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Inspiring People Development NOVEMBER 2017 VOLUME 13 ISSUE 2 £3.50 A MEDIA AVENUE PUBLICATION








Contents 04 Welcome from the Publisher 05 News 15 Feature One: Recognise, Acknowledge and Reward 20 Statistically Speaking: Richest Workers in Britain 22 Employment Law Update: by Employment Team at Burness Paull LLP 24 Feature Two: Presenting the finalists for Hr NETWORK Awards 2017 36 The Library: The Step-Up Mindset For New Managers

37 My LinkedIn: Sarah Gracie, Divisional Manager, Eden Scott 38 Event of the Month Part I: Hr40 Dinner with Hunter Adams & Mattioli Woods 40 Event of the Month Part II: Review of the Nominees Lunch with Law At Work 42 Feature Three: HR and The Evolution of the Employee 44 Resources Section: Modern Slavery; Millennial Workforce; Employee Morale



Welcome Welcome to the November issue of Hr NETWORK magazine which always mark’s a very exciting time for everyone associated with Hr NETWORK as we embark on the final stages of preparations for the hugely anticipated Hr NETWORK National Awards gala dinner taking place on Thursday 9th November.

The Hr NETWORK team are just adding the final touches to the arrangements for this unrivalled annual gathering of almost 800 people professionals, which will showcase the very best in HR people development & management across Scotland for 2017. At the November Gala Dinner, I will announce the hugely exciting plans for the direction we will take Hr NETWORK following an extensive ‘Strategic Review’ of the entire business, which we began in January this year and has been affectionately entitled: ‘The Spirit of HR’, from the award I accepted on behalf of Hr NETWORK from Sandy Begbie at the Awards Gala Dinner in 2015. We are taking steps to bring the HR community in Scotland even closer together and build on our huge efforts to support the profession since we began in 2005, through enhanced membership options, which will see increased benefits, discounts and greater access to events from Hr NETWORK and our commercial partners. I am personally very proud that Hr NETWORK remains a committed, loyal, trustworthy and above all, transparent and safe environment in which HR people can come together to share knowledge and best practice at all levels of human resource management in Scotland and where better to announce our plans for the future but at ‘the’ most engaging and star studded HR event of the year.

from those in the know on a range of subjects including: Millennial Workforce; Modern Slavery and Improving Employee Morale. 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: Neil Archibald; Neil Pollitt; Toby Margetts; Geoff Clark; Derek Petrie; Melanie Hill; Linda Holden; Mike Edwards; Professor Matt Gitsham Hr NETWORK now available on: LinkedIn: Twitter:

This Issue In this issue of the magazine, Andy Moore provides a great insight in to the Hr NETWORK Awards and the enormous benefits this presents HR professionals, teams, projects and employers across the country. Andy speaks to a number of industry insiders including ‘yours truly’ and others to discover the benefits associated with their involvement in the Awards. The regular employment law update from Burness Paull looks at Whistleblowing. The regular sections of the magazine include: Statistically Speaking’ and the Library Book Review. The ‘Resources’ section features first class comment Hr04


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. 2017


REVEALED – Study shows employers under pressure from young candidates to embrace casual dress Whether you’re already in work or are looking to land that dream job, there’s no question that what you wear and how you look will play heavily on your mind, especially if you want to get on in the company. A recent survey by ‘Buy T-Shirts Online’ confirms what you might already have gathered – that the workplace is a lot less formal than it once was – but it has also revealed that there are still significant pockets of resistance to things that have become ubiquitous, like beards and tattoos. On the less permanent front, heavy makeup is not particularly well liked, but it is tolerated in some professions more than others. We’ve also learnt that if you want to win votes or create a billion-dollar social network, it almost certainly doesn’t matter what you wear. And if you’re going for that interview, you can probably

get away with not wearing a tie, even if you wear a suit for an employer where everyone wears a pair of jeans and a T-shirt. It’s as simple as that. There’s definitely a growing difference in attitudes amongst younger and older generations and increasing pressure on employers to embrace casual dress. Other results from the study include: • 1 in 4 see uniforms as old-fashioned • 57% think wearing a tie is no longer a necessity at a job interview • 53% consider wearing jeans and trainers for work to be part of modern life • Less than 8% of people think Jeremy Corbyn dresses unprofessionally – about the same as Mark Zuckerberg • 65% of over 55’s think tattoos have no place at work • 74% 0f 0ver 45’s expect a waitress to wear full makeup Hr05


Vacancies in Scotland rise by 12% year-on-year Demand for professionals in Scotland increased by 12% yearon-year to August 2017 according to research from the Association of Professional Staffing Companies (APSCo). The data, provided by recruitment software company, Innovantage, also reveals that demand for contractors increased by 15% over the same period. Permanent vacancies within the manufacturing and engineering sector were notably strong, increasing by 17% year-on-year, while openings for accounting and finance interims also rose significantly, growing by 20%. This data comes following official figures which show that the Scottish economy grew nearly four times faster than the rest of the UK in the first quarter of this year,

which Scotland’s Chief Statistician has attributed to a boost in the manufacturing sector. Commenting on the data, Moya Rylands, Regional Director at APSCo said: “Professional job availability in Scotland continues to grow at an impressive pace and, as our data shows, much of this strength can be attributed to demand within manufacturing and engineering.” “The country has an impressive history in these sectors and continues to lead innovation in the area. While long established firms such as Babcock Marine and Thales still produce and supply defence equipment locally, the region’s pioneering spirit continues to drive demand for engineering professionals, with firms such as

Clyde Space replacing ship-building by developing satellites. Against this backdrop, it is no surprise that the latest quarterly survey by the Scottish Engineering Industry Group shows 44% of firms saw a rise in UK orders over the past three months – marking a fourth consecutive quarter of growth.” “Demand for accounting professionals to work on a contract basis is also increasing, which is reflective of wider sector growth. According to Insider’s 2016 audit of Scotland’s accountancy sector, all of the country’s top ten largest firms by staff numbers have increased their headcount over the past year and together the ‘Big Four’ now employ 3,460 staff in Scotland, over 12% more than they did in 2014.”

British workers reluctant to take career breaks risk burnout Despite almost two-thirds (65%) of British employees saying they would consider an extended leave away from work, it seems they are unlikely to take such a break and instead risk burnout. New independent research commissioned by Opodo compared Britain with other nations across Europe and the USA, which reveals that British workers are lagging behind employees from other countries when it comes to flexible working hours and benefits like extended leave such as ‘sabbaticals’. UK employees are among the other European nationals most likely to be allowed extended leave by their current employer, with one in five (20%) polled in Britain saying their workplace allows them to take this break. However, more than half (54%) of those questioned believe it would be hard to return to work after a sabbatical. A very wary one in five (21%) feel it could make them less employable, while a further one in ten (13%) think it will harm their career prospects with their current employer. Many other European nations are much more in favour of sabbaticals, stipulating that it helps with employment for potential roles in the future within companies across the globe, while British workers think that it will do more harm than good. Hr06

Almost two-thirds of people (61%) in Spain believe extended leave will help them in the future in terms of employability and more than half (60%) of the people in Germany said the same, while a further 49% of people working in France also believe sabbaticals can help with employment. The research suggests that an extended break from work would actually be useful for many, despite Brits being least likely of all the nations surveyed to return refreshed from their summer holiday. Almost one in four of us (23%) feel revitalised after a regular holiday or extended break, compared to 48% of people from Germany and 47% of respondents from the USA. A spokesperson for Opodo said: “It’s all too easy to become overwhelmed by the stress of working life, particularly now we are working longer hours until later in life. “Given to the advancements in modern technology, many now also have their work emails and calendar synced to their phone, meaning we’re no longer simply working 9-5 but are clocked on 24/7. “Taking a sabbatical can be a great release valve for this stress and offer the opportunity to do something you’ve always wanted – whether that’s going travelling, learning a new language or skill, or just taking some time off to focus on yourself.”


Over half of UK workers wouldn’t be comfortable telling their manager about mental health issues A shocking amount of UK workers have little faith in their employer’s ability to support issues such as mental health, stress and anxiety, a study by CIPD course providers, DPG Plc., has found. The study alongside a guide to creating a more inclusive workplace culture) found that a worrying 85% of UK workers thought that there was a stigma attached to mental health issues and stress in the workplace. This may be the root cause for the 58% that wouldn’t be comfortable telling their manager if they were suffering from a mental health issue. Compounding this is the finding that just 20% of UK workers thought their manager was fully equipped to support mental health, stress and anxiety issues in the workplace. More

than a quarter of respondents (26%) had taken a day off work due to stress and mental health issues and lied about the reason. The findings highlight a disturbing culture that may be leaving vulnerable workers without the help they need, through fear of appearing weak. Paul Drew, managing director at DPG said: “These findings highlight a need for change in the workplace, and an increase in how visible support in the workplace is. The problem is that, whilst the support networks may well exist, it seems they’re being drastically underused because people fear looking ineffective, weak or compromised.” According to mental health charity Mind’s resources, “Ignoring the mental health of your staff

comes at a high price. And will only make problems worse. Reduced productivity costs UK businesses up to £15.1 billion a year… [and] stress and other mental health problems are the second biggest cause of work absence, accounting for 70 million lost working days every year.” Paul Drew continues, “The nation has come a long way when it comes to creating an inclusive and supportive society, but there’s still work to be done. Managers need to create an atmosphere of trust and respect, so that workers are never scared or unable to reveal their issues. To do this, managers themselves need to be given the skills they need to tackle sensitive issues effectively and with tact – that comes from HR and leadership teams.”

Nearly half of Scots would stay in a company for more than FIVE YEARS without a promotion New research from the CV Library has found that Scotland’s workers are not as ambitious in their careers as originally predicted, with 49.4% willing to stay at a company for five years or more, without a promotion. The study, which asked 1,200 UK workers about their attitudes towards promotions and job titles, found that employees in Glasgow were the most likely to wait this long (60.6%), followed by Aberdeen (43.8%) and Edinburgh (39.3%). Alongside this, 88% expect to get promoted at random points during their employment, depending on their performance. Other key findings include: • One quarter (26.5%) have moved companies in order to secure a promotion elsewhere, rising to 30.3% amongst Glaswegians • 3% would be more likely to take a job if it had the word ‘manager’ in the title, increasing to 39.3% for those working in Edinburgh • 4% believe that job titles are important, jumping to 66.7% amongst people working in Aberdeen Lee Biggins from CV Library comments: “It’s clear that many workers in the UK are happy to move forward in their employment without a promotion and this isn’t necessarily a bad thing! Working hard doesn’t always have to result in a change in your job title, but as long as you’re being rewarded for your hard work in other ways, such as

pay rises, extra perks or more holiday days, then that’s the most important factor.” When asked what was most important to them when looking for a job, workers stated that salary was the number one factor (30.1%), followed by daily responsibilities (28.9%), the company they’re working for (25.3%) and the location of the job (14.5%). Less important, but still a factor that they consider was workplace perks (1.2%). Interestingly, money was most important to those working Glasgow (42.4%) and least so for employees in Edinburgh. In fact, Edinburgh’s workers were most concerned with their daily responsibilities (39.3%), followed closely by the company they’re working for. Those working in Aberdeen also favoured their responsibilities (43.8%). Biggins continues: “We all have different priorities in the workplace and a promotion isn’t always one of them! Money continues to be a key driver for workers and can often be a deciding factor in whether to move jobs or not. What’s more, the actual job in question is extremely important and you do actually have to like what you’re doing! If you’re looking to move forward in your career, try and note down your priorities – both in terms of financials and your own development.”



Valuing Difference: It pays to be inclusive SSE has published its first ‘Valuing Difference’ report and commits to refocusing its human capital strategy to become a truly inclusive organisation. Working with Equal Approach, independent specialists in providing inclusion and diversity solutions, SSE carried out a ‘Return on Inclusion’ (ROI) exercise to calculate the financial value generated in its investment in inclusion and diversity initiatives over the three years from 2014-2017. The results of this detailed analysis by Equal Approach showed that for every £1 invested by SSE, there is a £4.52 ROI for gender diversity initiatives undertaken between 2014 and 2017. By refocusing its Inclusion and Diversity Strategy for 2017-2020, the results for future ROI show there is the potential to achieve £15 worth of value as the organisation becomes more focused on creating a truly inclusive workplace. John Stewart, SSE’s Director of Human Resources, said: “For SSE, an inclusive and diverse organisation is essential to our human capital strategy and meeting the looming skills gap expected to impact the energy industry in the early 2020s. Our future commercial success genuinely depends upon the actions we take now to attract, develop and retain a workforce that can provide the skills and talent we need. “SSE’s Inclusion and Diversity Strategy for 20142017 centred on three core elements, ‘IN, ON, UP’: Encouraging women IN to the business; Supporting women to stay ON at SSE; and Helping women progress UP in the organisation. Equal Approach’s analysis shows these actions delivered significant financial value for SSE, but we are committed to going further to create a truly inclusive culture right across the organisation – one that celebrates difference in every sense.

