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Inspiring People Development


Car Share neW hr

market portal


aWar ds


‘busIness lunches’


laW update:

#metoo InsIght: substance abuse In the Workplace


16 Hollywood Rocked Cover Story

Andy Moore examines sexual harassment in the workplace and considers HR’s responsibilities in dealing with this issue.




News The latest from the world of HR

14 Five Fab... Business Lunches that you simply can’t afford to miss

21 Employment Law Update #MeToo – Two words that shouldn’t be heard in your workplace

24 Hr NETWORK Awards 2018


Nominations now open!

30 Stats More Brits than ever before want to be their own boss

31 Hr MARKET Launch of new portal

32 Editor-at-large Car Share


36 New Bookshop A round-up of must-reads

38 Hr NETWORK Conference & Exhibition 2018 The Future World of HR


42 Insight Substance Abuse and more

46 Event Planner Forthcoming events hosted by Hr NETWORK and our partners


46 5


Founder and Publisher:

Margaret gibson

Employment Law Update: #Metoo p. 21 Margaret is a partner in the employment team at Burness Paull. She is accredited by the Law Society as an Employment Law Specialist and is recognised by the Legal Directory Chambers UK as a leader in her field. Margaret, a qualified Solicitor Advocate, specialises in the field of Tribunal and other court advocacy.

Lee Turner

Senior Associate Editor: Andy Moore

Deputy-Editor: Teresa Flannigan

Editor-at-large: Neil Archibald

neil archibalD

Editor-at-large: Car Share p. 32

Editor’s Assistant/Admin:

Neil is a practising and experienced HR generalist and a freelance business journalist.

Marion Robertson

Advertising/Sponsorship: Donna Turner

suzannah robin


Insight: Substance Abuse p. 42

Waseem Ashraf and Stephen Crawford

Suzannah is an alcohol and drug safety expert at AlcoDigital and has helped numerous companies across the UK with their testing policies and procedures. In this issue, she lists the five signs that could mean a colleague is addicted to drugs or alcohol.

Hr NETWORK now available on: LinkedIn: Twitter:

geMMa harDing

Insight: Leadership Characteristics p. 43


Gemma Harding from telephone answering experts Call Care rounds up leadership characteristics and narrows them down to four key types of leader.

Media Avenue Limited 2 West Maitland Street Edinburgh EH12 5DS 0131 625 3267

robert DaY

Insight: Global Mobility p. 44 With a specialism in global immigration services in professional services, Robert has a wealth of experience including leadership of immigration practices in Europe & a large blue chip company.


The views expressed in Hr NETWORK (SCOTLAND) are those of invited contributors and not necessarily those of Media Avenue Ltd. Media Avenue Ltd does not endorse any goods or services advertised, or any claims or representations made in any advertisement in Hr NETWORK (SCOTLAND) magazine and accepts no liability to any person for loss or damage suffered as a consequence of their responding to, or placing reliance upon any claim or representation made in any advertisement appearing in Hr NETWORK (SCOTLAND) magazine. Readers should make appropriate enquiries and satisfy themselves before responding to any such advertisement or placing reliance upon any such claim or representation. By so responding or placing reliance readers accept that they do so at their own risk. Š Media Avenue Ltd. 2018


March 2018


elcome to our new look Hr NETWORK magazine, which we hope you find has a more sociable and lifestyle look and feel to it. For some time, we felt the need to freshen things up and introduce some new design and features and we hope you like what we’ve come up with. You may notice that we have lightened some of the editorial content from previous issues in favour of more bite sized chunks of information and updates that are much easier to digest and we also hope you find the magazine reflects a more cultural view of HR and the vibrant and energetic community we have around us. A fresh new magazine coincides of course with offering our new ‘paid members’ a magazine that offers true value both in terms of information contained within it and a real sense of community. We are delighted with the wonderful response from all those that

have signed up for their members benefits and we are in the process of finalising some great additional benefits which we will announce very soon. So if you too would like to be connected to a vibrant and energetic HR community that values your contribution to the profession, if you like what we do and you enjoy all the things that Hr NETWORK offers and if you value our commitment to improving the profession – then become a Member and help us provide you and your profession with even more benefits. This Issue In this fresh and exciting new issue of Hr NETWORK, Andy Moore takes a closer look at the continuing fallout from the sexual harassment allegations in Hollywood and the UK since the breaking news of Harvey Weinstein and other sexual predators, broke in October last year. The Awards Planning Team are pleased to announce the opening of nominations for the hugely anticipated Hr NETWORK National Awards 2018 which see’s the introduction of the brand new Health and Wellbeing of the Year Award sponsored by Webhelp. Margaret Gibson from Burness Paull LLP provides an employment law update on the widely reported #MeToo campaign and offers em-


ployers some valuable guidance on how best to deal with potential sexual harassment in the workplace. Some previous regular sections of the magazine have been replaced with new features including: Editor-at-large, Five Fab... and The New Bookshop. Other new features including ‘Head to Head’ will follow in forthcoming issues. The new ‘Insight’ section of the magazine replaces Resources and features strong opinions and insight on a range of topics including: Substance Abuse, Leadership Characteristics and Global Mobility. I hope you enjoy your copy of the exciting new-look Hr NETWORK Magazine and if you would like to see some specific topics covered in the magazine, please drop us a note.

Lee Turner Publisher

A fresh new magazine coincides of course with offering our new ‘paid members’ a magazine that offers true value both in terms of information contained within it and a true sense of community.


New research shows majority of UK workplaces fail to tackle gender discrimination

Growth in ‘gagging clauses’ to keep secrets of the rich and famous Legal experts say exclusive hotels, spas, bars and restaurants are increasingly adding additional clauses or ‘side agreements’ for staff that go above and beyond those found in any standard employment contract. Non-disclosure agreements (NDAs) or confidentiality (‘gagging’) clauses are often found in executive-level employment contracts and commercial contracts to protect legitimate business interests. They are now increasingly being used as standard business practice to protect, primarily, the privacy of customers and clients, to ensure they continue to use the business in question. Andrea London, head of employment at top Mayfair law firm Fletcher Day, said: “Businesses which service the needs and wants of the rich and famous, are often required by those clients to ensure any staff with whom they have contact have signed specific confidentiality or non-disclosure agreements (NDAs). “Employers are becoming increasingly aware of the need to protect the privacy of their wealthy or celebrity clientele; not least from staff members who could be tempted to seize financial advantage of their position and the lucrative market in selling gossip, information or covertly obtained images.” NDAs are in the spotlight following the investigation in the Financial Times, which revealed allegations of sexual harassment by hostesses at an annual charity black-tie dinner popular with the rich and famous at the Dorchester Hotel. A detailed account of the Presidents Club Dinner by an undercover FT reporter alleged groping, harassment and lewd behaviour by guests. Female staff working at the event were allegedly told to wear sexy shoes and black underwear, and sign a NDA before starting their shift. The Charity Commission has since opened an urgent probe.


With the public spotlight on sexual harassment cases and the gender pay gap, new research from the Chartered Management Institute (CMI) demonstrates how discrimination is rife across the workplace. More than four in five (85%) of women and 80% of men report that they have witnessed gender-discriminatory acts at work. According to the report’s survey of 856 managers, just one in four (25%) say that their peers and senior leaders ‘actively and visibly champion gender initiatives’. The lack of action cascades down the ranks, with only 19% of junior and middle managers believing their senior leaders are committed to the target of gender balance in their organisations. This is in spite of a recent study by management consultants McKinsey that found globally the most gender diverse businesses are 21% more likely to financially over-perform than their peers. Despite the introduction of new pay transparency reporting regulations in April 2017, only 8% of managers know the size of their organisation’s gender pay gap. Two in five (41%) claim that their organisation does not have a gender pay gap, even though CMI research has found the average difference in pay between male and female managers to be 27%.


Parents encouraged to equip their kids for a digital future A new survey of 2,000 parents and 2,000 children by O2 has revealed the future is tech. Nearly half (49%) of children polled want to pursue a career in the tech industries, with vlogger topping the list of dream careers (30%), followed by animator (15%), software developer (14%), web designer (12%) and coder (12%). And over three quarters (77%) of those surveyed believe that digital skills will be vital to their future career success. The news comes as leading economists predict that 44% of traditional jobs in the UK economy today could feasibly be automated by the time today’s pupils enter the world of work. Building parents’ confidence to explore the online world with their children is an important step forward in nurturing their digital skills and preparing them for the career roles of the future. In order to help parents safely explore the digital world with their children, O2 is working in partnership with the NSPCC to provide a series of free online safety tools and resources. So far, they’ve helped over 25,000 parents get to grips with their child’s digital world, running workshops in primary schools across the UK.

