD. The work load became overbearing and was never completed well enough to satisfy the manager. Set up to fail daily” Jeremy Todd, Family Lives Chief Executive said: “With New Year Resolutions firmly on the agenda, January is often the month when unsettled and distraught employees actively seek alternative employment. Our survey indicates this is often as a result of a breakdown in employee/employer relations. Family Lives recognises that workplace bullying is undoubtedly going to impact on family life. It would be very hard for anyone not to bring troubles home from work, but the pressure that a situation at work can put on relationships can

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make family life extremely turbulent. Support is out there and we would encourage people not to ignore incidents hoping that they will rectify themselves. The workplace should be an environment of professionalism, respect and courtesy and whilst many employers are committed to establishing a bullying-free zone, it is clear that work still needs to be done.“ Particularly worrying data highlighted that: • 74% of respondents said that workplace bullying affected their family life and close relationships • 78% of respondents feel the financial climate and shortage of jobs is preventing individuals from standing up to workplace bullying • 48% felt that they need to continue to just put up with the bullying and 20% being signed off work with stress • 4 4% sought medical advice or counselling because of the bullying • 44% felt they needed to take official action to get the bullying stop Quotes from survey respondents bullied by colleagues who felt that HR were not impartial or investigating issues or complaints from a neutral position included: “HR are there to protect management and the organisation. You are made to feel a trouble causer!” “If you make any waves, being on a nil-hours contract, it is easy for them to just to give you no more work” “Management are very weak and choose to ignore problems, bullying or otherwise, rather than to deal with them” “The company is (a) small yet affluent business with under 10 employees all of which have known each other for in excess of 5 years though the industry alone. There is no help, assistance, procedure for an ‘outsider’ openly discussing the issue creates more problems and more hatred and reaction and segregation.” “Complaint procedure inefficient. Too quick to listen to excuses from bully and put blame on victim (for) being too sensitive”. Hr Parents, adult carers and family members concerned about family issues should visit:


Social mobility and demographics By Toni McAlindin


he theme of this magazine is social mobility. There is much research on the subject in relation to a wide range of groups. Specifically we have had the “gender” time bomb, the “ageing population” time bomb and of late the “immigration” debate. To the latter can be added issues of religion. If we add in the consequences of government cutbacks on disabled groups, we add another group into the mix. And of late there has been much discussions about how different life might be for Generation Y. This is not an “age” issue so much as a generational issue. Perhaps there have always been such issues and there always will be. They may change in the detail but not in the actuality. A number of factors will affect an individual’s ability to move around, to access jobs, housing, training, education etc. Perhaps we should say “plus ca change”? Let us take a few facts on one or two of these. In my lifetime we have seen legislation on equal pay, which appeared to take 40 years to get off the ground but in some areas appears to be working at last. This might also be linked to the Generation Y argument, as there is evidence that this group of females may well have it all. According to research from global talent solutions company Hudson “The Great Generational Shift”, women in their twenties and thirties are best placed to be the first to break the glass ceiling. This has implications for leadership skills and they identify being “helpful” and “meticulous” as positive traits. According to an analysis of psychometric tests across 20 different countries, younger females scored 18 per cent higher than Generation Y males on organisation, 10 per cent higher on people skills and 12 per cent higher on social confidence. Certainly looking at my own nieces, many in their late twenties early thirties they do seem to match the profile. Good degrees, good jobs, married, sporty, well travelled – and gorgeous!!! Now some are having babies. Will this be when the idyll breaks down? All the evidence seems to suggest that it does. The above report notes 80% of executive directors on the boards of the FTSE 100 are male but the report believes Generation Y women are well placed to change that (a fact which might be contradicted by another report carried out by O2 of 2000 women where 45% believed few women held top posts and decision makers were male. With 10 months to go for the deadline set by Lord Davies for achieving 25% female representation on the FTSE 100 boardrooms, 17% of the survey responded that it was Hr | 22

“impossible” for a woman to reach senior management status in their organisation (Breaking the boardroom a guide for British businesses on how to support female leaders of the future). O2 and CIPD are launching a new guide to help UK employers implement a effective women in leadership programme). A further report by recruitment firm Astbury Marsden has shown an increase in the recruitment of women and overseas staff in the City. The female workforce rose from 20% to 29%. The firm believes that the gender diversity programmes are working. There are schemes that target female undergraduates and return to work initiatives to attract women after a career break. In addition the gender pay gap is at its narrowest since official records began in 1997 according to the Office for National Statistics. Men now earn 9.4 % more than women ie about £100 a week. The change however is due to a fall in the male wage rather than a rise in the female wage. Given that some of this is positive will it be derailed by the old problem of child are (note Labour Party proposals to offer working parents with 3 and 4 year old breakfast at school, after school clubs and 25 hours of free childcare per week). For some years maternity legislation has allowed the mother to pass on up to 26 weeks of her pay and leave to her partner. This has had low uptake. From April this will change to allow up to 50 weeks of the 52 weeks to be shared or passed to the partner. There is little evidence that there will be a greater uptake from men. Even though some men might want to take the leave or their partners are the higher earners, there is evidence that for many this is the kiss of death to their career. Maternity leave is poorly paid not making it an attractive option for either partner. To make this work for parents in general, employers have to be more receptive to flexible working and there has to be changes to the provision and the cost of childcare, as many a glittering career has stalled when children come along. A report by the CIPD on annual absence blames much absence on the problems of balancing work and family life. This is confirmed in the annual report on the nation’s health where Dame Sally Davies highlights the enormous cost to society of absence from work for mental health reasons most especially anxiety and depression much of it caused by this balancing act. And this area has certainly got complicated. Individuals who might have taken early retirement or


even retirement at 60 with a reasonable pension now find themselves needing to work to 67 for a state pension and 65 for a work pension and for many the latter will not be final salary. At the other end of the spectrum young people whether school leavers or graduates are finding it difficult to find a well-paid job. Many are therefore still living at home meaning their parents need to keep working to cover the cost. This puts a strain on families. Those caught in the middle may also have elder care responsibilities often for more than one set of parents and increasingly they are the unpaid childminders of their grandchildren. It is no wonder that they suffer anxiety. However at the same time evidence from Prince’s initiative for Mature Enterprises shows a missing million of over 50s. The Missing Million illuminating the employment challenges of the over 50s highlights the fact that there are currently 3.3 million economically inactive people between 50 and 64 and up to 1.5 million mature workers involuntarily left the workforce in the last eight years. It is important to harness older workers’ potential as demographics indicate an expected increase in the UK workforce of 4.5 per cent over the next 20 years compared to 18.2 over the previous 20. That will mean that it is a challenge to fill job vacancies. According to research commissioned by insurance and pension firm LV (by PCP Market Research) a typical