“This means we need to move from focusing on actions linked to specific individual characteristics, like gender, to actually embedding real inclusion throughout the organisation. Our new Inclusion Strategy for 2017-2020 is an important next step for SSE – one that challenges us to focus on fewer, more important factors using an evidence-based approach that drives real change. We believe that this will ensure SSE grows from strength to strength to meet the challenges of the future.” SSE’s new Inclusion Strategy for 2017-2020 focuses on five key areas, building on the ‘IN, ON, UP’ elements of its strategy to date: • IN: Candidate attraction and recruitment • ON: Retention of talent and managing leavers to maintain positive brand exposure • ON: Embedding inclusive values throughout the organisation • ON: Mentoring, networks and partnerships and UP: Progression, promotion and creating opportunities

CIPD responds to new laws for bereaved working parents The UK Government has recently announced new laws that will give employed parents two weeks’ paid leave if they lose a child under the age of 18. In response, Ben Willmott Head of Public Policy for the CIPD, the professional body for HR and people development said: “CIPD members overwhelmingly support the idea of paid statutory bereavement leave for parents who have lost a child. Our research shows many employers already offer their staff paid bereavement leave. This new law will build on this so all bereaved parents of children Hr08

under the age of 18 will have the reassurance of knowing they don’t have to worry about work while they grieve for loved ones in the immediate aftermath of such a tragedy.” Employers that want to support staff

who have suffered a bereavement also need to consider how grief affects people in the longer term, recognising that losing a loved one creates huge turmoil in people’s lives. Providing flexible working and access to counselling or employee assistance programmes, and ensuring managers are understanding and supportive, can help people to adapt or manage their work when they are struggling to cope. This is relevant in the immediate aftermath of a tragedy as well as around difficult times of the year or events that might bring painful reminders of their loss.”


How Scottish employers should respond to technology frustrations Technology frustrations are prevalent across Europe. That’s according to the Workforce View in Europe 2017, a study ADP recently conducted with nearly 10,000 respondents in eight European countries. However, we were shocked to discover that these frustrations are far higher in Scotland than any other region of the UK says Annabel Jones, HR Director at ADP UK. Invest in the tools – While technology promises infinite possibilities to improving productivity and creativity, the Scottish workforce seems unable to keep up with the pace as they struggle with slow or outdated technology. Scottish workers are more frustrated by software that is too hard to use, than any other region in the UK, with 16% going as far as to say they don’t know how to use it well enough. Moreover, a quarter suffers from outdated technology and 32% complain about slow technology. All this is an indication that Scottish employers need to better equip their workforce and arm them with the tools they need to give them a technological edge. Develop skills – When it comes to skills, 27% of Scots say they need help with Advanced IT skills right

now, and almost half (48%) think employees will need to prioritise new technology and devices in the future. Employers need to ensure they have programmes for technological training and development, to help employees utilise tech to give the Scottish workplace a competitive edge. As technology is constantly evolving, you should ensure this training is ongoing, so no one gets left behind. Changing culture – More alarming still, there are some results that indicate a general

culture of mistrust. Scottish workers were very suspicious, with 16% worried about privacy and an employer monitoring their activity – making them the second most concerned region about this issue, following Northern Ireland. Similarly, a fifth (21%) of Scottish employees said they are frustrated having too many passwords to remember. With fears of automation replacing people for work, employers need to ensure their workforce aren’t intimidated by tech changes, and are ready to embrace the advantages of a connected and digital organisation. The majority of occupations involve technology in some form or another. But as the workplace is fast moving and always-on, even the slightest issue can have a big impact, causing unnecessary stress to staff, customers and clients. As a large proportion of workers desire more flexible working opportunities (68% in Europe), employees are keen for their employers to invest in technology to support this. Employee training is critical to ensure workers have the skills employers need now and in the future.

StartScotland to deliver new employability service Employability experts StartScotland will deliver the Scottish Government’s Fair Start Scotland service to help unemployed people find work. StartScotland, a partnership between The Lennox Partnership and Working Links, will deliver the new service in the East and Southwest of the country from April 2018. Fair Start Scotland is an entirely voluntary service aimed at helping unemployed people, including those with complex issues, who want to work find suitable, sustainable jobs through tailored support. StartScotland, along with its partners, will be delivering in Edinburgh, East Lothian, Fife, Midlothian, the Scottish Borders, West Lothian, East Ayrshire, North Ayrshire, South Ayrshire and Dumfries and Galloway. Individuals receiving support from StartScotland will benefit from an innovative, holistic assessment designed to identify skills needs as well as having a dedicated key worker to support them through their own journey. StartScotland will be working with a range of partner

organisations, including those in the voluntary sector, to deliver the service. This, alongside an enhanced digital engagement model, means customers will be able to access a full service, wherever and whenever they require it. Nobody in the delivery areas will have to travel more than 30 minutes to access StartScotland’s support. The Lennox Partnership and Working Links boast more than 40 years’ collective experience delivering employability programmes, and together currently deliver the Scottish Government’s Work Able Scotland programme. Blyth Deans, Director at StartScotland, said: “We are thrilled to deliver the Scottish Government’s new employment support service, which will provide a tailored and personalised service for all those who seek to return to the workplace. Collectively, we are passionate about delivering excellent front-line public services, addressing challenges faced by those people who need our support and delivering real value for money.”



Living Wage employers get the thumbs up from Scots The Living Wage in Scotland has won a huge thumbsup from Scots, who see it as not only boosting a company’s status but making its products and services more attractive. Three out of four Scots would think more highly of a company, which became accredited for paying the real Living Wage, according to a Poverty Alliance survey. It also found that four out of ten people north of the border care if products and services they buy are from a Living Wage employer. The survey found strong public support for the Living Wage from an employee perspective too, with eight out of ten (80%) Scots saying that being paid a Living Wage would make them feel more valued by their employer and seven out of ten (71%) saying that being paid a Living Wage would make them feel their employer was investing in their development. The news comes hot on the heels of an announcement recently that Diageo, the global drinks company and leading producer of Scotch Whisky, was announced as the 900th employer in Scotland to achieve Living Wage accreditation. It also represented a significant milestone for the Living Wage Foundation as Diageo is the 33rdcompany in the FTSE 100 to sign up to the scheme, meaning a third of the UK’s leading companies now support the Living Wage. Paying someone on a minimum wage a Living Wage equates to a pay rise of £2000 a year, according to The Poverty Alliance, which promotes the real Living Wage in Scotland.

The poll of 1,024 adults, carried out for The Poverty Alliance by Survation, includes people of all income brackets ranging from 18 to 64 years old. Peter Kelly, director of The Poverty Alliance, said: “More and more employers in Scotland are seeing the benefits of paying a real Living Wage, in terms of increased retention and better staff morale. This poll shows that the public is behind the Living Wage movement in Scotland, both as consumers and employees. Survey results issued earlier this year showed that an increase in pay from the National Minimum Wage to the Living Wage would make workers feel more committed to their job, more productive, and more valued by their employer. “Right now there are more employers in Scotland who are signing up to become Living Wage accredited employers than in any other region in the U.K. Accreditation is a voluntary programme and a very simple process which we urge employers of all size to consider.” One of the first employers in Scotland to achieve Living Wage accreditation was ‘punk’ brewer BrewDog. Fiona Hunter, Head of People at BrewDog, said: “Low pay, particularly in the hospitality sector, is something that doesn’t sit well with us. At BrewDog, paying a good wage makes absolute business sense. We cannot expect our employees to come to work and be amazing when they are worried about making ends meet. Providing a good standard of living is the right thing to do, and it has the added benefit of helping our employees be as brilliant as possible, which drives the growth of the business.

Two thirds of UK workers feel pressured to work through their lunch break Over two thirds of UK employees are working unpaid over lunches because of heavy workloads and manager expectations, according to a new survey from office supply specialist Viking. Of the 1,500 office workers surveyed, many employees felt “they were expected to” work through breaks, “wanted to look busy” for managers and 38% simply said they had “too much work” to fit in to the day. While 82% said they felt their current lunch break allowance was long enough, a worrying two thirds (67%) admitted to working through their lunch at least once a week. That number is even higher (80%) for 25-34-year olds. A further 14% of all respondents said they do so every day. Hr10

The most overworked region in the UK is unsurprisingly London, with 77% of people admitting to working through lunch once or more every week, but in very close second was Northern Ireland, with 76% saying the same. Those least likely to take a working lunch were residents of Wales with only 42% saying they take a working lunch regularly. While 64% of office workers nationally said they found their break either very or quite fulfilling, an almost identical amount (65%) said they wanted to relax more during their lunches. When asked what they would rather spend their time doing, the majority of respondents (52%) said they would simply like to be left to eat in peace. Among the other popular answers were:

• Reading – 28% • Socialising – 20% • Exercising – 19% • Using a phone – 18% • Shopping – 17% • Social media – 15% • Playing with pets – 11% Chris Evans, from Viking commented: “Employers have a legal obligation to ensure their staff are being given the correct amount of breaks dependent on how long they’re working. If it becomes apparent staff are often working through their break then the issue needs to be addressed. Whether employees are being given too much work, or performance isn’t up to scratch, it’s not good for employee or employer if staff aren’t getting time to relax and regroup during the day.”


Future Proofing Your Talent Strategies: Event Overview

Right Management Scotland Talent Seminar, 14th September 2017 Right Management recently organised a Talent Seminar hosted by Scotlandbased law firm Morton Fraser LLP at their offices in Quartermile, Edinburgh. The seminar was specifically aimed at HR and Talent professionals and was an excellent opportunity for guests to understand the challenges organisations face in attracting and retaining talent - and how best to tackle these challenges - from inhouse talent experts.


Implications of Brexit on Talent Acquisition and Retention With the UK’s exit from the European Union likely to have a huge impact on talent in the coming years, it’s vital that employers are prepared. Morton Fraser’s David Hossack and Immigration Specialist, Stuart McWilliams discussed the implications of Brexit, what it means for EU nationals

and what it means for companies accessing future sources of talent. David and Stuart emphasised the fact that employers can proactively respond to Brexit now, and take simple steps to reassure any of their employees who are EU nationals working in the UK. Implementing an Employability Initiative in the Local Community In today’s ever-changing world of work, corporate social responsibility is a key differentiator. Those organisations that support the communities around them mark themselves out as employers of choice. Karen Bon, HR Consultant at global manufacturing services company Jabil and Amy Rae, Team Manager, Supported Employment Service at West Lothian Council gave a fascinating insight into ‘Project Search’, an innovative employability partnership between Jabil and West Lothian Council. Project Search is a highly successful business-led

programme that prepares students with a developmental disability for competitive, integrated employment. As part of this partnership, Jabil’s Livingston site hosted nine local college students with learning disabilities and autism. The 12 month placements provided participants with the opportunity to gain a college qualification and valuable on-site work experience, with the goal of getting all nine students into full-time employment at the end of the programme. Jabil are the first manufacturing company in Europe to run the Project Search programme. The Business Case for Diversity Lynne Connolly, of investment company Standard Life Aberdeen, covered the ‘business case’ for diversity and inclusion from a talent perspective. Key areas of focus over the last 4 years for the company have been employability and gender and Standard Life Aberdeen have undertaken a comprehensive range of programmes and initiatives, both internal and external, to reach or grow diverse talent pipelines. The company has a fundamental belief that everyone deserves the opportunity to fulfil their potential in an inclusive workplace where all forms of diversity are valued. It was clear to see that these have had an extremely positive impact on the company culture, profile and also the communities Standard Life Aberdeen operates within.

UK employees most open to leaving current job • 70% of UK employees are open to leaving their job, compared to 60% in Europe • UK employees need smallest salary increase to shift jobs (10% v 12% average) • UK employees less likely to consider themselves loyal The ADP Research Institute® (ADPRI), recently reveals that 70% of UK employees would consider leaving their current job, with nearly a quarter (24%) actively looking for new opportunities and nearly half (46%) passively looking. This figure is much higher

than the 60% of European employees who said they were open to leaving their current job. UK employees are also less likely to consider themselves as devoted to their place of work, with 48% saying they are loyal, compared to the 58% European average. These findings are the result of a new study by the ADP Research Institute who surveyed over 8,500 employees and employers across 13 countries, in companies with more than 50 employees for their report, The Evolution of Work 2017.



