Page 1

Inspiring People Development SEPTEMBER 2016 VOLUME 12 ISSUE 1 £3.50 A MEDIA AVENUE PUBLICATION

Female Leadership: One Step Beyo nd







Contents 04 Welcome from the Publisher 05 News 15 Feature One: Female Leadership 20 Statistically Speaking: Recruiting Good Global Candidates 22 Employment Law Update: by Employment Team at Burness Paull LLP 26 Feature Two: Introducing the Judging Panel for 2016 32 Library: Under New Management 34 Feature Three: When Should HR Break the Rules? 36 My LinkedIn: Nicola Saltman, Mattioli Woods plc 38 Event of the Month: Global Mobility Seminar 40 Extra: What the New World of Work Means for HR 42 Resources Section: Religious Symbols; Business Travel Security; Health & Wellbeing; Pre-employment Screening; Discrimination



Welcome Welcome to the September issue of Hr NETWORK which mark’s the 11th anniversary of magazine and we are very grateful to all our readers, advertisers and contributors for their wonderful continued support in helping us reach yet another milestone.

Its been a busy old time lately at Hr NETWORK with the first round of scoring for this years Hr NETWORK National Awards taking place at the end of July and the Judges have decided on all their finalists for this years Awards. The next stage of the process includes interviews in mid September after which the Judges will decide who the eventual winners are, across the seventeen categories. Once again we have managed to secure sponsors on almost all of the Awards categories this year, which will be presented at the Hr NETWORK Awards Gala Dinner taking place at the Glasgow Hilton on Thursday 10th November 2016. This Issue In this issue of the magazine, Andy Moore takes a closer look at Women in Leadership roles as he steers away from the typical gender comparisons pay and conditions and focuses more on the attributes of the female leader. The regular employment law update from Burness Paull’s Sean Saluga considers some of the legislation outcomes to the Brexit vote. 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: Religious Symbols; Business Travel Security; Health & Wellbeing; Pre-employment Screening; Discrimination.


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: Sean Saluga, Neil Archibald, Rita Trehan, Donald Mackinnon, Paul Casement, Matthew Lawrence, Jenny Smith, Biju Menon. Hr NETWORK now available on: LinkedIn: Twitter: YouTube:

Media Avenue Limited 2 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. 2016


Scottish workers blame employers for contributing to obesity Almost two-fifths (39 per cent) of Scottish workers claim their employers have directly contributed to higher levels of obesity, new research has revealed. Longer working hours preventing exercise was cited by 63 per cent as the main reason for this, according to the study of 1,197 workers by Willis PMI Group, part of Willis Towers Watson. Fifty-seven per cent blamed unhealthy vending machine or ‘tuck shop’ snacks while a lack of exercise facilities and initiatives (55 per cent) and unhealthy canteen food (42 per cent) were said to be the third and fourth biggest factors behind the assertion. “The government estimates obesity contributes to the loss of 16 million certified incapacity days each year* and this research suggests employers may be part of the problem, rather than part of the solution,” said Mike Blake, Director at Willis PMI Group. “The findings call for businesses in Scotland to review their existing workplace cultures and practices

and, where appropriate, proactively adopt health and wellbeing initiatives.” Nationwide, younger workers were more critical of their employers than their older colleagues. Forty-two per cent of 18 to 34-year-olds blamed their bosses for contributing to higher levels of obesity, compared with just 29 per cent of 35 to 64-year-olds. The study revealed that only 15 per cent of employers across the UK currently offer cut-price gym memberships, 13 per cent offer on-site gym facilities, 10 per cent offer fitness classes and just six per cent offer dedicated weight-loss schemes. Blake added: “Support and education for employees to combat obesity can be relatively inexpensive to implement but by encouraging staff to lead healthier lifestyles businesses can help cut obesity-related illnesses and the associated business risks.” *

House of Commons Health Select Committee report on obesity, 2004 Hr05


Half of UK workforce don’t believe their employee benefits meet their needs New research has revealed that almost half of all UK workers (48%) think their current employee benefits package is not tailored to their needs. The study of 1,000 UK workers – published by payroll lending provider SalaryFinance in line with the UK’s first Smarter Working Day initiative – has found that 38% of UK workers currently have access to flexible working benefits, however, only 26% prefer flexible working conditions to great financial and psychological wellbeing benefits. Less than one in five (19%) currently have access to benefits designed to support mental

wellbeing, such as counselling services, and only one in four (26%) receive financial wellbeing support from their employer. In contrast, one in three (32%) receive ad hoc incentives such as free lunches, birthday cakes and duvet days. With 58% of people saying that their employer has never asked for feedback on their benefits programme, employers could be falling out of touch with the needs of staff. With nearly four in ten (39%) current UK workers feeling ‘undervalued’, Asesh Sarkar, CEO of SalaryFinance says that employers must act now to meet ever increasing expectations from

employees if they are to attract and retain top talent. “Employers have increasingly realised their responsibility to support their employees in many ways, including providing access to remote working opportunities and occasional free, healthy lunches. These proactive incentives are of course to be welcomed. “To make sure employees feel as supported as possible, financial wellbeing should also be factored into employers’ benefits packages. By offering financial education this will enable employees to safeguard their financial futures and ensure they’re as happy and productive at work as they can be.”

Almost one in three people have experienced mental health issues while in employment New CIPD research finds employers are taking a reactive approach to employees’ mental health issues, when preventative steps make better business sense. According to new research, the number of people saying that they have experienced mental health issues while in employment has climbed from a quarter to a third over the last five years. Despite this, the majority of employees still don’t feel that people experiencing mental health issues are supported well enough at work. In response, the CIPD, is calling on organisations to take a more preventative approach to employees’ mental wellbeing, encouraging a culture of openness in their workplace, whilst at the same time, training line managers to provide and signpost support for employees, in order to create healthier, more engaged and more productive workplaces. The new research from the CIPD found that in 2016, almost a third (31%) of the over 2,000 employees surveyed said they have experienced a mental health problem at some point during their working life, compared with a quarter (26%) in 2011. Of those who have had poor mental health at work, more than four in ten (42%) have experienced a problem in the past 12 months specifically, to the extent it has affected their health and wellbeing. Despite this increase, the number of respondents who say their organisation supports employees with mental health issues either ‘very’ or ‘fairly well’ remains less than half (46%). While this is a significant improvement of nine percentage points since 2011 – when just 37% of respondents said their organisation was able to Hr06

support employees either fairly orvery well – it highlights that there is still a significant way for employers to go to better support staff with mental health issues. Worryingly, just four in ten employees (44%) would currently feel confident disclosing unmanageable stress or mental health problems to their current employer or manager, a similar proportion as reported five years ago (41%). Rachel Suff, Employment Relations Adviser at the CIPD, comments: “With people’s experiences of mental health problems at work on the increase, it’s disappointing not to see more employers stepping up to address them. Mental health should get just as much attention, awareness and understanding as physical health, and employers have a responsibility to manage stress and mental health at work, making sure employees are aware of, and able to access, the support available to them. “This agenda needs to be championed from the very top by business leaders and senior staff – either through role-modelling or open conversations about their own experiences. There’s also a clear role for HR professionals and line managers to ensure that employees are getting the support they need and feel they can speak up. It’s crucial that organisations work to promote an open and inclusive culture so that employees feel confident about disclosing mental health issues and discussing the challenges they are experiencing. Promoting good mental health also makes good business sense, as employees are likely to be more engaged and productive if they work for an organisation with a workforce wellbeing strategy that emphasises the importance of both good mental and physical health.”


Barclays achieves highest ever score in Business Disability Forum’s Disability Standard Leading UK bank Barclays has achieved 98% in Business Disability Forum’s world-renown Disability Standard – the highest ever score awarded to any organisation since the introduction of the Disability Standard in 2004. Barclays join only a handful of other organisations that have achieved Gold status on BDF’s Roll of Honour for achieving a score over 90% in the Disability Standard evaluation. The Disability Standard is only business-led management tool used to assess a company’s whole organisational approach to disability. Analysing 10 essential criteria, including physical accessibility, workplace adjustments and products and services, the Disability Standard allows businesses to measure their entire performance on disability and identify ways to improve their strategy for disabled customers, clients, service users, employees and stakeholders Through the Disability Standard evaluation process, BDF has identified Barclays as among the very best large employers and service providers for disabled people in the UK. The organisation’s commitment to being the most accessible and inclusive company in the FTSE100 is strengthened by the visible leadership of senior executives such as Ashok Vaswani, CEO of Barclays UK, who champions improvements to disability performance across the business. Mark McLane, Global Head of Diversity and Inclusion at Barclays, said: “I am delighted we have achieved Gold status in BDF’s Disability Standard. This is excellent recognition of our

innovative approach to drive sustainable improvements across the whole organisation relating to accessibility, and shows we are well on our way to becoming the most accessible and inclusive FTSE100 company. “This is a powerful endorsement of our commitment to provide the best possible results for all colleagues, customers and clients, and as a leader in this field we are committed to sharing experience and best practice by working with other companies and organisations to improve access and inclusion for all.” George Selvanera, Strategy and External Affair Director at BDF, said: “The benefits of Barclays’ systematic approach to driving improvement in disability performance was showcased throughout the organisation’s Disability Standard submission. What makes Barclays’ actions especially successful are that they are consistently grounded in the lived experience of colleagues and customers with disabilities.

New research shows changing trends in Leadership Development in UK’s Top Employers New data shows that increasing the quality of leadership and management is being prioritised in the evolving commercial landscape. Ninety-three per cent of UK Top Employers have clear objectives for a leadership development strategy (85% in 2015) and 96% have a defined framework for their strategy (up from 89% in 2015). The data comes from the Top Employers Institute and shows a number of changes in the way highperforming businesses approach leadership development. Entering the top three

most important leadership development objectives is transforming leaders into change agents so they and their teams work with inevitable market transformation. Last year’s third most important objective was to increase leaders’ engagement and retention; this has now slipped to fourth place. The highest two priorities are to improve both the quality of leadership and the strength of the leadership pipeline, so businesses have a higher than average number of internal candidates for managerial roles.

Interestingly, most businesses researched evaluate their leadership development programme with subjective methods. Although 94% use employee evaluation (only marginally changed from 95% in 2015), analysis of results in relation to business performance has dropped from 63% in 2015 to 49% in 2016. Reporting on KPIs remains fairly static at 70% this year, as opposed to 68% last. Financial or quantitative ROI of specific programmes has dropped from 33% to 27% over the year.



Recruiter predicts boom in six-figure-salary Brexit jobs National recruitment specialist Search Consultancy has predicted a boom in heavy hitting ‘chief Brexit officer’ roles as big business prepares for the aftermath of the referendum. The expert commentary comes as PM Theresa May appointed David Davis to the role of Cabinet Secretary for Brexit and top-four consultancy firm KPMG assigned a senior partner to role of Head of Brexit. Search director Phillip Piper, Head of Leadership Practice, says this is just the beginning of a growing trend that will sweep across all industries. He believes the landmark vote to leave the European Union will see the creation of a raft of new six figure specialist jobs to manage the switch.

He said: “Theresa May has already created a position within her cabinet to deal specifically with Brexit and now is not the time for big business to dither either. Those who act immediately and take action to deal with the fall-out from Brexit will be the ones that stay ahead of their competitors. “The weeks before the result were very challenging for the recruitment sector and big business as a whole. There was a drastic difference in the number of companies hiring before and after the vote – many simply didn’t want to hire until they knew the state of play. This was evidenced by the fact the week following the referendum was Search’s most successful week this year.”