Brits in the dark over sick pay New research from Direct Line Life Insurance reveals that Brits are in the dark when it comes to sick pay, with more than 2.5 million workers unaware that they would face a significant salary shortfall if they are unwell and are unable to work. In fact, many Brits mistakenly assume their employer would continue to pay their full salary if they were off sick, with people believing on average they would receive it for three and a half months. However, the reality is very different, as 43 per cent of firms reduce an employee’s wages to statutory sick pay after two weeks of an employee being unable to work through illness. One in six firms (16 per cent) immediately switch to paying statutory sick pay once an employee has been off work for four days. Employees are entitled to statutory sick pay if they are too ill to work and have been off work more than four days in a row. They are eligible to receive it for up to 28 weeks, at a rate of £89.35 a week, less than a fifth of the average UK weekly wage of £510. However, just one in twenty-five (4 per cent) Brits know how much they would receive in statutory sick pay, and eight per cent have never even heard of statutory sick pay.

Overwhelming workloads tip the scales on work-life balance for UK employees Almost half of UK workers (47%) spend the majority of their time feeling overwhelmed by their workloads, while 85% say that work is causing them stress, according to research from employee experience company Qualtrics. The Qualtrics Employee Pulse – a quarterly survey of more than 4,000 employees – highlights the impact of burgeoning workloads on today’s workforce and reveals better support from businesses is needed to ensure the mental wellbeing of staff. More than half (52%) of UK workers believe their employer does not promote a healthy work-life balance and only a third say that their managers help them to manage their workload. The situation is worst in the North West of England, with only 49% of workers saying they are happy with their current work-life balance, followed by 53% in London and the South East. In contrast, the percentage of satisfied workers peaks at 60% in the North East, closely followed by 58% in Scotland.



Global survey of C-Suite: Recession fears fade, but talent concerns remain

Companies that pay their CEO modestly perform better

The findings in C-Suite Challenge™ 2018 result from a survey of over 1,000 business leaders about the top challenges facing their organisations in 2018, and their strategies for meeting those challenges. Attracting and retaining talent ranks as the foremost concern not only among CEOs but also the rest of the C-Suite, including CHROs and CFOs. “Businesses appear to be starting 2018 with a healthy sense of confidence, a sentiment reinforced by our recent projection of three percent global economic growth for this year,” said Bart van Ark, report co-author and Chief Economist of The Conference Board. “However, the optimism remains tempered by a few factors – among them, a continuation of geopolitical and social tensions, uncertainty around global policy issues, talent shortages, and the disruption caused by emerging technologies. To cope with worker and skill shortages down the road, this year’s survey results tell us that organisations are fundamentally rethinking the composition of their future workforces,” said Rebecca L. Ray, report co-author and Executive Vice President, Knowledge Organisation at The Conference Board. “Nearly 80 percent of CHRO respondents foresee greater use of contingent non-traditional employees. Moreover, three-quarters of them anticipate a rise in digital labour solutions such as robotic process automation.”

Companies who pay their CEOs more modestly perform better financially, according to new research from Vlerick Business School. The study examined the pay levels and habits of CEOs and CFOs in 861 companies in the major stock indexes across Europe, including the FTSE 100 and 250 in the UK, the OMXS60 in Sweden and all listed firms across Germany, France, Netherlands and Belgium. Using firm performance data to calculate what companies should be paying their CEOs, researchers found that firms with better financial performance tended to pay their CEOs less than others. Analysis of the data also revealed that UK companies, along with those in Germany, overpay their CEOs in comparison with other countries – and that there were more cases of CEO overpayment in firms with more widely dispersed share ownership, another feature of UK companies. Professor Xavier Baeten, who conducted the study, says, “This paints a very clear picture showing that UK companies significantly overpay their CEOs in comparison to other major nations in the EU. They are not paid more because they perform better, but because, amongst other things, CEOs in the UK have more control over the company as a whole, relative to European firms due to wider dispersion of share ownership.”

Engineering students most likely to avoid graduate job struggle Electrical & Electronics Engineering grads are best placed to secure a job related to their course after graduating, while almost all Travel & Tourism grads will have to look outside of their subject for a career, according to new research by job search-engine Adzuna. The study, conducted weeks before the 15 January UCAS deadline for university applications, looked at potential career paths of graduates by analysing the availability and range of jobs related to each degree, and the pay prospects on offer for each option. Electrical & Electronics Engineering graduates can choose from the highest number of job opportunities directly related to their course, with 15,101 job vacancies currently on offer linked to this qualification. These range from 4,539 electrical engineering vacancies (offering an average salary of £36,500) to 1,076 opportunities for network engineers (£47,200) and 792 IT consultant positions open for those choosing to take the technology pathway (£32,900). Law graduates face the second best career prospects, with 11,195 vacancies directly related to the course currently on offer to grads. Mechanical Engineering (10,736), Building & Construction Management (10,656) and Linguistics (9,479) round-off the degree subjects with greatest job prospects for grads in terms of related job vacancies.



New research reveals more work is needed to align IT and HR departments HR teams are not prepared to meet the fourth industrial revolution, according to recent research from ADP and IDC, in a survey of 2,022 HR decision makers across eight countries in Europe. The report revealed that over a fifth (22%) of Human Capital Management (HCM) processes are still inputted manually. Equally alarming, was the lack of communication between HR teams and IT departments, with 28% of respondents claiming that IT is only somewhat involved in HCM solution decisions, and 3% claiming it plays no role at all. “These findings are concerning as an increasingly digital world demands HR teams be tech-savvy”, Annabel Jones, HR Director at ADP UK said, “IT solutions can make processes more efficient, offer data-driven results and automate repetitive processes. Companies of all sizes need to embrace digital HCM solutions that deliver the most value, insight and quality to their HR function. IT and HR teams need to work closely to successfully drive this change forward.” Despite a significant number of respondents revealing that IT departments are not closely aligned with HR, the research pointed towards a shift in the attitudes of HR experts, with most now recognising how essential technology is for delivering more strategic value to their organisation. When asked which new technologies they find increasingly important, 68% said end-to-end integration of all HR and talent systems and 64% said HR dashboard and analytics were very or extremely important. What’s more, 56% said social or collaborative features were also very important.

Why GDPR is an opportunity for European Business – not a threat GDPR is an opportunity for European businesses, not a threat, according to Professor of Data Privacy at Vlerick Business School, Öykü Isik. The flagship piece of European regulation, which comes into effect in May, aims to strengthen data protection and will make businesses accountable if they are storing or transferring customers personal data without their consent. Businesses that fail to comply with the regulation will face hefty fines. But Isik says the regulations will actually benefit EU businesses by allowing them to steal a march on global competition in giving their customers a greater sense of security and transparency. “With GDPR coming into effect this year, privacy by design will become the new standard, and that is a good thing. Companies which comply with the regulation will automatically handle their client’s data in an ethical, open and transparent manner. This will build many businesses reputation and increase customer loyalty”

HR pay in parts of the UK up to 24% behind London A new survey has found that pay for people working in HR roles in much of the UK lags well behind London, by as much as 24%. The annual HR Salary Survey by Croner Reward found the average median salary for an HR professional in in the UK is £47,919 compared to £77,149 in Central London and the overall London average of £52,231. In the regions the biggest disparity was between London and Northern Ireland, with those working in the South West and North East being the furthest behind in England. Regional Breakdown – Average Median salary Average UK HR Salary: £47,919 • All London : £52,231 • East Anglia: £46,002 • East Midlands: £46,002 • North East: £45,043 • North West: £51,273 • Northern Ireland: £44,564 • Scotland: £49,835 • South East: £49,356 • South West: £45,043 • West Midlands: £45,523



Businesses unprepared for threats to disability rights post-Brexit

Menopause in the workplace A BBC survey of 1,009 women has found that 70% of respondents did not tell their bosses that they were experiencing menopause. The survey, which asked women how their experience of the menopause had affected their work and relationships, also found that nearly half of the respondents said it had affected their mental health, while 41% said it had affected their job. So what does this mean? Around half of the working population is female, which means that menopause will, at some point, be a normal fact of life for half the workforce. Menopause is no laughing matter and can have a serious effect on those going through it. Common experiences include hot flushes, sleep deprivation, irritability, heavy and painful periods and clots, recurrent urinary tract infections and vaginal itchiness/dryness. GP’s and menopause expert Louise Newson told the BBC that employers should do more to normalise conversations about menopause in the workplace, saying: “It is a silent issue for too many organisations.” So what could businesses do? Enrique Garcia is an employment law consultant for the ELAS Group. He says: “Menopause is increasingly being viewed as an occupational health issue which demonstrates the need for it to be handled appropriately in the workplace. “Managers should be properly trained in dealing with sensitive issues such as menopause so that women can feel comfortable in approaching their managers to discuss any problems they are having which are affecting their work. Women could also have claims for harassment if they are subject to a derogatory, humiliating or offensive environment.”