75% of disabled jobseekers find condition hampers the job-hunt Up to 75% of disabled people find that their condition has an impact when job-hunting, according to new research from the Recruitment Industry Disability Initiative (RIDI). Furthermore, 53% of respondents said that they first faced barriers as early as the application stage and a similar number (54%) reported hurdles at multiple stages of the recruitment process. This represents a notable improvement since the RIDI survey in 2015, when 85% of jobseekers said that their disability had a negative impact when looking for work. In 2017, 14% of those surveyed said their disability did not affect their job hunt at all – in 2015 this figure stood at just 3%. RIDI, in conjunction with inclusive job board, Vercida, surveyed over 200 disabled jobseekers with a variety of physical and non-visible disabilities and long-term conditions. The survey was also shared by organisations that are trusted and respected by disabled job seekers including the Business Disability Forum (BDF) and PurpleSpace. Almost 23% of respondents considered themselves to have a mobility impairment, 8% had a visual impairment, 10% had a hearing impairment, 13% identified as having a learning disability and 28% said they had a mental health condition. Just under a third (30%) disclosed more than one condition. Irrespective of disability, over half of respondents (53%) said the application stage was challenging. This represents little change since 2015, when 56% found the first hurdle problematic.

A candidate with a hearing impairment specified telephone interviews as being a particular challenge: “I just can’t do them. Recruiters constantly wanting to talk to me on the phone is annoying.” While a respondent with a visual impairment noted: “Being unable to drive meant that I didn’t even get an interview in a number of cases.” However, the research also threw up a number of examples of best practice, with those surveyed recounting positive recruitment experiences including: being offered a choice of contact method, extra time for assessments, fixed deadlines to plan applications, online interviews rather than face-to-face and an allocated parking space. RIDI promotes the idea that small changes in recruitment processes can have a huge impact on inclusion and advises companies in ways in which they can drive change. Commenting on the survey results, Kate Headley, Director of Consulting at diversity consultancy The Clear Company and spokesperson for RIDI said: “While it’s unacceptable that so many disabled jobseekers continue to find the recruitment processes challenging, these results confirm that we’re certainly moving in the right direction. Over the past two years I have witnessed a groundswell of awareness and understanding around disability in the workplace. This is in no small part thanks to the work that RIDI and our partners are doing in this area – but we still have further to go.”

Extreme dedication to your career damages long-term success, research reveals People who feel their work is integral to their lives and identity may actually find it difficult to sustain productivity over long periods of time, new research from Kings Business School suggests. According to Dr Michael Clinton, who studied the working lives of 193 Church of England ministers, people who view their career as an intense calling are less able to successfully disengage from work in the evenings, which limits their energy levels the following morning. One would assume that these people would dedicate more energy to their work. However, Clinton has discovered that having an intense career calling motivates people to work longer hours which


directly limits their psychological detachment from work. In turn reducing sleep quality and their ability to focus. “A calling produces a set of superior goals that are given higher priority over other life goals. This focus on calling-related goals can be problematic when the additional goals, which may include both personal and family related goals, are not given sufficient attention and when they are important for individual functioning,” says Clinton. Clinton found that the minsters who strongly believed their existence would be much less meaningful without their involvement in the church could engage less frequently in daily

recovery processes that typically help protect people from workrelated strain. Individuals display workaholic tendencies in almost every sector, from zookeepers to bank managers, but this research suggests that intense career dedication could actually impede both professional and personal success in the long run. “This study has shed light on how callings may often be challenging for an individual, demanding more of them than perhaps less meaningful and consuming endeavours. People should be aware of how much value they place on their career and the subsequent effects of this on their life,” says Clinton.


xx Major survey gives insight into employer attitudes on worker benefits Companies increasingly see it as their role to help employees make better decisions about retirement, according to a major new survey. Fifty-eight per cent of those quizzed said they would assist staff to make more informed choices in preparation for leaving the workplace. And almost half pledged to pay for professional advice to help them plan, fresh research commissioned by Mattioli Woods plc has revealed. With both insight questions and benchmarking data, the Mattioli Woods 2017 Employee Benefits Insight report involved interviews with 300 key decision-makers and data gathered from 2,692 companies across the UK. Unveiling it recently Alan Fergusson, managing directoremployee benefits at Mattioli Woods, said: “The market has

never seen so much change. “We are now nearing the end of the initial auto-enrolment legislation that started as far back as 2012. With taxation changing, legislation targeting higher earners and new ways of saving being launched, it is an exciting time to be in the reward space.” The survey’s headline findings include: • No clear understanding among bosses about providing financial education for employees, although an overwhelming majority (85 per cent) felt it was needed • A spike in those planning to review their existing auto-enrolment arrangements in the next year, with many setting aside budgets for the task • Four out of 10 employers expecting to enhance benefits

packages for their workforce – with staff popularity/satisfaction the main drivers • Only 12 per cent had fully flexible benefits platforms which use technology to help manage and communicate employee benefits • More than 60 per cent of firms felt their package represented value for money, but fewer than 15 per cent knew whether staff shared the view Mr Fergusson said: “Employers increasingly want to see a return on investment around their benefit spend, and benefits communication must improve to assist employers in achieving this. We believe four key words are at the heart of a good benefits package – attract, retain, motivate and engage. Hopefully, this research will allow companies to work towards a benefits strategy that delivers them all.”

Bullying rife in British workplaces as 75% encounter beastly behaviour Three in four British employees say they’ve witnessed bullying in their workplace, according to shocking new research. Workplace Bullying is mistreatment in the form of humiliating and intimidating conduct, such as gossiping about colleagues, excluding them from activities or name-calling – and in severe cases, work sabotage. And it appears that the beastly behaviour is rife in firms across the nation. According to new stats from Printer Land, two thirds of people confess they’ve taken part in bullying, with half gossiping about colleagues and a fifth engaging in name-calling. Six per cent of those polled, even admitted they had stolen food to wind up a workmate. One in five people admitted playing pranks on a co-worker, while one in ten said they’d either excluded someone from a casual conversation or shouted them down in front of fellow staff. But only one in five victims were brave enough to speak to their manager about it – and in half of those incidences, the situation improved. But of those keeping schtum, two thirds of people didn’t tell their boss because they didn’t want to make

it worse or cause any awkwardness while a fifth didn’t want their workmates to think they were overreacting. And the bullying has certainly taken its toll on some British office staff, as a staggering 16% of victims have been diagnosed with depression or signed off with stress, while 5% walked out on their job because of it. One in three workers said they’d felt so uncomfortable by what they witnessed, that they decided to confront the perpetrators themselves. Catherine Bannan, HR manager from Printer Land, said: “Our findings are quite shocking and it’s upsetting to know that so many people are suffering from workplace bullying. If you believe you are the victim of bullying at your place of work, it’s important that you keep a note of events and when they happen, in a diary. You should consider whether the situation can be resolved informally, by discussing your concerns with a line manager or HR manager. It may be that other colleagues are facing the same experience. Matters can always be escalated to a formal grievance procedure.” The Health and Safety Executive emphasises workplace bullying as repeated patterns of behaviour rather than isolated instances. Hr13


Celebrating Scotland’s finest HR professionals Celebrating 11 years this year, the Hr NETWORK National Awards are regarded as ‘The’ HR and people development & management awards in Scotland. The awards were set up to recognise, acknowledge and reward HR and ‘people’ professionals, as well as projects, programmes and teams. The Awards Gala Dinner which will attract around 800 leading HR and people management professionals and which is now SOLD OUT will take place on Thursday 9th November at the hugely impressive Glasgow Hilton. The success of the gala dinner

is of course down to the huge commitment by the category sponsors and supporting partners, which makes it the most talked about HR event in Scotland and the event attracts many leading corporate brands across the UK as

well as SMe’s and public & third sector organisations. Shortlisted finalists, including organisations such as: Arnold Clark; Webhelp; City Building; Diageo; Skyscanner and many more, recently attended the Nominees Lunch in association with Law At Work. The full list of finalists is available in this issue of Hr NETWORK magazine from page 25 and the eventual winners will be announced at the Hr NETWORK Awards 2017 gala dinner which is being held at the impressive Glasgow Hilton on Thursday 9th November 2017.

Industry must do more to encourage young people to consider apprenticeships Attracting talent through a variety of different routes will be key to building capacity in the infrastructure sector and industry must do more to capture the imagination of young people, urges global infrastructure provider AECOM. Encouraging more young people to apply for apprenticeships after completing their GCSEs will be crucial to this prolonged approach. Outreach programmes with schools can be an effective way to open young people’s eyes to a career in the sector and this is an activity that AECOM employees across the UK are involved with. Problemsolving work, such as building model structures using every-day and available materials, can help pupils see what a career in engineering could involve. Given the UK’s ambitious pipeline of infrastructure projects, a key issue for industry over the coming months will be to continue to build capacity so there will be enough skilled professionals to deliver the multitude of schemes when they ramp up from 2018. Vital projects will apply pressure across the sector for years to come, so government and industry must work together to develop the necessary skills. In engineering alone, it is predicted the UK will need over 150,000 people qualified at Level 3 or above per year until 2024 (Engineering UK, State of Engineering report 2017). The apprenticeship levy could be punitive to some of the companies that are taking the lead in training and developing the future workforce. It may cause some employers to curb the number of apprentices


they hire at the very time they should be ramping up apprenticeship schemes to enable delivery of the UK’s vital infrastructure programmes. Industry must continue to engage with government to ensure the intent of the scheme is met and changes implemented quickly in the event early results are not encouraging. The apprentices hired this year will have the ability to play a meaningful role on projects in two or three years’ time – when project demand should be intense. AECOM has long championed this route into industry and has increased apprenticeship recruitment including the hiring of over 80 apprentices this year who will join the company in September.


CElEbRATing the spirit of hr… Hosting almost 800 guests, the Hr NETWORK’s National Awards celebrates its 11th Gala Dinner in November 2017 as Scotland’s largest and most prestigious event in HR excellence. Andy Moore discovers why the Awards have been so successful and why the Scottish HR profession has taken Hr NETWORK to it’s heart.



When publisher, Lee Turner launched Hr NETWORK Scotland magazine in 2005, he rapidly-realised he was onto something ‘very special’ but nothing could have prepared him for the moment in 2007 when conceiving an annual HR awards event that he would get the same feeling again so soon. The Awards would be the perfect partner to recognise, acknowledge and reward HR brilliance across Scotland with a passionate and established magazine readership. Today, more than 12 years on from the magazine’s launch and heading towards his 11th Awards Gala Dinner, he is delighted and hugely grateful at how the HR profession, as partners, have made the Awards so successful. Essentially, this is because they are ‘HR people-centric’, rewarding every aspect of the profession which is important, Lee affirms. “The more I thought about the Awards, the more I thought about extending them to everyone from across all sectors and organisations in HR,” he enthuses. “Rather than simply reward organisations, they had to celebrate the most important element: the people, who are the driving force behind them.” The Awards had to recognise exemplary people practices – yet equally commend the engagement of people, and be appealing to encourage those who are unsuccessful to re-enter in subsequent years. “One aim was to create a legacy around rewarding people. The key was to recognise individuals and their commitment to wider aspects of their business, the profession and on social issues,” he highlights. “I am fixated on recognising individuals. This gave me the vision to create an awards with real personality and humanness.” Instrumental in making the Awards successful is the annual dinner to look forward to, treating nominees with Hr16

