Hr Network Volume 18 Issue 5

Inspiring People Development

CONFERENCE & EXHIBITION 12TH MAY 2022

MAY 2022 | VOLUME 18 ISSUE 5 A MEDIA AVENUE PUBLICATION | www.hrnetworkjobs.com

CRITICAL

Leadership: LEADING THROUGH

crisis

SPECIAL FEATURE: THE FUTURE OF WORK IS HERE!

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CONTENTS

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COVER STORY Critical Leadership: Leading Through Crisis Leadership expert John C. Maxwell said: “A leader knows the way, goes the way and shows the way”. How true of Volodymyr Zelenskyy’s leadership style following the utterly abhorrent and entirely illegal invasion of Ukraine by Vladimir Putin and his Russian Army? Andy Moore discovers how HR can take cues from the inspirational and resilient leader Zelenskyy who has shown the world the greatest example of critical leadership and how to lead during a crisis.

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CONTENTS

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News

14 Employment Law Update 20 Stats Five Day Working Week Is History

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22 Feature Two Nominations for Hr NETWORK National Awards 2022

28 The Bookshop Latest bestsellers to the published

30 Feature Three Preview of Hr NETWORK ‘Our New World of Work’ Conference & Exhibition 2022

34 Special Feature The Future of Work is Here: Are Your Ahead of the Curve or Behind It?

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38 EXTRA Navigating the Perfect Storm

42 Insights Employee Benefits Workplace Culture Diversity & Inclusion Sleep Deprivation

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46 Event Planner Showcasing events for 2022

CONTRIBUTORS

Sean Morris

Founder and Publisher:

Employment Law Update: Hybrid Working – Why Is Data Protection Relevant? p. 14

Senior Associate Editor:

Navigator Employment Law

Kash Haroon

Lee Turner lee@hrnetworkscotland.co.uk

Andy Moore editor@hrnetworkscotland.co.uk

Deputy-Editor:

Roffey Park Institute SPECIAL FEATURE: The Future of Work is HERE! p. 34

Teresa Flannigan editor@hrnetworkscotland.co.uk

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

Dr. Rhine Sherman

Editor’s Assistant/Admin:

Hogan Assessments

Insight: Three areas employers can address to prevent employee burnout p. 42

Melanie Robinson ADP

Insight: People and purpose to drive workplace culture in 2022 p. 43

Marion Robertson editor@hrnetworkscotland.co.uk

Advertising/Sponsorship: Donna Turner advertising@hrnetworkscotland.co.uk

Design: Media Avenue Ltd Hr NETWORK now available on: LinkedIn: uk.linkedin.com/in/ hrnetwork1

Dr. Mridula Pore Peppy

Insight: Insufficient support for the LGBTQ+ community in employee benefits p. 44

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

Matthew Elson

Evotix

Insight: Time to send employees to sleep? p. 45

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

The views expressed in Hr NETWORK (SCOTLAND) are those of invited contributors and not necessarily those of Media Avenue Ltd. Media Avenue Ltd does not endorse any goods or services advertised, or any claims or representations made in any advertisement in Hr NETWORK (SCOTLAND) magazine and accepts no liability to any person for loss or damage suffered as a consequence of their responding to, or placing reliance upon any claim or representation made in any advertisement appearing in Hr NETWORK (SCOTLAND)magazine. Readers should make appropriate enquiries and satisfy themselves before responding to any such advertisement or placing reliance upon any such claim or representation. By so responding or placing reliance readers accept that they do so at their own risk. © Media Avenue Ltd. 2022.

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W E LCO M E

May 2022 Leaders Dinner and Conference & Exhibition 2022

I am delighted to welcome you to the May issue of Hr NETWORK magazine, which marks the two year anniversary of our ONLINE ONLY publication, having not been able to print the magazine since May 2020, due to the impact of the pandemic on our business.

That said, this issue comes just ahead of our first Hr NETWORK Conference & Exhibition for two years, which has given us renewed hope for the future and a possible return of the printed magazine some time in the near future, particularly if things continue to recover well for us.

The month of May is normally an extremely busy time for us, not only with the Conference & Exhibition, but it’s also a big month in relation to the nominations for this years’ Hr NETWORK National Awards 2022 in partnership with Roffey Park Institute.

Once again, we have a large number of exciting nominations in already, ahead of the deadline for nominations, which is Tuesday 31st May 2022.

The prospect of hosting the ‘Our New World of Work’ Conference & Exhibition, which will take place on Thursday 12th May at the magnificent BT Murrayfield Stadium for the first time in two years, is a cause for much excitement in the Hr NETWORK camp.

Not only will we be able to welcome everyone back for the first time in quite a while, we have also assembled SIX great Keynote speakers who will offer valuable insight on a range of topics including: Hybrid Working, Critical Leadership and Health & Wellbeing for a Disparate Workforce. We will also host the hugely popular Leaders Dinner for invited guests in the same venue, on the evening before the Conference & Exhibition.

We are extremely grateful to all our sponsors, exhibitors and table hosts for their support this year and if you would like to join us at the Conference & Exhibition, either as a sponsor, exhibitor or delegate, please visit the Hr NETWORK website for all the details.

Hr NETWORK National Awards & Gala Dinner 2022 With Nominations for 2022 closing on the 31st May, we are very excited at the prospect of hosting the Awards process this year including all the finalist interviews and of course the hugely anticipated Gala Dinner in November. The Awards Planning Team are on hand to answer any questions you may have.

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With most of last years’ sponsors already confirmed for the awards categories again this year, we already have a number of people who have confirmed their intention to host a Table of 10 too. We are extremely grateful to all our sponsors and table hosts for their support this year. If you would like to join us at the Gala Dinner either as a sponsor or table host with your invited guests, please contact the Awards Planning Team directly.

This Issue In this latest online edition of the magazine, Andy Moore looks at the topic of Critical Leadership and leading through crisis, and draws comparisions between this and the defiant response from Ukrainian President Volodymyr Zelenskyy, following the ruthless and utterly abhorrent invasion of his country

by Russia.

The regular sections of the magazine include: STATS, the Bookshop and a range of Insight features on some hot topics in the people management & development world.

I hope you enjoy your online copy of Hr NETWORK Magazine and look forward to welcoming you at our forthcoming events this year – especially now that they’ll be in-person.

Lee Turner Publisher

Contributors: Sean Morris, Kash Haroon, Dr. Rhine Sherman, Melanie Robinson, Dr. Mriudula Pore and Matthew Elson.

NEWS

Number of female CEOs in Fortune 500 companies up by 95% in the last 6 years

Research shows that having women in leadership positions is beneficial for businesses overall. Some studies have associated having more women in leadership roles with increased profitability and lowered risk-taking. Others have found that firms with women on their boards displayed higher returns on equity and higher valuations.

Moreover, the studies show the lack of women representation at this level is not due to a lack of interest. Instead, it’s due to the lack of opportunity. The same studies found no barriers to entry into leadership positions for women seeking them. The only thing stopping them is access!

Bankless Times has presented data indicating that the number of CEO’s heading fortune 500 companies is growing. The firm’s analysis shows that female CEO’s there have increased by 95% in the last 6 years.

There are various reasons why there is an attrition of women at higher levels in an organisation, but one of them seems to be self-doubt. To reverse this, society needs to start challenging its assumptions about what a leader looks like and what they can do.

From 21 CEO’s in 2016, the number has increased to 41 today. That’s an impressive feat indeed. However, it belies a sobering fact: women remain underrepresented at the helm of these companies. Women account for a paltry 8.2% of that position’s holders despite the growth.

Also, women need to encourage each other to take risks, be assertive, and not shy away from stretch assignments. They have to be more vocal about their accomplishments. That’ll get them noticed and rewarded for their hard work. Finally, they must learn how to negotiate effectively to get what they deserve.

Not only does it illustrate a clear gender disparity issue in a professional setting. But it also reveals the lethargy in addressing it. This lack of representation means that many women are not getting a fair chance to prove themselves capable leaders and innovators within their respective industries.

Nearly one in three adults working from home say they are lonely The rise of working from home is adding to loneliness with more than three million people who do this claiming it means they don’t see other people very often, new research from digital board game group Marmalade Game Studio shows.

Around 89% who describe themselves as lonely say it has a negative impact on their mental health while 13% say it has no impact.

The research for Marmalade Game Studio, which publishes popular digital board games such as Monopoly, Taboo, Cluedo and Jumanji, found 70% of those who describe themselves as lonely speak to an average of three or fewer family members or friends on an average weekly basis.

Its nationwide study found nearly one in three (29%) adults say they suffer from being lonely and one in four of them (26%) say it has a seriously negative impact on their mental health.

More than half (52%) of those who suffer from loneliness say it is because they don’t have many close friends while 28% say it is because they live alone. However, 20% say working from home has added to their loneliness.

Cristina Mereuta, co-CEO at Marmalade Game Studio, said: “Working from home has inevitably increased as a result of the COVID-19 crisis and while for many it means more time with family, it clearly also adds to isolation for others.