worker entering the UK labour market today will have on average nine jobs and one complete career change across 48 years of their working life. Jobs for life are therefore a thing of the past. Today’s workers it confirms face a significantly longer working life compared to their grandparents. Research by the ONS shows new workers can expect a lower starting salary than their parents. The trend of job-hopping is also likely to impact on pension savings. All in all social mobility, changing jobs regularly will be the norm. However this has to be balanced against family responsibilities whether for children or parents or both and for many young people the inability to leave the family home for financial reasons. It could be for generation Y that there are significant, albeit different challenges. As I said “plus ca change.” Hr Toni McAlindin is a qualified barrister - specialising in labour law. In addition to being an employment lawyer, Toni is a Companion of the Chartered Institute of Personnel and Development.

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in association with:

Susan Campbell Job Title: General Manager - People Development Organisation: Business Stream Brief Summary of your Industry Sector: Business Stream is the leading supplier in the world’s first competitive non-domestic retail water and waste water market serving more than 93,000 customers.

How long have you been in your current position? Nearly 8 years - I only came to Business Stream for two months and I enjoy it so much I’m still here! What attracted you to the role? Initially, it was just the offer of a two month contract before I went on an extended break but within a few days I realised that there was a great opportunity to be involved in the startup phase of the business and help to shape not only the people strategy but as a member of the leadership team all aspects of the business. Fortunately the CEO asked me to come back after my trip. Describe your career path After graduating I was looking for an evening course to do and came across the CIPD course at Glasgow Caledonian University and decided that it might be a bit more suited to me than the other option I considered, flower arranging. I then spent a number of years working in the public sector with some really progressive Local Authorities. In 1996, at local government reorganisation I took the opportunity to move on to a new sector and was involved in the setting up of the HR function for East of Scotland Water and in 2002 the amalgamation of the three water companies into Scottish Water. The only role that would take me away from Scottish Water was to become the first HR Director of Scottish Rugby during a very challenging time for the organisation. Following Scottish Rugby I became the HR Director for Resource in Ireland. The new owners needed some support to set up the HR function and I spent a fantastic year with them learning about the world of acquisitions and integration and meeting some of the best and funniest people I have ever worked with. Describe the key responsibilities in your role as HR Director I am accountable for all aspects of HR, Learning and Development, reward and talent management. A bit more unusual is that I also have accountability for procurement, property and health and safety - a really broad spectrum of areas which makes the role really exciting. Hr | 24

Give an example of strategy you have implemented that has made a difference to the organisation As I have been involved in implementing all the people strategies in Business Stream I find it difficult to pick out only one but a good example would be the recruitment of some great talent into the business and given them leadership opportunities early in their careers that they may not have got elsewhere. It has been great to see them grow in their roles. As HR Director, are you involved in decisions at board level? I am not an executive member of the Board but I do report to the Remuneration Committee on all people matters. It is great to use the experience of the Non-Executives to give you a different perspective and challenge. What area of your job do you find particularly challenging? Working on spreadsheets! Fortunately I have a great relationship with my Finance team who help me out a lot. What are your key motivators? Being part of a highly successful business where HR is seen as a key contributor to that success. I love to see people develop in their career when you have had a small part to play in it. What would the members of your team say about you? Well I thought it best to ask them and the unanimous answer was, don’t say “yes” if Susan asks if you want a development opportunity! It usually means something tricky needs to be sorted out urgently. If you got the chance to do it all over again, what would you change and why? I think I would have worked on my excel skills more. Hr


Organization Design A guide to building effective organizations Author: Patricia Cichocki with Christine Irwin Reviewed by Neil Archibald


jigsaw! That’s my own personal slant on what Organisation Design (OD) is rather than my initial reaction to this tome. The profession means different things to organisations that make use of such a resource but what is OD in reality? Read on to find out. In some organisations, OD is totally strategic. It is about ‘managing the practicalities of embedding OD and the importance of pragmatic design to meet long-term aims’. Conversely, in other organisations, OD is nothing more than a glorified L&D function delivering purely at an operational level. Can both remits co-exist successfully? Whatever the team’s remit in your organisation, the authors are trying to focus their OD efforts at aiming to help organisations positively address the human side of change which they see as the function’s main driver. They do this via a variety of means, some practical and transferable with some being, well let’s say, a little on the creative side. The writers promote the concept that for any OD initiative/ function to survive and for success to be a key outcome, it is suggested, as a common denominator, that three leadership roles are needed from the start. A sponsor, a commissioner and a senior HR leader aiming to ‘build effective organisations’. This is where I think the book could be a little less utopian in its theoretical views of what OD is about and rather focus on what it actually means to a lot of organisations that may not have the need for a fully blown OD function. Far better that readers are encouraged to take bits of the concept to fit where needed and feasible but having a framework at the ready to bolt the bits on to. This is where the book is of value taking readers through the dos and donts of what is needed in order to ensure that the OD function becomes intrinsic to the running of the business within which it operates. One of the things to keep in mind when talking of OD (and it’s something I suppose, when in the depths of a manic project, can easily be forgotten) is that the whole thing is about change. Change in respect of how it affects people, structures, processes, customers etc making it important and vital to establish a clear design brief. Step one done then. That’s apparently though where a lot of folk leave it, at design stage because the next steps elude them either because of a lack of buy-in from senior folk or the reason for initiating such a programme being lost in translation when people start querying variables such as planned outcomes, benefits and the like and the

responses don’t stack up to scrutiny. That being that, the authors then throw in the OD compass which is where, in picture form, it all starts to make sense. Who was it that said a picture tells a thousand words? The compass brings it all together and I’m almost tempted to say to the authors to put this on the front cover – it might help with those sales figures! The compass makes it clear that it is the hard and soft elements of change which are going to be the making of any OD initiative and that can range from the beliefs and values of staff through to organisational goals and metrics. Some measureable and some not. Just like HR! A range of subtle techniques is adopted throughout the text to bring the reader’s focus back to the job in hand because let’s be frank, the OD concept isn’t one that is the simplest to follow. Gems like ‘there is a Zen saying that a thousand mile journey begins with one step’ are carefully inserted which as well as acting like some kind of anchor for the reader going off at a tangent also doubles as a mantra which the OD professional could well use to sell an OD idea to a sceptical audience. Another clever addition to the book (and one which I’ve never seen in all the time I’ve been book reviewing) is so simple, it’s almost comical. A list of aids covering tables of information, tools of the trade and illustrations are available to peruse at the front of the book. This makes it so easy to scan through what you might need and to go straight to it rather than having to wade through endless paragraphs of text which although useful and pertinent don’t tell the same story as a picture. Not the easiest read I’ve had to work my way through for book review purposes but it has some strong passages which, if read in conjunction with a practical understanding of the subject, will help to get the wheels of OD departments turning. Hr

Neil Archibald works as an HR generalist and business journalist and is a Fellow of the CIPD.