“The more I thought about the Awards, the more I thought about extending them to everyone from across all sectors and organisations in HR,” he enthuses. “Rather than simply reward organisations, they had to celebrate the most important element: the people, who are the driving force behind them.” ambiance and honour where they can celebrate with peers, enjoying an exquisite dining experience and drinks in a formal black tie environment. Sponsors play a key part in the Award’s notoriety, not least Right Management (RM), an organisaton that has supported the Awards since they began in 2007. Awards representative, Derek Petrie and account director at RM, says: “The Awards are the most prestigious event in the Scottish HR calendar and there is nothing else like them. Nominees and their organisations represent HR excellence and both value the Awards greatly.” Derek says his organisation, together with nominees and employees in general, are highly motivated to be part of the Awards every year. He adds that

the visibility of the Awards across the media and the HR community is well-defined with many organisations eager to participate. “We get asked by our clients if we can invite them as our guests. They are committed to attending and cherish being amongst their peers,” he comments. “The Awards are pivotal in rewarding the great work HR professionals have done, and this is really important for engagement levels.” Derek adds that people take pride in themselves at the Awards, and it’s important for them to maintain this sentiment. As a valued sponsor, Right Management’s philosophy is that its people strategies align with the values of the Awards. “Nurturing happy and productive employees is a key aim of our people polices. They must be engaged and work in an environment they enjoy


being in,” he says. “Everyone in our business in Scotland knows all about the Awards, and we are proud to be a long-term sponsor.” In 2017, the Awards have gained even more column inches to reflect the number and diversity of nominees, not to mention the exciting changes occurring within the profession and organisations. “It’s very easy for people to come as an organisation, particularly as just HR people. Many can be selfeffacing, which is perhaps part of being Scottish!” Lee quips. “The Awards create the perfect platform for unsung Scottish HR heroes to be more self-promoting rather than shy about the contribution they make. However our judges don’t want to see entrants submit standard work, they want to see entrants present exceptional work. This year, in particular, he remarks that ‘it has been hugely gratifying’ to see the amount of new nominees, who may have been previously sitting on the Awards sidelines. Pivotal to the nominations process is striking the balance between making the Awards challenging yet attractive enough to enter. Lee adds: “We strive to find really great examples of people development and management, and those that are really innovative and creative. Nominees must know what their end goal is and never lose sight of that.” The selection criteria is no mean feat: all nominees are scored by the judges initially; there are five elements of criteria to be met, written according to each category – for example employee engagement. Recent years have seen a greater diversity of sectors across all Scottish geographies. And this includes those in Scotland with divisions based in other parts of the UK. Nominees are from all sectors, including financial services, manufacturing, technology, local and national government, together with not-for-profit and charitable organisations. Proving that the Awards continue to

represent all corners of the profession, Melanie Hill, Scottish Power’s director of HR development, is a relatively new sponsor. She is also a strong advocate of the nominations process, extolling the case for more energy companies to be represented. “I first was invited to attend the Awards in 2009 by a supplier. We were working with them on a talent programme and they suggested I could enter an award,” she explains. “There was a lot of representation from legal firms, consultancies, financial services and councils though none from energy companies.” Initially disappointed about their absence, she felt ‘really motivated’ to get involved and tell her story. “From then on we have participated in submitting for the Awards, sometimes being shortlisted, sometimes winning, but all the time with an eye on celebrating some of the great things we worked on,” she adds. “Sponsoring an award seemed a natural progression in recognising the value of thought, activity and agenda

across our business, people practices and the profession.” Melanie enthuses that she is ‘delighted’ to be able to celebrate successes with other committed, inspirational and progressive HR professionals. Judges are rigorously handpicked based on their expertise and their ability to assess nominees from all walks of life. “There’s a huge administrative task for the judges; we have three days of interviewing for finalists which equates to a massive 45 interviews,” Lee reveals. “To get the selection process right and because Scotland is a close knit community, nominees must appreciate the integrity and the effort that goes in and understand why the chosen winners are successful on the night.” Most notably, the judges have to be able to demonstrate the reasons behind the decisions on the nominees, given that most of them require feedback on whether or not they were successful. “We spend more time feeding back to those that haven’t been shortlisted based on the volume of entrants >>

“The Awards create the perfect platform for unsung Scottish HR heroes to be more self-promoting rather than shy about the contribution they make. However our judges don’t want to see entrants submit standard work, they want to see entrants present exceptional work.” Hr17


than those that have,” Lee says. “Importantly, this enables us to treat the unsuccessful entrants with dignity, courtesy and respect. When we get to the following year’s awards, the unsuccessful ones, we hope, will have confidence to have another attempt.” Treating all entrants fair and equal is fundamental to the awards going from strength-to-strength, attracting more and more nominee’s year on year. Lee adds: “Another important point is that Hr NETWORK retains a degree of impartially in the judging process. We don’t do the judging – we are there to facilitate and organise the Awards and serve as events management providers. Essentially, we always project an ethos to nonwinners that there is no sense of failure. Getting so far in this intensive process is a massive achievement and most can appreciate this.” Long-standing award judge, Linda Holden looks back on her role as a ‘massive compliment’ over the past five years. She says: “I am very grateful to Lee for the opportunity to be involved. The Awards give me a fabulous professional development opportunity in being able to meet so many HR practitioners at every level.” Linda believes the Awards serve a prestigious purpose in spanning all types and sizes of organisations and across all sectors in Scotland. “The Awards unite the most visionary practices across the public, private and third sector, enabling people to benchmark their own methodologies,” she explains. “HR is not an industry, it’s a profession. This enables professionals to showcase what they’re doing, they’re approach to problem solving and how to add value to an organisation. The Awards allows us to recognise that.” She adds that while being a judge involves a lot of work, her role is rewarding and very responsible, allowing her to meet many interesting people. “I have said to Lee when the time comes and I’m no longer current Hr18

he’s welcome to tell me!” she teases. “Because I am now retired I have much more time to devote to it. I will continue being a judge as long as Lee needs me.” So what of the prestigious annual awards dinner? Why is it such a monument in the Scottish HR calendar? Most importantly, it is value for money. Finalists can kick-back and unwind with fine wine and haute cuisine, all included in the table cost, inside a perfectly-relaxed atmosphere. Given the Awards’ continued prominence in practitioner’s minds, how will they continue to develop in the future? Lee’s ambitions are clear: “The Awards have to move with the times. My vision is to ensure they don’t remain in the past. We have set our sights even higher for the Awards, around essential aspects such as diversity but equally important, the Awards will continue to reward organisations that champion the use of technology in people management. “There are hundreds of exceptional HR professionals in Scotland. In five years’ time, the Awards will have an even greater focus on cutting edge people practices which will be spearheaded by the next generation of professionals.” Shorter-term, next year’s Awards will focus on the direction of HR. “Whether it’s in agility, flexibility or progression we need to celebrate the future and spirit of HR with pride and passion. We are very excited about the next chapter.” Hr

Hr nETWORK national Awards • Almost 800 guest attend Gala Dinner • 17 categories annually • The Awards recognise, acknowledge and reward HR brilliance across Scotland with a passionate readership • Rather than simply reward organisations, they celebrate people, the driving force behind them • A key aim was to create a legacy around rewarding people • The annual dinner is instrumental in making the awards successful • In 2017, the awards have gained even more column inches to reflect the number and diversity of nominees • The Awards create the perfect platform for unsung Scottish HR heroes to be more self-promoting rather than self-effacing • Key to the nominations process is striking the balance between making the Awards challenging yet attractive enough to enter


Scottish workers are the RICHEST in Britain …But employees in Edinburgh are still poorer than those in Glasgow and Aberdeen Professionals working in Scottish cities, Glasgow and Aberdeen are officially the RICHEST workers in Britain, though workers in Edinburgh are faring less well. This is according to new research conducted by CV Library. Based on new roles advertised in Q3 2017, the job site revealed that the average annual salary in Aberdeen is £34,831; an 8.2% increase on the same period in 2016, while Glasgow is £32,183 and Edinburgh £30,391. Further research revealed that lower premium costs in Glasgow and Aberdeen means that workers in these cities have the most disposable income in the country, while those living in Edinburgh actually appeared nearer the poorer end of the spectrum (albeit still high compared with London). Comparing the same basic living costs against average salaries in 16 of the UK’s key cities revealed how employees in Scotland remain the richest in the UK:

The results suggest that a worker in London could end up in serious debt if they want the same living standards as anyone else in the country, despite holding senior, well-paid jobs. Lee Biggins from CV Library explains: “Our analysis reveals just how far a worker’s salary can go in Scottish cities Glasgow and Aberdeen, clearly outperforming other key cities across the UK. Thanks to competitive pay rates, coupled with lower living costs, these cities have emerged as some of the most desirable locations for employees that want to actually see some of their money after major outgoings are taken . That said it’s clear that higher monthly costs in Edinburgh – largely when it comes to property rental prices – are placing workers in a more compromising position, though this has improved on our analysis from the same period in 2016.” To delve even further, when comparing the purchase of a Richest to poorest UK workers*: one-bed flat in London, to a similar one-bed flat in Glasgow, the difference is significant. Whilst the average cost of a one-bed flat in Average Basic Remaining Glasgow is £75,413, the same flat in montly salary monthly costs income London would be £529,655; six times Aberdeen £2,247.06 £1,074.08 £1,173 more expensive (602%). However, when comparing average salaries in both Glasgow £2,097.01 £1,024.25 £1,073 cities (£37,335 in London and £32,183 Hull £1,885.81 £820.80 £1,065 in Glasgow), Londoners only earn 16% Sheffield £1,979.48 £1,002.47 £977 more than workers in Glasgow. Cardiff £2,010.08 £1,044.68 £965 In real terms, a professional in Glasgow would spend 16.3% of Birmingham £2,038.42 £1,082.95 £955 their salary on a mortgage for a one Liverpool £1,948.49 £1,029.76 £919 bed property and still have £1,347 Portsmouth £1,930.64 £1,050.23 £880 left in their pocket to cover bills and Leeds £1,955.23 £1,077.09 £878 other living expenses. A Londoner would need 105% of their salary Southampton £1,987.70 £1,119.42 £868 to pay the mortgage alone, leaving Edinburgh £1,995.46 £1,133.60 £862 them in debt before they have even Bristol £2,140.93 £1,289.55 £851 considered how to cover bills and Manchester £1,976.25 £1,142.99 £833 other basic costs. Exeter £1,898.68 £1,120.55 £778 Biggins concludes: “Wages and living expenses in London are Brighton £1,958.12 £1,341.80 £616.32 not relative to the rest of the UK, London £2,388.96 £2,193.78 £195.18 making Londoners the poorest workers in Britain. While the *Basic monthly costs include rent (small, one-bed flat, government is taking steps to ensure that Londoners located close to the city centre), relevant council tax, a can afford to live, many job hunters and businesses are local monthly travel card, basic utility bills and groceries. continuing to scrape the barrel in order to get by.” Hr Hr20

Bullying and Harassment

Data Protection


Discipline and Grievances


Employment Tribunals

Health, Safety and Well-being


Whistleblowing Update By Geoff Clark Almost two decades have now passed since the Public Interest Disclosure Act 1998 was introduced with the aim of affording protection to workers who blow the whistle on actual or suspected malpractice. The legislation provides protection to employees and also to the wider category of “workers”.

In cases in which an employee has made a “protected disclosure”, any dismissal of the employee will be automatically unfair if the fact that the employee has made the disclosure constitutes the reason, or the principal reason, for their dismissal. No period of qualifying service is required in such cases, and compensation is uncapped. Similarly, where employees or workers have made a “protected disclosure”, they can also be awarded compensation in the event that they have been subjected to any detriment on the grounds of having made that disclosure. There has been a steady flow of cases over the years dealing with the concept of a “protected disclosure”, and this article looks at some of the recent guidance, which has been provided by courts and tribunals on this key aspect of the legislation. The concept of a “protected disclosure” A fundamental question in any whistleblowing case is whether the worker has made a “protected disclosure”. If no such disclosure has been made, then any claims for automatically unfair dismissal or detriment on whistleblowing grounds cannot succeed. The legislation states that, in order to be “protected”, the disclosure of information, which has been made by the individual, must firstly be a “qualifying disclosure”. A “qualifying disclosure” is defined as any disclosure of information, which in the reasonable belief of the worker Hr22

making the disclosure, is made in the public interest and tends to show one or more of the following (a) That a criminal offence has been committed, is being committed or is likely to be committed, (b) That a person has failed, is failing or is likely to fail to comply with any legal obligation to which they are subject, (c) That a miscarriage of justice has occurred, is occurring or is likely to occur, (d) That the health or safety of any individual has been, is being or is likely to be endangered, (e) That the environment has been, is being or is likely to be damaged, or (f) That information tending to show any matter falling within any one of the preceding paragraphs has been, is being or is likely to be deliberately concealed. If the disclosure of information comes within the definition of a “qualifying disclosure”, it will constitute a “protected disclosure” provided that it is made in the manner set out in the legislation. In broad terms, the legislation encourages individuals to make the disclosure to the organisation for which they are working or to another person or organisation which they believe to be solely or mainly responsible for the failure that is the subject of the disclosure. However, in certain circumstances, a qualifying disclosure will also become protected if it is made to other specified persons or organisations, or to a wider audience.


TUPE Working Time


Terms and Conditions of Employment

Geoff is a consultant in the employment, pensions and benefits division at Burness Paull and is accredited by the Law Society of Scotland as a specialist in employment law. He advises on all areas of employment law and has extensive experience of advising on the employment aspects of corporate transactions.


The employer’s view of the “protected disclosure” A further question, which has arisen, is whether or not it is necessary for the employer to appreciate that the disclosure of information, which has been made by the worker constitutes a “protected disclosure” under the terms of the legislation. This issue was addressed by the Court of Appeal earlier this year in the case of Beatt v. Croydon Health Services NHS Trust.