Mental health is a major issue among those who suffer from being lonely – around two-fifths (38%) of those who describe themselves as lonely say their mental health issues add to their loneliness. This is in turn has an impact on their mental wellbeing.

“Staying connected with friends and family is important for mental health with one in four adults admitting loneliness has a seriously negative impact on their mental health.”

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NEWS

Over half of UK workers who are quitting jobs are relying on savings instead of staying in jobs they hate Nearly 40% of workers across the UK who have either quit their jobs in the past year or are thinking about leaving said that they had asked their bosses for pay rises, more growth opportunities, or more fulfilling work but had been turned down, according to a new survey from collaborative learning platform, 360Learning.

To underline the importance of learning and development in the workplace, 72% of those in management roles who have recently quit their roles said adequate training and support would have helped them manage workplace stress better.

When asked what training they would have liked, responses included having the opportunity to develop managerial skills, up-skilling within the role, courses on how to grow within the company and guidance on how to adapt to the changing nature of work.

Instead of leaving their jobs for better positions, however, over 50% of these workers said they are or will be relying on savings to make ends meet. Some are being financially supported by their partners (21%) or family (15%), while Universal Credit and retirement benefits are the chosen route for others.

In fact, among the managers in the group, 44% said they didn’t receive adequate training at any point as part of their role. Nearly one third (29%) said they were disappointed with their on-boarding training specifically and 38% felt that their on-boarding was not tailored to their role.

When asked why they had quit or were planning to, 23% cited feeling burned out or stressed, 21% said they were unfulfilled, yet only 13% said it was because of low salaries. This is compared to the US where low salaries were the main reason (22%) people were changing jobs compared to burnout (18%) and lacking fulfilment (18%).

Of those who said they lacked fulfilment in their current role, one fifth said their job was boring and another fifth said there wasn’t any room for career development. A further 14% added that the job wasn’t teaching them anything new.

Another 11% of respondents said they quit because they wanted to work remotely and their employer wouldn’t let them.

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NEWS

Diversity is a strategic priority for 6 in 10 start-ups Nearly two thirds of start-ups (63%) say making their workforce more diverse is a strategic priority in the year ahead, according to research from Innovate UK, the UK’s innovation agency.

Innovate UK found a further fifth (22%) of startups say they have done some work to make their workforce more diverse but could do more, and only 16% say making their workforce more diverse is not a strategic priority.

third (34%) of start-ups – are incentives to study STEM subjects at schools and universities, and publicly funded apprenticeships, work placements and secondments.

Start-ups are extremely positive about the tangible business advantages that a diverse workforce brings.

Nearly three quarters (73%) say it improves their ability to innovate, two thirds (66%) say it’s an important part of the company’s ethos, and more than half say it improves the ability to attract talented candidates (58%) and commercial performance (56%).

The research found that six in 10 (62%) start-ups are currently recruiting and of these 77% are actively recruiting diverse candidates. Across all start-ups, nearly three quarters (71%) have diversity targets, regardless of whether they are currently recruiting or not.

Surprisingly, two thirds (66%) of start-ups say a diverse workforce is not more attractive to investors, highlighting the work to be done to showcase the positive benefits of diversity in early-stage businesses to the people that help fund their growth.

Despite the demand for diverse talent, Innovate UK found that more than half (57%) of companies say it is difficult to find and recruit diverse talent and three quarters (74%) cite a barrier that can prevent them hiring more diverse talent. The biggest barriers start-ups face are a lack of applications (not enough opportunities to interview diverse talent – 24%) followed by a lack of candidates with experience in similar roles (13%).

Jonny Voon, Head of the Sustainable Innovation Fund at Innovate UK, says: “It’s no surprise that start-ups are choosing to prioritise diversity. Our research shows that a diverse workforce brings immense benefits to start-up life, boosting everything from workplace culture to R&D and business performance. But while start-ups are keen to expand the diversity of their workforces, it’s clear that finding the right talent remains challenging.”

Start-ups believe the greatest actions that could encourage more diverse talent to enter their sector are education-linked. The top solutions – both cited by a

Murgitroyd appoints new Global People Director Murgitroyd, the pan-European intellectual property protection business, has appointed John Gillies as its first Global People Director.

Announcing this appointment, Gordon Stark, CEO of Murgitroyd, said: “John’s appointment is an excellent step for Murgitroyd. He brings an impressive range of people and HR expertise, which will help us to continue to attract, develop and retain the best people and enable them to deliver exceptional results for our valued clients. We see this important new role as a key appointment in investing in our future growth and ongoing success.”

The company is growing quickly and has made two acquisitions since September 2021, increasing its headcount to 440 and reinforcing its position as a leading consolidator in the European IP sector.

John will lead Murgitroyd’s people strategy, provide support and strategic direction on HR issues and work alongside the company’s leadership team to underpin Murgitroyd’s culture, ensuring that the right training, mentoring and people policies are in place to support its ambitious growth plans.

He joins Murgitroyd from KCA Deutag, a leading international oil and gas drilling, engineering and technology company. John was previously HR Director at ScotRail and Director of People & Development at Police Scotland.

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NEWS

Is the UK’s skills crisis reaching a tipping point?

Across the sectors, the data reveals a significant decline in the number of people applying for roles across the engineering, IT, retail and healthcare sectors. In the retail arena, applications per vacancy fell 45% between January and February of this year, while figures in engineering and IT were down 41% and 38% respectively.

Medical and nursing job applications also reported a 30% decline which is indicative of the continued pressure being felt across the healthcare sector as it attempts to play catch up on routine services following two years of significant demand.

The number of applications per vacancy have steadily decreased as the skills crisis continues to grip the UK, with figures dropping 40% between January and February 2022. That’s according to the latest data from the world’s largest network of job boards, Broadbean Technology.

Alex Fourlis, Managing Director at Broadbean Technology commented: “The UK’s skills crisis has been well documented over the last year, impacting almost every business, of every size, across every sector. The uptick in recruitment activity at the beginning of 2021 was initially welcomed with open arms in a Covid-hit economy, but we all soon felt the squeeze on resources as we found ourselves in a unique scenario where everyone was recruiting at the same time. And while Brexit may feel like a lifetime ago, the impact this has had on the labour market wasn’t immediately felt, largely due to the pandemic. There is no quick solution to rebuilding dwindling talent pools and we fully expect this squeeze on resources to continue over the coming months. We do, however, expect to see more employers and recruiters using innovative technology and maximising partnerships with external talent suppliers to tackle this skills crisis.”

According to the statistics, the number of professionals applying for new jobs fell 37% between February 2021 and February 2022 as vacancies spiked 52%. While this data highlights a concerning picture for the UK’s skills availability, pre-pandemic comparisons provide a clearer indication of the talent crisis facing the recruitment sector.

Broadbean’s analysis revealed a 55% decline in the number of people applying for new jobs between February 2019 and February 2022, indicating the extent of the impact of Covid and Brexit on the UK’s labour market.

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NEWS

One in three office workers wait over a month to have expenses reimbursed Over a third (38%) of office workers have to wait more than a month to receive their expenses back, new poll data has revealed. The Inconvenient Expenses poll, conducted by Just Eat for Business on LinkedIn, reveals workers attitudes towards handling admin for expenditures like lunch, as well as finding out the average time it takes to submit and process these expenses.

processing, and how this admin time could be better used by businesses: “Concerning expenditure reporting, employees and finance teams alike must deal with a lot of tedious and time-consuming manual labour.

It’s impossible to send a request to finance unless it has been reviewed and approved by management, and the finance team must first process the claims and balance the transactions before issuing refunds.”

The study was conducted to encourage businesses to take advantage of employee benefit services like Just Eat Pay – a prepaid voucher available with daily or monthly allowances, which works to reduce the hassle of processing complex and costly food expenses.

Lucy Cantan, Sales and Partnership Director at Just Eat for Business, weighs in on the polls: “Completing and processing admin for expenditures such as lunch or work dinners can be time consuming for all involved – whether you’re an employer or employee. However, it’s really important that everyone receives what they’re owed and continues to benefit from paid-for meals and travel costs. “That’s why we encourage businesses to take advantage of schemes like Just Eat Pay, which reduces the hassle of completing and processing expense forms, and means employees and employers alike can focus their efforts elsewhere.”

The time it takes to reimburse expenses is a contributing factor to how workers feel about handling admin, as over a quarter (28%) of workers revealed they wish that submitting expenses wasn’t their responsibility, while 1 in 3 admitted they find dealing with expenses annoying.

Mike Chappell, Co-Founder and COO at Formspal, speaks on the often lengthy process of expense

Scottish women earning less than £20,000 least able to work flexibly

The issue is all the more significant because there are more women in the lowest salary bracket than men.

A total of 42% of women in the research sample group of more than 1,000 Scottish workers earned less than £20,000, compared with just 21% of men (2). This is in part because the burden of childcare still falls more on mothers, who then look for quality part-time work (3).

Women earning less than £20,000 are the group of workers in Scotland least likely to have access to flexible working compared with men and people in other salary brackets, according to new research by Flexibility Works.

