Issuu

Inspiring People Development

JULY 2021 | VOLUME 16 ISSUE 6 A MEDIA AVENUE PUBLICATION | www.hrnetworkjobs.com

+ CONFERENCE & EXHIBITION

2021

Britain’s

ARMY’S GOT talent EXTRA: Diversity & Inclusion in Sport

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an experience, like no other Our newly renovated showroom is open and ready to be rediscovered. We recently embarked on an incredible transformation to create a space that celebrates heritage whilst innovating with contemporary design.

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CONTENTS

COVER STORY Britain’s Army’s Got Talent. Career advancement in the Army is like no civvie street operation, and with some 243 different trades to juggle recruits and talent for, the current focus on overhauling how talent is retained and developed across the Army presents an interesting challenge. Neil Archibald has visited the officers’ mess to find out more.

CONTENTS

8 News 14 Legal Bites

Catching up on recent employment law

22 Stats

Only 4% of employees feel fully confident at work

24 Feature Two

Preview of Hr NETWORK National Awards 2021

28 The Bookshop

Latest bestsellers to be published

30 Feature Three

Review of the Hr NETWORK Conference & Exhibition 2021

34 My LinkedIn

40 30

36 EXTRA

Diversity & Inclusion: What business leaders can learn from rugby

40 Insights

Hybrid Working; Ethical Leadership; People Data; Redundancy; Ignored Colleagues; Talent Technology

46 Event Planner

Event Updates for 2021

CONTRIBUTORS

Founder and Publisher:

ALEX ARUNDALE

Chief People Officer, Advanced

Lee Turner lee@hrnetworkscotland.co.uk

Insight: Sustainable Remote Working p. 40

Senior Associate Editor: Andy Moore editor@hrnetworkscotland.co.uk

OLGA EPITROPAKI

Professor of Management, Durham University Business School

Insight: Ethical Leadership p. 41

Deputy-Editor: Teresa Flannigan editor@hrnetworkscotland.co.uk

DARSHAN BASKARAN

Editor-At-large:

Analytics Lead, TrueCue

Neil Archibald editor@hrnetworkscotland.co.uk

Insight: People Analytics p. 42

Editor’s Assistant/Admin: Marion Robertson editor@hrnetworkscotland.co.uk

JIM HOGSFLESH

Scotland Consultant, Right Management

Insight: Managing Redundancy p. 43

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

Design:

PROFESSOR MAYOWA BABALOA

Media Avenue Ltd

Nazarbyev University

Insight: Family Conflict Impact p. 44

Hr NETWORK now available on: LinkedIn: http://uk.linkedin.com/in/hrnetwork1

ALICA MELVIN

Client Engagement Manager, Jobtrain

Twitter: www.twitter.com/HrNETWORKNews

Insight: Talent Acquisition Technology p. 45

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

YouTube: www.youtube.com/user/hrnetworkscotland

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. 2020

WELCOME

July 2021 there is however a renewed sense of optimism that things are finally getting back to normal and we’re very excited to be planning the Hr NETWORK Awards Gala Dinner for the 25th November in Glasgow We’ve got a busy few months ahead of us with the Judging process for this years’ Awards, which will include the initial scoring stage over the months of July and August and from there, the Judges will be able to announce their shortlisted finalists.

elcome to our July 2021 issue of Hr NETWORK magazine, our 8th online only edition of the magazine, published during the period of lockdown. Someone said to me recently, “If we’d known the length of time that COVID restrictions would be in place for, things would have been so much worse,” and yet, here we are, still working through it and coping as best we can. Despite the recent announcement of restrictions being extended by the Scottish Government in to late July, possibly even August,

The interviews for finalists will take place in September and the winners will be announced at the Gala Dinner in Glasgow in November. Hr NETWORK ‘ONLINE’ Conference & Exhibition 2021 The Hr NETWORK Conference & Exhibition 2021 was a huge success following some incredible feedback from delegates, sponsors and exhibitors. Although the event was hosted online only, people were clearly excited and relieved to reconnect once again, with delegates being unable to engage with people out with their organisation for over 12 months. The speakers on the day and those that took part in the pre-recorded sessions were wonderful, judging from the feedback we received and despite the challenges of this being our first ‘online only’ event, with the inevitable teething problems that come with such an event, we learned loads from this experience, which we will use to refine and develop our future online only and hybrid events. We are very grateful to all our sponsors, exhibitors and delegates

at this year’s Conference & Exhibition, which would not have been possible without their incredible support. This Issue In this online edition of the magazine, Neil Archibald discovers that the British Army really does have talent and he visited the Officers Mess to find out more. 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 events this year – whether they are online or in-person!

Lee Turner Publisher Contributors: Alex Arundale, Olga Epitropaki, Les Graham, Darshan Baskaran, Jim Hogsflesh, Mayowa Babalola and Alica Melvin. Hr NETWORK also available on: LinkedIn: http://uk.linkedin.com/in/hrnetwork1 Twitter: www.twitter.com/HrNETWORKNews YouTube: http://www.youtube.com/user/ hrnetworkscotland

NEWS

Scottish protection of shopworkers law to come into force on 24 August Retail trade union Usdaw has welcomed the recent announcement by the Scottish Government, confirming that a new law to protect shopworkers from violence, threats and abuse will come into force on 24 August 2021.