According to a survey of 1611 people run by Business Disability Forum with YouGov in January 2018, high proportions of people believe there will no impact on disability employment and three-quarters of businessowners believe that there would be no effect on their ability to cater for the needs of disabled people. But Diane Lightfoot, Chief Executive Officer at Business Disability Forum, warned: “Numerous economic forecasts point to a considerable impact on the UK during the transition out of EU Membership. Any rise in unemployment is likely to hit disabled people harder than it will the general population and risks growing the already huge disability employment gap. Likewise, a squeeze on budgets could slow progress in securing accessibility in our public places, transportation networks, and businesses. “Business Disability Forum is urging businesses to prepare for changes to the economic landscape after Brexit so that they are ready not only to mitigate risks but also to seize opportunities.”


Culture Perth and Kinross commits to fair pay as it gains Living Wage accreditation Culture Perth and Kinross, which delivers museum and library services across Perthshire, has become an accredited Living Wage employer, ensuring fair pay for its 119 employees. The Perth-based charitable trust, which is less than two years old, gained the accreditation through The Poverty Alliance, which promotes the real Living Wage in Scotland. The real Living Wage of £8.75 an hour is calculated based on living costs and inflation. Accredited employers commit to paying the wage to all their staff and subcontracted staff. Helen Smout, Chief Executive of Culture Perth and Kinross, said: “Living Wage accreditation formally recognises what was already in place for the majority of our employees. We believe it’s important that all of our staff receive a wage which supports living, accommodation, food and inflation costs.” Peter Kelly, Director of the Poverty Alliance, said: “We congratulate Culture Perth and Kinross on their Living Wage accreditation and we are excited to get more employers in Perth and Kinross signing up.”

New gig economy study reveals diversity of worker experiences A new report published by the Department of Business, Energy & Industrial Strategy (BEIS) alongside the government’s response to the Taylor Review, has revealed many gig economy workers are ‘relatively content with their working life’. Led by the independent Institute for Employment Studies (IES), the research involved one of the largest qualitative studies of the gig economy, defined as the UK’s growing short-term and payment-by-task labour market. Covering topics such as pay and conditions, feelings towards employment rights, opportunities for progression, and health and safety issues, the research paints a diverse picture of gig economy workers. The study captured data from a wide range of workers; from students and retirees, to professionals relying on such work as their main source of income, covering fields including driving, administration and marketing. The report highlights that experiences depend heavily on whether individuals are carrying out gig economy work as their main source of income. If this is the case, they are potentially vulnerable to fluctuations in working hours (and therefore pay levels), short notice of working schedules and a degree of precariousness associated with a lack of employment rights, some of which have been addressed in the government’s response recently. It is to be hoped that the new consultation on employment status announced in the response to Taylor provides further evidence on where some of these boundaries lie, and that evidence is sufficient basis for policy and legislation.

MPs to call time on gagging clauses? MPs are to examine the use of non-disclosure agreements by employers as part of an inquiry into sexual harassment in the workplace. The Women and Equalities Committee said it would consider whether they were being abused by employers and legal experts to “cover up wrongdoing.” Nick Evans, employment lawyer at law firm Fletcher Day said: “The courts already take a dim view of employers trying to use non-disclosure agreements, or gagging clauses as they are commonly known, to cover up sexual harassment allegations. The inquiry and its focus on the use of NDAs has been expected in employment law circles following the outcry of the Presidents Club saga which directly referenced the role of recruiters. “Responsible employers will continue to do their utmost to protect their staff. There are legitimate reasons why a business may use a NDA but we expect to see a full-scale review of their use as a result of this inquiry. Furthermore, in terms of widespread or systematic wrongdoing where disclosure is in the public interest, ‘whistleblower’ protection will override any NDA. “Employers who routinely use NDAs should have them re-examined by an employment lawyer in light of this inquiry. We are looking forward to following this inquiry closely as it develops.”




Business Lunches ‘Five Fab...’ is our brand new feature which showcases five fab things that our readers can consider including: eating out, useful gadgets, employee benefits, business services and much more. In this issue, we showcase some great ideas for your forthcoming business lunch:



The Silver Darling North Pier, Pocra Quay, Aberdeen, AB11 5DQ Tel: +44 1224 576229

The Tayberry On the Esplanade, 594 Brook Street, Broughty Ferry, Dundee, DD5 2EA Tel: +44 1382 698280

Attractively set at the port entrance, on the top floor of the castellated former customs house. Floor to ceiling windows make the most of the superb view. Neatly presented dishes showcase excellent quality seafood.

An unassuming roadside property overlooking the mouth of the Tay. The keen young chef offers fresh, tasty cooking with original modern touches and local and foraged ingredients play a key role. Service is engaging and attentive.



Edinburgh Chaophraya 4th Floor, 33 Castle Street, Edinburgh, EH2 3DN Tel: +44 131226 7614

Dine 10 Cambridge Street, (1st Floor, above Traverse Theatre), Edinburgh, EH1 2ED Tel: +44 131 218 1818

Chaophraya offers breathtaking views of Edinburgh Castle and the Firth of Forth. A contemporary feeling restaurant inspired by Thailand, their culinary team bring together classic Thai and distinct signature dishes, accompanied by a fantastic range of cocktails.

Dine is a multi-award winning relaxed brasserie-style dining and drinking venue, located in the cultural hub of Edinburgh. Serving the finest locally sourced produce from the Borders and Highlands of Scotland whilst championing small independent cottage industries.

Glasgow SoHo 86 Miller Street, Glasgow, G1 1DT Tel: +44 141 221 1568 Tucked away in between the designer lux of Ingram Street and bustling shopping hub of Argyle Street, you’ll find SoHo on Miller Street. Although it’s slightly off the beaten track it’s hidden gem status has rapidly become popular since Glasgow’s savvy shoppers and office workers have discovered its charms.






Sexual harassment is being scorched under the spotlight more than ever following the allegations against Harvey Weinstein, Kevin Spacey and institutions such as the Presidents Club. Andy Moore examines HR’s responsibilities and how they can deal with the issue.




he allegations against Harvey Weinstein for gross sexual misconduct towards women are chilling: sleazy, salacious and sick and are understated terms of the claims levelled at the shamed US film producer. Weinstein’s accusers make sobering reading: “I said no, a lot of ways, a lot of times, and he always came back at me with some new ask,” lamented Ashley Judd. “HW raped me,” protested Rose McGowan. “You constantly question yourself—am I the one who is the problem?” asked Laura Madden. The collective whistleblowing has been instrumental in giving individuals the confidence to speak out against their alleged sexual predator. Such was the depth of feeling against Weinstein, “Me Too” or “#MeToo” spread virally in October 2017 as a hashtag used on social media to help demonstrate the widespread prevalence of sexual assault and harassment, especially in the workplace which followed soon after the public revelations of sexual misconduct allegations against him. This encouraged women to tweet it to “give people a sense of the magnitude of the problem”. Since then, the phrase has been posted online millions of times, often with an accompanying personal story of sexual harassment or assault. But in the workplace, what separates sexual harassment as intended harmless office flirting from damaging behaviour? After all, both women and men can be

victims, and of the same sex. According to the Equality Act, “harassment related to sex and sexual harassment occurs where a person engages in unwanted conduct related to sex (or of a sexual nature).”

A BBC Radio 5 Live survey discovered that 37% of 2,031 British adults had experienced sexual harassment at work or a place of study. Some 53% of women surveyed, and 20% of men surveyed, confirmed they had experienced inappro-

A BBC Radio 5 Live survey discovered that 37% of 2,031 British adults had experienced sexual harassment at work or a place of study. So, there you have it. As succinct as Weinstein’s protestations, right? Not quite. Clearly, he and other suspected perpetrators, such as Kevin Spacey (for same sex assaults), and Aled Jones (for messages sent to female colleagues) have brought sexual harassment into sharper focus.


priate touching, comments, non-verbal acts, joke’s and banter related to sex. Carolyn Fairbairn, CBI DirectorGeneral, says: “Sexual harassment in all forms is unacceptable. The harm done to people’s lives, self-esteem, confidence and dignity is profound. We must work together to stamp it out.”