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he nominations for the Hr NETWORK National Awards 2015 have opened this month which will recognise, acknowledge and reward the champions of the Scottish HR profession in 2015. Nominations are being sought from across all sectors in Scotland in sixteen categories, which will determine the top performing HR individuals, teams, projects and organisations for their efforts in the people development and management arena. Following the initial online nomination process followed by an interview process for all shortlisted

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finalists, the winners of the Hr NETWORK Awards 2015 will be announced at a glittering Gala Dinner which is being held at the impressive Glasgow Hilton on Thursday 12th November 2015. Due to the huge popularity of the annual Gala Dinner, the organisers of the awards anticipate yet another sellout dinner with the 2015 theme for this year once again being kept as a closely guarded secret. The ‘Nominations Intention’ scheme, which was launched four years ago to capture the early interest from those intending to nominate and provide support and ongoing updates on all the categories during the nominations process, is running from 1st March to 31st May 2015. Organisations who intend to nominate can simply notify the Hr NETWORK Awards planning team of their intended nominations prior to the closing date for nominations of 31st May 2015, and the team will provide on-going support, guidance and updated information on all the relevant categories. 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 recognised at the Hr NETWORK Awards Annual Gala Dinner in November.

FEATURE | Nominations open FOR Hr NETWORK Awards 2015

Award categories and typical nomination summary Learning & Development Award of the Year – sponsored by: Typical Nominees: Nominees will be Trainers or Training Managers. Other typical job roles will include Learning and Development and Organisational Development practitioners. Nominees will be nominated by their HR Directors or Senior Manager who has responsibility for training/organisation development within the organisation.

Organisational Development Award of the Year Typical Nominees: Nominees may either be employed by the organisation or may be hired by organisations to undertake this specialist work. Depending upon naming conventions job holders may be called OD Manager; Head of OD; Organisational Effectiveness Consultant/Manager/Specialist etc. Nominees in this category will 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.

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

HR Graduate of the Year – sponsored by: Typical Nominees: Nominees will typically have graduated in a CIPD (Chartered Institute for Personnel and Development) recognised HRM qualification, having graduated on or after the 1st September 2014. Nominees will be nominated by their Lecturers or Course Tutors rather than their employers for this award.

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FEATURE | Nominations open FOR Hr NETWORK Awards 2015

Corporate Responsibility Award of the Year – sponsored by:

Talent Management Programme of the Year – sponsored by:

Typical Nominees: 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 initiative and what employee engagement benefits have been realised by the organisation through its CR policy.

Typical Nominees: Nominees will typically be senior managers or specialists responsible for the overall planning and implementation of key talent management and development through significant engagement strategies. Such individuals may not necessarily be members of the HR/OD function. Nominees will be nominated by the Chief Executive or relevant Executive Director.

HR Business Partner of the Year – sponsored by: Typical Nominees: Nominees will be senior HR professionals within an organisation who work in partnership with the business to provide specialist strategic, support and influence that enable key clients to effectively deliver their people plans. Provide an advisory 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. Hr | 28

FEATURE | Nominations open FOR Hr NETWORK Awards 2015

Attraction and Resourcing Award of the Year – sponsored by: Typical Nominees: Nominees will be senior managers or in-house resourcing/recruitment specialists or teams responsible for key talent attraction initiatives. Such individuals may not be part of the HR/OD function and may be part of an in-house recruitment function. Nominees will be nominated by the Head of HR, Executive Director or CEO.

HR Manager of the Year – sponsored by: Typical Nominees: Nominees in this category support the people management functions that underpin the business culture. HR Manager 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. >

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

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FEATURE | Nominations open FOR Hr NETWORK Awards 2015

Employee Engagement Award of the Year – sponsored by: Typical Nominees: Nominees will typically be senior managers or specialists 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. Judges will be looking for evidence of a commitment from leadership for the engagement strategy, a consideration of company culture whilst containing an emphasis on employees being rewarded and recognised. Nominees will be nominated by their Chief Executive or relevant HR Director or most senior HR professional within the organisation.

HR Team of the Year – sponsored by: 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.

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

FEATURE | Nominations open FOR Hr NETWORK Awards 2015

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

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

Lifetime Achievement Award The Lifetime Achievement Award is Scottish HR’s most prestigious award made to an individual who has an established history of distinguished service to the HR profession either as a practitioner, academic or consultant or may be someone who has successfully transcended different areas of the HR profession. The individual will have made a lasting contribution to HR practice and has demonstrated excellent leadership qualities and provided inspiration to others in the sector. The Lifetime Achievement Award will 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: 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 12th November 2015, please contact: Tel: 0131 625 3267 or email:

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LAW HRD Horizons Club


he Law At Work HRD Horizons Club events took place on Tuesday 20th January at Blythswood Square in Glasgow and on Wednesday 21st January at The Bonham in Edinburgh. The events began with the customary networking, drinks and canapés, before the discussion commenced, on the topic of Engagement and Motivation in the 21st Century. The guest speaker for both evenings was Mike Tierney, an OD consultant, trainer and coach and highly experienced facilitator of psychometric and psychological profiling tools and models such as Belbin Team Roles, DiSC and MBTI, and an accredited Neuro Linguistic Programming trainer. Repeatedly, studies and research show the positive link between engaged employees and business performance but the landscape in which we attempt to engage and motivate our employees continues to change. The Future of Work report, which surveyed more than 10,000 people across China, India, Germany, the UK and the US, found that one-fifth of workers see themselves working virtually, with the ability to log on from any location within the next 10 years. The shift in how we work will be so huge that a quarter of respondents believed that traditional working approaches and structures simply won’t be around in the future. HR professionals predict that at least 20 per cent of their workforce will be made up of contractors or temporary workers by 2022. Almost a third are building talent strategies around people’s growing desire for portfolio careers, hiring staff on a more ad-hoc basis. Portfolio careers continues to become the new so what can organisations do to retain their top talent? Adidas and Nike now have younger employees so engaged with the organisation they have their company logo as a tattoo! The event considered: how do you retain top talent in your organisation; should you invest more in these individuals; how do you identify your rising stars; and what is your view on communicating an employee performance league table. Senior HR professionals have a vital role in engaging high potential employees and LAW look forward to hearing the views of a variety of the leading HR professionals, as part of the event feedback. Hr