Survey suggests disability disclosure remains low amongst jobseekers Just one in five employers and recruiters say that disabled jobseekers regularly apply for roles with their organisation, despite the fact that, statistically, every vacancy should receive an average of three applications from disabled candidates. That is according to the latest data from the Recruitment Industry Disability Initiative (RIDI). There are 12 million disabled people in the UK but according to the latest government statistics, just 47% of people with disabilities of working age were in employment between October and December 2015. Among non-disabled people, this figure stood at 80%. The latest statistics from RIDI, collected at a recent debate at the House of Commons which was attended by senior figures from UK businesses and the recruitment profession, suggests that this may be attributed to a continuing lack of awareness around disability in the workplace. Data from online portal, CV-Library, shows that each job vacancy, on average, receives 17.4 applications. Official figures show that 19% of people in the UK have a disability. Subsequently, three in every 17 applications should statistically come from disabled candidates. However, just 19% of those surveyed said that they ‘often’ received applications from disabled candidates and 29% said that they ‘sometimes’ received applications from disabled candidates. 4% said that they ‘never’ received applications from disabled candidates. These figures are indicative of candidates failing to disclose disabilities at application stage. Attendees were also asked if they were requested to provide – or themselves sought – details of ‘disability confidence’ when partnering with other organisations for the purpose of recruitment. Just 5% said this was always the case and 23% didn’t know. On a more positive note, when attendees were asked


if they proactivity and confidently provide reasonable adjustments to disabled candidates, a show of hands indicated that the vast majority – around four fifths – did so at not only application and interview stages, but also when making an offer and after the candidate had begun work. Commenting on the findings, Kate Headley, director of The Clear Company, who moderated the debate, said: “While it is fantastic that employers and recruiters are becoming increasingly confident in providing reasonable adjustments for disabled professionals, figures collected on the day suggest that there is still work to be done. It seems there remains clear issues around disability disclosure specifically, with just one in five audience members believing that they regularly receive applications from disabled jobseekers.” Following the debate, the audience was asked who should be responsible for driving change in this area. The vast majority (88%) said that the recruitment industry and employers must work together to half the disabled employment gap. Headley continues: “While it may seem like an unachievable task to hit the Government’s target of halving the disabled employment gap by assisting 1.2 million disabled people into work, it is possible if we work collaboratively. Employers must have the confidence to insist on diverse shortlists, while recruiters should use their powers of persuasion to sell the best candidate for the job – regardless if that candidate has a disability or not. Both the staffing sector and UK businesses should seek out third party support to become more confident on engaging with disabled candidates.” “If every business committed to hiring just one disabled candidate this year- we’d reach the Government’s target in no time.”

New statistics show employer support for apprenticeships continues Since April there have been 3,634 new Modern Apprenticeships in Scotland as employers continue to support work-based learning. Skills Development Scotland (SDS) has published statistics for the first quarter of the financial year, which show the number of Modern Apprenticeship starts is on course to hit the annual target of 26,000. Scottish Government has set a target of 30,000 Modern Apprenticeship starts each year by 2020. The figures show 70 per cent of Modern Apprenticeship starts were aged 16 to 24-years-old, with two thirds at Level 3 or above. SDS Director of National Training Programmes, Katie Hutton, said: “The latest figures show that employers continue to invest in training and developing their workforce through Modern Apprenticeships. SDS is committed to equality of opportunity and will keep working hard with partners to ensure Modern Apprenticeships remain accessible for all.” Minister for Employability and Training, Jamie Hepburn said: “Today’s figures show that once again we are on course to meet our annual target of 26,000 Modern Apprenticeship starts. But we want to go much further which is why we have an ambitious target to increase this to 30,000 by 2020. “Since taking up the post of Employability and Training Minister, I have heard from companies time and time again that apprentices are a crucial element to their business, bringing fresh ideas and new ways of working to the teams they join. That’s why it is encouraging to see that the majority of apprentices have started at level 3 and above, across a wide range of sectors, over the quarter. “Apprenticeships offer our young people better career prospects and have a positive impact on the businesses and industry, bringing value to both employers and the economy. I would encourage more employers to follow the lead of those who have already taken on an apprentice this year and help even more young people make the most of their potential.” Modern Apprenticeships are jobs where young people can work, learn and earn to gain industryrecognised qualifications. There are more than 80 different types of Modern Apprenticeships – from healthcare and financial services to construction and IT. More than 125,000 people in Scotland have started a Modern Apprenticeship over the past five years.


Ageing workforce presents a new challenge for businesses facing skills gaps A policy event in London recently drew attention to a growing challenge faced by business leaders as the UK workforce continues to age. Now, 9.4 million people in employment in the UK are over the age of 50, equivalent to over 30 per cent of the workforce. The conference, The Ageing Workforce in the UK, explored what steps need to be taken in order to adapt to this demographic shift. The Open University is advising that, with employees staying in work longer, business leaders need to ensure that workers have the right access to education and the skills to remain competitive and productive at all stages of their careers. The Government’s 2016 Working Futures report reveals that the total number of jobs in the UK is expected to rise by 1.8 million between 2014 and 2024. Yet the working age population (16-64) is expected to increase by half this amount, as fewer young people enter the workforce. It is clear that members of the existing workforce need to be equipped with the relevant skills needed for a changing work environment. Steve Hill, Director of External Engagement at The Open University, comments: “The increasing age of Europe’s population and workforce has become a major policy focus, both in the UK and at a European level, over the past few years. Just last week we saw the

Universities and Science Minister talk of the importance of life-long learning, and businesses need to recognise the value in investing in their current workforce. It’s a mistake to think we can resolve skills shortages simply through new employees entering the workforce, as the numbers just don’t match up. “Lifelong learning, in particular, has the potential to play a key role in helping current workers remain productive in the labour market for longer, by ensuring that their skills and knowledge are relevant and aligned with employer demand.

More than 1 in 3 people have no one to talk to about work-related stress A recent survey by Viking, one of the largest office product suppliers in the world, has revealed that a third of workers are stressed and have no one to talk to about it. These findings correlate strongly with people’s overall levels of fulfilment at work, with 46% of those surveyed saying they had negative thoughts about their job several times a week. When it comes to a person’s working environment, the results showed that office workers were more stressed than those working from home. Factors that contributed to these stress levels included: 1. Working overtime 2. Not taking enough breaks 3. Having no one to talk to 4. Job satisfaction 5. Pressure to succeed It’s no surprise that a lack of Hr10

breaks is causing stress, with half of office workers admitting to taking no breaks at all during the day, excluding lunch. Conversely, a massive 61% of people working from home said they took two to three breaks throughout the day. Dr. Mariette Jansen, also known as Dr. De-Stress, is a stress expert, coach, and trainer, who believes that taking breaks at work is a healthy way to deal with stressful situations: “Stress is the result of ‘stretching’ yourself too much, so any action to stop the stretching will avoid stress. If you consider that the average attention span of an adult is about 20 minutes, you can understand that it’s important to have regular breaks.” 45% of office workers feel like they’re under an unpleasant amount

of pressure on a weekly basis, whereas 30% of people working from home say that they never feel this way. This also correlates with office workers’ level of job satisfaction: 60% of office workers feel a lack of fulfilment from their jobs at least once a week. Ruud Linders, Marketing Manager Europe at Viking, said “I think the recent findings highlight how important it is for employees and employers, whether working from home or in an office, to have someone they can speak to about any work related problems. Having an outlet for stress can really help to ease any unpleasant pressure: this could be exercising, taking a break from your desk, meditating, or simply confiding in someone about your worries.”

Boards have a vital role and responsibility in understanding culture and how it affects employees, highlights new CIPD report CIPD explores culture and corporate governance in evidence to the FRC The CIPD, the professional body for HR and people development, has been invited by the Financial Reporting Council (FRC) to contribute to its research into the evolution of the corporate governance code and the development of new approaches to governing more effectively on cultural issues. The FRC promotes high quality corporate governance and reporting to foster investment. It has invited the CIPD, amongst other professional bodies and organisations, to submit evidence across four key themes of delivering sustainable success, people issues, embedding and assurance, and stakeholder issues. The CIPD has been leading on the people issues of work and has gathered insights in a body of evidence entitled: ‘A duty to care? Evidence of the importance of organisational culture to effective governance and leadership.’ In ‘A duty to care?’ the CIPD considers a number of important questions posed by the FRC, and draws on extensive research from the HR profession into the understanding of organisational culture. Key questions about the purpose and value of culture, the measurement and reporting of cultural issues, and the impact and importance of workplace concepts such as employee wellbeing, engagement and performance are explored. Peter Cheese, CIPD Chief Executive, comments: “Culture is central to the success of organisations and to the wellbeing of our workforces, but it’s complex to understand and takes time to change and effort to sustain. Positive and healthy cultures are true to their stated values, give voice to people, engage them, and create the best environment for people to perform in, thereby creating value and competitive advantage. “However, as recent corporate scandals have shown, when cultures turn toxic trust breaks down and performance, wellbeing and reputation suffer. This is why boards have a fundamental role in understanding the cultures of their organisation and how culture is changing or evolving, as well as leading from the top in the behaviours and values they demonstrate. They must also hold management to account to ensure that culture, values and behaviours align, and the decisions the organisation makes enables it to perform financially, ethically and sustainably.”


Better safety information and advice needed for firms employing apprentices A report has found that better advice and information is needed for employers to ensure the health and safety of their apprentices. An inquiry into the health and safety arrangements for apprentices, launched in December by RoSPA’s National Occupational Safety and Health Committee (NOSHC), found a dearth of safety information for companies due to a lack of data, and a misunderstanding of who a “typical” apprentice is. Much of the safety advice currently available assumes that the apprentice will be aged 24 or under, male, and working in a manual trade, whereas a recent House of Commons paper shows that the

typical apprentice is 25 or older, female, and in the service sector. With the number of apprentices in the UK set to triple to 3 million by 2020, NOSHC will now work with multidisciplinary partnerships to extend and enhance available information. Martin Isles, chairman of RoSPA’s National Occupational Safety & Health Committee, said: “The timing of the report is particularly pertinent as it coincides with employers urging the government in Westminster to delay and re-design the levy on apprenticeships which, from April 2017, is set to transfer the cost of apprenticeships from the state onto all employers with a payroll exceeding £3m.”

Minority employment targets need to be supported with cultural changes to succeed Employment targets for minority groups should be supported by other initiatives, including a review of corporate culture and recruitment processes, if greater progress is to be made. That’s according to diversity consultancy, The Clear Company. This follows a report by the Equality and Human Rights Commission, which calls for the introduction of targets after it was revealed that ethnic minorities were still facing inequality in employment. The report found that unemployment rates were significantly higher for people from all other ethnic minorities (12.9%) compared with white British people (6.3%) in 2013. This inequality was also prevalent in career progression, with the commission revealing that just 8.8% of those from an ethnic minority are working as Managers, Directors and senior professionals, compared to 10.7% of white British people. Kate Headley, Director at The Clear Company, explains why this issue can’t be addressed by targets alone: “This report certainly highlights that the battle for employment equality is still raging on for ethnic minorities. While the commission’s recommendation that new targets be introduced will certainly be a huge help in combatting this issue, it needs to be supplemented with much more.”


“In the first instance, the barriers to employment need to be addressed otherwise we could see more BAME individuals hired to meet targets, but subsequently greater staff churn as these individuals ‘bounce’ off the ingrained corporate culture that isn’t necessarily conducive to true equality.” “Secondly, there needs to be a system in place for employers whereby the potential for unconscious bias is minimised. While the likes of blind CVs have already been suggested, greater use of technology to remove some of the human preconceptions will also help improve the chances for ethnic minorities to gain employment.” “We certainly commend the action that is already being taken – which is making an impact, with the government reporting that black and ethnic minority employment rates are at their highest levels in 15 years – but we hope that with more companies committing to improving corporate cultures and the hiring process, true equality will be achievable across the board.”

New research reveals biggest barriers to relocation in the digital sector The biggest barrier to relocation for 59% of digital professionals is affordability, new research by digital recruitment specialist, The Candidate, has found. The research, of 500 digital professionals, uncovered the worries that are preventing digital professionals from moving to a new location for a job. Following affordability were concerns around leaving a partner (49%) or family (39%). The smallest barrier was fear, with just 10% of respondents citing this. With the biggest barrier to moving being affordability, it wasn’t surprising that over half (54%) of digital professionals cited Manchester as the best location to work in digital in the next three to five years, above London (37%). As the research also found that 40% of respondents would relocate for a role if it’s a location they’ve previously wanted to move to, now might be a good time for Manchester-based businesses to consider relocation packages in their recruitment efforts – particularly in light of a worsening skills shortage. Brian Matthews, managing partner at The Candidate, said: “It’s not shocking that candidates have concerns when it comes to the affordability of a move, when just renting or purchasing a house can be quite costly. And this is before transport and the cost of living are taken into consideration. But it was brilliant to see that the majority of people we spoke to didn’t see fear as something that would prevent them from taking this step.