Maternity and Parental Rights

The “public interest” requirement As a result of concerns about the legislation applying in circumstances where the disclosure related only to a private contractual matter (e.g. a disclosure by an individual to the effect that their own contract had been breached), rather than matters of wider concern, the legislation was amended in 2013 to introduce the requirement that the individual must have a reasonable belief that the disclosure of information “is made in the public interest”. It is important to note that the disclosure does not actually have to be in the public interest. It is simply necessary for the individual to have a “reasonable belief” that it is in the public interest. This requires an assessment of whether the individual subjectively believed, at the relevant time, that the disclosure was in the public interest, and whether that belief was “objectively reasonable”. The Court of Appeal has also recently made clear that a belief that the disclosure is in the public interest does not have to be the predominant reason for the disclosure being made. The phrase “public interest” is not defined in the legislation. In some cases, a disclosure may very obviously be in the public interest. However, in other cases, such as those relating primarily to private contractual disputes, the link may be less obvious. When assessing whether or not the public interest requirement is met, Employment Tribunals may take into account factors such as the number of people whose interests the disclosure served, the nature of the interests affected by the alleged wrongdoing and the extent to which those interests are affected, the nature of the wrongdoing disclosed and the identity of the alleged wrongdoer.

The case concerned a number of disclosures, which had been made by Dr. Beatt, who had been employed by the Trust as a consultant cardiologist. Following an investigation, the Trust considered that the claims which had been made by Dr. Beatt were without merit and he was subsequently suspended and then dismissed on the grounds of gross misconduct. He subsequently lodged claims for automatically unfair dismissal and for detriment. The Employment Tribunal took the view that the disclosures, which had been made by Dr. Beatt were in fact “protected disclosures”. When the case reached the Court of Appeal, the Trust did not dispute the Employment Tribunal’s finding that Dr. Beatt had made protected disclosures. However, it sought to argue that, because it did not believe at the relevant time that the disclosures were in fact protected disclosures under the terms of the legislation, then it could not be said that protected disclosures were the reason for Dr. Beatt’s treatment. In essence, the Trust was seeking to argue that this aspect of the legislation must be viewed subjectively, and that an organisation can only therefore be held liable if it appreciated at the relevant time that a disclosure met the legislative test and was “protected”. This argument was rejected by the Court of Appeal. The Court explained that, in a case where a former employee is arguing that they have been automatically unfairly dismissed on whistleblowing grounds, there are two questions to be addressed – firstly, whether the disclosure was the reason (or, if there is more than one reason, the principal reason) for the dismissal; and secondly, whether the disclosure which was made was “protected” under the terms of the legislation. An enquiry into the facts and beliefs of the employer is clearly necessary in relation to the first question. However, in relation to the second question, the Court explained that this will be a matter for the Employment Tribunal to decide, and the beliefs of the employer are irrelevant. The Court observed that it would greatly reduce the scope of the protection afforded to whistleblowers if protection from automatically unfair dismissal or detriment was only afforded in cases where the employer had, at the relevant time, reached the view that the disclosure fell within the scope of the definition contained in the legislation. It commented that this would be “unacceptable in policy terms” and it is very clear from this case that organisations should be aware that, even if they have taken the view that a disclosure is not “protected” under the terms of the legislation, this will not necessarily prevent an Employment Tribunal from subsequently taking a different view. Hr

Health, Safety and Well-being

The disclosure does not require to be put in writing. It can be made verbally or by some other means. In one case, the submission of a video of an accident site, which demonstrated a potential breach of health and safety legislation, was found to be a protected disclosure. The disclosure does not have to relate to activities of the organisation for which the person works. It can relate to the actions of any person – this can include a client, customer, supplier, intermediary, associated company or other third party. It is also important to note that the worker does not ultimately have to be proved correct regarding the alleged breach or failure. The purpose of the legislation is to encourage workers to come forward to report wrongdoing and, provided that the worker can demonstrate that they had a reasonable belief that there was a relevant breach or failure, the fact that they are ultimately found, to be mistaken, will not deny them protection under the legislation.

FEATURE Hr network awards 2017



OF THE YEAR... By teresa flannigan

The hugely anticipated Hr NETWORK National Awards Gala Dinner 2017, which is regarded as ‘the’ HR and people development & management industry dinner will take place at the Glasgow Hilton on Thursday 9th November. All the shortlisted finalists took part in interviews during September followed by the Nominees Lunch in association with Law At Work, which took place at the Sheraton Grand Hotel in Edinburgh in October. The shortlisted finalists have been announced in this issue of the magazine with all eventual winners being announced at the gala dinner, which will attract almost 800 HR and people professionals from across Scotland and the rest of the UK. The Gala Dinner will once again be hosted by TV & radio presenter and broadcaster Stephen Jardine, in what will be his 11th year of presenting this event since the first dinner in November 2007. Hr Hr24

FEATURE Hr network awards 2017

List of finalists for 2017 LeaRNiNG & deveLoPMeNt aWaRd of tHe YeaR – sponsored by:

oRGaNiSatioNaL 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:

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:

NOMINEES fugro In 2014 Fugro embarked on a new series of leadership development programmes, partnering with Development Dimensions International (DDI). The project included the design, development and rollout of three programmes aimed at junior, mid and senior leaders in the company. By the end of 2017, nineteen programmes will have been completed with over 300 leaders in attendance. Considering the challenges the organisation has faced over the same period, the results achieved have been very impressive. North ayrshire council The L&OD Team is committed to making North Ayrshire Council a great place to work by ensuring that learning opportunities and Organisational Development projects are engaging, different, sector-leading and most importantly designed by staff, for staff. Supporting the council on its transformational journey, the team make great things happen by pushing boundaries and inspiring others to make a difference with innovative projects such as Knowledge Nuggets, Get Connected, Leadership Academy, Digi-Know and their Graduate Programme. aberdeen Standard investments A learning curriculum designed for investment professionals in Aberdeen Standard Investments. Aligned to the organisation’s vision of becoming a world class investment firm and an integral part of the people strategy, it offers access to leading edge learning solutions which reflect the unique learning styles of a highly specialist team. It comprises three elements: • Supporting High Performance • Build Future Capability • Thought Leadership Since the launch, participation in IDF has grown significantly, contributing positively to team engagement.


arnold clark The Arnold Clark Group HR department is a small team of 20, split across Glasgow and Manchester offices. They manage HR and employee relations for the entire Arnold Clark Group and its 11,000-strong workforce. As such, they have to carefully educate on some issues, delegate others and take control of the important stuff, embracing digital solutions, new processes and developing best practice across the business. city Building City Building’s mission is to contribute excellence in construction, repairs, maintenance and training to customers, their employees, partners, suppliers and the local communities in which they work. Their unique social ethos of building a sustainable future underpins their drive to deliver repairs and maintenance, design and build construction, new house building, major investment and refurbishment, manufacturing at Royal Strathclyde Blindcraft Industries and micro-renewable installations, with 2,250 employees including 324 apprentices, the largest programme in Scotland. >>


FEATURE Hr network awards 2017

Webhelp Over the last 24 months the Webhelp People team has taken on an international remit while the entire functional structure has been re-engineered. In addition to enhancing support of the employee experience for 12,000 colleagues, in 19 sites across the UK, South Africa and India, the new structure and capability has enabled the team to deliver major organisational change and support significant business growth and is recognised as key enabler of Webhelp’s success. 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 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: NOMINEES

Samantha elsworthy, edinburgh Napier university Sam graduated with a distinction on the MSc HRM programme at Edinburgh Napier. Sam conducted a research project to explore Generation Y’s opinions on the global talent development practices at Standard Life Aberdeen plc. Interviewing stakeholders from across the organisation led to Sam managing the design and implementation of a new global graduate development programme, which is more closely aligned with business strategy. She is currently responsible for managing early careers talent and holds a Board Director position at a sustainable retail organisation in Edinburgh.

Katherine Jans, Strathclyde Business School Katherine graduated with Distinction from the Strathclyde Business School with an MSc in International HRM. During her studies, she led a group research project for Standard Life Investments, which resulted in a change to how the company approaches developing individual and team-based resilience. SLI offered her employment where she has been involved in designing a disruptive global People proposition and strategy, which fed into a wider International People Programme that now supports the integration of Standard Life Aberdeen. Katherine is currently a People Consultant within the International HR team. Madeline Lewis, edinburgh Napier university Madeline is a Director in KPMG’s People Consulting practice where she leads on business development and delivery for Aerospace and Defence clients. In her eight years at KPMG she has worked on major programmes supporting government departments to define the people strategy and deliver the changes required to respond to the changing nature of public services, safety and security. Madeline recently completed her MSc in Human Resource Management at Edinburgh Napier University. In her spare time she is a Major in the Army Reserves and has served overseas and in the U.K. StRateGic PeoPLe PRoJect of tHe YeaR – sponsored by: Standard Life Aberdeen plc is a leading global investment company. They have operations in 50 locations worldwide and employ around 9,000 people. They are dedicated to helping their clients and customers invest for their future. Their expertise and resource enables them to offer a wide range of investment solutions and services designed to meet their customers’ needs today, tomorrow and for the longer term. They manage, administer and advise on £670 billion* of assets worldwide. They are driven to be world class in everything they do, whether looking after their clients’ investments, offering their employees a rewarding career path or making sure they take their responsibility as shareholders seriously. This commitment and focus has allowed them to become a trusted global partner to individual and institutional investors. Standard Life Aberdeen plc is headquartered in Scotland. It has around 1.2 million shareholders and is listed on the London Stock Exchange. The Standard Life Aberdeen group was formed by the merger of Standard Life plc and Aberdeen Asset Management PLC on 14 August 2017. For further information, please visit: * Standard Life AUM/AUA data as at 30 June 2017. Aberdeen Asset Management AUM data as at 31 March 2017. All other data as at 30 June 2017.


FEATURE Hr network awards 2017

coRPoRate ReSPoNSiBiLitY aWaRd of tHe YeaR – sponsored by:


diageo Diageo, a global leader in beverage alcohol, has been making significant progress towards its strategic objective of creating a diverse and inclusive workforce. A strategic programme is in place within the Supply business to achieve this, thereby driving business results. Significant progress has been made through recruitment, training, early career and development interventions and in Supply they are proud of the many results that have been achieved across all their management populations. fNZ FNZ is a young entrepreneurial organisation and, having experienced extended growth, has required staff to become managers and leaders early in their career. This created significant cultural challenges around leadership experience, succession planning and key person dependencies. To meet these challenges a bespoke in-house Management Development Programme has been implemented to give leaders at all levels the progressive experience they need to develop themselves and their colleagues in a difficult and complex cross-border regulated environment. ScottishPower In 2016 ScottishPower completed construction of its Glasgow headquarters, creating a hub for delivering significant investment in the UK. Moving 1700 employees from 7 locations was ScottishPower’s largest office relocation project. A dedicated project team ensured a coordinated, positive employee experience, focusing on engaging employee communications and a streamlined migration process. Employees now benefit from a transformational working environment incorporating sustainable environmental design measures, state of the art technology and collaborative and smart working practices.

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 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 4 year deal to Sponsor the Woman’s FA CUP, SSE really is proud to make a difference. For further information, please visit: NOMINEES city Building City Building’s mission is to contribute excellence in construction, repairs, maintenance and training to customers, their employees, partners, suppliers and the local communities in which they work. Their unique social ethos of building a sustainable future underpins their drive to deliver repairs and maintenance, design and build construction, new house building, major investment and refurbishment, manufacturing at Royal Strathclyde Blindcraft Industries and micro-renewable installations, with 2,250 employees including 324 apprentices, the largest programme in Scotland. Sykes Local School children attend Sykes during working hours to see what it is like in the workplace, each child is asked which department they would like to focus on and this is taken into consideration for the next session where they will buddy a person within the department for the day, it can be Local IT, Human Resources, Contact Centre environment, facilities or Operational Management. Big Clean - As part of the environmental project they are working with the local community and local schools to clean up the area in which they live. >>


FEATURE Hr network awards 2017

toM Group TOM Group (subsidiary companies; TOM Vehicle Rental, Transflex & Caledonian Truck & Van – Mercedes & Citroen franchises) has 600 employees (59 apprentices) across 15 UK depots. The Fair Work Conventions’ aspiration that people will have a world-leading working life where fair work drives success, wellbeing and prosperity for individuals, businesses, organisations and society, is something the TOM Group role models. Driven by the H&S/HR Departments, Company Corporate Responsibility initiatives have increased community and employee engagement. HR SPeciaLiSt 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: NOMINEES

Jayne Miller, ScottishPower SP Energy Networks invited Jayne to support two Senior Management Teams in different territories to ensure that the new organisation had the relevant and consistent leadership skills, behaviours and focus to deliver Ofgem’s demanding targets. The project started in July 2015 and continues today. Given the high profile of this activity and the importance of satisfying Ofgem, Jayne was specifically identified for her proven track-record in successfully implementing leadership capability, culture-change, and employeeengagement in their other businesses.