“...sexual harassment is often hidden and can take many forms. It takes committed leadership to ensure the workplace is free from sexual harassment.”

As with the Weinstein scandal, many women suffer in silence: the survey found that 63% of the women victims confirmed they didn’t even report the incidents of sexual harassment, while 79% of male victims kept the unlawful acts to themselves. For those who remember ‘The Office’ or ‘I’m Alan Partridge’, it was cringe-worthy to witness David Brent or a fictional local radio DJ unleash unchecked sexist or inappropriate remarks to colleagues. The CBI advises employers, including HR, to ensure there are clear processes for employees to report concerns over sexual harassment, in confidence and without fear, and to develop codes of conduct about

including some businesses,” Carolyn warns: “Businesses take the treatment and welfare of their employees very seriously. But sexual harassment is often hidden and can take many forms. It takes committed leadership to ensure the workplace is free from sexual harassment.” Since the Weinstein saga, 54 women and two men working in EU institutions have voiced concerns about alleged inappropriate and illegal behaviour. Of course, sexual harassment doesn’t just occur within the 9-5 workplace: wider, equally inexcusable situations are when colleagues are away on

reject or submit to harassment, under the Equality Act 2010. Perception of behaviour is in the eye of the beholder. And, with men more accountable for sexual harassment than women, where is the line of morality if a man compliments another on his ‘fine pecks’ compared with at a woman for her ‘fine chest’? Examples of sexual harassment at work include: written or verbal comments of a sexual nature such as remarks about a colleague’s appearance, questions about their sex life or offensive jokes; displaying pornographic or explicit images; sending or forwarding on emails of a sexual nature; unwanted physical contact and touching. Acas Chair, Brendan Barber, says: “Many employers and employees in the UK may not be aware that all workers are legally protected from sexual harassment in the workplace. Our advice aims to help people identify sexual harassment at work with tips on how to handle and report it. Organisations should take any complaint of this nature very seriously.”

Acas Sexual Harassment Advice: • Employers should be clear to employees about what sorts of behaviours are unacceptable and would be considered sexual harassment • Organisations can suggest that a complaint of sexual harassment is made to HR or a trade union representative • Any complaint that includes sexual assault or physical threats is a criminal act and should be reported to the police

what is and is not acceptable behaviour, and to ensure everyone understands it. “Westminster and Hollywood are currently in the spotlight, but there can be no doubt that it exists elsewhere,

business trips or outside of work. It is also unlawful for an employer to subject a job applicant to harassment related to sex, sexual harassment, or less favourable treatment because they


• Employers can still investigate the complaint and follow its own disciplinary procedure whilst criminal proceedings are ongoing • To see Acas’ full advice, please visit:

MAKE THE MOST OUT OF YOUR SPACE Osaka sofa from £1,069

Customisable Danish design. Delivery throughout Scotland. BoConcept Glasgow, 257 Sauchiehall Street, 0141 341 4920 BoConcept Edinburgh, 19B Rose Street, 0131 226 6367


#MeToo – Two words that shouldn’t be heard in your workplace From the #MeToo movement to the recent equal pay claims directed against a number of high profile employers, there is no doubt that the way in which women are treated in the workplace has significantly risen up the political and social agenda. Women are talking more openly and honestly about their experiences. Social media networks discuss change and it appears clear that there has been a cultural shift in the way in which issues of harassment and inequality are now viewed.

T By Margaret Gibson

his change in emphasis is timeous. The 2016 Trade Union Congress Survey on Sexual Harassment, based on a sample of British females, revealed that more than half of women (52%) and nearly twothirds of women between the ages of 18 and 24 (63%) have experienced sexual harassment at work. Nearly one in three women (32%) have been subject to unwelcome jokes of a sexual nature at work, with one in four women (28%) being subjected to comments about their body or their clothes at work. Nearly a quarter of women (23%) have experienced unwanted touching, and one in eight (12%) have experienced unwanted sexual touching.


This article forms the first of a two-part feature considering the law relating to inequality in the workplace. The purpose is to provide some practical tips for employers. This article focuses on the law relating to harassment. The second part of this feature – to follow in the next issue - will build upon our previous article on the gender pay gap, and focus on the latest developments relative to equal pay. The Law Section 26 of the Equality Act 2010 (“EqA”) provides that a person (A) harasses another (B) if A engages in unwanted conduct related to a relevant protected characteristic; and the conduct has the purpose or effect of (i) vio-


lating B’s dignity; or (ii) creating an intimidating, hostile, degrading, humiliating or offensive environment for B. In terms of sexual harassment, the conduct is “of a sexual nature” rather than being “related to a relevant protected characteristic”. It is important to remember that the question of whether harassment has occurred needs to be viewed from the perception of B taking into account all the circumstances. Protection against harassment covers not only employees, but also job applicants, workers, agency workers, contract workers and former employees. Moreover, harassment does not have to be directed at the individual who is complaining of it. For example, displaying pornography in a work environment or sexual comments directed at others may create the “environment” outlined above. For the purposes of the EqA, anything that is done by an employee “in the course of their employment” is treated as having also been done by the employer, regardless of whether the employee’s acts were done with the employer’s knowledge or approval. This concept is a difficult one to define, and employers should be live to the fact that this phrase can encompass acts taking place both within and out with the workplace. A decision taken by a manager in an employment related context (e.g.

involving social events with colleagues. The case of Chief Constable of Lincolnshire Police v Stubbs and others is a good example of this. In this case, the Employment Appeal Tribunal held that two incidents of sexual harassment

which had taken place on two separate occasions outside the workplace – one at a pub after work with several other police officers, and one at another officer’s leaving party – occurred in circumstances that were an extension of the police officers’ employment and therefore fell within the definition of “in the course of their employment”. There is a defence available to an em-

Protection against harassment covers not only employees, but also job applicants, workers, agency workers, contract workers and former employees. Moreover, harassment does not have to be directed at the individual who is complaining of it. the promotion, demotion or dismissal of an employee) is generally accepted as having been taken “in the course of their employment”, as would the harassment of an employee in the workplace. However, the dividing line can become blurred, particularly in circumstances

ployer if it can demonstrate that it took “all reasonable steps” to prevent the employee from carrying out the discriminatory act in question. The critical word in this section is “all”: the defence may fail if it can be shown that there was “a” reasonable step, which could have been taken and was not.


#UsToo – what steps should employers be taking? Introduction of clear policies and procedures: Most employers will have an equal opportunity policy. Some will also have a separate policy dealing with harassment. These policies should be reviewed to ensure that they deal with the manner in which harassment and discriminatory treatment can manifest in a modern workplace. For example, it is essential that employers should have a clause in their anti-harassment policy, which deals with instances of harassment by way of social media channels. Such a clause should make clear that harassment carried out via any social media network towards a fellow employee or colleague will be dealt with by the employer in the same manner as harassment which has taken place in the workplace. Reviewing how complaints may be raised: Whether in the equal opportunity policy or within the grievance procedure, employers should review the mechanism by which complaints may be raised. Organisations may find a confidential hotline a useful tool. Oxford University has set up a hotline of this kind with the Scottish Parliament doing likewise. Monitoring: Staff surveys and focus groups are a helpful way of monitoring whether harassment has been occurring in the workplace. Undertaking these surveys and, importantly, acting on the results supports any “all reasonable steps” defence. All staff training: A policy without more is no protection. All employees should undergo training on its terms and on wider diversity issues. Individuals in the workplace should be aware of their rights in the workplace and have an accessible pathway should a complaint be necessary. This doesn’t need to be expensive. A system that mandates that all employees demonstrate by an online exercise that they have read and understood the applicable policies - per-


haps by means of a quiz after a period of required reading - will demonstrate training. Requiring the training to be repeated annually will evidence continued attention to this important area. Managerial training: Dealing with a complaint of sexual harassment can be both a daunting and difficult task for a manager. The complainer may wish to remain anonymous or the complaint may be directed against someone senior in the organisation. There is always the risk of a malicious grievance. A manager will need to consider if an alleged harasser be suspended, taking into account the possibility that an early suspension might be viewed by a tribunal as a knee jerk reaction risking the fairness of any subsequent dismissal. All managers who may have line management responsibility should be trained in the way in which complaints should be handled. This training should focus on practical situations which may arise in the workplace. Reviewing the investigation process: Employers may wish to consider providing specialist training to a small group of managers who will take responsibility for investigations of this type. They require a particularly sensitive approach and can often generate significant publicity. Employers must allow such managers enough time to make sure investigations are conducted promptly as delay, as has been seen in recent days, benefits neither the complainer nor the employee complained against. Once the investigation process concludes and a decision has been taken relative to disciplinary action (if any), thought needs to be given to the information to be shared with the employee who raised the complaint. This exercise involves balancing transparency with the obligation of confidentiality.

provide an employer with a range of options for dealing with instances of misconduct (e.g. written warnings, demotions, or dismissal with or without notice), but what is the correct approach in a case of this kind? As with all cases of misconduct, there has to be a range of sanctions available to an employer, and what sanction is appropriate will depend on the particular facts and circumstances. However, what is of importance in this context is that the perception of the victim is given due consideration, and that any impact a sanction may have on the victim is borne in mind by the employer. The #MeToo movement has opened up the channels of communication at government level, between individuals and undoubtedly within the workplace. Employers are likely to face an increased number of complaints of conduct both relative to contemporaneous and historic behaviour. That risk can be mitigated if an employer is visibly addressing issues by updating policies, introducing mandatory training and generally seeking to enforce a zero tolerance environment.