“It’s not shocking that candidates have concerns when it comes to the affordability of a move, when just renting or purchasing a house can be quite costly. And this is before transport and the cost of living are taken into consideration.” “Businesses should take this as a push to invest in relocation packages for candidates that they really want to employ. We’re in the midst of a skills shortage so the majority of businesses are struggling to recruit, and relocation packages could be an answer to this issue. “Manchester is a thriving hub for tech and digital at the moment, which is only set to improve with the current government initiatives in place, and the increasing number of brilliant businesses and tech start-ups calling the city home. As a result, candidates are more willing than ever to move for a role – 94% of respondents said a relocation package would make moving for a job more appealing – and Manchester is increasingly becoming an attractive choice.”


53% of UK Pokemon Go gamers play at work 53% of UK employees who play Pokemon Go admit to doing so during working hours. 43% say they play up to three hours and 27% play between three and five hours at work a week. 15% say they play the game at work for seven or more hours every week. Qualtrics, one of the world’s largest specialists in employee engagement, surveyed 500 British Pokemon Go players. The game appeals across the board, regardless of age, gender or educational level. The majority (58%) had played Pokemon in the past, but for 42% it was a new experience. According to the research, not only are UK workers relaxed about playing Pokemon Go at work, they would be happy to share their love of Pokemon Go with their bosses too. 33% said they would be proud to tell their employers that they play and only 5% said they would be embarrassed to do so. 40% are neither proud nor embarrassed. Furthermore, players are far less concerned about playing Pokemon Go at work than they are about trespassing

on private land while doing so. Only one in four (21%) admit to trespassing while 79% claim not to have trespassed on private land to play the game. Alarmingly, people who regularly play thought that up to 60% of their fellow gamers play while driving. 1 in 10 players confessed to having been stopped by Police while playing the game when driving. Pokemon Go outstrips any other game for popularity. It is twice as popular as Angry Birds and 50% more popular than Candy Crush. 90% play Pokemon Go on their smartphones. With the majority of UK employees not tied to their offices*, Pokemon Go is likely to be more of an issue for employers whose staff are at greater liberty to work

outside the office than for those who are desk bound. According to Qualtrics, the game poses different challenges that depend on employer outlook. Says Ian McVey, UK Director, Qualtrics: “With successive generations of the game yet to come, employers are now starting to take a longer view of its effects on employee productivity. They will be weighing up the balances between workplace flexibility and security, for mobile, home and office based workers. That said, consumer technology may have a significant role to play in workplace learning and development. Pokemon Go can be said to have merit in using a sense of fun with which to introduce the concept of augmented and virtual reality”.

11 million UK workers support a six-hour working day Research reveals UK workforce think work-life balance is more important than salary. Introducing a six-hour working day would be a good thing, that’s according to 11 million UK workers, who believe it would give them a better work-life balance, improve productivity and reduce stress. The findings come after Sweden announced in 2015 that the country was moving to a six-hour day after trials revealed employees were happier, profits increased and employees stayed with companies longer. Further insights from today’s UK office workers are revealed in ‘The End of Nine-to-Five’ a report commissioned by TeamViewer. The research highlights that UK workers are overwhelmingly turning their back on the standard 9-5 office life with 72% agreeing that it’s not relevant for the 21st century. The report also reveals that: • 79% of people agree that work-life balance is more important than salary


• 82% agree that employees should be offered flexibility in how they work without it affecting their career • 72% of people agree that working flexibly makes them more effective • 68% agree that working 9-5 makes them stressed “For the first time workers are demanding how, where and when they want to work and interest in a six-hour working day is just another example of this. Employees now have the technology to work flexibly but many businesses are still falling behind when it comes to meeting the needs of the modern workforce,” commented Andreas Koenig, CEO of TeamViewer. “If companies want to continue to motivate their teams and attract the top talent and fully support today’s workforce, organisations need to realise that they can no longer enforce policies that restrict remote and flexible working. Instead they need to provide technologies and an environment which is beneficial for the employees and the company.”

FEATURE Female leadership


ONe sTep BeYONd From the world of sport to business and politics, female leaders are taking centre stage on a global level. With more women in the driving seat than ever, now is the time to take their leadership one step beyond, as Andy Moore discovered.


FEATURE Female Leadership

“This is a man’s world, but it would be nothing without a woman or a girl.” James Brown had a point half a century ago, especially in the future world of female leadership. His poignant lyrics were ahead of their time where today’s women leaders are concerned. In 2016, workplaces might not be ‘nothing’ without women leaders, but they would have a very different dynamic. From politicians - cue Nicola Sturgeon, Angela Merkel and Theresa May (Hilary Clinton running) - to sports and businesswomen, the female of the species has become much more prevalent in leadership roles across society, HR and workplaces. In the sporting world, Ann Budge, CEO of Hearts and Leeann Dempster, chief executive of Hibs football clubs, are prime examples of women leading in very maledominated environments. Heavily scrutinised by press and public in the boardroom (and resultant pitch performance), they have surpassed the once inconceivable status of women making it on the Scottish Professional Football League (SPFL) board. Both women have delivered inspiring leadership and unprecedented results at their respective clubs. Ann Budge is a good example of a lady who has worked her way up through the ranks to successfully manage and lead a number and diverse range of organisations in Scotland. In her ‘Queen of Hearts’ role, she devises strategy, putting in place a 3-5-year plan to bring financial stability and create development opportunity for the club. At Hearts, Ann is helping to spearhead the Scottish Business Pledge, a voluntary commitment by companies in Scotland to adopt fair and progressive practices to improve business competitiveness and productivity while tackling inequalities. Central to this is adopting the Living Wage, a voluntary hourly rate Hr16

From politicians - cue Nicola Sturgeon, Angela Merkel and Theresa May (Hilary Clinton running) - to sports and businesswomen, the female of the species has become much more prevalent in leadership roles across society, HR and workplaces. set independently and updated annually, according to the basic cost of UK living. Ann Budge says: “By introducing the Living Wage across our business, investing in youth and staff education, engaging fully with the community and by working closely with the Foundation of Hearts to introduce fan ownership, we are the perfect match for this initiative. I am very proud indeed to support the Scottish Business Pledge.” As a lifelong Hearts fan, she co-founded IT company, Newell & Budge in 1985, buying out her partner in 2001. In 2005, she sold Newell & Budge to the Sopra Group

at a point when the business had over 1000 staff across six regional offices in the UK and New Delhi. Also in 2005 Ann was named the Entrepreneurial Exchange Entrepreneur of the Year and in 2014 she concluded the successful purchase of Hearts. Echoing both Ann and Leeann’s boardroom performance, a recent gender diversity study for the Peterson Institute for International Economics found a ‘positive correlation’ between the presence of women in corporate leadership and performance. The study is one of the largest gender diversity surveys, examining 21,980 firms in 91 countries. It

FEATURE Female Leadership

found that having a woman in an executive position contributes to better performance. However, while a single female CEO at the helm didn’t perform better than a male counterpart, it discovered that a higher rate of diversity throughout an organisation has an impact. Ann and Leeann also reflect the Lord Davies’ review of encouraging all FTSE 350 boards to have a 33% female representation by 2020, around 350 more women in top positions. Within the review, action has started by engaging with executive search firms, business leaders, academics and other key parties. A key part of the review will consider current research on how to make improvements and remove barriers on preventing women’s leadership progression. In a parallel initiative to the Lord Davies’ review, Empowering Productivity; Harnessing the Talents of Women in Financial Services, is a report by HM Treasury and Virgin Money’s CEO, Jayne-Anne Gadhia. Importantly, the report is not another scheme to bang the drum of female leadership inequalities; it’s about harmonising the male/ female balance, specifically in financial services. To prove the point, almost 3,500 people (including men) and women - contributed to this report through a variety of channels. Jayne-Anne says in the report: “This report and its recommendations are about fairness, equality and inclusion for men and women. The achievement of a balanced workforce at all levels in financial services will undoubtedly improve culture, behaviours, outcomes, profitability and productivity.” She reveals in the document that more women than men are employed in financial services, but many do not progress beyond middle management levels. To help redress the balance,

tier managers identified ten key enablers, including the need for a supportive people manager, having the technology to support flexibility and creating the right culture. She adds: “Leading this review in representing women in senior managerial roles in the financial services industry made me worry that some might perceive this as an initiative to promote women at the cost of men. But the review is about fairness for men and women.” For HR, is it now time to move the debate forwards from gender imbalances to how female leadership can seize upon their greater representation? Achievements from now on must be progressive, as Minister for Women and Equalities Nicky Morgan points out: “Now is not the time to pat ourselves on the back and say ‘job well done’ - we must be even more ambitious. The expertise and passion of all the people involved leave me with no

doubt that we will continue to see a genuine culture change at the heart of British business. This isn’t just important for women - it’s critical for our economy.” On such a basis, the fact that women leaders are underrepresented is now a well-heard argument with many articles, surveys and opinions proving the point. The story should now perhaps be what women can bring to the board table now more females are there rather than addressing gender imbalance. With the case now clearly made, what can female HR practitioners bring to their workforce? Zeneger Folkman, a company that studies leadership, discovered two traits where women excel in leading others: taking initiative and driving results. According to the American Express website, women leaders are ranked highly as good listeners, a critical HR skill for managing employees and customers. >>

“This report and its recommendations are about fairness, equality and inclusion for men and women. The achievement of a balanced workforce at all levels in financial services will undoubtedly improve culture, behaviours, outcomes, profitability and productivity.” Hr17

FEATURE Female Leadership

Meanwhile, Dr Susan Sherwood, found that women are ‘discussionoriented’, with men wanting to just take action. This is an important HR skill, in particular, as employees want their managers to hear their point of view. And being a good communicator achieves a stronger relationship built on trust, vital for establishing loyalty. In her book, The Fall of the Alphas, Dana Ardi discovered that women are conscientious community builders and that traditional authoritarian leaders are being replaced by more collaborative and connected managers. She says that the best managers learn to lead through influence from building collaboration rather than direct force or all out competition. Meanwhile, Bart and McQueen

that by motivating your employees, they’ll in turn be passionate about your product or service and company. This is a view supported by Leslie Evans, Permanent Secretary for the Scottish Government: “Female leaders bring collaboration, humanity and a sense of seeing the whole person,” she explains. “Women leaders can foster a productive and motivated workforce by listening and enquiring with openness, clarity, energy and tenacity.” Leslie believes that a challenge and cherish style of leadership gets the best from people, adding that female leaders may be more prepared to

“Female leaders bring collaboration, humanity and sense of seeing the whole person to leadership and HR,” she explains. “Women leaders can foster a productive and motivated workforce by listening and enquiring with openness, clarity, energy and tenacity.” found that women hold business ethics highly, and acknowledge and consider the rights of others in the pursuit of fairness. Where patience is concerned, women have wider thresholds, according to a study commissioned by my Hermes. They are less likely to jump to an immediate conclusion or make a quick decision or take action too soon. This might show that women are willing to wait longer for a desired result. Furthermore Jay Forte, author of Fire Up! Your Employees and Smoke Your Competition, discovered that women are “astute about knowing how to activate passion in their employees”. So why are these important skills for HR managers? It goes without saying Hr18

experiment with different leadership styles and apply a more diverse set of leadership tools. In summary, how does a workforce respond differently to female leadership? Leslie concludes with some forthright views: “I led an almost entirely male manual workforce back in the 1990s and they treated me quite differently from their previous (male) leader. They assumed they would never see me, though I held regular face-toface meetings with them in their workshops and to match their shift patterns. They weren’t convinced I would take tough action when it was required – but I did. One or two tried to shock me – yet I don’t shock easily!” Hr

Inspiring Female Leadership • For HR, now’s the time to move the debate forwards from gender imbalances to how female leadership can excel • Heart’s Ann Budge and Hibs’ Leeann Dempster are an inspiration for female leadership • There is a positive correlation between the presence of women in corporate leadership • Lord Davies’ review encourages all FTSE 350 boards to have 33% females by 2020 • Women excel in leading others by taking initiative and driving results • Females are ‘discussionoriented’, an important HR skill as employees want their managers to hear their point • Women leaders bring collaboration, humanity and a sense of seeing the whole person to leadership and HR • T hey can foster a productive and motivated workforce by listening and enquiring with openness, clarity, energy and tenacity


Nearly half of HR managers struggle to recruit good global candidates, research finds • Culture shock and language barriers are big challenges for employees on overseas assignments • 87% of HR managers believe language skills are important for employability A detailed survey of international HR managers around the challenges of recruiting globally and managing an international workforce, has found that nearly half of respondents (46%) struggle to find good global candidates with an international outlook. The research, carried out by CEMS – the Global Alliance in Business Education - alongside their corporate partner Universum also found that 87% of respondents consider foreign language skills to be important for employability. HR managers see the major challenges of working abroad for their employees as understanding a new culture (48%), cultural shock (24%) and language/communication issues (16%). Other issues raised include problems with finding a position when employees return (repatriation), high costs for the company and visa issues. The research involved in-depth interviews with 80 global HR managers, half of whom were based in Europe. Over half were from major companies with over 1000 employees.