Gillian Perry, Webhelp Gillian joined Webhelp in 2015 as Lead People Consultant – Communications and Engagement for the UK, South Africa and India business. Through working with key stakeholders she is accountable for creating, developing and executing the internal communication and engagement plan that ensures people are at the heart of Webhelp. Previous to this Gillian worked for Serco on the Service Glasgow contract engaging people with both public and private communications. As an accredited member of the CIPR she continuously looks for innovative ways of engaging people. anne Phillips, acca Anne Phillips is a global reward specialist who uses her knowledge of the business and excellent data analysis skills to diagnose issues and provide technical solutions. Anne started her career in administration and developed and progressed into HR roles including HR Advisor, HR Business Partner. Her passion for data/analysis led her into a career in Reward. During her career, Anne has studied and achieved an SVQ in Business Administration, a Professional Certificate in Management, and a Postgraduate Diploma in Human Resource Management and is a chartered member of the CIPD.

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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: NOMINEES

caroline Gibson, aberdeen Standard investments Caroline joined Standard Life Investments as Head of People, Investments in August 2015 and is Business Partner to Chief Investment Officer, Rod Paris. As a regular attendee of the Investment Management Committee, Caroline has responsibility for the design and delivery of the Investment People Strategy. She has held a number of senior HR roles at organisations across the UK and Asia, including Herbert Smith Freehills LLP, First State Investments, BP, Tesco and Marks & Spencer. Jackie Phillips, Scottish & Southern energy Jackie Phillips has been with SSE 17 years. In that time she has supported many parts of Scottish & Southern Energy through acquisition, growth, right sizing and most recently significant organisation design. She currently partners the SSE Enterprise business and is supporting their ambition to grow their current base budget by over 100% in the next 5 years. A commercially focused, strong Business Partner, she has been instrumental in re-shaping the business during a leadership transition.

Sarah inglis, diageo Sarah Inglis is the HR Business Partner for the Supply Chain function within Diageo’s International Supply Centre. An experienced HR professional and during her 12 years with Diageo Sarah has held specialist roles in Talent Engagement and Change, along with HR roles within manufacturing and global functions. Sarah has successfully led the organisation and people development of the Supply Chain function for four years enabling them to achieve externally benchmarked performance levels accredited as leading. 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: >>


FEATURE Hr network awards 2017

NOMINEES apex Hotels Apex Hotels have strong links with educational institutions promoting Hospitality as a career of choice. The pilot launched with Craigroyston High School has allowed Apex Hotels to develop their Pre Apprenticeship programme. Working in partnership with Craigroyston has given them a better understanding of the challenges that teachers face in getting their pupils onto a sustainable career path. This collaboration benefits pupils and supports their business giving them a pipeline of talent to recruit and a template they are using with other schools.

whether looking after their clients’ investments, offering their employees a rewarding career path or making sure they take their responsibility as shareholders seriously. This commitment and focus has allowed them to become a trusted global partner to individual and institutional investors. Standard Life Aberdeen plc is headquartered in Scotland. It has around 1.2 million shareholders and is listed on the London Stock Exchange. The Standard Life Aberdeen group was formed by the merger of Standard Life plc and Aberdeen Asset Management PLC on 14 August 2017. For further information, please visit:

Scottish Water Designed around the 70:20:10 principle, Scottish Water’s Future Leaders Programme (FLP) was first launched in 2015 and will shortly be entering its third Wave. Participants, selected for their senior leadership potential, benefit from a range of both personal and organisational development interventions including ‘managed’ job moves, ‘thought leadership’, coaching and Action Learning Group work. The FLP has contributed significantly to enhancing Scottish Water’s employer brand, growing its leadership talent pool, accelerating progression to leadership roles and building greater breadth and diversity in its succession plans.

* Standard Life AUM/AUA data as at 30 June 2017. Aberdeen Asset Management AUM data as at 31 March 2017. All other data as at 30 June 2017.

toM Group TOM Group is the 3rd largest UK light commercial, flexible rental business. Rental fleet of 16,000 vans, trucks, trailers and cars, 15 depots, 600 employees (59 apprentices). Passionate about; developing apprentices and engaging with education, employability and training providers. ‘Making it Happen’ was created to achieve a talent pipeline, especially for technicians (mechanics). Strong development ethos and ‘grow your own’ model secures a sustainable business. ‘Rising Stars’ is an additional programme to recognise/ develop future talent. HR aSSiStaNt/officeR of tHe YeaR – sponsored by: Standard Life Abereen plc is a leading global investment company. They have operations in 50 locations worldwide and employ around 9,000 people. They are dedicated to helping their clients and customers invest for their future. Their expertise and resource enables them to offer a wide range of investment solutions and services designed to meet their customers’ needs today, tomorrow and for the longer term. They manage, administer and advise on £670 billion* of assets worldwide. They are driven to be world class in everything they do, Hr30


ashleigh clark, Scottish & Southern energy Ashleigh has been part of the HR team at Scottish & Southern Energy for 3 years. Pivotal in establishing a new Central HR Administration team to support special administrative requests, she specifically designed a standardised support package for colleagues undertaking organisational re-design. Ashleigh is solutions focused with a passion and reputation for quality service. She has the ability to grasp complex requests and quickly convert these into appropriate actions making life easy for her internal customers. Kirsty collins, North ayrshire council Kirsty joined NAC in June 2012 and has worked in a range of services, progressing to Team Supervisor for the HR Resourcing Team. She has proactively streamlined processes and worked hard to exceed the needs of customers. Her creativity and drive has led her to play an active role in the transformation of the Council’s recruitment process. She has developed a new process, which has been recognised by COSLA as sector leading. claire Gray, Richard irvin energy Solutions Since joining Richard Irvin in January 2014, Claire has combined patience and passion to deliver an outstanding HR service to the company. Her approachable manner and positive attitude has been instrumental in building strong relationships throughout the business, and has seen her equip managers with tools to support and develop their workforce. Claire is an Associate member of the CIPD and continues to build on her HR knowledge. Moving forward, her aim is to assist in delivering a high-quality HR service with an empathetic approach, while bearing in mind the commercial needs of the business.

FEATURE Hr network awards 2017

attRactioN & ReSouRciNG aWaRd of tHe YeaR NOMINEES

Mccurrach In 2016, McCurrach won an exciting contract with Unilever to recruit ‘Pleasure Makers’ for their London Magnum Pop-Up Store. Their first high profile campaign recruiting experiential staff with only four weeks to accomplish. They had to be bold, innovative and creative in their Recruitment & Selection. Their highly successful campaign resulted in being awarded Global Store of the Year, four more pop up stores & Flagship store of the year in 2017! toM Group TOM Group (subsidiary companies; TOM Vehicle Rental, Transflex & Caledonian Truck & Van – Mercedes & Citroen franchises) has 600 employees (59 apprentices) across 15 UK depots. Buddies, Managers and the HR team are passionate about recruiting and involving apprentices in the process. Their recruitment project (and talent management programme) ‘Making it Happen’ are intertwined to achieve a sustainable talent pipeline. ‘‘TOM brings people in with no experience and makes them all they can be” (apprentice) tSB People think TSB is a great place to build a career. Over the last six months, they’ve recruited 690 partners to make sure their migration to a new IT platform positively impacts on their customers and partners. Developing talent is high on their agenda. Investing in emerging talent, an apprenticeship programme, and their Promising Futures site is testament to this. They are committed to creating a diverse workforce and an inclusive workplace.

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: NOMINEES

Luana Kemp, Webhelp As People Advisory Services Manager in Webhelp, Luana supports the UK, India and South Africa and has led the way within the people function by developing innovative and exciting methodologies and practices that have had significant impacts across the organisation. With over 10 years of experience working within very demanding and fast paced clients/organisations, Luana’s experience sits within operational management and strategic/generalist HR roles. Luana recently became a CIPD branch volunteer to continuously develop herself. Gillian Longmire, Scottish & Southern energy Gillian is an HR Manager partnering part of Scottish & Southern Energy’s Wholesale business. Gillian joined the business only a year ago and brought with her a wealth of experience from both the public and private sectors including a significant part of her prior career in the world of utilities. A Fellow member of the CIPD, Gillian has a keen interest in executing all aspects of Organisational Design including consultation, reward assessment, redundancy and engagement. iain Macdonald, Morgan Stanley Iain joined Morgan Stanley in 2006 as an HR Generalist and has grown his career with the firm, gaining respect from his clients for his knowledge and expertise. Today he is responsible for the Talent Management function, leading the talent agenda for their growing Glasgow office. Externally Iain is a member of the Investment Training Network, and he regularly supports the Glasgow branch of the Women in Banking and Finance by leading development sessions for them. >>


FEATURE Hr network awards 2017

eMPLoYee eNGaGeMeNt aWaRd of tHe YeaR – sponsored by: ScottishPower is part of the Iberdrola Group, a global energy company and world leader in wind energy. They operate in the generation, transmission and distribution of electricity, energy management and supply of gas and electricity in the UK. They are committed to leading the development of clean and competitive electricity, modernising electricity networks to improve quality of service and increase customer choice through digital enhancements. For further information, please visit:

HR teaM of tHe YeaR – sponsored by: Santa Fe Relocation is a global mobility company specialising in managing and delivering high-quality relocation services worldwide. Their core competence is relocation services that support corporations and their employees relocate and settle in a new country, assisting them with visas, immigration, home and school, language and cultural training, managing property rentals, delivering domestic and international moving of household goods. They have the ability to provide these services to a consistent high standard, locally and globally. A key aspect is being able to manage their service delivery through their own operations across six continents. For further information, please visit:

NOMINEES city Building City Building’s mission is to contribute excellence in construction, repairs, maintenance and training to customers, their employees, partners, suppliers and the local communities in which they work. Their unique social ethos of building a sustainable future underpins their drive to deliver repairs and maintenance, design and build construction, new house building, major investment and refurbishment, manufacturing at Royal Strathclyde Blindcraft Industries and micro-renewable installations, with 2,250 employees including 324 apprentices, the largest programme in Scotland.

NOMINEES apex Hotels Apex Hotels’ HR Team support 1050 Employees across 13 locations supporting a fast paced labour intensive industry in all aspects of resourcing, relations, L&D and reward. The team are highly collaborative in delivering the HR strategy which is underpinned by employing customer centric people ranging from those with experience within the industry to school leavers who develop their future career through the company’s Modern Apprentice programme. Everyone is employed to deliver a “Warmer welcome” to all Apex Hotels customers.

Standard Life aberdeen Standard Life Aberdeen’s sustainability team’s #getinvolved campaign inspired and enabled people’s active participation in the community and delivered a significant increase in engagement. Working with charity partners and colleagues across the People function they identified volunteering opportunities to support skills development, culture change, employee engagement and community impact. They successfully doubled involvement in volunteering year on year, from 331 days in 2014 to 1552 days in 2016 alongside a significant increase in related employee engagement scores.

North ayrshire council North Ayrshire Council (NAC) is a modern, forward-thinking local authority with a challenge-seeking, boundary-pushing, moon-shooting Learning & Organisational Development (L&OD) Team. Serving over 6.8k council employees, the L&OD Team support individuals, teams and services with corporate and bespoke training, deliver high-profile events and projects, and provide professional advice and consultancy. The team also work on diverse projects including Recognition, Mobile Working, Leadership, Engagement, Micro-Learning, Volunteering and their exciting Digital Agenda. No challenge is too great!

tSB ‘The Link’ provides a meaningful way to involve TSB Partners in priority matters that affect their people, customers and the communities they serve. It’s based on two fundamental principles – honesty and trust. They want participants to share their honest opinions, so their leaders can make informed decisions about issues that really matter. It’s based on a communications waterwheel, where there’s a flow of communication between people at every level regardless of grade, gender or ethnicity.

Scottish & Southern energy Scottish & Southern Energy’s ‘Smart People’ is part of the largest people programmes in the UK - the Smart Meter roll out to 20M customers. A diverse and multi-disciplinary team has overcome traditional boundaries and is establishing a digital, multi-skilled technical workforce of over 2,000 people. Smart People has introduced virtual recruitment and new work patterns, a ‘Smart Wallet’ retention scheme, nine training pathways and more efficient processes and policies to support the agile workforce.


FEATURE Hr network awards 2017

BeSt eMPLoYeR/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 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: NOMINEES city Building City Building’s mission is to contribute excellence in construction, repairs, maintenance and training to customers, their employees, partners, suppliers and the local communities in which they work. Their unique social ethos of building a sustainable future underpins their drive to deliver repairs and maintenance, design and build construction, new house building, major investment and refurbishment, manufacturing at Royal Strathclyde Blindcraft Industries and micro-renewable installations, with 2,250 employees including 324 apprentices, the largest programme in Scotland. ScottishPower As an employer, ScottishPower focuses on positive communications and promotes collaborative and innovative working environments, particularly at its new Glasgow Headquarters, which opened in 2016. Key priorities for employees are continuous development, occupational health, safety & wellbeing and employee engagement. Employee feedback confirms that employees feel strongly connected to and passionate about working for ScottishPower, further evidenced by the results of the annual employee survey which has increased year on year to 79%.