A total of 44% of women working in all frontline roles (including those earning more than £20K) say they had no access to flex in the last six months, compared with 32% of men working in frontline roles. Women working in frontline roles mainly worked in health, education, retail and social care, while men in frontline roles tended to work in retail, transport and storage, health, construction, and education.

While the proportion of Scottish workers who can work flexibly has risen overall as a result of the pandemic – 60% of workers say they’re now working flexibly compared with 46% pre-pandemic – some groups are missing out (1).

Women tend to want more flexible working than, with 71% of all Scottish working women saying they’d like flex, or more flex than they have now, compared with 65% of men.

Nearly half (45%) of Scottish women earning less than £20,000 say they’ve had no access to any flexible working in the last six months. This compares with 32% of men who earn less than £20,000. The Scottish national average is 33% - a third of Scottish workers say they’ve had no access to any flexible working in the last six months.

The figures are from a report called Flex for Life 2022, published recently on the anniversary of the first coronavirus lockdown, by Flexibility Works, a social business that supports organisations become more flexible workplaces. The Scottish Government supports Flexibility Works and commissioned this latest report.

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NEWS

Phoenix Group becomes first financial services organisation to adopt social value portal measurement tool

for social mobility and address societal needs. By using the Social Value Portal, Phoenix Group will be able to quantify the difference it makes through these initiatives.

Andy Moss, Phoenix Life CEO and Group Director, Heritage at Phoenix Group said: “As a purpose-led business, enhancing our social value is really important to us, creating that all-important ‘life of possibilities’ for our customers, colleagues and communities – that is our purpose. By measuring and reporting our progress through the Social Value Portal, we will be able to elevate our community engagement programme to ensure we are best serving the needs of society.

The insights gathered from reporting social value will also help us to shape our future community engagement strategy.”

Phoenix Group, the UK’s largest long-term savings and retirement business, has become the first in the financial services industry to adopt the Social Value Portal – a tool which will enable it to measure and manage the contribution that its business and supply chain makes to society.

Social Value Portal is an online tool that helps organisations to measure, manage and maximise social value in the community. It currently supports over 150 businesses across public and private sector to report both non-financial and financial data, rewarding them for enriching the lives of those who live and work in the community in which they operate.

The partnership with Social Value Portal will enable Phoenix Group to demonstrate the holistic financial and non-financial benefits of its community engagement programme, which creates benefits for a wide range of local communities where the Group’s offices are based, including Edinburgh, London, Telford and Birmingham.

Phoenix Group’s purpose is focused on “helping people secure a life of possibilities” and its Community Engagement Strategy always looks to drive that forward, finding ways to support those in need and collectively addressing key societal issues across the UK and into Europe.

From fundraising for charity partners, to improving financial literacy in schools and supporting local businesses and councils, Phoenix Group’s community engagement programme aims to create opportunities

Together, we can build workplaces where employees of all ages feel respected, valued and able to fulfil their potential.

With a third of workers now over 50 and five generations in the workplace for the first time ever, it has never been more important for organisations to harness the potential of their multi-generational workforce.

Wherever you are on the age inclusion journey, Age Scotland can support your organisation in a number of ways.

• We offer HR consultancy programmes to support organisations with bespoke, fully-funded support.

• Our training workshops cover topics such as age inclusion, unconscious bias health and wellbeing and pre-retirement planning.

• Our employer network brings organisations together to share experiences, good practice and insight.

To find out how we can support your organisation, visit age.scot/workplace or email jonathan.park@agescotland.org.uk

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BULLYING & HARASSMENT

DATA PROTECTION

DISABILITY

DISCIPLINE & GRIEVANCE

DISMISSAL

EMPLOYMENT TRIBUNALS

E M P L OY M E N T L AW U P DAT E

HYBRID WORKING: WHY IS DATA PROTECTION RELEVANT?

By Sean Morris Legal Manager, Navigator Employment Law

Many businesses first allowed staff to work from home as the country went into its first Covid-19 pandemic lockdown back in early 2020.

At the time, management and HR were mainly focused on the practicalities, such as supplying essential equipment for remote working and facilitating team communication. Initially the security of personal data used by staff who were no longer working from a business’s premises, was an issue given little attention.

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to, personal data”. The ICO Guidance on working from home now contains a security checklist for employers to apply, and explains how completing a Data Protection Impact Assessment (DPIA) may be a requirement, and is always best practice, if staff work remotely and use personal data on behalf of the business. A number of practical issues businesses should consider are examined - for example, the secure use of cloud storage for accessing personal data, arrangements for remote access, and whether to allow staff to use a personal device for work, looking at the pros and cons of alternative options.

ut things have changed considerably since then. The Information Commissioner’s Office (ICO) online guidance on this issue has been updated on several occasions, and it sets out a number of key issues for HR to consider when staff are working remotely.

Data security for home working Data protection is relevant because UK legislation requires businesses to use personal data securely, taking “appropriate technical and organisational measures against unauthorised or unlawful processing, and against accidental loss or destruction of, or damage

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E M P L OY M E N T L AW U P DAT E

WORKING TIME

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TUPE

Staff monitoring is another reason why data protection is an issue for HR. Organisations like the FCA indicated that regulated businesses were expected to have appropriate arrangements in place to ensure there could be no illegal trading activities while staff worked remotely. Over the past two years, there has been a steady increase in

TERMS & CONDITIONS OF EMPLOYMENT

Monitoring staff to improve security?

Last October the ICO concluded a public consultation on updating their Employment Practices Code, which addresses staff monitoring.

It gives a clear indication of the ICO’s current position on this issue, namely that workers’ private lives usually extend into the workplace – more so, when carrying out work from home - and staff have an expectation of privacy, even where informed they will be monitored. Where monitoring is carried out, it is a legal requirement that a DPIA should be undertaken, and that staff are provided with clear information in advance about the monitoring that will take place. For the monitoring to be justified, a proportionality test must be met, requiring an employer to consider their reasons for monitoring and consider whether they are sufficient to justify intrusion into staff’s private life and whether the chosen means of monitoring staff are proportionate.

HR professionals should tread carefully in situations where staff monitoring is proposed as a security measure, not least because of the potential for employment claims.

The duty of mutual trust and confidence implied into an employee’s contract is relevant since there may be situations, depending on the extent of the monitoring involved, where the employer might breach this duty. An employee unfairly targeted by monitoring might resign and claim constructive dismissal or – if they have a protected characteristic - claim they have been unlawfully discriminated against. There is also a risk of civil claims brought for breach of confidence, damage (including distress) for breaches of data protection legislation, and breach of privacy, since Article 8 of the European Convention on Human Rights, incorporated into UK law by Human Rights Act 1998 (HRA 1998) gives individuals a right to respect for private and family life and correspondence. And, of course, disgruntled staff might also complain to the ICO, which might prompt an investigation of your business.

REDUNDANCY

But the ICO guidance approach makes clear this not the only security risk, which needs to be considered by a business. How staff carry out their work while off-site also requires consideration, which of course is relevant to HR when looking at what policies are required, as well as planning for staff training needs, and also deciding what amounts to misconduct. Those who use personal data while working remotely may need specific training on their obligations in relation to data protection, which would cover procedures they must follow, and address what is, and is not, authorised use of personal data.

staff monitoring by businesses.

This can take various forms, ranging from checks on email traffic and content, with software checking for “danger” words or destination addresses in emails, to more intrusive forms of monitoring which involve using cameras on remote devices.

MATERNITY & PARENTAL RIGHTS

The continuing increase in cyber attacks, to which homeworking staff may be more vulnerable, is one of the data security issues, which needs consideration.

The government recently urged all businesses to improve their cyber security practices, following publication of the 2022 Cyber Security Breaches Survey by the Department of Digital, Culture, Media & Sport (DCMS) on 30th March. Figures show cyber-attacks are increasing in frequency: almost one in three businesses (31%) suffering attacks report they now experience breaches or attacks at least once a week.

HEALTH & SAFETY

Cyber attacks or untrained staff without guidance – which security risk is greater?

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CRITICAL

Leadership: LEADING THROUGH

crisis

“A leader knows the way, goes the way and shows the way”

by John C. Maxwell. How true of Volodymyr Zelenskyy’s leadership style following the abhorrent and entirely illegal invasion of Ukraine by Vladimir Putin and his Russian Army.

Andy Moore discovers how HR can take cues from the inspirational and resilient leader Zelenskyy who has shown the world the greatest example of critical leadership and how to lead during a crisis.

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F E AT U R E

When Ukraine President, Volodymyr Zelenskyy took office in May 2019, little did he know he would become one of the world’s most inspiring leaders during a time of crisis in recent years. Thrust into leading his country through the pandemic, less than three years later he had to rise to the challenge of dealing with another serious threat to his people and his nation, in Russia’s illegal war against his country.

HR and leaders must be “on the level” with their employees in times of crisis. Zelenskyy’s frequent video speeches to his country and the world demonstrates just how vital it is to lead from the front; his dress code of military fatigues, rather than ‘politician’ suit and tie, prove how committed he is to being a man of his people.

In this short time, Zelenskyy has not only influenced his own people – but millions around the world through his courageous, resilient and confidence-building critical leadership.