Managing the decision stage: If a decision is made to uphold an allegation of sexual harassment, it is crucial that an employer implements an appropriate sanction. Most disciplinary procedures


The #MeToo movement has opened up the channels of communication at government level, between individuals and undoubtedly within the workplace.


Hr NETWORK Awards Nominations 2018 are NOW OPEN!


omination’s for this years Hr NETWORK National Awards 2018 have opened and this is your chance to RECOGNISE, ACKOWLEDGE and REWARD your Scottish HR champions in 2018. With 18 categories including the brand new Health and Welbeing of the Year Award sponsored by Webhelp, which are FREE to enter and will determine the top performing HR people, teams, projects and organisations in the Scottish people development and management industry. The ‘Nominations Intention’ scheme captures early interest from those intending to nominate and provides support

and ongoing updates on all the categories during the nominations process, running from 1st March to 31st May 2018. Table sales for this year’s awards are in extremely high demand as anticipated and organisations wishing to host a table of 10, are strongly advised to secure their table as soon as possible. The winners will be announced at the annual Hr NETWORK Awards Gala Dinner taking place at the hugely impressive Glasgow Hilton on Thursday 8th November 2018. The awards categories are judged in two sections, People categories and Project categories.


PEOPLE These categories focus on individuals (except for the HR Team category). Judges are looking for exceptional individuals who MUST demonstrate that they are at the top in their respective role. PROJECTS These categories focus on projects/specific initiatives that have had a measurable impact in the organisation.


Award categories and typical nomination summary:


Health and Wellbeing of the Year Award – sponsored by:


Learning & Development of the Year Award – sponsored by:

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


Organisational Development of the Year Award R AVAILABLE TO SPONSO

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


HR Graduate of the Year – sponsored by:

Typical Nominees: Nominees will typically be early career graduates who graduated in a CIPD (Chartered Institute for Personnel and Development) recognised HRM qualification, on or after the 1st September 2017. Nominees in this category will be nominated by their lecturers or course tutors rather than their employers. For further information visit:


Typical Nominees: Nominations will be for the whole organisation. Evidence that health and wellbeing is embedded in the culture of the organisation and positive lifestyle choices by employees are actively encouraged and enabled. Judges will also be looking for evidence of impact that a health and wellbeing programme/initiative has had on the performance of the business. For example: sickness absence levels, accident rates, engagement scores as well as wider business performance measure like sales/ profits. Nominees will be nominated by the HR Director or the Chief Executive Officer. For further information, visit:


HR Specialist of the Year R AVAILABLE TO SPONSO

Typical Nominees: Nominees in this category provide leadership and expert advice on discreet areas of HR. The types of role are likely to be middle to senior level HR practitioners that may be, for example, responsible for Equality and Diversity, Health and Safety, Wellbeing, Resourcing, Reward, HR Systems. Nominees will be nominated by their HR Directors or Senior Managers who has responsibility for HR within the organisation. For further information visit:



Corporate Responsibility of the Year Award – sponsored by:


Strategic People Project of the Year – sponsored by:

Typical Nominees: Nominations in this category will either be on behalf of the whole organisation or be individuals or teams who have successfully delivered a significant strategic people project with a sustained high level of excellence throughout the projects lifetime. Nominees will be nominated by the Chief Executive or Senior Manager responsible for commissioning the project. For further information visit:


Typical Nominees: The nomination will normally be the whole organisation. The goal of Corporate Responsibility is to embrace responsibility for a company’s actions and encourage a positive impact through its activities on the environment, consumers, employees and communities within which they operate or have an impact. The Corporate Responsibility Award recognises those organisations and their associated partners who have implemented a highly successful and impactful CR campaign to date. The award also recognises the effective communication surrounding the CR approach and what employee engagement benefits have been realised by the organisation through its CR policy. Judges will be looking for organisations to match the rhetoric with real world practice that makes a positive impact. The Judges would expect to see evidence of commitment to the UN Sustainable Development Goals or Scotland’s Fair Work agenda or as an accredited Living Wage Employer. For further information visit:




HR Business Partner of the Year

HR Assistant/HR Officer of the Year – sponsored by:

Typical Nominees: Nominees will be senior HR professionals within an organisation who work in partnership with the business to provide specialist strategic, support and influence that enable key clients to effectively deliver their people plans. Provide a service that delivers best practice and commercially focused HR solutions that support the business area in conjunction with specialist HR functions, bringing people management expertise to business decisions and strategies and secures and/or delivers HR interventions and programmes to achieve business needs. Nominees will be nominated by their HR Directors or Senior Managers who has responsibility for HR within the organisation. For further information visit:

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

project project

Talent Management of the Year Award R AVAILABLE TO SPONSO

Typical Nominees: Nominations will either be on behalf of the whole organisation or will typically be senior managers or specialists responsible for the overall planning and implementation of key talent management and development strategies. Such individuals may not necessarily be members of the HR/OD function. Nominees will be nominated by the Chief Executive or Executive Director. For further information visit:

Attraction and Resourcing of the Year Award R AVAILABLE TO SPONSO Typical Nominees: Nominations will either be on behalf of the whole organisation or senior managers, inhouse resourcing/recruitment specialists or teams responsible for key talent attraction and recruitment initiatives. Such individuals may be part of the HR/OD function or may be part of an in-house recruitment function. Nominees will be nominated by the Head of HR, Executive Director or CEO. For further information, visit:



HR Manager/Advisor of the Year – sponsored by:

Typical Nominees: Nominees in this category run or assist in running the people management functions that support the business. HR Manager/ Advisor nominees must demonstrate leadership and direction to enable them to deliver a comprehensive HR service, be that through the HR Team or the Company as a whole. The role may be concerned with the provision of advice, guidance and support to managers in employee relations, discipline, grievance and absence management. Project management may also likely be a feature of the role and may include advice, support and guidance in organisational redesign, redundancy and restructuring programmes. Nominees will be nominated by their HR Directors or Senior Manager who has responsibility for HR within the organisation - Read more: For further information, visit:



Employee Engagement of the Year Award R AVAILABLE TO SPONSO

Typical Nominees: Nominations will either be on behalf of the whole organisation or can typically be senior managers/specialists or teams responsible for the overall planning and implementation of key employee engagement and development initiatives and strategies. Such individuals may not necessarily be members of the HR/OD function - Read more: For further information, visit:



HR Team of the Year – sponsored by:

Best Employer/Workplace of the Year – sponsored by:

Typical Nominees: Nominees in this category may be an established HR Team, or alternatively may have come together to form a team to complete a specific project. Nominees will be nominated by their HR Directors or senior Managers who has responsibility for HR within the organisation. Please note that when nominating in this category, a nomination in one of the other categories is also required - Read more: For further information, visit:


Typical Nominees: Nominations will be for the whole organisation. This award will take in to consideration the positive culture and health and wellbeing practices being encouraged in the workplace by one of Scotland’s many positive organisations. Judges will be looking for empirical evidence such as external accreditations, for example, Living Wage, IIP, BITC, Healthy Working Lives and the like, but also by experiencing the culture and ‘feel’ of the organisation through a site visit. For further information, visit:




Chief Executive of the Year

Outstanding Contribution to Scottish HR or Lifetime Achievement Award


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


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

Typical Nominees: The Outstanding Contribution to Scottish HR or The Lifetime Achievement Award is Scottish HR’s most prestigious award made to an individual who has an established history of distinguished service to the HR profession either as a practitioner, academic or consultant or may be someone who has successfully transcended different areas of the HR profession. The individual will have made a lasting contribution to HR practice and has demonstrated excellent leadership qualities and provided inspiration to others in the sector. The Award may be presented to an individual in recognition of their contribution to a new innovation, new knowledge, or ways to improve professional practice. Importantly, the contributions should be above and beyond the everyday and have had a long lasting impact in the HR sector.