Sykes Sykes implemented The Agent Coaching Workshop Programme, which was created by Sykes’ Quality Manager, Linda Farmer. The programme was conceived in response to the Edinburgh Site Agent population who expressed a need for more opportunities for development and progression. The purpose of the programme was to provide agents the opportunity to attend a one-day workshop which helps participants clarify their own goals, how to achieve these goals and build their confidence. It equips them with techniques aimed at achieving other goals in their lives. It is a programme for the agents, which is driven by the Agents. 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: NOMINEES

alban denton, Loch duart Ltd Alban joined independent salmon business Loch Duart as MD in 2015. Having held Directorships at Warburtons, Grampian Food Group and Kettle Produce Ltd, his career has focused on the primary end of the food sector. A Director of the Scottish Salmon Producers’ Organisation and of Scottish Quality Salmon, he is also Non-Executive Director at Suttons Transport Group Limited. He lives in St Andrews and has four children. Alban has a Degree in Agriculture and Food Marketing, Newcastle University; an MBA, Edinburgh University and was awarded a Nuffield Scholarship. >>


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andy Lothian, insights Andy co-founded Insights with his father in 1993 and is the co-author and originator of the Insights Discovery framework of personality type. Andy has been Insights’ Chief Executive Officer since its creation and has provided leadership and strategic direction to Insights’ HR function since 2015. Andy’s areas of specialisation include personality typology, strategy, executive teambuilding, leadership, management, and sales development. At Insights Andy is able to live his passion to inspire and transform individuals, teams and organisations. In 2016 Andy received EY’s Entrepreneur of the Year award for Scotland. Laurna Woods, Beattie communications Born in the Lanarkshire town of Coatbridge 42 years ago, Laurna Woods has transformed a small Scottish PR agency into an integrated communications consultancy with an international footprint. Work is her passion, horse riding is her hobby and inspiring her people to be all that they can be is her mantra. Her attitude to life can be summed up in seven words – if you believe you can, you will.

Hazel Smith, Babcock international (energy & Marine technology) Hazel is an integral part of the leadership team with responsibility for development of circa 900 people across multiple sites. Hazel’s commercial acumen, work ethic and level of integrity has fostered strategic relations with the organisations‘ Trade Union allowing the creation of pragmatic people solutions including development of new career/talent pipelines. Passionate about making a difference Hazel has implemented a Wellbeing Strategy enhancing the employee experience and transforming the reputation of E&MT HR. outStaNdiNG coNtRiButioN to ScottiSH HR aWaRd The winner of the Outstanding Contribution to Scottish HR Award will be announced at this years hugely anticipated Hr NETWORK Awards Gala Dinner being held at the Glasgow Hilton on Thursday 9th November 2017.

HR diRectoR of tHe YeaR NOMINEES

Ruth chandler, Skyscanner Ruth Chandler is Chief People Officer at Skyscanner, a global travel search site, with over 900 people in offices across 8 countries, supporting over 60 million travellers monthly. Ruth has over 20 years’ experience in a range of specialist HR and People leadership roles in high profile organisations. She has been instrumental in ensuring that ‘People’ are at the heart of Skyscanner’s ongoing success – believing that ‘great people build great products’. Kirsty Lynagh, Nucleus Kirsty is Chief people officer at Nucleus, a high growth Scottish fintech company based in Edinburgh. A people geek at heart and a long time champion of ‘humans’ rather than ‘resources’ in the HR profession. Kirsty thrives on cultivating a culture of high performance by designing a people strategy that creates the conditions where people can do their best work, giving them space to thrive and fulfil their potential.


Supporting sponsors include: Nominees Lunch:

if you have any enquiries in relation to the Gala dinner at the Glasgow Hilton on thursday 9th November 2017, please contact: tel: 0131 625 3267 or email:


The Step-Up Mindset For New Managers Author: Margo Manning Reviewed by Neil Archibald It’s an art in itself, management. Not one that we can all conquer successfully and in some ways, could it be looked upon as a vocation? Questions such as these are posed by Manning throughout this self-help book which gets down to the nitty gritty of what the subject of management is all about in a variety of ways which gets the old grey matter going. It’s primarily aimed at the new manager to get them to understand the nuances of what management is all about, the pitfalls and how they can be avoided or at best, mitigated. What is striking however is that much of the text could apply to the virgin manager or indeed the seasoned professional. So how do we ‘step-up’ to the challenges then if we’re to become that effective manager? It’s down to having the right mind-set, determined and influenced by your attitude, behaviour and skillset, apparently, intones the author. At times though the approach being offered to educate the reader appears almost too simplistic and you kind of get caught up in trying to read more into the words than is actually there. You’ve got to drop down to the level of a beginner to get to grips with what is being put in front of you which is when you realise that going back to the basics of what management is all about might not actually be that bad an idea. That’s all very well having that focus but at times the almost twee approach taken to explain the basics of what management is about can threaten to derail the reader’s attention. ‘To fail - First Attempt In Learning - is to provide an opportunity to learn’. This is when you have to be able to plough on through some repetitive stuff leading, though, to some of the meatier aspects such as when the text explores why Hr36

someone might want to do the job of a manager. It’s a little bit utopian imagining someone ticking the various boxes of career progression, financial reward etc that are suggested as motivators in someone’s diagnosis of wanting to progress up the career ladder but one could do worse than give these salient points some due consideration. So roll forward to your new found life in manager-land. You’re encouraged to consider your style. Are you a people, task, optimal or disengaged manager? The first three are the ones you should concentrate on, keeping yourself away from the last type. The various pros and cons of these types are well analysed but you’re left with the impression after you’ve digested all of this that it’s all quite heavy for new managers as eluded to as part of the book’s title.. It’s only when I flicked back through the tome that I realised it’s sectioned very succinctly into how to help you to understand yourself, who you want to be as a manager and as a person leading to the varying elements of what management is all about. It is a well-structured piece of work though which can be referred to as and when as some business books are set up to do but putting this book down for lengthy periods might result in the reader not getting the continuity they need when in the kind of job that the content of the book is all about.

To keep the juices flowing, which the author succeeds in doing despite the subject matter being one probably everyone thinks they know all about already, the book needs referred to regularly in my opinion and which might also suit those who are coming out of line management development programmes to help put theory into practice. There’s a plethora of models to road test, theories to implement and evaluate and stories told for the fledgling or even experienced manager to get their head around in this work. We all know, well those of who have got the T-shirt, worn and washed it a few times, that management is not straightforward and is in addition to the ‘day job’. This book proves the job isn’t for everyone and in fact could put people off the option of leading our fellow workers but it’s clear that for all the smart talking some managers do to try to pass themselves off as effective at their job, without following the basics that Manning outlines, we’re doomed from the off! Hr Neil Archibald works as an HR generalist and business journalist and is a Fellow of the CIPD.


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.

Sarah Gracie Divisional Manager

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Eden Scott The University of Dundee 500+ connections

Summary A recruitment professional with over 15 years experience across the Professional Services and Business Support marketplace within both permanent, temporary and contract. With particular experience of senior level recruitment and project assignments. About Eden Scott: Eden Scott is a Scottish recruitment business with more than 75 consultants in its offices located in Edinburgh, Glasgow and Aberdeen. With an international outlook, their services cover both local and international territories - drawing on a wealth of experience in recruitment across the globe - covering Europe, the Middle East and Africa, Asia Pacific and the Americas.

Experience Divisional Manager at Eden Scott, September 2015 – Present Managing both Permanent and Temporary recruitment across the following disciplines: • HR • Legal • Business Support • Accountancy and Finance • Administrative and Secretarial Manager at Robert Half, March 2014 – August 2015 (1 year 6 months) Manager at RedCat Energy, May 2013 – February 2014 (10 months) Divisonal Manager at Eurosearch & Selection, September 2011 – March 2013 (1 year 7 months) Associate Director at Search Consultancy, January 2000 – June 2011 (11 years 6 months)

Education The University of Dundee, MA Hons, Education & Social Policy, 1991 - 1995

Sarah’s recommendations “Sarah’s approach is extremely professional and first class. She has an ability to match the right candidate to the right role. Over the years, I have worked with Sarah both as a recruiter and as a candidate and her efforts have generated positive outcomes for company and personal career. I have no hesitation in recommending Sarah to represent you.” Laurie Boles




September Dinner in association with Hunter Adams and Mattioli Woods

Hr NETWORK hosted the final Hr40 Dinner of 2017 recently and once again, the feedback on the Dinner has been fantastic. The Dinner, which took place at the Sheraton Hotel on 28th September, was hosted in association with HR consultancy and Interim specialists Hunter Adams along with leading Employee Benefits providers Mattioli Woods. Ros Taylor from The Ros Taylor Company was the after dinner speaker providing a hugely engaging and energetic insight in to ‘Confidence in Leaders’ and Hr38

used a clever analogy of the Confidence Cocktail to take the guests through a highly amusing exercise of self profiling as leaders. The evening began with a drinks reception and networking before Hr NETWORK’s Lee Turner welcomed guests. Dean Hunter from Hunter Adams and Mike Reid from Mattioli Woods offered their own special welcome on behalf of the sponsors of the September Dinner which included senior HR professionals from a range of organisations including: Aegon, Sky UK, Webhelp UK, and ScottishPower.


Hunter Adams is a market leading HR consultancy and HR interim company with offices in London, Manchester, Edinburgh, and Aberdeen providing coverage to their 400+ clients across the UK. They work in over 20 sectors. When you need an HR resource, Hunter Adams can respond quickly to your needs with high quality HR support. Mattioli Woods is a leading UK provider of wealth management and employee benefits, with offices in Aberdeen, Buckingham, Glasgow, Leicester, London, Manchester, Newmarket, Preston, and Solihull, growing both organically and by acquisition to deliver strong, sustainable shareholder returns over the long term. They administer over 10,000 clients and hold ÂŁ7.8 billion of assets. They pride themselves in building long-term relationships to provide trusted advice, high standards, and a personalised delivery. Hr

Hr NETWORK along with their partners on the dinner would like to thank everyone for attending and for contributing to a great evening of networking and knowledge sharing. Lee and the Hr NETWORK Team look forward to hosting further Hr40 Dinners during 2018. If you would like details on being invited to a future Hr40 Dinner or hosting an Hr40 Dinner – please contact the team on Tel: 0131 625 3267 or email:



Hr NETWORK Nominees Lunch 2017

in association with Law At Work

The Annual Nominees Lunch for this year’s Hr NETWORK National Awards 2017 in association with Law At Work (LAW) took place on Thursday 19th October at the Sheraton Hotel in Edinburgh. Almost 60 guests from this years awards shortlist, as well as members of the Judging Panel and some specially invited HR guests joined Hr NETWORK’s Lee Turner and his team along with Donald MacKinnon from Law At Work and members of his team to the annual lunch. The lunch forms part of the build up and excitement to this years Awards with the winners being announced Hr40

at the Awards Gala Dinner which takes place at the Glasgow Hilton in November. During the lunch, publisher of Hr NETWORK Lee Turner thanked Law At Work for their support of the lunch commenting: “The support for the lunch that we have received from Law At Work is wonderful. The lunch is an excellent opportunity for us to recognise the contribution made by all the finalists ahead of the annual Gala Dinner and we would simply not be able to host the lunch without Law At Work’s continued support.”


Law At Work is a unique business support organisation; As trusted Employment Law and Health & Safety experts, Law At Work provide guaranteed fixed fee advice, enabling employers to take quick, confident and decisive action. They form close client relationships, delivering a service that is personalised to each organisation we support. Their clients are drawn from all sectors of the economy, and include public, private and voluntary sector organisations of all shapes and sizes. They are proud of their award winning culture and team and are delighted to support the Hr NETWORK Awards, which recognise the very best workplace environments in Scotland. The lunch offered guests, particularly the short-listed finalists the chance to meet with other finalists in their categories and to weigh up the opposition before the winners are announced at the Gala Dinner taking place on Thursday 9th November at the Glasgow Hilton. Hr

On behalf of Law At Work, Hr NETWORK would like to wish all the finalists the very best of luck for the Gala Dinner taking place at the Glasgow Hilton on Thursday 9th November 2017.