Little needs emphasising about just how much HR professionals, business leaders and employees can learn from his leadership ethos in times of adversity, and in peace time too.

Barbara Bell, a leadership professor at Vanderbilt University was quoted in Forbes business magazine as saying: “Zelenskyy is showing the world leadership lessons. He is drawing from well deep within himself, showing the entire world what courage and commitment look like as he leads his country through a crisis like no other.”

Critical leadership is pertinent to testing situations inside organisations – for example during times of redundancy, restructure and volatile economic trading.

Zelenskyy was quick to lock down his country in early 2020, showing his true colours as a quick-thinking, decisive and pragmatic leader – all key attributes that translate to the workplace.

Part of being personable to people is down to his critical leadership ethos – more the “stand-up guy” - who started his career as an actor and a comedian – starring in a popular Ukrainian TV show, aptly called “Servant of the People.”

In one of his first speeches to his nation during the war, he declared: “This is not the first threat that the strong Ukrainian people have faced. Two years ago, we, like the rest of the world, looked confused in the eyes of the pandemic. However, we united and with clear systemic steps, defeated it.”

The president’s clear and present leadership style can be seen as an inspiration to HR practitioners and business leaders across UK workplaces.

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F E AT U R E

partners all over the world must communicate to an even larger global audience.

Effective communication in adverse times, as well in times of peace, is vital to inspire and motivate colleagues. Zelenskyy has remained clear and unambiguous throughout the conflict, and most Ukrainians find him incredibly honest.

Zelenskyy has demonstrated this virtue, virtually to the world on more than one occasion, and even in a translated speech to MPs and peers in the House of Commons where he received a standing ovation.

Dr Robert Coles, CEO at Roffey Park Institute, who has commented on Critical Thinking in Hr NETWORK Magazine, said: “We live in an age of information overload. The learning of course is there is a world of difference between having access to information and being informed. The difference is the judgement and criticality we bring to the information to which we are exposed.”

Resilience is a critical leadership quality in times of adversity. There is no doubt Zelenskyy’s leadership gravitas has generated the support amongst western and worldwide countries during this crisis.

Rick Cudworth, a Partner at Deloitte, summed up by saying: “Dealing with complex events requires flexibility and creativity; dealing with future uncertainty requires the ability to change course and adapt rapidly.

A fundamental change in thinking requires senior leaders to make strategic choices, balancing control, agility, efficiency and innovation.”

More than 90% of Ukrainians have thrown their support behind their president as the country continues to resist Russia’s invasion, according to a Ratings Sociological Group poll.

Dr Coles adds: “The criminal invasion and destruction of Ukraine has been born, in part, from lazy assumptions and self-seeking confirmation of biases on all sides.

One positive outcome from it must be that we wake up our critical judgement and see through ‘information’ in a thorough search for truths through which we can all flourish in peace.”

Strength in leadership

Dr Coles infers that CEO’s and HR practitioners can learn to be critical thinkers to ensure teams are informed, motivated and reassured in times of crisis.

With workforces now remote and in far-flung locations, a crucial part of leadership is instilling a sense of presenteeism. Zelenskyy’s regular video speeches to his nation, and to the world, demonstrate that he is in sight and in mind as opposed to being out of sight and out of mind.

But being an omnipresent leader is not just restricted to the immediate people in your workplace: leaders of large organisations with customers, suppliers and

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•

HR and leaders must be “on the level” with their employees in times of crisis

•

Being personable equals an influential leadership ethos

•

A clear and present leadership style is vital to HR

•

Effective communication in adverse times and in times of peace inspires and motivates colleagues

•

More than 90% of Ukrainians support their president

•

CEO’s and HR practitioners can learn to be critical thinkers

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A crucial part of leadership is instilling a sense or presenteeism

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Being an omnipresent leader extends beyond colleagues to global customers, suppliers and partners

F TAT S E ATSU R E

Well over half of Brits are happy to return to work – but all five days in the office is history •

Resilience is a critical leadership quality in times of adversity

After two years of homeworking due to Covid-19, UK office workers are heading back to their desks - but the overwhelming majority are not doing a full five-day week in the office. That’s according to the latest research from eFax the cloud-based fax solution for businesses, which found that only 18 per cent of workers are back at their offices for the entire working week.

The majority – 52 per cent - are only working one or two days per week in the office, with just under a fifth (19 per cent) managing three days at their old desk.

The reluctance to return full-time to offices is also borne out by one key finding – just four per cent of the sample want to return to the old working pattern of being entirely office-based.

In early 2022, eFax conducted a major research project to gain a greater understanding of how UK workers felt about returning to the office. The survey polled 503 UK workers in large enterprises, small to medium-sized businesses (SMEs) and public sector organisations.

Key findings included: •

52 per cent of UK workers are now only in the office one or two days a week. Only 18 per cent of the sample stated they were back at their desks full time

•

These figures were dramatically different in London where only 40 per cent were in for one or two days, indicating that the return to all five days in the office is back in the capital far faster than other regions

•

The 45-54 age group is clearly far happier working at home with 55 per cent of the sample in one or two days and the rest of the week at home

•

Getting up early (65 per cent), having to wear formal clothing (43 per cent) and the cost of commuting (47 per cent) all act as drags on people returning to the office

•

UK workers are, however, well aware of the benefits of working in an office environment. Over half (51 per cent) enjoy the social side of work, collaboration is also seen as critical (47 per cent) and access to technology (33 per cent) and informal conversations (54 per cent) are all reported as important drivers to returning

•

22 per cent of the sample are not very happy to be back at the office at all: a further eight per cent absolutely hate it

The return to the office after the pandemic has highlighted a number of issues for employees and employers alike, which enlightened companies should look to address if they want to encourage more workers back into the office. One of the key findings that came out from the research was the neglected and unloved state that workers found their offices when they returned to them after lockdown. A quarter of the sample said that when they returned, they found dead and dying plants. And if that was a shock, 17 per cent said they came back to unwashed mugs, cobwebs, and un-emptied bins. Well over one in four people (28 per cent) came back to offices with no tea or coffee!

If this research highlights anything it is that UK workers are looking to replicate homeworking in the office. We’re now used to a more informal dress code, a loosening of etiquette, plus the privacy to do our jobs without constant interruption. If British businesses want their employees back in the office five days a week, now is not the time to skimp on investing in new technology and workspaces.

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International Enterprising Impactful Leading Strathclyde The final word in business education

Our Masters programmes are consistently ranked among the best in the UK – and around the world. Our department of Work, Employment and Organisation is Scotland’s leading centre for research, knowledge exchange and professional education in human resource management and employment studies. As HRM experts, we understand the importance of providing high quality education that fits around your career: We offer: • A part time MSc/PGDip Human Resource Management programme which is completed in two years with classes from 1–7pm once a week.

• CIPD* approved postgraduate qualifications leading to Associate Membership.

• Constructive external engagement with policy makers and practitioners.

Make Strathclyde your destination.

www.strath.ac.uk/business

* CIPD is the professional body for HR and people development.

SBS are proud to be offering programmes in conjunction with CIPD (previously IPD and IPM) for almost 70 years.

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F E AT U R E

DISCOVERING YOUR HR GEMS

By Teresa Flannigan

The Nominations process for this years Hr NETWORK National Awards 2022 in partnership with Roffey Park Institute is still very much open, and this is your chance to RECOGNISE, ACKOWLEDGE and REWARD your Scottish HR Superstars in 2022.

Those that do manage to attend as table hosts will see the 2022 winners being announced at the hugely anticipated annual Hr NETWORK Awards Gala Dinner taking place at the hugely impressive Glasgow Hilton on Thursday 10th November 2022.

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

The prospect of coming together at the annual gala dinner in November as a finalist amongst their peers fill’s shortlisted candidates with huge excitement and the prospect of winning the award in the chosen category can even be overwhelming for some.

These categories focus on projects/specific initiatives that have had a measurable impact in the organisation.

With 18 awards categories, which are FREE to enter, this is your chance to RECOGNISE, ACKOWLEDGE and REWARD your HR Superstars with the award categories determining the top performing HR people, teams, projects and organisations within 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 2022.

Following the incredible success of the Awards and Gala Dinner in November 2021, the search is on for those HR and people professionals, who have gone above and beyond in delivering a first class service to the business.

This years’ awards gala dinner is in extremely high demand and organisations wishing to host a table of 10 are strongly advised to secure their table as soon as possible to avoid disappointment.

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Award categories and typical nomination summary: Learning & Development Award of the Year

HR Graduate of the Year

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.

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 2021.

Nominees in this category will be nominated by their lecturers or course tutors rather than their employers.

For further information visit:

For further information visit:

www.hrnetworkjobs.com/learning-and-developmentaward-of-the-year/

www.hrnetworkjobs.com/HR-Graduate-of-the-year/

sponsored by:

sponsored by:

HR Project of the Year

HR Specialist of the Year

sponsored by:

sponsored by:

SOR AVAILABLE TO SPON 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 people focused 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.