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Right Management’s High Potential Event Forum


re the careers of your high potential employees aligned to your business strategy? Only 49% of senior managers believe that their high potential individuals are being developed in such a way that will help their organisation achieve its business objectives. Faced with this lack of alignment, along with flatter structures and changes in career motivations, line managers must think increasingly creatively about the career conversations with their high value individuals, to develop high potential future leaders. Following their Autumn 2014 High Potential Forum, Right Management continued with the high potential conversation in Q1 of 2015 with their interactive series of events, in Edinburgh on Thursday 29th January 2015 . The event was extremely thought provoking on High Potential Careers, which this time focused on driving improved business results through the effective career management of high potentials. The High Potential Careers event also examined how working together, organisations and their employees can meet common goals through career management. It specifically focused on the essential role of the line manager; how to motivate and engage high potentials, and how to think creatively about career management for competitive advantage. Hr

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FEATURE | Hr NETWORK Conference 2015

Hr NETWORK Conference 2015


Thursday 14th May 2015 – EDINBURGH BOOK ONLINE OR BY POST NOW! The Hr NETWORK Workplace Culture & HR Conference in association with Tesco Bank and supported by Guardian Jobs will take place on Thursday 14th May 2015 at the Hilton Grosvenor Hotel in Edinburgh’s West End. In this preview feature, the organisers of the Conference, who have extended the early bird discount until 31st March 2015, provide an insight into the theme and the various topics, which will feature as part of this hugely anticipated event and they encourage delegates to secure their bookings as soon as possible, as places are limited.

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Workplace Culture Theme Organisational Culture represents the collective values, beliefs and principles of organisational members and is a product of such factors as history, product, market, technology, and strategy, type of employees, management style, and national culture. Culture also includes the organisation’s vision, norms, systems, symbols, language, assumptions, beliefs, and habits. It is also the pattern of such collective behaviours and assumptions that are taught to new employees as a way of perceiving, and even thinking and feeling. The 7th Hr NETWORK Conference 2015 in association with Tesco Bank and supported by Guardian Jobs will explore the opportunities, challenges and the threats of Workplace Culture. A number of leading industry experts charged with the ‘people strategy’ within some of the UK’s biggest organisations will talk about the challenges they encounter as part of defining their organisational culture. This One Day Conference will take place at The Hilton Grosvenor Hotel in Edinburgh’s West End on Thursday 14h May 2015 in Edinburgh, and will also feature a range of traditional HR and people management sessions including: Employment Law; Talent Management; Diversity & Inclusion; Social Mobility; and much more. >

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

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

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

Early Bird Booking Discount Available until 31st March 2015 To avoid disappointment, the early bird booking is strongly recommended as the venue for the conference has limited capacity, which makes this event extremely popular. HR Practitioner (Non commercial) Paying by:



Credit card

Cost for HR practitioner (Non commercial) is *£125+VAT @ 20% (Total: £150.00) Cost of Other is **£195+VAT @ 20% (Total: £234.00) *Please note that this cost is available until 31st March 2015. From 1st April 2015, the cost will increase to £145+VAT @ 20% (Total: £174.00)

**Please note that this cost is available until 31st March 2015. From 1st April 2015, the cost will increase to £235+VAT @ 20% (Total: £282.00)

Terms & Conditions of Booking Bookings will not be confirmed until a cheque or credit card payment for the full amount has been received. Please note that booking forms received on or after the 1st April 2015 will be charged at the higher rate for delegates. In the event of more than one booking being made, a booking form must be completed for each delegate attending the conference.

KEYNOTE SPEAKER Morning Keynote Dame Sue Bruce Chief Executive, The City of Edinburgh Council Sue was attracted to the role as Chief Executive of the City of Edinburgh Council not just in view of the opportunity to lead a capital city, a major seat of government with a huge international profile but also by the distinct challenge of resolving the serious contractual problems that surrounded the city’s Tram Project. Sue’s leadership helped to broker significantly improved relations between the various parties, resolved disputes and ensured the troubled scheme was completed in May 2014. As Chief Executive Sue combines personal integrity with vision and passion to set a strong ‘tone from the top’ in setting out expectations of Council Services. Sue leads an organisation, which services the 477,000 residents of Edinburgh and 3.69 million visitors each year. She leads more than 19,000 staff working in more than 340 sites with an annual budget of £1.1billion. Her keynote speech will focus on her philosophy of distributed leadership – empowering leaders across the organisation to tackle challenges and opportunities, and create a culture of empowered engaged employees, with reference to the Council’s Pride in our People initiative and also to the Edinburgh Guarantee, an apprenticeship scheme for young people, that she has personally spearheaded across this city, to demonstrate distributed leadership in action, and the positive impact this can have on engagement.

Delegate Cancellations: Bookings can be cancelled up to and including 28th February 2015 and a full refund will be given. For cancellations from the 1st March to 31st March 2015, a 50% cancellation fee will be charged. For all cancellations from the 1st April 2015, no refund will be given. Speaker Cancellations The conference programme is created with the full co-operation of the intended speakers. In the event of a speaker being unable to attend or a particular topic being removed from the speaker programme, Hr NETWORK will ensure that an alternative speaker or topic will be provided. No refunds will given to delegates. Please return the booking form with full payment to: (If paying by cheque, please make payable to Media Avenue Ltd) Hr NETWORK (SCOTLAND) c/o Media Avenue Limited 4 West Maitland Street Edinburgh, EH12 5DS Tel: 0131 625 3267 VAT Receipts are available on request. Delegate Information Delegates will receive a delegate list placed within the delegate bag on arrival at the Hr NETWORK Conference 2015 containing Names, Job Titles and Organisations ONLY. If you do not wish to be included on the delegate list, please email: subscriptions@ - Subject: Removal from delegate list. Information gathered from your booking form will be used to process your delegate registration for Conference 2014 and may be used to notify you of future Hr NETWORK events and also to receive Hr NETWORK magazine and online newsletters. Your email address may be passed to exhibitors and sponsors of the Conference ONLY. Your information will NOT be passed to any third party or anyone unassociated and will be used for Hr NETWORK purposes ONLY. Please tick the box if you do not wish to be receive any future postal Hr NETWORK notifications.