“In time of global challenge the world requires internationally educated, inspired leaders and employees, who can build bridges across the divides that separate us and who are globally-minded, while sensitive enough to know when it is appropriate to act locally.” One in seven HR managers from larger organisations said that over 30% of managers within their company work internationally (out of their home country), though this figure was lower in smaller companies (41% of all respondents stated that less that 5% operate internationally). The main advantages of hiring globally were seen differently depending on the region: •7  4% European HR managers stated that hiring from different countries leads to a diverse working atmosphere • Non-European HR managers (US and Asia) focused more on the need to close recruiting gaps that are hard to fill and meet graduate expectations of working with international colleagues. Hr20

Roland Siegers, Executive Director of CEMS, said: “It is clear from this research that global mobility is very much on the agenda of HR professionals and particularly in larger organisations a substantial proportion of managers operate internationally. Despite this, many still say they have some trouble recruiting the right global profiles. Respondents also identify the many challenges involved with placing employees internationally, including cultural awareness and language barriers.” “In time of global challenge the world requires internationally educated, inspired leaders and employees, who can build bridges across the divides that separate us and who are globally-minded, while sensitive enough to know when it is appropriate to act locally.” “Because of this, and in light of these findings, companies need to invest in employees and managers to make sure they are equipped with the skills to operate globally. CEMS was founded in 1988 and the network includes 30 schools across 5 continents, 75 Corporate Partners (multinational companies) and 4 Social Partners (NGOs). As of 2015-2016 there are 1,217 current MIM students of 66 nationalities enrolled and 10, 752 alumni of 85 nationalities, working in 75 countries Upon graduation, students’ careers take a truly international path in a great variety of sectors and in many cases within multinational companies: • 95% are employed or continuing their studies • 50% are living outside of their home country • 80% work for multinational companies Hr

Bullying and Harassment

Data Protection


Discipline and Grievances


Employment Tribunals

Health, Safety and Well-being


The employment law implications of Brexit – what should employers know and how should they be planning for the future? By Sean Saluga Now that the dust has started to settle following upon the outcome of the referendum held on 23 June 2016 and a decision taken by the people of the UK to leave the European Union, we must focus on the implications for business and how it will impact on the shape of employment law.

Much has been written and speculated regarding the mechanisms and process for the UK leaving and timescales. The only formal mechanism is by serving notice under Article 50 of the Lisbon Treaty. That exit process will take an initial two year period and possibly much longer by agreement. A material consideration when assessing the impact on UK employment law is the eventual form of any agreement reached regarding a future relationship with the EU. There are a number of potential models available, which have differing impacts on the ability to change EU derived employment protections. This brings into sharp focus the issue of continued access to the single market. One option could be to negotiate membership of European Economic Area similar to that of Norway’s position. This would have the advantage of giving full access to the single market but the UK would then be required to adhere to EU regulations, including free movement, with little say over future legislation. Another option would be for the UK to enter into a series of bilateral agreements negotiated on a case-bycase basis similar to e.g. Switzerland. It is likely in such Hr22

bilateral agreements that the UK would be required to comply with a significant body of EU regulation and, again, free movement principles. At the other end of options is following a World Trade Organisation model. This option guarantees the most independence regarding decisions on regulation and does not require paying into the EU budget, but membership of the single market would be sacrificed. What is clear is that none of these options will happen quickly. There cannot be any wholesale departure from EU derived employment protections as the UK will continue to be bound by them for the short term and in all likelihood a period of years. All employers should keep a careful watch on how negotiations develop and the impact of any particular route on UK employment law. Looking into the future, what shape post Brexit might UK employment law take? A significant proportion of employment protections derive from the EU including discrimination rights, transfer of undertakings, family leave, working time regulations, agency workers and collective consultation obligations. Post Brexit and depending upon which method of leaving is actually


TUPE Working Time


Terms and Conditions of Employment


Having said this, looking to the longer term, assuming the Government has the ability to do so, there would be the possibility of gradual change to EU derived employment law, perhaps to make them more palatable to certain parts of UK business, in particular: • Transfer of Undertakings – The underlying principle of TUPE will be seen by many businesses and trade unions as being correct. However, the ability, for example, to more easily harmonise terms and conditions of employment following a TUPE transfer would be welcomed by many. • Discrimination Law – Any wholesale repeal of the Equality Act 2010 which implements the UK’s discrimination laws is highly unlikely. Changes which have been suggested could include eg a cap on the limit of compensation and also the ability for Government to introduce positive discrimination provisions in favour of under-represented groups. • Holidays/Working Time – Again, a wholesale repeal of the Working Time Regulations is improbable. The right

Maternity and Parental Rights

There has been increasing concern and speculation for EU citizens who currently live, work and study in the UK. A key message for such individuals is that, in the short term, nothing will change. Once formal negotiations with the EU begin, the approach the UK Government intends to take regarding EU citizens going forward will become clearer.

to statutory paid holiday reflects an established position in the UK which is augmented by the right to additional paid leave of 1.6 weeks. Having said that, there are numerous decisions from the European Court which have been quite unpopular including the inclusion of variable rates of pay (overtime, commission, etc) whilst on leave and also the right to continue accruing paid holiday rights whilst on sick leave. These may be areas of focus post-Brexit together with a removal on the cap on maximum weekly working hours. • Collective Redundancy Consultation – With the change in the minimum periods of consultation before any termination of employment can occur, this area may be under less focus as being more acceptable in terms of current provision both to employers and trade unions. Again, it is possible that the obligations and time periods may be further watered down. • Agency Workers – The Agency Workers Regulations have been poorly received by business and are extremely complex. They are a more obvious potential candidate for complete removal. • Parental Leave and Pay – In many ways, this area of law now has its own UK footprint involving a combination of UK and EU derived rights. Some UK maternity leave and pay provisions are more generous than EU rights including, for example, the relatively new right to shared parental leave and the right to request flexible working. It would appear unlikely that there would be the political appetite for reducing the extent of these rights. One of the most debated and controversial areas during the referendum campaign relates to the EU principle of the free movement of people. This in turn could have significant implications regarding UK immigration law. There has been increasing concern and speculation for EU citizens who currently live, work and study in the UK. A key message for such individuals is that, in the short term, nothing will change. Once formal negotiations with the EU begin, the approach the UK Government intends to take regarding EU citizens going forward will become clearer. Until then, it is important for EU citizens to be clear that they should continue to live, study and be employed without immigration restrictions as they have done up until now. The area of immigration law should however be carefully monitored by employers. The position for EU nationals who are currently in the UK and those who wish to come to the UK to work, study or live after the formal exit process has been completed and what restrictions they will subject to, remains to be seen. It may be that such individuals will need to apply for specific visas and this could require EU citizens to comply with a points based system (in the same way non-EEA nationals currently do). It could be that we see a change to current UK immigration processes and procedures to either impose less stringent obligations for EU citizens (compared to non-EEA nationals) or provide for >>

Health, Safety and Well-being

adopted, the UK Government could simply repeal all of this. However, it is very unlikely that such far reaching steps would be taken. There are various reasons for this, which are in addition to the UK likely to be wishing to preserve some form of ongoing relationship with the EU, which is its biggest export market. Many employment protections such as discrimination rights and family leave are regarded by both business and employees as being fair and the right form of protections to have. Many EU employment rights were already in existence to some degree in the UK in any event. For example, various discrimination laws and UK equal pay were in effect prior to the EU legislation coming into effect. For all of these reasons, it is highly unlikely that any Government would wish to significantly repeal important protections, which have been part of UK employment law for a long period of time.

specific exceptions for those EU nationals who possess a certain skill level. Given the approach the leave campaign has taken towards immigration, it is likely that EU citizens could face at least some form of restriction on their movement to the UK. From a Scottish perspective, the SNP’s white paper on independence (released prior to the 2014 Referendum) highlights that Scotland’s immigration requirements are very different to the remainder of the UK. On the assumption that Scotland remains part of the UK and is also part of a points based immigration system for EU migrant workers, it is possible that the Scottish Government may lobby for a number of amendments to the operation of such a system in Scotland.

Bullying and Harassment

Data Protection


Discipline and Grievances


Employment Tribunals

Health, Safety and Well-being


In this world of uncertainty, what practical steps should employers be taking now in light of the Brexit vote? In addition to having a system in place to keep updated regarding potential changes employers should consider:• Reviewing employment costs and potential restructuring if there is an impact on the economy generally. Employers may take steps regarding matters such as freezing employment, reviewing planned pay increases and not paying out discretionary bonuses that were in the budget. A thorough review of the contractual position regarding such steps should be carried out before implementation to avoid potential claims. • Having options in place regarding changes of operating models which could involve staff being moved from locations in the UK to other centres within the Euro zone. Employers may wish to consider including within contracts of employment specific mobility clauses to cover these scenarios. Hr24

On the assumption that Scotland remains part of the UK and is also part of a points based immigration system for EU migrant workers, it is possible that the Scottish Government may lobby for a number of amendments to the operation of such a system in Scotland. • Employee relations and communications. The media have highlighted an increase of cases involving bullying and harassment as a result of the Brexit vote. Employers should make it clear to their workforces that such behaviours will not be tolerated and will result in potential disciplinary action being taken. • Fluctuations and volatility in currency markets may result in senior executives making requests to be insulated against such movements. Employers may consider including currency insulation and cost allowance clauses in contracts of employment but these can also be difficult to operate in practice. • Carrying out a thorough audit of the immigration status of the workforce. Consider also reviewing with each affected employee what steps might be available to them to secure their future status in the UK. This could include organisations assisting with applications for residency or citizenship. • Outsourcing arrangements/contracts for services employers should be aware that at the point of termination of the commercial contract, TUPE may no longer be applicable or to the same extent. This in turn could increase potential liabilities for redundancy costs. Businesses may wish to include specific provisions in such contracting arrangements in terms of which the parties agree to apply TUPE on termination even though the regulations might not exist at that point. In summary, whilst it seems unlikely that UK employment law will be transformed significantly in the short term, there are a number of areas and steps that employers should be considering for the future. Hr Sean Saluga is a partner and the head of the firm’s employment division. He has over 20 years of experience in dealing with all aspects of employment law and industrial relations issues. He regularly represents employers before the Employment Tribunal and Employment Appeal Tribunal throughout the UK. He has a particular expertise in dealing with large scale strategic reorganisations, international projects, TUPE transfers and complex litigations with a particular emphasis on the oil and gas sector. He has been closely involved in two employment test cases affecting the sector which proceeded to the Supreme Court.