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: www.hrnetworkjobs.com/hr-project-of-the-year/

For further information visit: www.hrnetworkjobs.com/HR-Specialist-of-the-year/

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F E AT U R E

HR Assistant/HR Officer of the Year

HR Business Partner of the Year

sponsored by:

sponsored by:

SOR AVAILABLE TO SPON 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:

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: www.hrnetworkjobs.com/hr-assistantofficer-of-theyear/

Attraction and Resourcing Award of the Year

For further information visit: www.hrnetworkjobs.com/HR-business-partner-of-theyear/

sponsored by:

SOR AVAILABLE TO SPON Typical Nominees: Nominations will either be on behalf of the whole organisation or senior managers, in-house 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.

Employee Engagement Award of the Year sponsored by: SOR AVAILABLE TO SPON

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: www.hrnetworkjobs.com/attraction-resourcing-awardof-the-year/

For further information visit: www.hrnetworkjobs.com/employee-engagementaward-of-the-year/

Diversity & Inclusion Award of the Year sponsored by:

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 a key diversity & inclusion strategy. 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: www.hrnetworkjobs.com/diversity-and-inclusion-ofthe-year/

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Organisational Development Award of the Year

Corporate Responsibility Award of the Year

sponsored by:

sponsored by:

SOR AVAILABLE TO SPON 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.

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: www.hrnetworkjobs.com/organisational-developmentaward-of-the-year/

For further information visit:

HR Manager/Advisor of the Year

www.hrnetworkjobs.com/corporate-responsibilityaward-of-the-year/

sponsored by:

SOR AVAILABLE TO SPON 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:

Health & Wellbeing Award of the Year

For further information visit:

For further information visit:

www.hrnetworkjobs.com/hr-manageradvisor-of-theyear/

www.hrnetworkjobs.com/new-health-and-wellbeingof-the-year-award/

sponsored by:

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. The category acknowledge will reward organisations that can demonstrate their commitment to the health and wellbeing of their people through the application of a range of health and wellbeing programmes, which meet the needs of all staff.

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HR Team of the Year

HR Director of the Year

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:

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, People Director, Chief People Officer or similar. Nominees will be nominated by their Chief Executive or Chairman of the Board.

For further information visit:

For further information visit:

www.hrnetworkjobs.com/hr-team-of-the-year/

www.hrnetworkjobs.com/HR-Director-of-the-year/

Best Employer/Workplace of the Year

Outstanding Contribution to Scottish HR or Lifetime Achievement Award of the Year

sponsored by:

sponsored by:

sponsored by:

The Outstanding Contribution to Scottish HR or The Lifetime Achievement Award is Scottish HR’s most prestigious award specifically given by the Judges to an individual who has an established history of distinguished service to the HR profession either as a practitioner, academic or 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.

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: www.hrnetworkjobs.com/best-workplace-of-the-year/

Chief Executive of the Year

Please note that nominations for this award are not requested, as the recipient of this award, will be chosen by the Judging Panel.

sponsored by:

SOR AVAILABLE TO SPON 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.

Nominations To see the full criteria and to make your nomination, please log on to: www.hrnetworkjobs.com/events/awards - 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 10th November 2022, please contact: Tel: 0131 625 3267 or email: awards@hrnetworkscotland.co.uk

For further information visit: www.hrnetworkjobs.com/chief-executive-of-the-year/

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BOOKSHOP

BETWEEN the LINES I Have Something To Tell You

By Susan Lewis

innocent, and she’s defending a man accused of killing his wife. An ending you won’t see coming.

As her two worlds collide, Jessica no longer knows who to trust.

When Jessica’s husband comes home one night and says he has something to tell her, her world is turned upside down. A case of too close to home.

With secrets unravelling at home, Jessica has to carry on. As a lawyer, she must protect the

Hope: My Inspirational Journey

By Tom Parker

Tom Parker had it all. A beautiful wife, a charttopping pop career, a baby on the way... And then one November morning, he passed out, and woke up in hospital. A diagnosis for stage IV brain cancer followed. A diagnosis which did not give him long to live. He defied medical expectations, bravely raising awareness for his disease and sharing his

story as he underwent many rounds of treatment.

Hope is his story, told his way. From his working class beginnings in Bolton and his rise to charttopping fame with The Wanted to his diagnosis and everything that came afterwards, this inspirational memoir shows how far having faith in hope and daring to dream can carry you.

Marcelo Bielsa: The Foundation of Success at Leeds United

By Salim Lamrani

As Marcelo Bielsa’s interpreter, Salim Lamrani was his right-hand man throughout his first season in charge of Leeds United. As a privileged witness to that remarkable 2018/19 campaign, Lamrani tells the inside story of how the club came within a hair’s breadth of returning to the Premier League before winning promotion in the very next season to end a 16-year exile. Lamrani lays bare the secrets behind Bielsa’s methods, starting with the

demands he makes in an intense pre-season, through to the Argentinian tactician’s unwavering loyalty to a highly effective style of play - a style based on possession, collective coverage, rapid transitions, changes of tempo and constant attack. For him, beauty is non-negotiable. Thanks to Bielsa, the players of Leeds United were the actors in an unforgettable epic, which made an indelible mark on millions of supporters.

Everything Is Beautiful

By Eleanor Ray

Just a few keepsakes of happier times: some honeysuckle to remind herself of the boy she loved, a chipped china bird, an old terracotta pot . . . Things that others might throw away, but to Amy, represent a life that could have been. Now her house is overflowing with the objects she loves - soon there’ll

be no room for Amy at all. But when a family move in next door, a chance discovery unearths a mystery, and Amy’s carefully curated life begins to unravel.

If she can find the courage to face her past, might the future she thought she’d lost still be hers for the taking?

Perfectly Imperfect Puppy

By Graeme Hall

Graeme Hall has been training puppies for years and he’s yet to come across one who behaved perfectly at all times. With this book he really wanted to be realistic about the expectations people should have when training a puppy and demystify the process with clear, simple advice, based on science and

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experience. He loves working with puppies because there is so much potential to make a lasting difference to a dog’s life and to their owner’s. If you can get it right (or right-ish), you are paving the way for a lifetime of reliably good behaviour.

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F E AT U R E

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Hr NETWORK CONFERENCE & EXHIBITION 2022

“Our New World of Work” THURSDAY 12TH MAY 2022

The Hr NETWORK ‘Our New World of Work’ Conference & Exhibition 2022 will take place IN-PERSON at the magnificent BT Murrayfield Stadium on Thursday 12th May 2022.

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Our New World of Work Priyanka Rai Jaiswal, Three UK & Three Ireland

The ‘Our New World of Work’ theme will consider the impact of COVID on the workplace, what employers have learned and how we move forward on a wide range of key people development areas such as talent attraction and recruiting the best talent, area’s of productivity, attrition and other risk factor’s and create a safe environment, where people can thrive in a brand new hybrid working world.

Encouraging and Celebrating Diversity, Inclusion and Belonging at Three: Three is committed to creating an engaging and inclusive culture.

Their Diversity, Inclusion and Belonging (DIB) Steering Committee – made up of volunteers from across their business – is making some great progress, aligning with the Race at Work Charter and the Talent Tech Charter, celebrating diverse calendar of events and ensuring their policies and processes support their people. Three believe that being diverse and inclusive, with a strong sense of belonging is not only the right thing to do but it will make them a stronger and better business.

And they’re committed to making it part of their very DNA.

Speakers from a range of award-winning organisations who have successfully navigated the perils of the pandemic and have created and implemented a sustainable plan, which has not only allowed them to thrive in tough market conditions, but has also ensured that they are able to mitigate the threats, a future pandemic may cause.

Keynote Speakers & Session Topics Steve Williams OBE, Olympian, Mountaineer and Performance Coach High Performance Principles: Achieving Peak Performance in the New World of Work:

In her keynote session, Director of People Propositions for Three UK & Three Ireland Priyanka Rai Jaiswal will discuss the journey Three has been on to ensure that the business is committed to their DIB agenda now and in the future.

Steve Williams OBE is a performance coach specialising in leadership and team development. Steve has achieved an unusual and unmatched double. Having won two Olympic Gold medals in rowing he moved on to a very different challenge in a completely new world of high performance and summited Mount Everest. Steve will share his insights and learning’s about the common high performance principles that get the best out of individuals and teams in these very different worlds, which can help us as we explore and seek to achieve our own peak performance in the new world of work.

Kash Haroon, Roffey Park Institute The Future of Work is Here: Are You Ahead of the Curve or Behind It?: The COVID crisis has accelerated workplace transformation and innovation in a way that nothing else could. Employers are finding themselves in a precarious position, fighting an ever-tougher battle for talent, whilst trying to stay relevant as organisations.

Jacques Quinio, Right Management

People are able to work from anywhere, they do what they want, when they want and organisations have to consider carefully, the way that they now construct themselves around employee needs and they will certainly face problems ahead.

Our New World of Work: The Leadership Struggle and Opportunity: The boundaries between what is happening in our world and our personal lives are shifting.

The pandemic of course has been a critical time, but climate change, Brexit, high inflation, the conflict in Ukraine to name a few other major events, as well as business trends (talent shortage, pressure on compensation, paradoxical expectations form a wide variety of stakeholders) are putting pressure on leadership.