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


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

FEATURE | Hr NETWORK Conference 2015

SESSION TOPICS The Conference will also feature a range of breakout sessions, where delegates can choose one session from each of the four Streams set out below: The breakout sessions include: Stream 1 Session 1: Flexible Working: Good for employees, good for business Session 2: Employment Law & Risk Management: You get the employee relations culture you “deserve”! Sponsored by: Session 3: Culture Change: The Jerry Maguire Guide to Positive Culture Sponsored by: Stream 2 Session 4: Employee Engagement: Pride In Our People Session 5: Resilience: Building strength and stretch into your organisation Session 6: Workplace Health & Wellbeing: Helping HR deal with the healthcare challenges ahead Sponsored by: Stream 3 Session 7: Talent Management: Changing Ford’s focus when it comes to recruiting sales people Sponsored by:

Stream 4 Session 10: Leadership Development: Creating an environment where followers become leaders Sponsored by: Session 11: Feel the Fear – and Don’t Do It Anyway: What kind of culture is your leadership communication nurturing? Sponsored by: Session 12: Social Mobility: Opening doors for everyone Early Bird Delegate Costs: HR Practitioner (non commercial) - *£125+VAT Others (including Consultants and independent advisors) - **£195+VAT Group bookings available - Details available on request Please note costs include full access to the Keynotes, Breakout sessions and exhibitor area, lunch and refreshments on the day.

Session 8: Social Technology: Minding your [Social] business

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:

Session 9: Family Business Culture: Is the family keeping the business together or is the business keeping the family together?

*Early bird discount available until 31st March 2015. 1st April 2015 onwards £145+VAT. **Early bird discount available until 31st March 2015. From 1st April 2015 onwards: £235+VAT.

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Just for fun quiz Simply answer the 5 multiple choice questions, then identify the pictured celebrity who’s face has been slightly distorted to test your knowledge and then email your answers to: editor@ The winner will be announced in the next issue of Hr NETWORK (SCOTLAND) along with the answers to the quiz in this issue. Closing date for answers is Friday 3rd April 2015 at 12 noon. The answers to the January Quiz are: 1. C – John Swinney 2. A – Miranda Hart 3. C – DFS 4. A – Edwina Currie 5. C – St. Johnstone Name the Celeb for January: HRH Prince Harry

Name the celeb

Quiz questions 1. Who is the current Leader of the House of Lords? A) Lord Hill of Oareford B) Baroness Stowell of Beeston C) Lord Strathclyde 2. The crime thriller set in a picturesque seaside town, featuring DI Alec Hardy is? A) Broadchurch B) Silent Witness C) Sherlock 3. What type of pastry is used to make profiteroles? A) Short Crust B) Puff C) Choux 4. Which well-loved Coronation Street star died in January 2015? A) Kym Marsh B) Jennie McAlpine C) Anne Kirkbride 5. The 2015 Open Golf Championship is being held where? A) St Andrews B) Muirfield C) Turnberry

email your answers to: Hr | 38


My My LinkedIn showcases an existing regular contact of Hr NETWORK. Each issue, the team will select a relevant person to feature and showcase their LinkedIn page including their Summary; Career; Specialities; and a number of LinkedIn contacts.

Jaclyn Needham

Manager at Michael Page Glasgow, United Kingdom Staffing and Recruiting Current Past Education Connections

PageGroup Tesco Stores Ltd Linlithgow Academy 500+ connections

Summary I manage a team of consultants dedicated to the HR market in Scotland, we know what’s required of a true HR leader, how to attract them and the difference they can make to your business. As part of the global recruitment leader Page Group, we have the infrastructure and international network to handle any assignment. Our profile attracts the best candidates, we’re also well equipped to map and approach the passive market to ensure you’re securing the right HR talent for your organisation. As the Manager for our HR team in Scotland I work with a team of talented Consultants who specialise in both temporary and permanent recruitment across all sectors within HR; including Financial Services, FMCG, Professional Services, Manufacturing, Leisure/Retail and Energy. I am always keen to speak with HR professionals seeking the next opportunity for themselves and also clients looking to add experienced, high calibre individuals to their team. Skills and expertise: Contract Recruitment • Employee Engagement • Executive Search • Graduate Recruitment • Human Resources • Interviews

Experience Manager – Michael Page HR, Michael Page Marketing at PageGroup, January 2015 - Present (2 months) Manager – Michael Page HR, August 2013 - January 2015 (1 year 6 months) Recruitment Consultant, HR Perm at Michael Page, March 2012 - August 2013 (1 year 6 months) Store Manager at Tesco Stores Ltd, May 2003 - March 2012 (8 years 11 months)

Jaclyn’s recommendations Celeste Mackie “I’ve worked with Jaclyn for several months and found her to be extremely professional, knowledgeable, excellent relationship builder and I would highly recommend her to anyone looking to recruit or seeking a new position.”