Save The Date

Women in Leadership

Hr NETWORK Conference 2017 Thursday 11th May 2017 (I) (I)





(I) (I)




FEATURE Hr network awards 2016

10th Birthday celebrations for the H r n E T w O R k AwA R d s 2 0 1 6 By Teresa Flannigan

The Hr NETWORK National Awards celebrate their 10th anniversary in November and the organisers plan on making it the best 10th Birthday celebrations. Launched in November 2007 and regarded as ‘the’ HR and people development & management awards in Scotland, the Awards are designed to recognise, acknowledge and reward HR and ‘people’ professionals, as well as projects, programmes and teams. The Gala Dinner for this year’s awards will take place on Thursday 10th November at the hugely impressive Glasgow Hilton. As ever, the theme for this year’s Gala Dinner is a ‘well kept’ secret however the organisers are extremely excited about the plans for this years’ event and are certain it will add to the success on the night. The success of the gala dinner is of course down to the huge commitment of the category sponsors and supporting partners, which makes it the most talked about HR event in Scotland Hr26

and the event attracts many leading corporate brands across the UK. The nominations process for this years’ Hr NETWORK National Awards 2016 has now closed with nominations entered from all business sectors across Scotland in seventeen categories. Shortlisted finalists have been notified of the outcome to the first stage of the judging process and the next stage of the process will include interviews for all the finalists during September with the shortlisted finalists attending the October Nominees Lunch sponsored by Law At Work. The shortlisted finalists will be announced in the November issue of Hr NETWORK magazine and the eventual winners presented at the Hr NETWORK Awards 2016 gala dinner which takes place at the hugely impressive Glasgow Hilton on Thursday 10th November 2016. Due to the huge popularity of the annual Gala Dinner, the organisers of the awards anticipate yet another sell-out dinner therefore demand in table sales will once again be extremely high and organisations wishing to host a table of 10 are strongly advised to secure their table as soon as possible. Hr

FEATURE Hr network awards 2016

Introducing the Judging Panel for 2016 Linda Holden is a career HR professional with over 30 years regional/divisional/ board level experience in a range of blue chip organisations working across the UK and Europe. Linda is a graduate in History and Education, holds a postgraduate qualification from Napier University and is a Fellow of the Chartered Institute of Personnel and Development. Having worked for a variety of organisations including, United Biscuits, Northern Foods, BOC, Solectron, BSkyB, DC Thomson & Co Ltd and CHC Helicopters where she led the European/Africa/Eurasia HR Teams in the lead up to an IPO, Linda is passionate about HR professionals adding real value to the businesses they support and believes that a true HR Business Partner should easily be able to identify their contribution to the bottom line profitability of a company. Energized by opportunities to work in partnership with business leaders to create and deliver strategic plans and transformational change she joined City of Edinburgh Council from April 2014- July 2015 on an interim basis to head up the People and Organisation function during a period of major change. Linda also serves as a non-executive Board member at Blackwood Housing Association and is a Trustee for Project Scotland. Judith Mackinnon is the Head of HR Governance at the Scottish Police Authority, which is the oversight body for Police Scotland. This role is required to undertake scrutiny and provide assurance to the SPA on Police Scotland’s People and Development agenda, which is facilitating the reform of policing in Scotland. Judith also is the vice Chair of the CIPD West of Scotland branch, and a trustee for Venture Scotland, which is a charity providing outdoorbased personal development programmes for young people aged 16 – 30, who face complex and difficult problems. Judith is a business degree graduate, holds a PG Dip in Personnel Management and an LLM in Employment Law. Judith is a Fellow of the Chartered Institute of Personnel and Development. Alex Killick is Director of People at Glasgow Caledonian University (GCU), having joined the sector in January 2012. His responsibilities cover Human Resources, Health and Safety, Organisational Development as well as staff and student Equality and Diversity. Prior to this, Alex spent over 20 years in a variety of senior HR roles in NHSScotland and

has also worked in Scottish Government – where he was responsible for employment and retention policy across NHS Scotland providing advice to Ministers on Industrial Relations issues. Alex has previously held Non Executive roles with Dundee College and the Scottish Poetry Library and was until recently an external member on University of Edinburgh’s People Committee. He is currently Co-Chair of UHR Scotland, the national HR group for the HE sector and sits on the Scottish Living Wage Leadership Group. Alex is a Fellow of the CIPD and is undertaking a Professional Doctorate focusing on employee engagement. He is also a trained mentor through Mentoring Partnership Scotland. Paul Blair is an expert in the field of leading, developing and influencing organisational change. He has held a number of HR Leadership roles with particular depth of experience leading culture change, leadership development, employee engagement, business partnering and talent management. Paul kicked off his career at Lloyds before moving to General Electric (GE) across UK and Europe. He was also worked with Sage Software and Aegon as well as Wood Group as the Global Director for People and Organisation. He recently completed an interim role at Vets Now as People and Culture Director. Paul also sits as an a non-executive for Dance Base, Scotland’s National Centre for dance and Scottish Business in the Community. >> Hr27

FEATURE Hr network awards 2016

Barbara Allison has been Director of HR & Organisational Development at Scottish Government since 2009. In 2015 the post was renamed as Director of People. She is also currently Interim Director of Communications and Ministerial Support. Prior to this, she was Head of Human Resources and Corporate Services. Before joining the Scottish Government as Head of HR in 2008, Barbara was Director of HR in Scottish Prison Service for five years. She previously held roles in Strategy, Finance and Manufacturing there. She is a qualified chartered accountant and started her professional career in retail. She was previously a member of the Board of APEX Scotland and is a Board Member of the Traverse Theatre and Inspiring Scotland. Julian Bell is a senior HR professional with around 20 years broad HR experience supporting business improvement through various HR change programmes in blue chip, FMCG industries including: Muller Wiseman, Diageo and Mars. Julian is currently the Group Director of HR for Redeem Holdings Ltd, a a global leader in the provision of high volume value recycling solutions for a range of hand-held technologies, with a particular focus on mobile phones and tablets. Prior to Redeem, Julian spent three and a half year at Muller Wiseman where he reported to the UK MD and on the UK Board. Between 2000 and 2009, Julian worked in a number of roles at Diageo, which included European HR Business Partner for Talent Management and also UK Resourcing Manager (Supply). Julian holds a BSc in Economics at St Andrews University and was educated at Merchiston Castle School in Edinburgh. Julian is married with three children. The winners will be recognised at the Hr NETWORK Awards Annual Gala Dinner in November.

Award categories and their sponsors: HR Assistant/ Officer of the Year – sponsored by: Standard Life are in the business of helping build a more prosperous world, dedicated to making sure that everything they do helps their customers to save and invest for their future, their industry to improve and their society to progress. These things have been important to Standard Life since they were established in Edinburgh in 1825. Since then, they’ve also been growing globally. Today, the Standard Life group employs around 6,500 people internationally – through businesses in the UK, Europe, North America and Asia. Around 4.5 million customers worldwide trust Standard Life with their financial future and they support a further 20 million customers through their Chinese and Indian joint venture businesses. The Standard Life Investments brand also offers truly global asset management expertise with strong investment capabilities. Standard Life plc is listed on the London Stock Exchange with around 1.2 million individual shareholders across over 50 countries. For further information, please visit: HR Graduate of the Year – sponsored by: Brodies LLP is Scotland’s largest law firm. Home to more leading Individuals than any other firm in Scotland, Brodies has 28 top tier rankings in the independent legal directories, including employment, where it has been regarded as a leader in the field for many years. The employment team consists of specialists in employment, pensions, health & safety, and remuneration & employee benefits. The team provides high-quality, innovative services to a wide variety of clients in the private and public sectors and is praised for its commerciality with personality. Its


FEATURE Hr network awards 2016

specialist lawyers apply common sense and practical, in-house experience to ensure delivery of relevant, high quality legal services, that are tailored to the needs of each client. For further information, please visit: HR Manager/ ADVISOR of the Year – sponsored by: Michael Page Human Resources is part of the Page Group and has successfully established itself as a market leader within the recruitment consultancy industry. Their experienced consultants, based in offices nationwide, deal with jobs at all levels of seniority in many different industries. In their Aberdeen, Glasgow and Edinburgh offices they: • Specialise in all industry sectors • Provide permanent, temporary, contract, interim work • Are dedicated to meeting all levels of staffing needs, from Director level to Administrator • Meet each challenge with a professional, tailored service For further information, please visit: HR Business Partner of the Year – sponsored by: Right Management is the global career and talent development expert within ManpowerGroup®. They help organisations become more agile, attractive and innovative by creating a culture of career management and learning that nurtures future talent, motivates and engages people, and provides individuals with opportunities to increase their value throughout their careers. They improve time to value through their expertise in organisational effectiveness, career management and individual development. Their approach is underpinned by the fact that organisations thrive when individuals are successful in their careers. For further information, please visit: Organisational Development Award of the Year – sponsored by: Tesco Bank has 7 million customer accounts across a wide range of products and services including: • Insurance – motor, home, pet, travel and life • Personal current account • Credit cards and personal loans • Personal saving products • Mortgages • ATMs

Their products and services are available online and by phone seven days a week. They are predominantly an online business, with approximately 86% of new sales being made online. While the bulk of Tesco Bank’s activities are focused on the UK, a selection of financial services and products (including Credit Cards and Insurance products) are offered in certain other countries in which Tesco has a presence, namely Ireland, Hungary, Slovakia, Poland, Malaysia, Thailand and China. For further information, please visit: HR Team of the Year – sponsored by: Learning & Development Award of the Year – sponsored by: Search Consultancy provides recruitment solutions to organisations across all major industry sectors and they are absolutely committed to offering their sponsorship and support to identify, develop and recognise talent in each of their specialist areas. Working so closely with Hr NETWORK, they believe gives them incredible insight into the HR profession, your passions and your challenges, and as an industry where so many clients are also candidates, where better to invest? Search HR is one of 30 niche specialisms within their exceptional recruitment service offering. For further information, please visit: NEW AWARD HR Specialist of the Year – sponsored by: Corporate Responsibility Award of the Year – sponsored by: SSE’s core purpose is to provide the Energy that people need in a reliable and sustainable way. SSE prides itself in being a responsible employer, directly employing around 20,000 staff in the UK and Ireland. In the last few years SSE has been one of the largest FTSE Companies, and the only major Energy Company to sign up to the Living Wage. SSE is also the first FTSE Company to gain the Fair Tax Charter, which shows that it reports its tax affairs in an open and transparent manner. This year, SSE published it’s Human Capital Report which shows the economic value of the employees that it borrows from society. As part of this report, SSE called out the specific economic value of its Apprenticeship and Technical Training Programmes which generate significant economic value >> for each £ invested. SSE did this with a view to kick Hr29

FEATURE Hr network awards 2016

starting a debate on the value of investing in skills based training that leads to sustainable employment. With over 650 trainees, a strong focus on diversity and inclusion, and with a 4year deal to Sponsor the Woman’s FA CUP, SSE really is proud to make a difference. For further information, please visit: Talent Management Programme of the Year – sponsored by: Thomas is the largest privately owned global provider of people assessment tools and the only provider with bespoke Education and Sport divisions. Since their inception in 1981, they now have a presence in over 60 countries, their assessments are available in 56 languages and today, they are working with over 32,000 companies and 300,000 trained Thomas users worldwide. Their clients span every type of business of all sizes, completing over 1.5 million assessments every year. Their solutions enable people, teams and cultures to perform at their best and are straightforward to understand and quick to use, with rapid results. Their aim is to empower you to use people assessments to create maximum value for your organisation. For further information, please visit: Attraction and Resourcing Award of the Year – sponsored by: HR Consultancy has built its reputation on the delivery of a highly professional recruitment service to the Scottish business community. Established in 1995, they are recognised as a provider of recruitment solutions for technical and professional roles across Human Resources, Accountancy & Finance, Manufacturing and Engineering, Financial Services and Insurance professionals, it also offers extensive experience of delivering high volume temporary solutions. The business is built on a number of simple beliefs – a real desire to stand out through the quality of its personal service and the power of its results whilst working in true partnership with its clients. For further information, please visit:

Strategic People Project of the Year – sponsored by: Standard Life are in the business of helping build a more prosperous world, dedicated to making sure that everything they do helps their customers to save and invest for their future, their industry to improve and their society to progress. These things have been important to Standard Life since they were established in Edinburgh in 1825. Since then, they’ve also been growing globally. Today, the Standard Life group employs around 6,500 people internationally – through businesses in the UK, Europe, North America and Asia. Around 4.5 million customers worldwide trust Standard Life with their financial future and they support a further 20 million customers through their Chinese and Indian joint venture businesses. The Standard Life Investments brand also offers truly global asset management expertise with strong investment capabilities. Standard Life plc is listed on the London Stock Exchange with around 1.2 million individual shareholders across over 50 countries. For further information, please visit: Employee Engagement Award of the Year – sponsored by: YSC are the world’s premier independent leadership consultancy, helping organisations achieve commercial success by releasing the power of their people. They work with clients across their entire people agenda to build a strong, sustainable pipeline of talent. This involves helping clients get the right people into key roles, identifying and unleashing potential and helping to accelerate people’s growth at all levels. They also help their clients develop high performing teams, implement business change and embed the values and culture necessary to achieve strategic business goals. Core to their work is developing deep psychological and behavioural insights. YSC are distinctive in going below the surface and in creating interventions that drive real and profound transformational change whether at the individual, team or organisational level. For further information, please visit: Best Workplace of the Year – sponsored by: Tesco Bank has 7 million customer accounts across a wide range of products and services including: • Insurance – motor, home, pet, travel and life • Personal current account • Credit cards and personal loans • Personal saving products • Mortgages • ATMs


FEATURE Hr network awards 2016

Their products and services are available online and by phone seven days a week. They are predominantly an online business, with approximately 86% of new sales being made online. While the bulk of Tesco Bank’s activities are focused on the UK, a selection of financial services and products (including Credit Cards and Insurance products) are offered in certain other countries in which Tesco has a presence, namely Ireland, Hungary, Slovakia, Poland, Malaysia, Thailand and China. For further information, please visit: Chief Executive of the Year – sponsored by: Advanced Boardroom Excellence is a board effectiveness consultancy dedicated to individual and collective director effectiveness. Their experience, expertise and knowledge is focused on supporting Chairmen, CEO’s and Directors, through three areas of excellence: Board Dynamics and Board Reviews – With an industry leading approach to Independent Board Reviews and Board Effectiveness, including Board Behavioural Dynamics, Succession Planning and Board Skills Development for NEDs. Transformational Performance Coaching – A dynamic and strategic approach to Executive Coaching, Director Level Assessment and Director and Executive Career Management. Leadership Effectiveness and Impact – Board and Leadership team development to embed and accelerate the impact on the organisation. For further information, please visit: HR Director of the Year – sponsored by: Syme Drummond offers a highly personal HR and L&D recruitment consultancy service with a proven track record and an industry name that you can trust. Syme Drummond is a people business and quite simply, ‘people deal with people’. Their values, expertise and professionalism have earned them one of the leading reputations within the HR industry which is testament to the way they deal and work with their customers. Syme Drummond work with customers across a wide range of industries from SME’s to International Global businesses specialising in HR and L&D recruitment and they look forward to welcoming you to their world, where their people partner with your people to ensure you get the solution you need. For further information, please visit:

Lifetime Achievement Award 2016 – sponsored by: Hudson is a global talent solutions company. They help transform the workplace and unleash the full potential of organisations and individuals. Their expert team and proprietary tools provide you with unique insights and services that help you maximise your success. Across 20 countries, they deliver a range of recruitment, talent management and recruitment process outsourcing solutions to get you and your business where you want to be. For further information, please visit:

Supporting sponsors include:

Nominees Lunch: Law At Work If you have any enquiries in relation to sponsorship or becoming a table host at the Gala Dinner at the Glasgow Hilton on Thursday 10th November 2016, please contact: Tel: 0131 625 3267 or email: Hr31


Under New Management: The Unexpected Truths About Leading Great Organisations Author: David Burkus Reviewed by Neil Archibald We’ve all seen the sign on businesses that have been bought over and if you’re like me, you just walk on by without giving the information a second thought. So what, same products or services, different management. The change won’t affect me as the consumer which in most cases is accurate but how will it affect the wage slaves? This is the story of what it means to be Under New Management (UNM). Three words that say so much and so little at the same time but this book lights the blue touch paper to the notion that UNM means nothing more than the director’s names on the bottom of the headed notepaper changing. The book is seemingly radical in places like suggesting customers aren’t necessarily a company’s top priority but their employees are. A supposedly new concept which seems to have worked in other organisations which have seen a success in employing such strategies but on closer examination the idea appears to have been tried and tested before. There is quite a bit of this in the book whereby ideas about how to lead businesses in an unorthodox way are mooted but which have popped elsewhere in the commercial world albeit in different guises. Nothing wrong with this because after all most of us at some stage or another in our professional lives have reinvented the wheel rather than start from scratch and this to me, is what the book is all about. Take what you know and what’s been a proven success, mix it up, rebrand it and hey presto, you’ve got a new business strategy. This is what makes this book an interesting read insofar as although it regurgitates some successful business initiatives, it puts a different slant on how to ‘sell’ the ideas to the workers. Hr32

It’s almost akin to navel gazing when the author pulls apart his rationale while at the same time discussing using the various approaches he advocates to set about putting greater leadership traits into companies. It’s like having two people have an argument about the best way to do something but the fact that they don’t listen to one another means nothing gets done. It’s like writing a list of pros and cons as to why you should or shouldn’t try something out. Whichever way you interpret what’s being said or use as an analogy, it makes for a really refreshing read. Refreshing is also the word I’d use to describe the fairly common sense ideas raised which are hardly rocket science but could set the hares running, if implemented. Sharing what we earn with others. Would you be happy doing this because if you do, it apparently contributes to improved colleague performance and reduce workplace strife levels? A little far-fetched maybe but then again nothing ventured, nothing gained! It’s what makes this book readable. Trying things. Seeing what happens. Taking that risk, albeit calculated. How about taking on new employees as a team rather than individually, ditch the org chart concept and make it a continual work in progress or scrap the annual circus known as the appraisal round. It’s an HR strategist’s dream but is it a utopian view of some

delusional business book author!? It’ll all depends on the kind of organisation you work for, what the track record is for trying such things out and whether there’s an appetite for it. Setting off such fireworks needs to be carefully staged if the declaration of UNM is to have any basis or meaning. A brave statement which, if backed up by tangible actions, as suggested by Burkus, may just turn the tide of cynicism that greets those of us who try to change the way we’re led! There’s the obligatory off the wall suggestions such as getting rid of the chiefs, which apparently motivates the troops. It’s all about letting staff control their destiny apparently when they’re at their most productive and engaged. It’s all a bit out there and I struggled a little when I reviewed this part of the book to buy into the more extreme ideas which I felt belittled this good bit of work. On balance though, it could be looked upon as the counter to an otherwise impressive range of ideas aimed at getting the UNM sign down as soon as possible after the ink is dry on the contracts so the BAU sign can go up and replace it! Hr Neil Archibald works as an HR generalist and business journalist and is a Fellow of the CIPD.


When should HR break the Rules Capacity and Promotion Schedules By Rita Trehan In all the companies for which I’ve been fortunate enough to work, there are traditions and rules around promotion scheduling. From how long you must be in the role to the qualifications for moving up or around within the organisation, these rules are put in place to create order, fairness and to set appropriate expectations. We want to make sure people know that they can expect to be rewarded for hard work, and this is the appropriate schedule and guidelines upon which they can rely to achieve those changes in level, responsibility and compensation. But there are times where those rules were meant to be broken. Sometimes, we have to throw our bylaws out the window when capacity calls.

Where HR succeeds many times is our ability to keep the machine of the company seamlessly humming: people get paid, benefits are administered, the workforce is happy and all feels well. But there are times when HR can stand in the way of progress, citing rules and regulations when corporate agility is at stake. In my new book, I talk a bit about this in Chapter 6 where I put the ideas around my proprietary decisionmaking tool, the Capacity Framework, along with other leadership coaching into actual practice. Where HR succeeds many times is our ability to keep the machine of the company seamlessly humming: people get paid, benefits are administered, the workforce is happy and all feels well. But there are times when HR can stand in the way of progress, citing rules and regulations when corporate agility is at stake. There is no better example of this than an offschedule promotion. Corporate capacity is the whole reason we are in our Hr34

line of work: we exist to create the ability for our chosen employers to expand and contract in a global business environment. While I am not saying that we should throw all corporate promotion schedules and guidelines out the window, I am saying that for the larger argument of retention and corporate growth, sometimes exceptions must be made. A colleague of mine once worked for a global bank that, at the time, was in the process of acquiring another smaller institution to secure its foothold in one of the states in the US. The move was a strategic part of their expansion from the southeastern part of the country to expand westward, thereby securing their status as a national institution. This acquisition was a cornerstone to owning the lion’s share of the accounts in the southeast. The merger team that would pull off the logistics of the merger was set in place, and the two senior executives were identified and blessed by the CEO and the Board of Directors. Everything was ready to go… until one of the senior executives unexpectedly passed away three weeks into the project. There was one heir apparent, the protégé of the gentleman who had passed. Cocky, younger, smart, talented: the stakes would be high. He had also just been promoted to a higher grade and position only six months before. My colleague met with the other senior executive as the HR executive assigned to the team, and reviewed the information. It made sense to promote him for the good of the project, but she used the tools of HR to make his rapid promotion schedule a bit more fair and level with his corporate counterparts: based upon certain guidelines, his salary would be incrementally raised to that of his former mentor, and if he hit all his targets, he would assume the bonus earmarked for that position. The role was a stretch, and there was much riding on the transition, but she remained close to the young upstart, coaching him through tougher times. The result? It’s now the third largest banking institution in the country, and the transition was one of the most successful in the company’s history, allowing it to go on to exceed its corporate goals. I should mention my colleague was also awarded a promotion and compensation for her choices, including a higher seat at the corporate table. There are many lessons like this in corporate history,


and you may have some in your own organisation, large or small. While death and tragedy are extreme examples, this story demonstrates capacity in action: the decision was made to promote an individual up and allow him to create a chain of promotions that brought a whole new leadership team to light, creating opportunities throughout his organisation. That one risk reaped immeasurable reward, and all because they played that move off-book. We are artists more than policemen, we can create anything we want in regards to capacity with the tools at our disposal. Think of yourself as a creator rather than a steward and the sky is the limit. That seat at the table is yours, and thinking outside the confines of the rulebook is sometimes the way to get it. Rules were made to be broken, and sometimes promotions are where that rule breaking starts. Hr

About Rita Tehan Rita Trehan is a business transformation specialist and chief capacity officer. As a global HR leader at Honeywell and The AES Corporation, Rita helped rethink how business was done. From profitable ways to launch business units around the world to inspired means of measuring performance, she consistently improved strategic operations, saving time and money in the process. Rita has led change management initiatives in more than 30 countries across five continents. She has enacted communication and engagement strategies, safety, and performance improvement initiatives in 27 countries, delivering savings of more than $100 million.



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.