The challenge remains, how do we create great organisations where people want to work? How can we enable our people to be their authentic selves, have open and courageous conversations and thrive in the workplace together.

This is where organisational development (OD) can be instrumental. We’re not talking about the OD that is often seen as esoteric and self-obsessed, but a strategic function of the business that is now central to an organisation’s selfawareness to face the challenges and enable conversations about what comes next, how work should be designed, how we include people and help them feel they belong, about their well being, resilience, collaboration, safety, listening experimentation and many other things. Do you want to build a legacy for the future?

“What are you going to do about it?” is a question many leaders are asked by their workforce. Leaders say they are confused in terms of what their priorities should be, and too many buzzwords are polluting the leadership arena in our world of work today. Making it simpler for leaders without being too simplistic is a critical challenge for organisations today.

In his keynote session, Kash will discuss how organisational development can be a catalyst for your organisation’s ambitions and help you ensure it is built by design and not by default.

Jacques Quinio, Leadership Solutions Director for Right Management in the UK will provide food for thought on the leadership ingredients essential for success in 2022.

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Delegate package includes:

Julia Stevenson & Katrina Wright, Scottish Water

•

6 Keynote Speakers

•

Networking & Exhibitor Area

•

Lunch & Refreshments

•

Delegate Bag & Goodies

•

Official Conference Programme & Delegate List

Delegate Cost: Scottish Water: Working Together to Find a New Flow:

•

£165+VAT per delegate

Almost overnight, the Covid-19 pandemic accelerated health and wellbeing to the top of the corporate and societal agenda. Water is essential to life, and the additional importance of hand-washing and extra hygiene protocols brought about by the pandemic, put sharply into focus the requirement for Scottish Water’s people to go the extra mile to keep Scotland’s water flowing. Scottish Water’s 4,000+ employees all had a part to play, regardless of whether they were working in field or site operational roles, in their science laboratories or remotely from home.

•

Group bookings discount available (6+ Delegates)

•

Payments can be made using Credit/Debit Card or BAC’s Transfer

Full terms & conditions for booking are available on request and the booking form is available at the link: www.hrnetworkjobs.com/events/conference/

Sponsors

Julia Stevenson, Head of Employee Experience at Scottish Water and Katrina Wright, Senior Consultant, Health and Wellbeing will describe the steps that were taken to ensure safety, health and wellbeing during this challenging time and how employees were encouraged to have a voice in decisions that affected them. Learnings from the pandemic will be shared, along with how these have been used to develop new ways of working together, including the development of an employee value proposition which places employee experience at the heart of Scottish Water’s ambitious plans for organisational transformation.

Exhibitors

Erick Rainiey, RainWorks Turning Trauma Into Triumph: Companies invest huge amounts to implement new projects through systemic change. But too often the people responsible for managing that change are taken for granted.

Everyone suffers from trauma at some point in their lives, either at work, home or both. Human instinct is to supress the associated feelings and keep quiet about it. This inevitably leads to stress/burnout/mental illness.

Erick will illustrate the warning signs of PTSD and how to effectively deal with them. It’s a serious subject but don’t worry Erick will make it informative yet light-hearted with plenty of “Ah Ha” moments and golden nuggets of wisdom to take away and implement when you get back to work.

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: subscriptions@hrnetworkscotland.co.uk www.hrnetworkjobs.com

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The Wor

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Future of rk is Here:

ARE YOU AHEAD OF THE CURVE OR BEHIND IT?

By Kash Haroon

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F E AT U R E

So here we are... it’s May 2022. Things are starting to feel normal again and the attraction of going into the office to be with our colleagues is contradicted by our newly established behaviour of working at home.

It’s been a joy not having to deal with traffic, paying for things like parking, lunch, turning up to an office where the work we do is near enough what we can now do at home and even walking the dog has become a part of the new working day for many too.

I

t’s also been a challenge not being around the people we work with, for those ‘informal’ moments of connection, weekend plans, participating in the office tea club and going for after-work drinks. The informal parts of our organisational life, the bit we didn’t know we took for granted, is largely missing.

This ‘new world of work’ isn’t actually something happening in the future, but it’s here. For many of us, it arrived as long ago as March 2020. Lynda Gratton called it out in her conversation with Bruce Daisley and later in her book on the subject.

In describing this ‘great evaluation’ taking place in organisations all across the world.

We have all had to re-evaluate the life we want to live and the work we can or want to do.

work design and, by definition: organisations. We found ourselves having conversations about the very things that make work, work.

We were forced to live our full lives with those in close proximity to us, face regular battles through home schooling, reinventing our organisations to remain current and in many cases, watching them slowly collapse. It was interesting for me to reflect on just how fragile a foundation some of this was based on.

The COVID crisis was particularly interesting for leaders and managers. Those who were naturally able to empathise, cross boundaries, coach, connect and motivate their staff found the switch to digital gave them more time and deeper access to their people.

For many of us, in the new world, just earning more and more money is no longer acceptable or fulfilling.

Neither is having status. We also have choices in whether we still want to be part of an assumed hierarchy. For many, this is no longer viable or necessary. All of our people are having this conversation with themselves, their loved ones and their networks. If you’re a boss – are they having this conversation with you?

For leaders who relied on more traditional methods, it became an existential crisis in that they could no longer control their people, manage processes and work in a predicable, certain way. We saw the resurgence of outcomes-based leadership, coaching, and the simple act of having a good quality conversation. Conversations became key in helping people not only navigate their work lives, but remain connected and navigate their overall mental health.

Another set of industry commentators referred to COVID as the ‘closing ceremony’ to the industrial revolution. It also acted as an accelerator of innovation especially in working practices,

As things started return to normal, established organisations and several public service employers asked what the best idea was to get staff back into the workplace. One council decided to mandate all staff

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came back to the office at least 3 days a week. This was done under the guise of - they wanted to see the place and town full of people.

No discussions were had with the workforce. Guess how that went?

Significantly this period of time has challenged the paradigms upon which our current organisations are built. This ‘Victorian’ paradigm has stood the test of time in organising ‘people as resources’ and remained the mainstay of thinking for our oldest institutions.

Our HR departments are charged as being custodians of the rules that govern people at work. Often, we are asked to work within this way of thinking and find ourselves created ever more intricate rules to meet the ever-changing needs of our diverse people. We are so afraid of ‘setting precedents’ in policies, we often miss opportunities and follow common sense.

When a leadership team is trying to make collective sense of what is happening in the environment, they may typically use a business analysis tool such as SWOT or PESTEL and arrange several meetings to work through the different questions.

This can create a number of issues.

Firstly the main issue is about who is having this conversation. This scenario assumes that leaders do all the thinking when clearly there is a diverse world of lived experience and wisdom in the people that they lead. How do they tap into that?

F E AT U R E

Secondly as soon as the pen is put down, things will change. How does a team stay on top of, or better still, ahead of the curve?

(who now own Burton, Debenhams. com, Dorothy Perkins, Warehouse, Oasis, Karen Millen Coast and Wallis).

Missing crucial environment signals can lead to catastrophic failure. We have already had one or two high profile examples.

Being aware of the external environment is one thing, finding new ways of solving problems is another. We need to be able to make timely and informed decisions about strategy and tactics.

Let’s consider the once well-known video rental chain Blockbuster Video. Blockbuster famously rejected the purchase of Netflix and tried, in vain, to remain relevant in a market that was increasingly moving to online streaming.

Blockbuster had time to adapt and change, but they resolutely stood by their model and refused to acknowledge Netflix.

Where are Blockbuster now? Where are Netflix?

In the high street retail sector, a similar pattern has seen several “big names” wiped off the high street thanks to the advent of online clothing retailers such as boohoo

We are facing equally complex challenges today, yet we are still using linear (Victorian) paradigms to come up with solutions.

We need a different approach. How do we do the right thing Vs get better at processes? We need a mindset that puts people and the dynamics between people at the heart of the conversation. I would argue that this is a key moment for HR to reinvent its purpose as the function of the organisation that not only cares for people, but works with its people to optimise and improve organisational performance.

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What is very clear is that we are the practitioners. We now need to be the change. There are no rules for right now, well actually, there are some rules that could apply here.

Here are a few suggestions: •

be courageous and brave

•

be credible and challenging

•

balance the unconventional with conventional

•

be connected to like-minded people,

•

tap into the ‘wisdom of the crowd’

We need to find ways of having these trickier conversations. It is down to us to support people to trust each and work through their differences. This is the challenge if we are to move ahead of the curve.

Are you ready for the challenge?

F E AT U R E

NAVIGA

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F E AT U R E

ATING PERFECT THE

STORM At this point, we have a perfect storm of major stressors impacting employees in all workplaces. Leaders, parents, teachers and even government are looking for ideas, solutions and opportunities to turn the wellbeing situation around. People need an antidote; companies need affordable initiatives that really work. Coming out of this pandemic we need to rise to the challenges of a new world and way of working; employers want to know where they can find wellbeing solutions that provide results.

By Teresa Flannigan

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F E AT U R E

T

he journey to where we are today started a number of years ago.