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EXTRA | Investors In Young People

Loch Ness Country House Hotel, Inverness - Investing in Young People


uxury Highland hotel, Loch Ness Country House Hotel in Inverness, recently became the first organisation in the Highland hospitality sector to be awarded with Investors in Young People (IIYP) accreditation. IIYP, Scotland’s only people management award focusing on employers’ recruitment and retention of young people, originated through a key recommendation from the Commission for Developing Scotland’s Young Workforce, led by Sir Ian Wood. Offered to all businesses across Scotland, the award recognises and supports organisations in the employment of young people. The scheme was launched in Scotland in July 2014 by Investors in People Scotland. It assists organisations in implementing a nationally recognised framework helping them to engage and develop a talent pipeline for the future. Working across the private, public and third sector, the framework provides advice, recommendations and best practice regarding the recruitment, employment and training of young workers. So far, seventy organisations across a variety of sectors, including energy, Hr | 40

construction, third sector and education have been accredited. Loch Ness Country House Hotel is a small but popular hotel just two miles from Inverness city centre in the Scottish Highlands. Managed by 24 year old Arran McMaster for the past four years, the hotel is known for its stunning location and exquisite Georgian décor. Arran McMaster and his team at the hotel – over a third of its workforce are under 24 - are a testament to IIYP’s aims and objectives. Speaking about his role and of receiving the award, Arran said: “I have been working in the hospitality industry for almost eight years and am proud to manage such a successful and well-known establishment. “At Loch Ness Country House Hotel, we are keen to recruit local young people, especially if hospitality is to be their chosen career. With tourism continuing to be one of the fastest growing economic sectors in Scotland and particularly the Highlands – we want to give our visitors a reason to keep coming back. Our staff have a great impact on how people remember us.” He continued: “We aim to provide a good working

EXTRA | Investors In Young People

atmosphere for young people that will give them experience within different departments of the hotel. Many of our staff would liken the workforce to a big family where everyone supports each other. We offer young people the chance to undertake qualifications and training such as hospitality and professional cookery as part of a modern apprenticeship. “I’m delighted to receive the IIYP award which wouldn’t be possible without the hard work of the team. Our hotel is a busy operation and our young multitasking workforce is one of our greatest assets.” Arran and his team are involved with Hospitality Industry Trust Scotland, which supports people development within Scottish hospitality. Through the Trust, Arran has been awarded with a scholarship to undertake four days’ leadership training later this year in Lausanne, Switzerland, at Ecole Hoteliere, one of the most prestigious hotel schools in the world. He said: “I’m delighted to have been awarded with this scholarship, it’s a really exciting achievement. The goals of HIT Scotland are very much in alignment with IIYP as it’s all about helping people achieve their potential. I’m looking forward to the experience and putting what I learn into practice.” The IIYP approach begins by looking at an organisation’s business objectives, then considers whether these needs could be best served by recruiting and developing young people. IIYP provides the framework for employers to develop their capability to work with young people. IIYP also offers the option of assessment against the framework, to achieve the Investors in Young People Award. Peter Russian, Chief Executive of Investors in People Scotland, said: “Investors in People Scotland and the Scottish Government are keen to see companies from across the public, private and third sectors using Investors in Young People. We have an ambition to drive up the level of youth employment and we would like to support businesses to recruit, support, develop and retain young people to enable them to achieve company goals. There are some industries where young people are well represented such as hospitality, tourism, construction and retail, however we would like to encourage all industries to grow their own talent and develop the skilled workforce they need for now and the future. Harnessing the potential

and developing the talent of young people will help create long term sustainable growth and highly skilled businesses.” Currently 53,000 young Scots (aged 16-24) are not in employment or training, yet only 8 per cent of employers feel they are doing enough to engage with the education and training system to help prepare the future workforce. At the same time, less than a third (27 per cent) of employers currently offer work experience. Designed to support employers in the recruitment and retention of young people, the Investors in Young People Award also seeks to mark out accredited employers as an employer of choice. As well as IIYP, IIP Scotland delivers a variety of services throughout Scotland including the bronze, silver and gold IIP accreditation initiative, a wide range of advisory services around different business issues and the Health & Wellbeing Award. IIP Scotland’s flexible and tailored approach combined with its highly capable and skilled group of specialists has resulted in Investors in People Scotland working with over 1,350 organisations throughout Scotland. IIP Scotland helps businesses realise their potential through people. Research has shown that Investors in People organisations are more profitable, sustainable and optimistic about the future. Another young member of staff at Loch Ness Country House Hotel, Kayleigh Eaton, 19, started working at the hotel over a year ago. She said: “I work on reception and front of house at the hotel and I love it. It’s a great environment to work in and no two days are the same. “Locally we are well known for our young workforce. We’re all enthusiastic about what we do and are committed to providing the best service possible to our guests. I hope to continue to work within the hospitality sector for many years and have been lucky at Loch Ness Country House Hotel to be exposed to such great career opportunities from an early age.” Hr Loch Ness Country House Hotel is currently recruiting. For more information, please contact: For further information about IIYP or IIP Scotland, please visit:

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RESOURCE | Employee Engagement

Frequent staff engagement is vital in today’s ‘dynamic’ workplace Companies could increase their revenue and boost the bottom line profit by measuring staff engagement more frequently and delivering on commitments, according to Dean Hunter, Managing Director of leading HR consultancy Hunter Adams. Here, Dean takes a closer look at some outcomes from a survey Hunter Adams carried out with Robert Gordon University which suggests measuring employee engagement more than once or twice in the year can lead to increased levels of engagement.


esearch shows that corporate culture follows a number of dynamic factors such as the physical environment of the workplace, economic changes and the management style of the leadership team – suggesting that measuring staff satisfaction once or twice a year is not enough. The survey that we conducted with Robert Gordon University reveals that many businesses believe this is sufficient. Having helped some of our clients reduce their staff turnover from 60 per cent to next to nothing in a matter of weeks, we surveyed a total of 42 cross-sector firms to measure engagement levels, method and frequency. The results found that the majority (52 per cent) evaluate their engagement annually, whilst 31 per cent assess it every two years. The workplace culture evolves rapidly and an annual survey is not enough to keep staff motivated and hungry to succeed. The results of our research with RGU demonstrate there is a clash between the reality of working culture today, which is dynamic, and the methods used to measure how engaged staff are at work. Day-to-day factors are much more fluid than an annual survey and this suggests we should evaluate engagement levels more frequently. Today’s workers are living in a world where the boundaries of employment are changeable. This is why engagement levels need to be higher than ever for businesses to grow in a highly competitive market. A study has revealed that fast-paced living could be affecting engagement in the workplace, with 41 per cent of employees claiming they felt under excessive pressure at work at least once or twice a week, and 13 per cent admitting they were under excessive pressure every single working day last year. The study, undertaken by the Chartered Institute of Personnel and Development (CIPD), highlights a shift in corporate culture in the modern-day workplace - people are easily accessible through technological change and have access to an overload of information, which in turn places them under ‘more stress than ever’. The way in which businesses conduct themselves