Nominations To see the full criteria and to make your nomination, please log on to: - and select the Awards Nominations Form If you have any enquiries in relation to nominations, sponsorship or becoming a table host at the Gala Dinner at the Glasgow Hilton on Thursday 8th November 2018, please contact: Tel: 0131 625 3267 or email:



More Brits than ever before want to be their own boss


ew research released recently reveals that more Brits than ever before want to start their own business in 2018. The survey of 1,000 working British people, carried out by award-winning cloud accounting software provider FreeAgent, found that 11% intend to start their own business during 2018. With over 32 million people currently working in the UK, according to ONS statistics, that means 3.5 million more Brits are expected to become their own boss before the start of 2019. FreeAgent conducted a similar poll last year and found that, by contrast, 3.2 million workers were prepared to start their own companies in 2017. While 11% of Brits aim to become self-employed by the end of 2018, 8% said they would like to work for themselves by the end of 2019, and 3% by the end of 2020. Nearly a quarter (24%) said they want to start their own business at some point, but don’t yet have any concrete plans to do so. FreeAgent found that the top three reasons for wanting to start a business were: • Better work / life balance (44%) • Wanting to choose the type of work that you do (43%) • Attaining a greater sense of achievement (37%) While the top three concerns around setting up a business were: • The financial burden of setting up (35%) • Managing company finances (34%) • Lack of confidence (30%)

Breakdown By Gender, Location & Age: Notably, more women than men plan to set up their own business in 2018 (13% in comparison to 9% of men). Overall, 52% women dream of becoming their own boss in comparison with 46% of their male counterparts. London was home to the highest number of budding entrepreneurs looking to start their own business by the end of 2018 (18%), while almost a third (32%) of respondents in Northern Ireland said that they plan on starting their own business by the end of 2020. One in five (20%) of respondents from Wales said that while they do want to start their own business, they have no plans to do so yet. Of the younger age groups surveyed, 57% of 18-24 year olds and 57% of 2534 year olds said that they planned to become their own boss at some point. By comparison, 54% of 35-44 year olds, 45% of 45-54 year olds and 39% of over 55 year olds, said they wanted to start their own business.


With over 32 million people currently working in the UK, according to ONS statistics, that means 3.5 million more Brits are expected to become their own boss before the start of 2019.


Car share



You might be one of the many who have delighted in the exploits of Peter Kay and James Corden with their gaggle of celebrity guests on the TV programmes of a similar nature to the subject of this feature. What, though, are the benefits, fun or otherwise, of the actual day-today, notion of sharing transport with perhaps the same individuals you get to spend the day with whether at work, studying or otherwise. Here, Editor-at-large Neil Archibald investigates‌

Image Š BBC




hile the notion of carpooling, as our American friends call it and as Corden practices, is incredibly popular across the Atlantic we, in Scotland, don’t have the luxury of incentives such as tax breaks or motorway lanes dedicated to cars carrying more than one passenger etc, all with the aim of encouraging the reluctant commuter to car share. However, the tide is turning, pushed forward by various initiatives more often than not with the ‘green ticket’ being waved aloft. To move the population toward greeting their fellow commuters in the same enclosed space that takes us on our journeys, the Scottish Government (SG) and some of its bodies and agencies have embraced the notion of vehicle sharing at a strategic level by encouraging commuters to share transport to wherever they are bound. Working with LiftShare, a UK-wide organisation dedicated to promoting the concept of what it says on the tin, SG offer a shared website for staff to note their interest in sharing their car or

...we, in Scotland, don’t have the luxury of incentives such as tax breaks or motorway lanes dedicated to cars carrying more than one passenger etc, all with the aim of encouraging the reluctant commuter to car share. However the tide is turning...

for those wanting a lift. Scottish Qualifications Authority (SQA) the national awarding and examination body, are one such employer that is hoping to subscribe to this growing trend by encouraging their workers to take part in the initiative. Allan Dunbar, Health, Safety & Environmental Officer for the organisation, said: “We are in the early stages of exploring a car sharing programme that would benefit our 900 plus colleagues, and I’m keen to explore opportunities where we can encourage staff to work with one another to car share to and from work. If it’s successful, it will help colleagues reduce their travel costs, and will contribute to our environmental strategy targets by reducing the emissions we are responsible for.” However utopian the notion of car sharing is though, there are inherent risks attached to the practice which is


why it is important, according to Caroline Mayers, Head of Marketing for Liftshare, that any organisation promoting such a scheme has the risks properly identified and if appropriate, mitigated. She said, “When providing advice to organisations that want to promote car sharing, we strongly encourage the development of associated policies ranging from ensuring employee safety when potentially car sharing with strangers at first, to the provision of guidance in terms of driving safely.” It’s not just the workers of the nation who can benefit from car sharing. Those who do the school runs are also keen on the trend of buddying up with those wishing to save money and who may be environmentally friendly. Several schools in Renfrewshire and Ayrshire have banded together to promote the benefits of car sharing when taking the kids to school and it’s not just about cre-


“As car sharing gains real momentum and becomes more mainstream, we’re seeing a growing number of business make the switch towards such shared mobility options as car sharing.” ating less pollution. Fiona Rushworth, a head teacher, in Ayr, said, “One of the benefits reported, not just from my school but from others as well, was that with an increase in parents sharing cars to get their children to school, congestion around the school gates has reduced with fewer near misses or accidents involving pupils reported.” Organisations across Scotland are working with transport companies to work together to encourage those travelling into the cities to either leave their cars at home or to car share. Lothian Buses, for example, have a multitude of park and ride facilities

available across the city which are made use of regularly by the likes of Gordon Buchanan, a senior buyer with an oil and gas company in the Lothians. He is one such commuter who makes use of the council’s facilities on a daily basis along with three family members who car share with him into the capital. He said, “It makes complete sense to share transport into a hub such as myself and family use on the outskirts of Edinburgh because as well as saving costs, it is also convenient in terms of the public transport options available to take the four of us to our different places of work.” A unique slant on the car sharing


theme is that promoted by Zipcar who supply organisations directly with cars for their employees to make use of. The cars are replaced every 15 months or so allowing for people using them to feel safe and to know that when making trips, business linked or otherwise, the cars are environmentally friendly. Jonathan Hampson, General Manager for Zipcar UK, said, “ We know that car sharing reduces usage, as people tend to proactively consider all their transport options before jumping in a car. As car sharing gains real momentum and becomes more mainstream, we’re seeing a growing number of business make the switch towards such shared mobility options as car sharing.” So you may not have the TV cameras on you when at the wheel of a car-full of passengers but there’s nothing wrong with having the radio on full blast singing along to the song of the moment with your fellow passengers (pretend you’ve got James alongside you!) but remember not everyone may be the cheery morning person you are as the one in control of the car …or the radio!


BETWEEN THE LINES Fallen Angel by Ken Hames and Keith Turnbull Tom Selkirk, a mission-weary and haunted British special forces commando, specialises in leading ultra-secret international operations. He is thrust back into the world of covert ops when a deadly tsunami is triggered by a nuclear weapon on the seafloor of the South Atlantic Ocean. Selkirk and his team are tasked to rescue the sole survivor of the incident, a beautiful young researcher on a nearby island, named Isabelle. But the shadowy group that placed the nuke have other ideas... Following various leads and with Isabelle’s help, Selkirk’s team begins to unravel the plot, which takes them to Gibraltar, Santorini and eventually Venice. Selkirk and his team must establish who is leading the catastrophic project and exactly what the target is for this sinister weapon. Fallen Angel delivers an avalanche of entertainment and military action in a high stakes race against time. As Selkirk’s past and present collide, you won’t be able to put this down!

How to Change Absolutely Anything by Damian Hughes Everyone wants to c h a n g e something about their life. These changes can be as simple as finding a way to eliminate some of life’s little annoyances from the day-to-day or as profound as finally taking action towards achieving a lifelong ambition. Regardless of where you fall on this spectrum, if you’re serious about changing your life, you need to answer these fundamental questions: What change do you want to make? How are you going to do it? In this book you will learn all you need to make real and lasting changes to just about anything in your life—no matter the problem and no matter your goal. Uncover life-changing secrets, mindsets, and practical techniques.