A global financial crisis created a strain on home finances and depressed wages with both businesses and individuals having limited options in a recession climate.

We then had Brexit, division in opinion, and time needed to navigate a new way of working.

Into the mix came a frightening global pandemic, that changed how we worked, and how our kids were educated. It made us fearful for our family’s health, it created further financial stress, gave us upsetting experiences and restricted the things we do to ease stress (such as gyms, swimming and holidays).

Although restrictions have lifted, Covid still circulates widely in our communities, so life is still not yet back to normal!

There are many negative factors at play now, which are impacting on prosperity, happiness and the ability to thrive at work. 6.17 million people have died of Covid worldwide, with 170k deaths in the UK. The ONS (Office for National Statistics) estimate that 1.3 million people are suffering from Long Covid. Many families are coping with bereavement and sadly the fact is that with long waiting lists (for all types of treatment) and Covid still circulating and infecting in the community, there will be further losses.

National Insurance contributions have gone up this month, inflation has increased the price of weekly food bills and fuel, utilities, such as gas and electric have taken a massive hike recently too.

14.5 million people (that is one in 5) are already estimated to be living in poverty in the UK. Shockingly on top of everything, peace in Europe has been shattered with Russia’s invasion of Ukraine, which has created a great deal of fear and uncertainty for the world.

The Mental Health Foundation’s survey states that 1 in 6 adults experiences a common mental health problem, such as anxiety or depression, and 1 in 5 adults has considered taking their own life at some point. It is well documented that we have a mental health crisis, which has been amplified by services that have been underfunded for years. Coupled with the current huge backlogs in every hospital and social service, some people will not get access to the help they need for some considerable time.

At a time when life needs to be about turnaround, fighting back, picking up the pieces and thriving again, there are budget restraints and a lack of clarity on the options available. It truly is a perfect storm.

The challenge that employers have is to retain knowledge, expertise, technical know-how, product and customer experience. They need to compete in different markets beyond the EU, and they need alternative distribution routes. There are many complexities to deal with.

Underpinning it all is the need for strong work ethic, attitude, a passion for a job and a company, at a time when people are restless and uncertain. The pandemic has swept away the old ways, many are reassessing, and rethinking how they want to work, and how they want to live; the workplace is not immune from this restlessness.

Many are calling this time the great ‘Life Rethink’.

LinkedIn describes ‘the grand reshuffle as a moment in the history of work where all of us are rethinking not just how we work but why we work’. They show a 25% increase in people changing jobs post pandemic. According to L&G, 1.3 million in the UK plan to retire early, another 1.45 million are delaying retirement for more than three years. One in five over 50’s (2.6 million) expects to keep working indefinitely because

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of Covid. There are many indicators that evidence rethinking and restlessness.

So where can leaders go to improve wellbeing at work to help people take steps forward with anxiety and uncertainty, and return to a state of positivity, flow and a productive happy life?

Elliott Smith, managing director of Love Your Employees says: ‘’Employers have told us they wanted to offer new and innovative benefits and help with wellbeing in the workplace, but they didn’t know where to access new ideas, or perhaps they were tied to a benefits provider that didn’t offer the kinds of things they now needed.

F E AT U R E

That’s why we developed Love Your Employees.”

Employers can find information, tools, content and providers who are market leaders in wellbeing (financial, mental, physical, career and community wellbeing). They can also access financial education providers and solutions for top of the mind issues in the workplace.

There is no hard sell, employers can browse and decide what would help in their workplace. Instead of researching and approaching companies individually, it saves time as they can compare lots of providers and lots of wellbeing options…in one place. Love your employees has become the place to go for wellbeing.

In answer to the problems of underfunding medical and mental health provision, and escalating waiting lists, the employee wellbeing market has really taken off. There are lots of providers filling the gap, to help people function, to reduce absence, to be more productive and ultimately, to be happier. Society needs people that can function, who can look after their families, who can earn and pay household bills and who can perform at work and achieve their ambitions. There is a breadth of things that could bring that. For example, quick access to medical experts, quick diagnosis, discounted gym, bikes or equipment or education in a form that employees want – by video or on

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their mobile phone, in a way that is easy to understand.

Employers have always worked hard to ensure workers are safe at work, that benefits and pay are competitive, and that they meet legislative requirements.

The aforementioned disruptions mean that employers must work even harder in the current climate to find ways to overcome additional wellbeing challenges.

There are some outstanding innovations available now and matching them with employers in need shouldn’t be difficult or time consuming and will help reaching the calm after the storm.

I N S I G H T : AV O I D I N G B U R N O U T

Three areas employers can address to prevent employee burnout Over the last two years, many employees feel like they have been working non-stop as the Covid-19 pandemic forced workplaces to adopt a workfrom-home structure. With this shift from set office hours to online working, some employees believe that the lines between work life and home life have blurred, leading them to think that they are unable to log off once their day has ended. Here, Dr. Ryne Sherman, Chief Science Officer at Hogan Assessments, discusses recent research conducted by Hogan, which suggests that the pandemic hasn’t changed people’s personalities, but instead has only heightened certain traits that already existed

regular messaging to remind them that their regular workload is more than enough. Putting in place a system that allows for and encourages open and honest discussions between employees and managers will help employees feel seen and heard and that their needs are being addressed.

The pandemic and the measures taken to contain it have taken their toll on workers with 70% of employees reporting experiencing burnout. With a lack of time off and heavy workloads being the top contributing factors to those feeling the effects of burnout. This is a cause for major concern for managers and workplaces as employee engagement has a direct tie to business results.

Stress management is vital to easing the impact of burnout Burnout can often be caused by an excess of stress.

Covid-19 has led to employees feeling an increased pressure to disguise any difficulties they experience when coping with both the stresses of their job and the stresses of the pandemic. With only one in six workers feeling like their mental health needs are being sufficiently taken care of by their employers and workplace. An individual’s experience with burnout can often be traced back to how well they manage stress.

Personality is key when it comes to work and burnout If someone is extraverted and enjoyed the more social aspects of an office setting then their priorities haven’t changed. The isolation that comes with working from home could be having a detrimental effect on their work. Whereas someone more introverted might thrive in a work-from-home atmosphere and find that they get more of their tasks completed when they don’t have the added distractions that come with working in a shared space.

Organisational values link directly to employee engagement Burnout is less likely to occur when people whose personal values line up the most closely with those of the company are hired. However, a company must also lead by example. Unless management demonstrates the values they want to see from their employees, they are at risk of being the driving factor behind unhealthy work practices. Making work-life balance a priority within a company is key to addressing burnout. Permitting employees to log off once their workday is over might not seem like a revolutionary concept, but it is important as that fact has been forgotten or pushed aside by many workers throughout the pandemic.

To avoid burnout and not place unnecessary stresses on employees during the return to the workplace, employers must work with team managers. Encouraging open dialogue between managers and team members will help to build a more flexible hybrid scheme that will generate maximum productivity from the people that they employ. Employees who choose to continue to work from home may feel the need to put in extra effort or hours as they are not as closely monitored, it is therefore important to keep a particular eye on this with

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I N S I G H T : W O R K P L A C E C U LT U R E

People and purpose to drive workplace culture in 2022 How and where work gets done has been permanently redefined since COVID-19 hit, and it is now up to businesses to adapt to emerging talent demands to remain competitive moving forward, new research has found.

Here, Melanie Robinson, Senior HR Director UK, Ireland & Nordics for ADP, discovers that businesses that empower their employees to work in a way that suits them will see higher levels of engagement and productivity in the long run.

•

ADP Research Institute (ADPRI) found that 64 per cent of the global workforce was negatively impacted by coronavirus. However, 66% of UK workers feel optimistic about the next five years at work, and a third think COVID-19 will have a positive effect on flexibility (34%) and work-life balance (28%).

To overcome these challenges and rebuild worker confidence in 2022, ADP’s research and deep insight into HR trends points to the need for businesses to prioritise their employee’s wellbeing and provide an inclusive environment that values diverse perspectives.

Around the world, and as shown through the establishment of the Great Resignation, employees are striving to find happiness more than ever before.

People are now becoming a lot less tolerant of workplace stresses and are increasingly want their place of work to reflect their own preferences and priorities.

They’re now putting more weight on the business to meet their needs compared to pre-pandemic, where employees would make every effort to reach their employer’s requirements.

•

Research from ADP shows that in the UK, just over 50% of both essential and non-essential workers (54% versus 52% respectively) feel that they are paid fairly for their roles and responsibilities.

Additionally, 53% of non-essential workers believe that they are paid fairly for the skill set that they possess, which only marginally differs from 52% of essential workers. This alludes to the notion that job sector and salary based on workers roles and capabilities may not be a prevailing factor in employee satisfaction.

•

Additionally, ADPRI has found that globally, more than half of working mothers (53%), and 46% of working fathers say that having children is holding them back from progressing in their careers.

When compared with UK specific data, ADPRI discovered that only 40% of mothers that are employed in Britain believe that their children are holding back their ability to progress in the workplace, in contrast to 54% of working UK fathers.