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has changed and good culture is directly related to a company’s success and growth. Engagement in the workplace needs to be managed on an ongoing basis to have a direct impact on the bottom line, in terms of employee performance, stress levels and retention. More than half (58%) of firms surveyed by Hunter Adams - which included the oil and gas, public, finance and retail sector - use a combination of both employee surveys and focus groups to measure engagement. These techniques could also do with an overhaul. We would suggest that the issue with the survey alone is that it does not necessarily give an opportunity for the employee to voice their issues and concerns. We know that passionate, engaged staff are more efficient, productive and drive the success of a business, and the process should be more than a piece of paper. If staff are not engaged, handing them a survey will only disengage them further. We carry out regular face-to-face focus groups which ask the real killer questions around the leadership team, pay and benefits, career path and so on. The engagement actually comes from the company management stepping up, acknowledging the feedback and directly addressing any issues. Ongoing engagement is crucial for a strong business to function. Hr

RESOURCE | Health & Safety

Health and Safety: The case for the Defence The chief danger in life, according to psychologist Alfred Adler, is that you may take too many precautions. The Health and Safety at Work etc Act 1974 recently celebrated its 40th birthday. It has survived colossal changes in society and technology as well as various deregulatory political agendas. Here, Adam McCabe, Solicitor, Burness Paull takes a closer look at the Act since it came in force in 1974.


ealth and safety is often held up – probably with a robust harness – as society’s spoil sport, making daily life that little bit less liveable. Tabloids rail at a “health and safety gone mad” culture in the UK: the often sensationalist media stories about pedantic “risk spotters” undermining genuine safety policy, or absurd tales of trapeze artists wearing hard hats when performing. Clearly, the public standing of health and safety has nose-dived in recent times, even with vast reductions in the number of people injured or killed at work in the UK. Before the Act swept away some of the mess, our health and safety landscape was a confusing and contradictory jungle of complex duties and rules which applied only to specific processes and specific workplaces. Many workers and employers fell through the net, some factory owners deliberately so, having lobbied so robustly against the imposition of worker safety measures in the 1800s that Charles Dickens branded them “the Association for the Protection of the Right to Mangle Operatives.” It wasn’t until 1844 that dangerous machinery had to be fenced off to protect a workforce that included children as young as nine. The growing influence of trade unions and several high-profile public disasters played their part in extending work safety legislation to other industries like mining and railways. The 1974 Act started with Lord Robens’ Royal Commission in 1970. The regime overhaul following this Act has been monumental, replacing lists and lists of precise duties with an overarching risk assessment process covering all persons in the course of any employment. For me, the phrase “risk assessment” has, like “health and safety”, become toxic. But its merits are sound when used with discretion and common sense. A principal legal duty under the 1974 Act is for “every employer to ensure, so far as is reasonably practicable, the health, safety and welfare at work of all his employees”. This is emphatically not a requirement to eliminate all risk. The circumstances, risks and reasonable precautions for each organisation, from bookseller to multinational chemical transporter, will vary considerably. Sadly, sometimes it is only after a fatality or serious injury that a negligent, reckless or unscrupulous employer can be

exposed. Doing a job properly and safely may take longer but the adage, “If you think safety is expensive, try having an accident” rings loudly. Costs incurred after an accident can be staggering: compensation, court costs, legal fees, fines, site closures and lost working days are just the beginning. The impact of the 1974 Act on the ground has been enormous: HSE figures indicate that fatal injuries at work have fallen from 651 in 1974 to 133 (20 of which were in Scotland) for the 2013/14 year – a fall of 85 per cent. The HSE rightly claims that this is still 133 too many but it does represent a dramatic decrease in deaths at work per 100,000 workers: from 2.9 in 1974 to 0.4 in 2012/13. Much of the credit for these encouraging figures must go to the HSE, another product of the 1974 Act, in its role as inspector, adviser and enforcer, and its range of free guidance materials to help businesses comply with the law. Of course, science, society and our economy have changed considerably in that time as well. But the move from mills, mines and manufacturing premises to twenty-first century open plan offices has brought its own twenty-first century dangers, not least musculoskeletal disorders, stress and depression. The 1974 Act and its offspring regulations have been a force for good in radically improving how employees, are expected to be looked after in the UK. Its revolutionary approach of having general duties on all employers to identify material risks makes it well-placed to deal with emerging and ever-changing risks, like those posed by an ageing working population, increased reliance on electronics and mental health issues in the workplace. Hr

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RESOURCE | HR Consulting

Life on the other side of the fence After 25 years in the public sector, experienced HR Director Ian Pilbeam figured that the only way the private sector would take a chance on him would be if he started his own business. In 2014 Ian became self-employed and joined forces with The HR Dept, the UK’s fastest growing HR franchise, providing outsourced HR for small and medium sized businesses in Edinburgh and The Lothians. Here, Ian describes what the change has been like for him.


ife heading up the HR function of large organisations is not always easy, there can be a perception of being the corporate HR Police, a tax on the bottom line, a bureaucratic constraint on the business and a function that is more concerned with avoiding risk than driving innovation. Any HR professional would challenge these assertions, but sadly that is so often how HR is seen. Working with SMEs is different. Here’s why: 1. You only work with managers who want to work with you. They are spending their own money and want to make sure that they get good value. That means they need to buy into you and what you can do for their business 2. The service is personal. We get to know the business, and they get to know us. Now you might say that is the same with HR business partners, and that can be true. But there is a key difference: business partners are part of a wider team and have to think about the overall business priorities, corporate governance and rules of precedent to name just a few. We don’t, the business priorities are our priorities. We will of course keep the business safe, but beyond that the scope of what we can do is not fettered by the constraints of being part of a larger organisation.

a bag of tricks, a wealth of experience, which allows us to support business owners in, what for them can be the most trying of circumstances. 5. We are objective. As an outsourced HR provider, we help businesses, support and listen to them, but don’t get dragged into their internal politics. Business owners really appreciate that. They don’t want us to make their decisions for them, but they do appreciate another view from someone who they trust and they know understands their problem. 6. We understand people. Most small business owners are very close to their employees. They are not numbers on a balance sheet but more like extended members of the family. In some cases they are actually family members. So when something goes wrong it is emotional for the business owner. Sometimes this leads to them not dealing with a problem, or an overreaction, but they come to us as their trusted advisor, to help them find the best way through the issue. In 2008 I was and still am the only person to ever appear in this magazine on the back of an elephant. These days I am thoroughly enjoying myself out in the wild of the world of SMEs. Hr