Nicola Saltman Dip PFS Experienced Employee Benefit Specialist


Employee Benefits Consultant at Mattioli Woods plc


Corporate Benefits Director at Origen Financial Services

Education Connections

Queen Anne High School 500+ connections

Summary Experienced Employee Benefit Specialist. I work with employers to design and implement employee benefit strategies that help attract, retain and motivate staff at all levels of the business. I achieve this by auditing, consulting and implementing all aspects of employee benefits, ranging from pensions through to health and wellbeing strategies. I take pride in my service delivery and long standing client relationships that I have built up over 12 years working in the corporate market. Skills and expertise: Pensions; Retirement; Financial Services; Retirement Planning; Employee Benefits; Financial Advisory; Financial Planning; Relationship Management; Critical Illness; Income Protection; Inheritance Tax Planning; Investments; Wealth Management; Strategic Financial Planning; Wealth; Strategy; Savings; Protection; Group Life; Flexible benefits; Investment Governance; Management; Total Rewards Strategies; Voluntary Employee Benefits; Employee Engagement

Experience Employee Benefits Consultant at Mattioli Woods plc, August 2014 - Present (2 years 1 month) I work with employers to enhance employee engagement and support the long term growth objectives in attracting and retaining staff. This is achieved by providing advice and due diligence on the restructuring of existing reward strategies, as well as reviewing and delivering communications on existing strategies to maximise impact and engagement. Skills include: Experience of consulting on all aspects Employee Benefits • Excellent knowledge on auto enrolment, from scheme design to implementation and employee communications • Industry knowledge of reward and benefits • Legislative knowledge affecting flexible benefits and total reward • Ability to manage stakeholders to ensure employee benefit projects are delivered within timescales • Ability to consult on and implement solutions for legacy pension arrangements • Industry knowledge and experience in Healthcare and Risk Corporate Benefits Director at Origen Financial Services, January 2013 - June 2014 (1 year 6 months) Regional Account Manager at AEGON Scottish Equitable, June 2006 - December 2012 (6 years 7 months) Consultant at Standard Life, 2000 - 2006 (6 years)

Nicola’s recommendations Mel Hume, worked directly with Nicola at AEGON Scottish Equitable. “Nicola is an oustanding individual who can command respect at any level. She has a wealth of knowledge and insight within our industry and is greatly respected. I worked with Nicola whilst she worked as a Regional Account Manager and found her to be accessible, approachable and always willing to go that extra mile for her clients. She is an asset to her colleagues, peers and stakeholders alike.” Hr36


Santa Fe Global Mobility Seminar - Edinburgh Wednesday 7th July 2016

Santa Fe Relocation Services recently hosted their latest Global Mobility seminar, which was designed to highlight some of the key outcomes from their newly released 2016 Global Mobility Survey, the world’s largest and most robust study of Global Mobility professionals worldwide. The Seminar took place on Wednesday 7th July at BDO’s Office, City Point, 65 Clifton Terrace, Edinburgh. In addition to the 1,200 mobility professionals responding globally, BDO and Santa Fe Relocation Services sought the views of 58 business leaders from a broad spectrum of global businesses on the strategic importance of an internationally mobile workforce. This invitation-only event gathered together a select group of global mobility professionals for the seminar, which was hosted by John Rason, Head of Consulting Services at Santa Fe. John was joined by Andrea Piacentini from Standard Life, Stuart Strong of BDO and Santa Fe’s Nishil Patel. Attendees had the opportunity to network with peers to discuss the key trends from this year’s survey. There was a lively debate around the findings of the 2016 Global Mobility Survey and the questions of BREXIT. Lively discussion balanced with comments from attendees coming from different industries and expressing their point of view from a Scottish perspective on BREXIT was particularly interesting. Guests expressed the same wish after the session - they want to hear more from Santa Fe and have updates on immigration and tax changes after BREXIT. Everyone agreed that Santa Fe need to keep up the good work as global mobility will likely to be affected by BREXIT and Santa Fe brings value by supporting GM professionals in times of change. Hr Hr38

Calendar of forthcoming events… SEPTEMBER Toni McAlindin Employment Law Network - EMPLOYMENT LAW UPDATE Thursday 1st September (SAS Radisson Glasgow) Tuesday 6th September (Holiday Inn Edinburgh) 9.30am-4.30pm Hr NETWORK Hr40 Dinner EDINBURGH (By Invitation ONLY)

OCTOBER Hr NETWORK Awards 2016 Nominees Lunch EDINBURGH (By Invitation ONLY)

NOVEMBER Hr NETWORK National Awards Gala Dinner 2016 Hilton, GLASGOW Thursday 10th November Contact: Tel: 0131 625 0358 or email:


What the new world of work means for HR

What kind of world do HR teams currently find themselves in? Well, as with most other professions, they likely find themselves in a world that’s undergoing a huge transformation. They might even find a new world of work altogether. But what exactly does that mean? What’s actually changing, or has already started to change, in this new world of work? Dr Tim Sparkes, business psychologist for UK Talent Management at Hudson, says there are a few key factors to consider. “Firstly, we’re now entering an era of five generations in the workplace at once”, he says. That’s the Traditionalists (born before 1946), the Babyboomers (born between 1946 and 1964), Generation X (1965 to 1976), Generation Y or millennials (1977 to 1997) and now the emerging Generation 2020 sharing the same space. “Those five generations generally have different ideas of success, leadership, collaboration, ambition and plenty more”, he adds. Hudson’s Great Generational Shift Report identified some key points on this subject: Babyboomers are the decisive, traditional leaders. Gen X are socially progressive and change-oriented – a counter balance of sorts to the dominant characteristics of other generations. Gen Y in turn are the masters of abstract, conceptual thinking. They’re ambitious and socially confident, but score lower when it comes to traditional leadership traits. As for Generation 2020? Well, they seek security. Work isn’t an adventure or an obligation like the generations Hr40

before them. It’s a means to an end and it offers stability in an increasingly unstable world. But we don’t know much about Gen 2020 in the workplace just yet – the oldest of them are just 19 years old. With all this going on, it’s obvious that managing people in the workplace is about to get even more complex. As Head of Digital Development for Bayer Jessica Federer said: “Data is data. It’s the people piece that’s the challenge.” Dr Sparkes continues, “It’s not just about the people. More broadly, the workplace is becoming a place of blurred functional boundaries and roles.” Research from Gartner in 2014 highlighted a shift in focus towards technology and process, collaborative vision and inspiration, and a greater drive towards innovation. Dr Sparkes continues, “Terms like ‘collaborative vision’ and a hearty embrace of technology wouldn’t exactly figure highly in the minds of leaders in years gone by. But now, they’re top priorities.” Another term you’ll be hearing more of on the subject of the new world of work is ‘leadership at all levels’. Deloitte, in Global Human Capital Trends 2014, identified leadership at all levels as one of the ten critical issues facing organisations. The study was based on 3,000 HR and business leaders from more than a hundred countries. ‘Leadership at all levels’ is about the increasing need for companies to let employees lead, whether they’re the head of the company or not. “Employees are growing restless with traditional topdown leadership structures which, in today’s workplace, are cumbersome and slow to respond to immediate challenges and opportunities”, Dr Sparkes says.


Challenge Mindset

Change Mindset

Leading Mindset

Collaborative Mindset

Solutions Mindset

© Hudson Global Resources 2016

“They want to take leadership opportunities at any level. They don’t want to sit and wait their turn, they want to develop their experience profiles now.” Not that we should be too surprised – this is a workforce on the verge of going nearly 50% freelance (43% by 2020, according to Inuit), after all. So what does this mean for HR professionals? How do they cope with five generations at once, each with their own motivators, goals and broader ideas about the workplace? How do they cope with these shifting structures and roles? Is it even possible to effectively select, develop and deploy talent in this so-called new world of work? Dr Sparkes says it is. But the key is to start thinking about mindset. “Mindset’s an attitude, disposition or tendency. Mindset’s an approach that someone adopts in response to, or in the face of tasks, challenges and opportunities”, he says. “In the business context, it’s about preferred approaches to work and preferred work environments which then relates to how a person responds to success, failure and learning.” Hudson’s new tool for measuring it, aptly named PULSE MINDSET™, is made up of five core categories: Challenge, Change, Leading, Collaborative and Solutions. The tool assesses an individual based on these key mindset facets. For example, it will determine how persuasive a leader they are, how motivated they are to deliver to results, or how suited they are to working in a collaborative environment. So just how important is mindset? “Mindset has the potential to influence nearly every aspect of a person’s working life. It’s becoming just as

important as skillset. We’re not saying the skills-based CV is quite dead yet. But it is time people started valuing mindset just as much as skillset”, Dr Sparkes says. So what are the benefits for HR teams? Well, simply put, when it comes to selection, development and deployment, it helps you make a more informed decision. “If you’re assessing candidates for a position, you’ll be able to better understand, evaluate and compare their motivations and drivers”, Dr Sparkes says. “If you’re looking to develop talent, you can easily identify strengths and weaknesses. “And if you’re trying to drive retention initiatives, what better way to do so than having a better understanding of the individuals in your organisation?” These new concepts are all well and good, but how do HR teams actually implement this? Where’s the road map? Dr Sparkes says, “Unfortunately, there’s no single model every organisation out there can follow. Chiefly because there’s no perfect mindset – HR teams will have to define their own paradigm of the ideal candidate.” As Jane Asscher, CEO for creative agency 23red, put it: “recognizing that there is no ‘one-size-fits-all’ solution to managing individuals is the first step to ensuring an engaged, productive workforce.” But PULSE MINDSET™ is flexible in that respect. Dr Sparkes explains, “The point isn’t to score extremely high on all of those five facets – some organisations will want someone whose work style is suited to collaboration. Others might want a stronger, persuasive leader. Similarly, when considering a leadership team, different members would ideally have different mindset profiles so that they can leverage off each other.” Their definition of the ideal mindset will have to be informed by the company’s culture, the role itself, the team the role fits into, and many other factors. With that said, Dr Sparkes says there are some things HR professionals can do to succeed in the new world of work. “Firstly, to attract talent, you need to define your own culture mindset and corporate philosophy. You need to ask yourself: is your company a desirable place to work? “You need to offer unique learning opportunities and experiences to candidates, not just a competitive salary. In-demand job hoppers are going to join your organisation because your culture, your brand, and the values you communicate appeal to them – you offer something for their career. He concludes, “If you haven’t already, you need to be prepared to revise your business models and your workforce on demand. The workplace is already changing, and fast. Our task now is to adapt with it.” It seems whatever this new work of work ends up looking like, mindset will have a significant role to play. Hr For further information on PULSE MINDSET™ visit the website Hr41

RESOURCE Religious Symbols

Can employers ban hijabs in the workplace? Following the controversy over comments from ex-editor of The Sun, Kelvin MacKenzie, in relation to a Channel Four news presenter wearing a hijab and cases now reaching the European Court of Justice, Law At Work’s director of legal services Donald Mackinnon looks at whether employers can ban employees from wearing Islamic head coverings. The topic of hijabs, a headscarf covering the head but not the face, in the workplace is particularly controversial in France where there is a strong secular tradition, which frowns on overt displays of religious symbols in public. In the case of Bougnaoui v Microploe SA, the European Court of Justice (ECJ) was asked to rule on a ban imposed by a French company on an employee wearing the hijab when visiting clients. This case is the first time the ECJ has considered whether restricting the wearing of the Islamic headscarf at work could amount to religious discrimination. The ban was imposed after a Microploe client complained after Ms Bougnaoui, a practising Muslim, visited their premises wearing a hijab. Ms Bougnaoui complained of discrimination but was unsuccessful as the French courts held that her dismissal, following her refusal to remove the hijab, was fair as it was based on a “genuine and serious” reason. The matter was then referred to the ECJ, where the Advocate General (AG) has issued an opinion in advance of a full hearing. In her opinion, the ban constituted unlawful direct discrimination under the Equal Treatment Directive and that Ms Bougnaoui had been treated less favourably. A ban on wearing the hijab (or other types of Islamic head covering) would only be lawful if based on a genuine occupational requirement and the ban was no more than what was absolutely necessary to undertake the work in question. The opinion of the AG is simply advisory and it is possible that the ECJ could take a different view at a full hearing. Indeed, in another similar case due to proceed to a full hearing, another AG took a contrasting view, that a ban on wearing an Islamic headscarf could be justified by a general policy of prohibiting religious symbols in the workplace. However, even if the ECJ were to find such a ban justified, it is unlikely to significantly change the position under current UK discrimination law. The parameters of the ‘genuine occupational requirement’ defence under UK law is very narrow and can only be utilised in certain circumstances; for example, for reasons of decency where an employee of a specific gender is appropriate, or for reasons of authenticity for instance in the case of waiters at a Chinese restaurant. Hr42

In the UK, however, there have been circumstances where employers have been held as legitimately banning employees from wearing Islamic clothing. This included a nursery objecting to a Muslim employee wearing a floor length dress called a jilbab, as it was considered a tripping hazard, and a teacher prevented from wearing a full veil where it was believed it would impact on her interaction with students. What the defence does not cover, however, is a ban based upon the objections of clients or a general prohibition on any religious symbols or clothing in the workplace. The issue of an employer’s right to control how staff dress and look at work versus an employee’s right to wear visible symbols of their religious belief continues to be a controversial and vexed issue in the workplace. This is beginning to be seen in the number of cases, which are reaching employment courts, both here and abroad. However, it is vital that employers continue to abide by the legal system in place in the UK, which affords a ban on religious clothing, such as hijabs, only where there is a genuine case for it, not where there is pressure from clients or staff. Hr

RESOURCE Business Travel Security

Is business travel worth the risk? In the midst of a year of increasing global unrest, uprisings and terror attacks, employers everywhere are asking the same question: Is it worth the risk sending employees abroad for work? Here, Paul Casement, Director, Clarity Travel Management provides some topics on tracking your employees when they are working abroad.