Human resources and the evolution of the employee By Toby Margetts The internet would have you believe that we’re hurtling down a path towards HR nirvana: a golden age of unprecedented engagement and interaction between employers and employees driven largely by the rapid increase of technology and the benefits it brings. While the internet might be onto something, there is surprisingly little attention given to the employees themselves and how their evolution – rather than the world around them – is shaping the HR landscape. 10 years ago millennials were barely old enough to enter the workforce – now they’ve overtaken the baby boomers and Gen Xers to make up the majority. This presents a serious challenge for HR departments, not least because each generation places value on different things. Baby boomers (born between 1946–1964) Baby boomers worked for organisations with complex corporate hierarchies and research shows that they identified their strengths as organisational memory, optimism, and a willingness to work long hours. Motivated by position, perks and prestige, baby boomers are likely to Hr42

define themselves by their professional achievements and as such are also very competitive and goal-oriented. This focus on work ethic, loyalty and a culture of overworking contrasts heavily with the generations that followed and gives rise to the baby boomers’ perception that millennials are work-shy, entitled job hoppers. Generation X (born between 1965–1980) The middle child of generations and also the smallest, sandwiched between two much larger generations in baby boomers and millennials. Gen Xers are considered independent, tech-savvy, pragmatic and confident – many of these attributable to the ‘latchkey’ upbringing that saw many children of this generation home-alone for parts of the day, for example before parents got home from work. Gen Xers favour a work life balance that was likely denied to their baby boomer parents, are prone to changing jobs frequently and distrust corporate motives. They are selfreliant and tend to be individualistic with a preference for concise forms of communication like email.


Millennials (born between 1981–1997) Millennials have a markedly different outlook on what they expect from their employer and employment experience. They are highly educated, proficient with technology, self-confident, able to multi-task and have lots of energy. They favour teamwork over isolation, seek challenges yet value a good work life balance. Unlike their baby boomer parents, millennials are unlikely to give up a lifestyle in favour of a career, valuing travel and flexibility in their working arrangements. Arguably millennials’ greatest contribution to the workforce is their savviness with technology and their ability to apply it creatively to their roles and the organisations in which they work, helping to make processes more efficient, and save time and money. With this increase in savviness comes an increase in expectations in how millennials engage with their organisations. Antiquated HR processes are quickly exposed by millennials who are used to intuitive interfaces and seamless user experiences.

What it means for HR departments An interesting challenge has arisen for HR departments everywhere who must strike a balance by adjusting policies and practices to meet workers’ changing workplace values and perspectives. An HR strategy must be sensitive to the fact that workers have evolved (and will continue to do so) and generational gaps exist within an organisation. These should be embraced. Ironically it’s likely to

be the application of technology – the thing that most separates millennials with their generational counterparts – that helps HR departments create engaging tools that bring these generations together. These tools can provide tailored experiences to employees regardless of their values and perspectives and also create a shared sense of purpose within an organisation that everyone can buy into. What does the future look like? The future of HR is facing an interesting and unpredictable future as we begin to see the Gen Zers (born between 1998–2005) enter the workforce. A significant aspect of Gen Zers is their widespread usage of the internet from a young age and they present a new set of characteristics (albeit more closely linked to those of millennials) for HR departments to consider. Early research indicates that these characteristics are likely to include an inclination for more entrepreneurial pursuits in the form of starting their own businesses and employing others. This will be aided by unprecedented access to people, resources and information from an early age. As a result, Gen Zers are likely to want to work in a culture that enables them to focus on new projects that are directly tied to business successes. In addition, Gen Zers are thought to be less influenced by money and, somewhat surprisingly, prefer more traditional methods of communication such as face-to-face – despite being brought up with instant messaging, email and social media snippets. This could be a very important insight as it would be logical for HR departments to assume that Gen Zers would favour more digital means of communication. It’s clearly an unpredictable and changeable time to be involved in HR strategy, but the smart application of technology is creating exciting opportunities to meet these challenges head-on and create increasingly engaged workforces that can seamlessly use the tools at their disposal. With the Alpha generation (born after 2005) just around the corner it’s fair to say that things aren’t going to get any more predictable but there’s every chance the role of the HR professional will need to evolve as quickly as the workers that are affecting such great changes. Hr

About Toby Margetts A PR graduate from the University of Gloucestershire, Toby is a Digital Strategist for Squiz. His job is to help clients properly define their digital problems and to come up with creative solutions to address them that are driven by data. Hr43

RESOURCE Modern Slavery

New five-point action plan to eradicate Modern Slavery With the latest statistics showing vastly increased numbers held captive in modern slavery, a leading research academic has laid down a five-point action plan to help eradicate this global humanity crisis. Here Professor Matt Gitsham of Hult International Business School, who has undertaken two research studies on the problem, has identified what businesses and governments need to do.

The latest modern slavery figures announced recently by the United Nations’ International Labour Organisation, show that the numbers embroiled in modern slavery are getting worse and not better, and that there’s an alarming 40.3 million around the world trapped in this desperate plight. Our recommendations are: • All businesses large and small must examine their supply chain to ensure there is no evidence of the problem. • As per the Modern Slavery Act in the UK, companies should make a statement on what they are doing to tackle modern slavery. • As well as working with companies in their supply chain, they need to proactively work with competitors, NGOs and unions. • CEOs must lead from the front on the issue and managements need to be engaged to manage and maintain thorough processes. • Businesses and organisations need to lobby and pressurise governments to take legislative steps that compels companies to take action on the problem. The research points to the danger that modern slavery must not be allowed to slide under the radar and be forgotten about. Every organisation from small businesses to governments should not hide away from the unethical and criminal practice. The risk is that it’s likely to be taking place in the supply chains of many organisations even though they don’t know it. They need to drill down into the bowels of their supply chain to root out any pockets of it. Governments are best placed to solve problems on modern slavery, and to make this happen, companies need to advocate loud and clear what kind of action they want from the authorities. Right across the board we have to erase the myths or misconceptions about modern slavery that: it died out years ago, only happens in faraway places, is just about poor labour standards, doesn’t happen in our business Hr44

and is not something I need to care about. In my first study the research explored the approach of companies to modern slavery when the UK Modern Slavery Act became law and the second report examined their responses a year later. Overall, we interviewed more than 70 leading corporates on how they are seeking to eliminate it as well as conducting subsequent dialogue with organisations, business leaders and other stakeholders. Hr

RESOURCE EmployEE moralE

Seven ways you can empower your employees and improve morale Some employers fear giving their staff a voice – hoping instead they’ll avoid any issues and grievances by burying their heads in the sand, or worse, allowing a culture of fear to take hold where staff are anxious about speaking up. To ensure your team is operating at its highest efficiency, it’s time to start taking employee engagement seriously. Here Mike Edwards, Head of People at Love Energy Savings has put together seven tips on how to empower your employees and improve morale.

To attract and retain the best employees, it’s really critical your business considers the unique needs and motivations for employees and treats each member of staff as an individual. For some it might be as straightforward as salary compensation, but for others it might mean working at a fun company with regular team nights-out, or managers who really care about their wellbeing. 1. Provide ongoing training After surveying more than 1,400 people, Love Energy Savings found that almost half (49%) didn’t think their employer was offering them enough learning and development opportunities. Most employees want to feel that they’re learning and progressing and that they’re developing their knowledge and skills. Giving your employees their own budget to spend on training courses, conferences, qualifications and even books related to their industry is a great way to boost morale and put them in the driving seat of their own development. 2. Make benefits personal Find out what staff benefits your team members actually want, not what you think they want. Not everyone enjoys the same things. For some a great staff night-out with free drinks is their idea of a fab perk. Others might appreciate a birthday voucher towards something they’re saving for, while for others flexible working hours are key so they can have more time with their family. Putting the decision power in their hands means they’ll appreciate the benefit much more than a one size fits all scheme. 3. Set targets collaboratively Everyone wants to feel they have a purpose in their role. It’s easy to set targets for jobs in finance, retail or sales, but most employees in other areas would benefit from a target to aim towards too. Targets might be based on time (e.g. how many calls can you answer in a day), brand perception (e.g. what percentage of customers left with a positive experience), or something niche to your industry. But instead of just plucking a number out of thin air and hoping your employees jump onboard, you should work with your team to help them set their own targets. This will encourage accountability and give them a way for them to measure and track their own progress.

4. Get to know your team Getting to know your team members shows you respect them as human beings and will help them feel less like they’re just a cog in the machine. Find out what’s important to them, what they care about, the names of their children, their birthdays, their football teams. You don’t have to become best mates overnight, but taking a genuine interest in your team really shows you care for their welfare and not just how much money they can make for you. 5. Encourage activities outside work All work and no play will make your workplace dull and boring. It’s great to have a driven and dedicated team, but when your colleagues become workaholics it’s easy for them to get lost down the rabbit hole of anxiety, burnout and even depression. In the long run this certainly isn’t good for them, you or your business. Encourage your team to take part in activities outside of work. You could set a group challenge such as an obstacle run or a bike ride to raise money for charity. 6. Give and receive feedback A structured programme of employee reviews and appraisals gives staff a framework in which they can grow, learn and ultimately perform their job to a higher standard. But to take it one step further, allow your employees to give feedback to you as well – whether in the form of a sounding board, a suggestions box or even within the formal setting of their appraisal. Showing you accept feedback sends a strong message. It will gain you the respect of your colleagues and create a more open and honest work environment where feedback is acted upon from both sides. 7. Celebrate achievements It’s so important to celebrate achievements to show hard work is recognised and keep morale high. Give the power to your employees by letting them choose who deserves to be employee of the month and make the prize something to really write home about. Recognise the small achievements too. Whether it’s a great client meeting, passing a qualification, or representing your company at a networking event, everyone likes to feel valued and appreciated. A simple thank you can go a long way. Hr Hr45

RESOURCE Millennial Workforce

Five reasons why millennials make great employees With inspirational millennial entrepreneurs making headlines and many businesses investing in a millennial workforce, it would seem that millenials make great employees. Here, Nick Pollitt, Managing Director of DBI Furniture Solutions has spoken to a range of businesses and found that millennials could be one of your business’ biggest assets. Millennials have had more than their fair share of bad press lately. Dubbed the ‘go nowhere’ generation, they’re often associated with a lazy, risk-averse attitude, but are they just misunderstood? 1. They crave responsibility and thrive when empowered One of the most common criticisms aimed at millennials is that they’re self-entitled – possibly down to their parents’ openness to involve them in family decisions as children. Giving them a sense of responsibility from a young age, this kind of parenting has led many young people to feel they should also be able to have similar input in the workplace. However, this trait can actually be of significant benefit to employers if they approach it in the right way. Give a millennial employee ownership of a particular area (no matter how small), and they’ll feel infinitely more valued, and that their work is having a real impact on the wider business. Boosting morale and motivation, businesses adopting a team structure that focuses on empowering younger employees are likely to see a happier, more dynamic workforce. This kind of environment also breeds skilled workers, with further benefits down the line when these employees are able to step up to higher positions without hesitation thanks to their experience 2. They’re open to change Thanks to their parents encouraging them to speak up, millennials are conditioned to openly question processes in a business if they think they can be improved. Rather than starting work and blindly following the rules because “that’s how things have always been done”, millennial workers are open to change and likely to challenge things when older workers would perhaps be more reserved. While some business owners may see this as a lack of respect for authority, that is simply not the case. Keen to make their mark and not afraid to challenge the status quo, millennials can help shape a business for the better, bringing in inventive ways of thinking that can streamline processes and increase efficiency. Hr46

3. They’re on a constant mission to better themselves (and your company) Another frequently discussed millennial attribute is their desire to develop and progress. While some people may see this as a negative thing (and the reason for a higher turnover of millennial staff), it can also be seen as highly positive. Who wouldn’t want a workforce that’s driven to improve and expand their skillset? 95% of millennials said they are motivated to work harder when they understand the importance of a particular task within the context of a company’s big picture goals. One way to harness this is to actively help and encourage them to learn everything they can about the operation at hand. Through learning new things, millennials can quickly become experts in their field, becoming serious assets to any business in the process. 4. They’re digital natives Raised by computers and smartphones, millennials are the first generation born in today’s tech-centric world. An essential part of their daily lives, 53% of millennials say they’d rather lose their sense of smell than lose access to their devices. With advancements in technology changing businesses all over the globe, the digital-savvy nature of millennials means they’re immune to change. Able to adapt almost effortlessly, the younger workforce requires next to no training when it comes to adopting new processes. Not only does this save businesses a lot of time, it means you have a workforce that is instantly familiar with the latest tools (e.g. social media) and knows how to use them to produce results. 5. Their productivity is through the roof (in the right environment) Even if the lazy stereotypes are true under normal conditions, there’s a relatively simple solution to unlocking the incredible potential of the younger generation in the workplace. Forward-thinking businesses are coming to the realisation that, when it comes to millennials and productivity, creating the right environment is a key factor. Hr

Profile for immags

HrNetwork Volume 13 Issue 2  

HrNetwork Volume 13 Issue 2  

Profile for immags