3. We share the same values. This is something that we test out before we agree to do business together. I don’t work with businesses who don’t “get it”. Those that “get it” a) want to be legal b) realise that employing people and employment law is a complex technical area and they are best going to an expert, just as they would for their finance, IT or marketing, and c) they know that by doing the right things with their people in terms of engagement, leadership and wellbeing for example, they will have a more enjoyable business that makes more profit. 4. Our expertise is a valuable commodity to SME owners. A situation that they will in all likelihood have never faced before is commonplace to us. We accumulate over the years not just a large amount of technical knowledge, but also Hr | 44

RESOURCE | Reward & Recognition

Creating a more flexible culture in the Benefits Boutique The Oxford English Dictionary defines ‘reward’ as “a thing given in recognition of service, effort, or achievement”. In recruitment, like so many other commercially driven businesses, people have for years assumed that the “thing” is exclusively based on financial reward. This is not always the case. Here, Hilary Roberts, Managing Director of HR Consultancy, explains the innovative ways in which her business has created a rewarding, flexible and a fully engaged employee culture.


have long had a desire to create a mutually supportive and successful culture at HR Consultancy and with the Benefits Boutique, I am certain we’ve made innovative strides. Launching the Benefits Boutique, was never one of cost but always one of value which will be defined by the positive impact on the lives of our team and not the bottom line of the profit, although that won’t hurt either! Throughout 2014 HR Consultancy spent considerable time and money investigating various aspects of our business in order to get to the bottom of an on-going conundrum – how do we build a successful business culture through the attraction, nurture and growth of our talent while minimising negative attrition? Of course, the answer lies in identifying the ‘thing’ we can use as a reward, or more specifically the ‘things’. By understanding that money alone is no longer the key driver to promote a number of behaviours in a sales oriented business, we managed to form a bespoke set of benefits, unique in the Scottish recruitment market, that targeted the needs and motivations of our staff. We began to construct the HR Consultancy Benefits Boutique in autumn 2014 with some very specific goals in mind. We wanted this project to reinforce our commitment to our staff through the way they are rewarded and the delivery of a work-life balance. Consideration was given to factors such as health and well-being and how this could drive even greater levels of performance. Attraction and retention was less of a focus for us because we believed that if we created the correct benefits package for our staff then it would have an impact on this naturally through the creation of an attractive and supportive culture. Whilst pulling together the Benefits Boutique we recognised that a ‘one size fits all’ policy would not work for us so we aimed to deliver as much choice as possible to our team. We recognised that people don’t work in the same way as they did as little as 15 years ago. We are no longer constrained by the need to be ‘desk based’ and deals are as likely to be confirmed on the 07.30am Edinburgh to Glasgow express through Wi-Fi mobile technology, as they are through a post coffee call at 09.15am. The HR Consultancy Benefits Boutique was launched

with a BANG in January of this year and it has already had a profound impact on the way our consultants live and work. Flexible working has opened up new parenting opportunities and the less rigid structure also allows the team to go to the gym, also paid for by HR Consultancy, during newly created ‘two hour’ lunch breaks. The team also has the option of annual cinema membership, which can be used to unwind after a hard day at work or chilling at the weekend, and they can use their new Gourmet society membership to treat friends and family also. This can be combined with the chance to buy additional holidays through our new annual holiday buy-back policy. For our more senior staff the additional contributory pension option has made saving for retirement that little bit easier. This article began with a dictionary definition and will finish with a quote from Mahatma Gandhi who said: “A nation’s culture resides in the hearts and in the soul of its people.” Change the word ‘nation’ for ‘business’, and you have the gist of it. Hr

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RESOURCE | Career Management

Is your misplaced work ethic damaging your team and your career? Ever had a great idea – but not followed it through? The most common excuse is “Too busy”, or “Not enough time”. The decision to prioritise work that is more important to you than for the good of the business is a recurring theme that lies at the heart of many workplace problems. Kieran Hearty, author of ‘How to Eat the Elephant in the Room’ believes this is a misplaced work ethic that damages results. Here, Kieran explains his theory.


s you follow your upward career trajectory, are you too willing to make personal sacrifices and out-work your competitors? It’s a common, but misplaced virtue, resulting in the accurate perception that many leaders are too task focused and not strategic enough. A recent Gallup survey concluded that 82% of managers are ‘wrongly appointed’ – this ‘work ethic’ could be why. If effort and hard graft are the only tools in your management toolbox, then overwhelm, stress and burnout become ingrained in the culture you have created. It’s unhealthy for you, your people, and damaging for results. Such an intense work focus often comes with an acute inability to see the wood for the trees and articulate clear goals that provide a specific measurable summary of the purpose of the work. If this is you, can I recommend you make different decisions: Focus on results. Delegate the tasks: Research shows that the value to the business of managers who do not assume proper responsibility for their new role falls dramatically. The manager who fails to do this is being lazy, because they prefer to continue with their old tasks rather than assume their new responsibility.

Improve productivity overnight. Reduce meetings and email by 50%: Research has shown that most of us waste 20% of our time in unnecessary, poorly managed meetings, and another 20% dealing with large volumes of valueless emails. Required Decisions: Learn about email etiquette then rigorously apply it. Commit as a team to reduce the emails you send by 50%, and only read emails two or three times per a day, otherwise it becomes addictive. Learn how to run effective well-structured meetings. Get up and walk to a colleague’s desk for a quick chat rather than send an email or arrange a meeting. Prioritise meetings with team members. Many people describe their organisations as toxic, with destructive levels of stress being the norm. We’re not machines. We can’t cope with the sheer volume of stuff we bombard each other with. In the pursuit of sustainable excellence, great results, and healthier workplaces, I believe that less becomes more. Most of us already have strong commitment; let’s not get carried away by continuously striving to prove it. It’s simple common sense that’s good for business, and good for you. Hr

Required Decisions: Make the transition to manager and take full responsibility for the role. Get help in becoming skillful at writing great goals and how to express results in team performance plans. Make the decision to ‘let go’ of dayto-day work tasks, and ask your team to help you with this. Focus on capability. Coach and develop team members: Recognise that the capability and motivation of individual team members may differ. Your success as a manager is a result of the quality and quantity of their output. Investing your time in helping each team member become as brilliant at the job as you were is common sense. Required decisions: Fill your calendar with regular coaching and development conversations with each team member. Develop your capability as a coach and results will follow. Hr | 46

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Hr Network Vol 10 Issue 4  

Hr Network Vol 10 Issue 4  

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