We live in an age of heightened awareness of just what it means to be caught in the wrong place at the wrong time. The roll call of victims of the incidents in Nice, Paris, Brussels, Turkey and Germany attests to that. Sadly, the frequency of incidents such as this doesn’t look to be reducing in the short term, meaning employers have a responsibility for safety like never before. When faced with the prospect of an employee having to travel abroad in order to carry out their job, employers must first ask some questions. Why are they travelling? Where are they going? What are they going to be doing when they get there? Can this business account for their movements at all times while they are away? There is a phrase in business travel that has been used so much that it’s become a cliché - duty of care. However, this isn’t a box ticking exercise, it has real meaning. In this dangerous world, it has to be strictly defined or the consequences could be tragic. Providing a duty of care isn’t about protecting your business in the event of something going wrong, it’s about protecting the people you are sending off to work on your behalf. At the most basic level, does the business have up-to-date contact details for every employee and their next of kin? If not, can you let these people travel on company business? If an initial assessment determines that a trip is necessary and cannot be satisfactorily carried out in any other way, the next stage of duty of care is risk assessment. What is the current advice from the Foreign Office regarding the destination your employee is travelling to? What tasks will they be undertaking while at this destination, such as a field visit, location recce or meeting? At every step, you must be asking: As a company, what risks are we willing to take with this person? Sending an employee on a business trip becomes slightly less nerve-wracking if you are able to track them while they are gone. For some workers, this may raise privacy issues - after all, it depends on whether they are travelling to Baghdad or Bath - however, for most organisations the answer is simple. If you travel, you WILL be tracked. In the event of an incident, taking place, speed of contact is vital. Locating and making safe every traveller is a key role of a travel management company.

After the Brussels attacks in April, we made contact with all of our clients in the surrounding area and made arrangements for their immediate safety within half an hour of the news breaking. We offered them travel options as an alternative to flying if they were due to return to the UK or simply wanted to come home. And we kept in frequent contact over the following days as the situation developed. Taking responsibility for business travel booking and management also removes the risk presented by ‘maverick’ travellers within an organisation. However, we have heard too many stories of employees extending their business trip to add-on a few days of holiday, without their employer having any notification of where they are going, why or for how long. If these workers are then caught up in a situation not of their own making, who can they turn to for help? For this reason, and in the current climate, we recommend companies work alongside a travel management company to minimise these risks and put employers in a secure position should any of their staff be unfortunate enough to land in the wrong place at the wrong time. Business travel is still how deals get done and how businesses grow, however we must ensure it does not come at the expense of anyone’s safety. Hr Hr43

RESOURCE Health & Wellbeing

Stress and mental health found to be biggest concerns for employers A recent Health Survey from Aon Employee Benefits shows that 93% of employers across the Europe, Middle East and Africa (EMEA) region see a correlation between health and employee performance. However, just 13% of respondents measure outcomes of current employee health strategies and 69% say limited budgets are the biggest challenge to implementing health strategies. Here Matthew Lawrence, head of broking and proposition for health and risk at Aon Employee Benefits takes a closer look at the report findings. The Aon Employee Benefits report is the first and largest of its type and showed similarities, and marked differences, of organisational approaches to employee health across the EMEA region. Five hundred HR directors and risk managers responded from 22 countries across EMEA. Overall, the findings pinpoint areas for improvement and make recommendations to increase health benefits take-up, improve measurement on the impact of health initiatives and to maximise the return on investment that firms make in employee health. The fact that 93% of EMEA employers see a correlation between health and employee performance is encouraging. As Mario Hooglugt, health leader of Aon EMEA, said: “This thinking has quite rightly entered the corporate psyche, a far cry from a few years ago. However, this journey needs to continue to progress. Now it’s about putting a strategy in place to support employees as well as measuring a programme’s performance to ensure that it benefits corporate objectives effectively.” A significant finding of the study was that sixtyfive per cent of respondents agreed that stress and mental health are the health and wellness issues they are most concerned about today and for the future, although only 32% of employers have emotional/ psychological health programmes in place. With stress and mental health issues commonplace and the biggest recognised health issue for employers, it is disappointing to see that less than a third of respondents are addressing this with emotional or psychological health programmes. Helping to support the mental wellbeing of employees is crucial if they are to remain happy, present and productive. Further to this, the survey revealed that financial health programmes predicted to see the biggest growth with 23% planning to introduce them. We are certainly witnessing the more progressive employers implementing programmes that integrate the physical, Hr44

emotional, social and financial aspects of wellbeing. Many employers understand that a person’s financial issues impact their wellbeing, stress-levels and ability to perform, and indeed a significant percentage of employers are looking to put programmes in place to help employees manage money more efficiently. Other key stats that emerged from this study revealed that employer priorities include increasing productivity and employee performance (52%), attracting and retaining talent (51%), improving employee engagement (49%) and reducing or managing costs (44%). Employers are far less concerned about tackling long-term absence (4%), developing corporate social responsibility (4%) and managing job mobility (7%). Overall, using data and analytics to make informed decisions based on an organisation’s unique needs and circumstances can effect change on employee health and employer costs, and help shape the employer’s strategy going forward. Hr

RESOURCE Pre-Employment Screening

Three ways inadequate pre-employment checks could damage your business Pre-employment vetting checks can be costly, time-consuming and an administrative burden for the employer and the candidate. Failure to carry out these checks or relying on poor processes to complete them can have a huge negative impact on your organisation. This can damage your business in three fundamental ways. Here, Jenny Smith, Divisional Manager, Core-Asset Verify provides three key ways to avoid potentially damaging outcomes. Three Key Ways include: 1. Financially Robust and comprehensive background checks are a vital part of the recruitment process. They should not be used merely to rubber-stamp an appointment but need to form a part of the selection process. A candidate’s CV - and even their performance in an interview – often only reveals what the applicant wants to reveal. But with the right set of background checks, an employer can get a much fuller sense of the person behind the listed experience and academic qualifications. For example: •A  reference may point to a past disciplinary issue or discrepancies in job seniority and length of experience • Criminal history can highlight a particular offence • For senior appointments, FCA checks can reveal past warnings, fines or bans • F inancial probity checks may uncover personal mismanagement, large debts or bankruptcy Establishing a pattern of dishonesty in someone’s past can sometimes predict future conduct. 2. Operationally Professional or academic qualifications are the two areas we find most dishonesty when carrying out preemployment checks. Whether it’s the falsification of regulatory membership or a failure to complete the relevant professional qualifications the impact can be huge. Hiring someone who is not fit to carry out competently the requirements of a particular role can have a damaging effect on the operational success of your company. It can destabilise not only a team or department but sometimes the entire organisation. And an employer shouldn’t forget that it may suffer legal ramifications. The more senior the appointment the greater the potential risk – and often the longer it can take to discover the individual is unfit to carry out his or her duties. To make matters worse, there is evidence to suggest that the more senior the appointment the less checks are carried out particularly in the case of executive appointments.

3. Reputation If serious enough, fraudulent activities or operational incompetence can have a catastrophic impact on the reputation of your company. This can extend not merely to the media but also to clients, investors, regulators, suppliers and employees. And here is the real advantage of high quality vetting procedures: it is not a purely quantitative process. Done well, background checks will uncover the character of the candidate. Is he or she honest and trustworthy? Does a small ‘white lie’ point towards more fundamental issues? This is where wholly automated and computerised processes fall down. Vetting services need to involve human intervention, expertise and discretion. Experienced vetting professionals will quickly weed out dishonesty. They will know that someone with one discrepancy will often have several. And while one check is better than no checks at all, the real power of vetting comes through its cumulative effect. Just in the same way you need several perspectives to form an accurate view of a mountain, a combination of different background checks will establish a truer picture of a candidate. The real cost of a bad hire? At Core-Asset Verify, to accompany the detailed report of the checks we carry out, we provide clients with traffic light recommendation: • red (do not proceed) • amber (proceed but items need attention) • green (recommended to proceed) Around 10 per cent of our checks result in red and 40 per cent in amber. Only half of applicants receive a resounding green light. This is significant and highlights the complexity involved in ensuring you, the employer, are hiring the candidate you think you are. Skilled and comprehensive pre-employment checks may be an additional cost to what can already be an expensive and lengthy recruitment process. But can you afford not to do them? Hr Hr45

RESOURCE Discrimination

‘Kayo’ to ‘Kayla’: Name-changing is common in British corporate culture A quarter (23%) of professional women in the UK with ‘non-white’ sounding names have changed their name to sound more ‘traditionally-British’ in order to get a job. Here, Biju Menon, founder of Nottx, the UK’s only ‘name-blind’ headhunting platform provides an insight to the report and some of the staggering statistics it revealed. It is the first survey of its kind in the UK of professionals who believe they have been discriminated against in the past while job-hunting due to their name (89%) – either on the grounds of gender or ethnicity. It found the incidence of name-changing among professional men was lower than women at one-tenth (9%). However, while 56% of men felt they had been discriminated against due to their ethnicity, nearly fourfifths (78%) of women felt both their gender and ethnicity were barriers to employment. These findings come after the Cabinet Office announced earlier this year it will initiate ‘name-blind’ recruitment processes for the NHS and Civil Service by 2020. Former Prime Minister David Cameron also made a pledge to end recruitment bias at last year’s Conservative Party conference, in which he referred to a young black woman who had to change her name to ‘Elizabeth’ in order to get a job. However, Nottx highlights ‘Elizabeth’ is not an isolated case, and estimates approximately 50,300 minorities may have changed their name in the IT and finance sectors alone, 28,300 of them female. Only 0.3% of the anonymous respondents said they would be willing to speak out publicly on the issue of ‘name-changing’. Among those who declined to comment, the most common reason provided (62%) was a fear that it would affect their future job prospects. Nearly all respondents (97%) who did change their name when applying for jobs reported a higher level of callbacks from potential employers relative to their efforts under their legal-name. ‘There is an insidious culture of unconscious bias in the corporate world against professionals who are either female, an ethnic minority or both. We believe the problem is most acute in the finance and IT sectors, but it may be more widespread than we originally thought. ‘Employers need to stop paying lip service to the idea of name-blind recruitment and realise unconscious bias is an all-pervasive force in the recruitment sector. Only by recognising it, embracing ethical hiring and removing all reference to names in the recruitment process will we Hr46

reach a point where no-one will ever have to change their name in order to get a job again.’ Among those who haven’t changed their name, only 13% on average said they would be ‘very likely’ to consider changing it while job-hunting in future. However, nearly a quarter of women (24%) would be ‘very likely’ to do so, in comparison to only 2% of men. When asked what words remind them of job-hunting, 85% of responses were negative, with ‘stress’ the most common response. Just over a fifth of responses cited ‘bias’ or a derivation. Responses from Nottx’ US platform were more evenly distributed across both genders, with 17% of respondents on average saying they had changed their name in the past. However, a higher overall proportion said they would be ‘very likely’ to change their name in future at 24%. Hr

000.HR.SpineSep16.ed.indd 1

23/08/2016 23:05

Profile for immags

Hr Network Vol 12 Issue 1  

Hr Network Vol 12 Issue 1  

Profile for immags