This suggests that British working mothers have a more pragmatic approach to their work-life balance, which could be a result of the new ways of working, including working from home and more flexibility in their working hours. In order get the best out of their staff, companies will need to take all reasonable proactive steps to recognise the issue and find solutions, without penalising their workers for working remotely or with more flexible hours around their childcare.

As employers look for ways to drive inclusion amidst new work models, the connection will become a measurement of workforce culture. Employers will need to heighten their focus on their people and reflect on the larger purpose that unites their workforce. HR teams already hold some of the most valuable business data, and as the world of work becomes more people and culture centred than ever before, this data will only become more instrumental in driving strategy and change.

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I N S I G H T : D I V E R S I T Y & I N C L U S I O N I N E M P L OY E E B E N E F I T S

Insufficient support for the LGBTQ+ community in employee benefits A third (33%) of employers think there is insufficient support in employee benefits for the LGBTQ+ community, according to new research from Peppy, the digital health platform. Here, Dr Mridula Pore, CEO of Peppy offers some suggestions for employers for improving the diversity and inclusion for employee benefits for all employees.

Sixty-three per cent of employers think that it can be hard to get senior management to buy in to benefits that do not support the majority of employees, but 34% strongly agree that employee benefits play a key role in fostering diversity and inclusion within the workplace.

In fact, two thirds (65%) believe that besides the moral and societal imperative, there is a strong business case to provide employee benefits that demonstrate diversity and inclusion.

Three out of five (60%) employers say their organisation’s diversity and inclusion policy makes reference to the specific employee benefits that it offers for minority groups, which shows that many employers are thinking about ways to integrate and embed support into day-to-day operations.

Sixty-four per cent of employers say they regularly engage with their employees about which employee benefits might be beneficial to specific employee groups or demographics, and 62% of employers believe they must actively seek employee benefits for minority groups within the workplace to demonstrate their diversity and inclusion. However, 65% say their organisation does not have employee benefits for specific minority groups, as they believe their benefits are broad enough to support all their employees.

It’s great to see that organisations are joining the dots between their policies for minority groups and the benefits that they offer – this is really switched-on thinking and shows that an increasing number of employers are embedding D&I in to the fabric of their organisations.

One of the areas in which the LGBTQ+ community can feel very isolated is that of fertility. Deciding to start a family can involve complex fertility treatments including donor sperm, donor eggs, surrogacy or adoption and is often a tremendous strain financially, legally and emotionally. While these areas can also be an issue for heterosexual couples, there are additional complications for LGBTQ+ people so it’s really important for employers to be aware of the challenges this group faces and ensure that they offer relevant support. Bespoke support from specialist clinical experts is a great benefit and confidentiality is a must.

It’s important to bear in mind that not everyone in minority groups or the LGBTQ+ community wants their private life to be known within the workplace, and some employees will be on a journey to determine their own identity. With this in mind, it’s important not to label certain benefits as only being appropriate for certain employees as this could prevent people from accessing help when they most need it.

Not all employee benefits may meet the needs of the LGBTQ+ community but many will, whilst also offering comprehensive support to the wider employee community too. Employers need to be selective about which employee benefits providers they choose to partner with and should raise the issue of support for different minority communities when looking at who to work with.

It’s vitally important that employers select benefits that are appropriate for everyone but with sufficient breadth and depth to meet the needs of every individual.

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I N S I G H T : S L E E P D E P R I VAT I O N AT W O R K

Time to send employees to sleep?

The link between sleep, job performance and safety Experts suggest we should get between seven to nine hours of sleep a night, however, the average UK employee only achieves around six hours. So, what can businesses and brands do to support and improve workforce wellbeing? Here, Matthew Elson, CEO at Evotix offers advice to businesses on how to recognise sleep deprivation in employees, and then what businesses can do to safeguard staff and improve wellbeing.

Everyone at work should be able to identify the signs of fatigue and know what to do about it. Many job-specific risks are covered during employee inductions and training, however, few organisations include fatigue.

Understanding the possible health issues that arise from poor sleep helps with identification, but also prevention.

There is strong evidence to indicate that chronic sleep loss may lead to serious health consequences, such as an increased likelihood of cardiovascular diseases, impaired immune function and early onset of Type II diabetes.

These health issues are preventable, and employees at all levels should understand the impact of poor sleep, and ensure they understand the relationship between sleep and how it affects their bodies.

Lack of sleep can also have a profound impact at work, as feeling tired and trying to stay awake takes a lot of mental energy, making it more difficult to keep concentration and stay focused on tasks.

Business leaders should be looking at who is at risk, then whether their work is physically or mentally demanding, and how lack of sleep can impact the business, but also the employee’s engagement, happiness and performance at work.

Sleep-deprived employees are also more likely to make errors, either through a lack of attention to detail or a mistake due to slower reaction times. Alertness, vigilance and concentration are negatively affected by long-term poor sleep, as are problem-solving, creativity and decision-making abilities. In some professions, increased reaction times may mean missing an important task, but in other professions - such as doctors, first responders, and truck drivers - slow reaction times can be the difference between life and death.

Businesses need to monitor and track performance and there is a wealth of information available to employers as a way to identify potential fatigue issues. Leaders need processes or solutions, such as online specialist platforms to track and monitor such risks.

Being alert to your staff’s behaviour patterns will help you identify if any of your team are having issues with sleep. It’s vital to be aware of any changes in behaviour or listening out for workers who are always complaining about being tired. For high hazard roles, it is recommended to conduct regular cognitive testing.

Don’t just brush it under the carpet, they might be reaching out and will benefit from your support.

What does your business do to manage the risks associated with employee fatigue? Those working in certain industries, such as logistics, will be familiar with the strict rules surrounding drivers’ hours and the implications of getting it wrong.

As with any workplace risk, businesses must actively consider what might happen and not just wait for issues to reveal themselves. In regards to fatigue, it’s possible that some employees might feel reluctant to raise any concerns and others may not be able to recognise the signs of fatigue themselves.

As you’d expect, organisations are becoming increasingly aware of the impact of sleep deprivation on their financial performance, and more importantly their employees’ health and wellbeing. Many businesses have already taken practical steps to support sleep and recovery in their workplace.

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Welcome to our Events Planner Page. We are delighted to announce new dates for events taking place from May 2022 and we are looking forward to welcoming everyone! Here are some of the forthcoming events being held in 2022 by Hr NETWORK in partnership with a wide range of partners and supporters.

Forthcoming events: Hr NETWORK Leaders Dinner 2022 Hr NETWORK will host the annual Leaders Dinner in Edinburgh at the Grosvenor Hotel on Wednesday 11th May 2022. Details regarding the after dinner speaker will be announced in due course however if you would like to attend the Leaders Dinner, please contact the Conference Planning Team – details below.

If you would like details about sponsoring the Leaders Dinner or hosting a Table of 10, please contact the contact the Conference Planning Team on Tel: 0131 625 3267 or email: subscriptions@hrnetworkscotland.co.uk

Hr NETWORK Conference & Exhibition 2022 The Hr NETWORK ‘Our New World of Work’ Conference & Exhibition 2022 will take place at the Grosvenor Hotel in Edinburgh’s West End on Thursday 12th May 2022.

Details relating to the speaker programme, including the keynote presentations will be announced in due course.

If you would like further information on exhibiting or sponsoring at the Conference, please contact the Conference Planning Team on Tel: 0131 625 3267 or Email: subscriptions@hrnetworkscotland.co.uk

Hr NETWORK Awards Gala Dinner 2022 The Hr NETWORK National Awards & Gala Dinner 2022 in partnership with Roffey Park Institute will take place at the hugely impressive Hilton Glasgow on Thursday 10th November 2022.

If you would like further information on sponsorship or hosting a table of 10 at the Gala Dinner, please contact the Awards Planning Team on Tel: 0131 625 3267 or email: awards@hrnetworrkscotland.co.uk If you have an event you would like us to promote or review, please contact the events planning team – email: editor@hrnetworkscotland.co.uk

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FEATURE 3

RECOGNISE

ACKNOWLEDGE

REWARD

SAVE THE DATE! NATIONAL AWARDS 2022 in partnership with

Gala Dinner, Glasgow Hilton, Thursday 10th November 2022 For further details contact the Awards Planning Team on Tel: 0131 625 3267 or email: awards@hrnetworkscotland.co.uk www.hrnetworkjobs.com 35 47

Look no further.

Connect with us.

Transform your future.

Big change offers great opportunity. As you step forward into 2022, the need for new leadership and management skill sets and an even stronger coaching and collaborative mindset is already upon you. At Roffey Park Institute we hear your call. The change and transformation agenda. The need for managers to connect and empower teams to perform. For colleagues to become stronger business partners and internal consultants. Critical thinking and decision making at speed will be crucial to the organisational task ahead. Relearning working and reworking learning will be imperative.

At Roffey Park Institute we can help unlock your and your organisation’s potential. With our partnership approach we can deliver tailored solutions to realise organisation goals.

Together we can make a difference.

Let’s talk.

www.roffeypark.ac.uk +44 (0)1293 854042 enquiries@roffeypark.ac.uk

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