Mindfulness for Busy People by Dr Michael Sinclair, Josie Seydel and Dr Emily Shaw A new book by 3 top psychologists reveals how to curb your busy-ness and retrain your stressed-out brain with mindfulness. In 2017 60% of UK employees reported suffering from a mental health problem like stress or anxiety. Mindfulness is now the go-to fix for our stressful lives. But, for most people, it’s impossible to fit it into manic schedules. Enter Mindfulness for Busy People. Bursting with exercises you can do on the tube, with your coffee or waiting in a queue, it reveals how to beat stress and boost energy, focus and resilience - on-the-go. Split into bite-sized sections, there are alternate exercises to choose from if you’re on the go, with 30 seconds to spare, or at home whilst doing your usual daily routine. The book unveils how to deploy mindfulness as your secret timesaving weapon - identifying the time we waste and how to turn it into meaningful time, increasing productivity and reducing stress.


Confident Data Skills by Kirill Eremenko Whether you like it or not your life is already dictated by data science. From the films you see in the cinema to the quickest route to get you to the supermarket. Not only does data impact on our lives, each and everyone one of us is also creating data – whether we have a social media account or not. By simply getting the tube, browsing online or carrying a smart phone, you are creating valuable statistical data, and being able to use these ‘Data Exhausts’ effectively has become one of the most powerful skills of the 21st Century. Now a new book, Confident Data Skills has been written to make the seemingly complex topic of data simple, and provide a concrete stepping stone for you to get ahead in your career. Whatever your field or level of expertise, the book will take you on a journey from first having a question that data might solve, to finding the data, analysing it, to visualising and finally presenting the insights to your colleagues and bosses.


Traditional workplace requirements such as the business suit, clocking on and off and that old favourite, the 1pm ‘lunch-break’ sandwiched between morning and afternoon coffee are quickly becoming a thing of the past in this new found world of flexibility. Supporting sponsors:



Hr NETWORK Conference & Exhibition 2018

The Future World of HR

Thursday 10th May 2018 – EDINBURGH


he Hr NETWORK Future World of HR Conference & Exhibition supported by Tesco Bank and Guardian Jobs will take place on Thursday 10th May 2018 at the Hilton Grosvenor Hotel in Edinburgh’s West End. The organisers of the Conference are delighted to confirm the breakout session topics and will confirm the Key Note speakers very soon!



The Future World of HR Predicting what the workplace of the future will look like is clearly a very difficult, if not impossible thing to do. With constantly changing technology and the challenges of an increasingly technology savvy employee population, HR departments across the UK are expected to be up-to-speed with the most advanced people systems, strategies and innovations in order to deliver the most efficient and cost effective employer/ employee experience. Traditional workplace requirements such as the business suit, clocking on and off and that old favourite the 1pm ‘lunch-break’ sandwiched between morning and afternoon coffee are quickly becoming a thing of the past in this new found world of flexibility. With flexible working, along with the rapidly increasing use of social media in recruitment; learning; engagement and frequently topping the lists of most

workplace and employee engagement surveys, HR now has a real opportunity to drive the opportunities associated with a truly flexible and employee centric workforce going forward into the future. The 10th Hr NETWORK Conference 2018 supported by Tesco Bank and

charged with the people strategy within some of the UK’s most creative and innovative organisations will talk about the strategies they have implemented as part of their commitment to preparing their organisations for the challenges and opportunities that a truly modern and tech-

Predicting what the workplace of the future will look like is clearly a very difficult, if not impossible thing to do. With constantly changing technology and the challenges of an increasingly technology savvy employee population... Guardian Jobs will explore the theme of ‘The Future World of HR’ and provide delegates with insight and practical tips on the key themes that will form part of HR’s priorities in helping to shape the workplace of tomorrow. A number of leading industry experts


nology savvy workplace presents. This One Day Conference will take place at The Hilton Grosvenor Hotel in Edinburgh’s West End on Thursday 10th May 2018 in Edinburgh, and will also feature a range of traditional HR and people management sessions.


Keynote Speakers & Session Topics The conference will feature two keynote speakers, one in the morning and one in the afternoon. The keynote speakers will be confirmed very soon. Please see below for a list of confirmed breakout sessions which delegates can choose one session from each stream: Stream 1 Session 1 - Understanding HR’s Future Challenges Session 2 - Employment Law: Setting Boundaries for the Future World of Work Session 3 - What the Future Holds for the Workplace Stream 2 Session 4 - The Digital World: Is it kiling communication? Session 5 - Talent Attraction in a Global Market Session 6 - Engaging Tomorrow’s Workforce Through Reward Stream 3 Session 7 - Health and Wellbeing: How Webhelp is Energising Mind, Body & Soul Session 8 - Unlocking Future Leadership Potential Session 9 - Cyber & Data Security: Ready, Steady, GDPR! Stream 4 Session 10 - e-Learning Through Gamification: Press ‘start’ to learn Session 11 - Flexible Working or Always On: Whats the difference? Session 12 - A Futuristic View of the Employee Journey Delegate Costs: • HR Practitioner (non commercial) *£165+VAT • Others (including Consultants and independent advisors) - *£215+VAT • Group bookings available - Details available on request

Please note costs include full access to the Keynote sessions, Breakout sessions and exhibitor areas plus lunch and refreshments on the day. For further information on sponsor and exhibitor options or to book your delegate place, please contact the Conference Planning Team on Tel: 0131 625 3267 or email: Special Requirements: Hr NETWORK welcomes a diverse group of delegates to the conference and we will be very happy to accommodate any special requirements you may have. Delegate package includes: • Keynote address • Choice of up to 4 sessions • Access to Exhibitor & Networking area • Lunch and Refreshments during the day


*There are two delegate options to choose from. If you work as an HR Practitioner (non-commercial) this refers to HR Practitioners on the online booking form. If you are a Consultant or an Independent HR/Management Adviser this refers to Other on the online booking form. If you are unclear about your status, please contact Hr NETWORK to discuss your status. Please note that the concession available to non-commercial HR professionals does not include a concession for delegates who are Chartered Members or above of the CIPD (Chartered Institute of Personnel and Development) who work in a commercial capacity as consultant or independent advisor and delegates should select ‘Other’ if you work in a commercial role within HR. Full terms & conditions of booking are available along with a booking form: events/conference/


Drugs and alcohol in the workplace: Five signs a co-worker could be suffering from substance abuse


Suzannah Robin, an alcohol and drug safety expert at AlcoDigital, has helped numerous companies across the UK with their testing policies and procedures. Here she lists the five signs that could mean a colleague is addicted to drugs or alcohol.

...according to the Department for Transport, drugs and alcohol cost British businesses in excess of £6 billion per year in lost productivity.

lcohol and drug related deaths continue to be a problem in the UK, with the Office for National Statistics reporting that the number of people dying from alcohol and drug abuse has continued to increase over the last decade. The issue extends far and wide, with many companies across the UK feeling the effects. In fact, according to the Department for Transport, drugs and alcohol cost British businesses in excess of £6 billion per year in lost productivity. Many organisations have now put in place policies to test staff for drugs and alcohol. However, while having a procedure in place will help to identify issues, employers should also be actively encouraging employees to come forward, and offering assistance and access to treatment for staff who are struggling. But what are the signs to look out for? Although they vary depending on the substance being abused, here are five common indications that a co-worker could be suffering from addiction: 1. Erratic behaviour and unpredictable mood swings – an individual may be happy and full of energy one minute, and then lethargic, depressed and irritable the next. He or she may also lose interest in activities and hobbies they’ve previously enjoyed, or become socially withdrawn and isolated 2. Poor timekeeping and absenteeism – consistently turning up to work late and constantly taking time off could both be signs that something is wrong particularly if there is a pattern for such occurrences taking place following the weekend or a stretch of annual leave


3. Work-related performance issues – an inability to carry out basic tasks efficiently or effectively and an overall deterioration in the quality and quantity of work being completed 4. Personal hygiene – neglecting cleanliness and grooming. Turning up looking dishevelled and unkempt 5. Injuries and other physical changes – unexplained injuries, shaking, incoherent speech, bloodshot eyes and frequent nosebleeds are all possible signs a person may be abusing drugs or alcohol If you suspect a co-worker is suffering from substance abuse, encourage them to seek professional help either via their GP, a local treatment service or support group.


What kind of leader are you?

When we’re asked to think of examples of good leaders, we often cast our minds to figures that were instrumental to significant changes in the world; people like Martin Luther King Jr. and Winston Churchill. But try to identify what it is that makes these people the same and you might stumble. Here, Gemma Harding from telephone answering experts Call Care rounds up these characteristics and narrowed them down to four key types of leader.


ifferent characteristics in authority figures create different outcomes; the type of leader that might thrive in one environment could flounder in another. in today’s diverse working culture, it’s more important than ever to understand how different types of leaders can be effective in their environments. The charismatic leader history has looked pretty favourably upon charismatic leaders. Among their ranks are plenty of people who have genuinely changed the world for good and have become very famous in doing so; their excellent communication skills makes them fantastic public speakers. Typical character traits: They’re inspiring -- charismatic leaders are unrivalled when it comes to inspiring their employees. They’re able to connect with people quickly on a personal level in a way that boosts morale and makes staff want to work that little bit harder. They’re great communicators -- it’s no coincidence that charismatic leaders end up taking to the world stage. They’re

able to communicate a clear vision and engage with a large audience, which often makes them influential in their field. They bring a sense of mission -- organisations run by charismatic leaders work towards a shared goal and are allowed to take the initiative to do so, which can be especially fulfilling for certain personality types. Charismatic leaders you may know: • Winston Churchill • Martin Luther King Jr. • Sir Richard Branson The collaborative leader Collaborative leaders are real team players. They’re great at making others feel valued by being excellent listeners, and they’re less traditionally authoritative than other leader types. Typical character traits: They share the credit -- collaborative leaders don’t just collaborate: they make sure people get recognised for their ideas. This helps boost employee morale and makes staff more willing to share their ideas. They manage tensions -- being great listeners means that collaborative leaders often hear about employee frustrations before they become a problem, allowing them to increase staff retention. They get different groups talking -by acting as mediators between different departments, collaborative leaders help improve communication throughout their institutions to get projects done to a higher standard. Collaborative leaders you may know: • Sheryl Sandberg • Abraham Lincoln • Jeff Bezos The calculated leader Calculated leaders are all about the numbers. They’re great at using empirical evidence to make smart choices for the future of their institution.


Typical character traits: They work hard -- calculated leaders are obsessed with getting it right, and put in plenty of elbow grease to reach the best conclusion. This can win over employees who respect a boss that can walk the walk. They’re not prone to making rash decisions -- calculated leaders don’t make a call based on a whim, meaning they’re less likely to miss things that could hurt their business if forgotten about. They’re process-driven -- implementing effective processes to make their company a well-oiled machine is important to a calculated leader. This helps employees produce a lot of highstandard work in a short space of time. Calculated leaders you may know: • Warren Buffet • Mary Barra • Mark Zuckerberg The no-compromise leader Like charismatic leaders, no-compromise leaders often become renowned figures in their industries thanks to their no-nonsense stance on otherwise complex issues. Typical character traits: They get things done -- employees know exactly what a no-compromise leader wants, which makes it easy to prioritise what needs to be done and by when. They’re confident -- no-compromise leaders exude confidence, which can be reassuring and even inspiring to some personality types. This confidence also prevents them from being taken advantage of. They make decisions quickly -- by creating environments where clarity is prioritised over collaboration, no-compromise leaders can make decisions about new developments quickly, giving them the edge in making the most of a new opportunity. No-compromise leaders you may know: • Lord Alan Sugar • Peter Jones • Steve Jobs


Are you walking a tightrope with international travel?

I Organisations continuously adapt to the new norm of competing and remaining agile despite complex shifting global socioeconomic variables, crippling cyberattacks and geopolitical tensions such as ‘America First’ policies and the ongoing Brexit negotiations. Plus, adapting to long-term structural implications of artificial intelligence in today’s digital world. Here, Robert Day from Santa Fe Relocation provides an insight in to a recent whitepaper on the balancing act of global growth while maintaining compliance, worldwide.

In many countries the authorities and enforcement agencies are now using sophisticated technology to monitor all types of travel and take a firm stand on a local compliance breach.

nternational business travellers are front line ambassadors for organisations. For most employees, this is exciting, stimulating and challenging. Before buying currency, finding the passport and packing a suitcase, there are serious risk implications. In the whitepaper, we explore the application of consistent due diligence and compliance protocols to mitigate risk. The pitfalls of international business travel in a complex and regulated world. Our research shows 96% of business leaders and 95% of global mobility professionals said, overwhelmingly, that it was important to have an internationally mobile workforce to meet strategic objectives. Almost 40% of both groups responding to the 2017 Santa Fe Global Mobility survey said it was mission critical. Defining an international traveller, there is no one common definition as it depends on an organisation’s global mobility, taxation and business philosophy. International business travel can range from one day to up to six months. 183 days is often seen as a tax trigger (90 days for immigration), but organisations need to take a broader view of their travellers’ circumstances and intended duties. Other considerations include the rules of the home and host locations, the existence of a relevant double tax treaty, recharge of costs, which entity benefits from the business travellers’ work and the frequency (and volume) of travel. Managing business travellers represents the biggest change expected in global mobility over the next five years (42%) – a continuation of the trend that our research showed last year. With increasing use of commuter and shortterm assignments this trend is unlikely to slow down. A major issue for employers is that business travel typically falls outside of


existing risk monitoring. Global Mobility is responsible for managing compliance of employees within their programmes. If an employee travels outside the programme, monitoring may be non-existent. Inadvertent non-compliance is on the rise for employees who are taking extended business trips, especially when extended to effectively become shortterm assignments. In many countries the authorities and enforcement agencies are now using sophisticated technology to monitor all types of travel and take a firm stand on a local compliance breach. Organisations need to address the compliance and risk associated with business travellers and short-term assignments. With countries adopting an increasingly nationalistic position on organisations’ activities within their borders, the opportunity for national authorities to generate revenue through substantial fines for non-compliance for fiscal, immigration and employment transgressions, is becoming a reality. Waiting for a situation to occur, to be audited, before addressing the non-compliance is walking a tightrope. Many global organisations are actively assessing their risk and compliance profile in this area.


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

Interested in keeping up to date with the latest thinking on Inclusion & Diversity?

Other forthcoming events…. March • Burness Paull – Street Soccer Business Club: International Women’s Day – Thursday 8th March, Edinburgh • Scottish Top Employers for Working Families Awards – Thursday 22nd March, Glasgow

The Scottish Network for Leadership, Inclusion & Diversity could be for you. Established in 2014 by Standard Life, the network connects businesses that recognise the importance of embedding I&D within their organisations. It offers a relaxed and informal forum in which to share insights on what is working and what isn’t, all with the overriding objective of driving change and progress. The network now has members representing over 75 Scottish based companies from a variety of sectors, including some of the biggest employers in Scotland such as Diageo, SSE, Balfour Beatty, Standard Life, Galliford Try and, Scottish Power. Inclusion & Diversity is becoming a priority for organisations, who are recognising the very real business benefits. Many companies across Scotland recognise the power of different perspectives, opinions and backgrounds in helping them succeed in their marketplace. Most I&D networks tend to be in London so it is a great benefit to Scottish businesses to have access to a network which is on their doorstep and is free of charge. It is currently run by a few of the network members who operate as a small committee to help shape quarterly events. The next event is on 27th March, Standard Life, Lothian Road, Edinburgh from 10.00am – 12.30. If you would like to join the network and attend this next event, please contact: - as places are limited to the first 50.


27th March Event: Influencing Change and Embedding Inclusion – A Masterclass in Dealing with Code Red I&D Situations – Speaker: Dawn Hurst, CEO of inclusion specialists Equal Approach

• Hr NETWORK Nominees Lunch – Thursday 18th October, Edinburgh

How many times have you been in a situation where you have witnessed noninclusive behaviour and not quite known how to react or what to say at the time – but left feeling that you really should have said or done something? We all have a role to play in helping to educate and influence others in how to be fully inclusive, but there can be a fine line between sharing best practice and coming across as “politically correct” or even the Diversity Police.


• Hr40 Dinner (Date TBC) – Edinburgh May • HR Leaders Forum & Members Evening – Wednesday 9th May, Edinburgh • Hr NETWORK Future World of HR Conference 2018 – Thursday 10th May, Edinburgh June • Hr40 Dinner (Date TBC) - Edinburgh August • Hr NETWORK Members Summer Drinks Reception – (Date TBC) September • Hr40 Dinner - Edinburgh • Awards Finalist Interviews 11th, 12th, and 13th September – Edinburgh October

November • Hr NETWORK National Awards Gala Dinner 2018 – Thursday 8th November, Glasgow If you have an event you would like us to promote or review, please contact the events planning team – email:

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Hr Network Volume 13 Issue 4  

Hr Network Volume 13 Issue 4  

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