“We are now looking to work with the Scottish Government, police and retailers to promote the new law. We want criminals to understand that assaulting and abusing shopworkers is unacceptable and will land them with a stiffer sentence. Our hope is that this new legislation will result in retail staff getting the respect they deserve.”

The ground-breaking legislation was supported by MSPs after Usdaw’s long-running campaign led to the Protection of Workers (Retail and Age-restricted Goods and Services) (Scotland) Bill, which was successfully steered through the Scottish Parliament by Daniel Johnson MSP (Labour, Edinburgh Southern).

Paddy Lillis – Usdaw General Secretary says: “The Scottish Parliament is leading the way on protection of shopworkers. Our petition for similar legislation in the UK Parliament is being debated in the House of Commons.

Tracy Gilbert – Usdaw’s Scottish Regional Secretary says: “We welcome confirmation that ground-breaking legislation to protect shopworkers from violence, threats and abuse will come in to force on 24 August. We again thank Daniel Johnson MSP and all MSPs for listening to the pleas of our members and giving them the legislative support they so desperately need.

“We urge MPs to support the aims of our petition and persuade the Government to back legislation to protect shopworkers. They have the perfect opportunity by accepting an amendment from Sarah Jones MP to the Police, Crime, Sentencing and Courts Bill, which we hope will be supported in the bill committee.

“Retail staff have been on the frontline throughout the coronavirus crisis, helping to keep our communities fed, despite the risks of contracting the virus. Our 2020 survey showed that 9 in 10 shopworkers had been abused last year. This new law firmly backs up Usdaw’s clear message that abuse is not part of the job.

“Retail employers, leading retail bodies and the shopworkers’ trade union are jointly calling for legislation, so it is time for the Government and MPs to listen. We are now looking for MPs to support key workers across the retail sector and help turn around the UK Government’s opposition and follow Scotland’s lead.”

Gender pay gap persists even at executive level, new study finds The gender pay gap is particularly substantial in senior positions and can be as high as 23% for directors, while the associate level stands at 9%. Movemeon and Payspective’s exclusive findings reveal that half of this gap comes from bonuses, which are significantly lower for women than men. According to the report, men at associate level (typically 2-5 years’ experience) receive 50% higher bonuses than women, on average (£14k vs. £9k). This is despite numerous studies proving that having women in senior positions directly contributes to stronger balance sheets in companies. Commenting on the gender pay gap, Nick Patterson, co-founder

Movemeon.com, said, “Employers must keep gathering and publishing their data around diversity and pay, or risk damaging their reputations. In 2021 women earning 23% less than their male counterparts is simply staggering. With more transparency around pay, these hugely unfair inconsistencies can begin to be ironed out. “With diversity, organisations benefit from a wealth of different perspectives, different points of view, richer ideas based on wide-ranging experience. Now, as we recover from the pandemic, employers must continue to offer flexible working hours and locations, providing an opportunity to get women back. Gender equality must remain high on the agenda.” The study, compiled from 35,000 data points, also showed that the gender pay gap in 2020 was 22% compared to 19% in 2019 and 25% in 2018, indicating that

the gender pay gap still presides and hasn’t changed much over the years. When it came to job satisfaction, the study showed that men were happier in their jobs than women. Men gave an average score of 6.82 out of 10 on overall happiness with their jobs compared to 6.29 for women. Richard Rosser, co-founder Movemeon. com, adds, “The current economic downturn is hitting women harder than men, affecting their long-term earnings and financial security. “Undoubtedly, men and women should be paid equally to do the same job. Companies are reporting hiring challenges, and some have reported an exiting of senior female staff. Could the fact that women are being paid less to do the same job have something to do with this? Companies need to consult their data and then act upon the results closely.”

NEWS

Government training and skills funding schemes ‘a minefield’ for businesses

How does the largest employer in Scotland manage its recruitment?

Employers of apprentices can be ‘confused and baffled’ by the ‘minefield’ of funding, schemes and financial incentives, according to leading digital, leadership and management specialist training provider, GBS Apprenticeships, working in partnership with the recently launched HIVE360 Skills Academy.

Used by organisations across the UK and beyond, the Jobtrain applicant tracking system manages the entire recruitment and onboarding process. Our expertise and technology empowers a wide variety organisations across Scotland, including: NHS Scotland, Glasgow Airport, Aberdeen Airport, Dumfries and Galloway Housing Partnership and Teleperformance.

“The government launched the new £3000 incentive payment for employers hiring apprentices, from 1st April,” explains GBS Apprenticeships’ Director for Operations, Penny Guard. “The commitment to further education was reinforced in the Queen’s Speech recently, in which the government pledged to introduce legislation to support its Lifetime Skills Guarantee Policy, and confirmation from Downing Street that a new Skills and Post-16 Education Bill will be introduced.

Based in the heart of Glasgow, we support our clients with a highly experienced and locally based team.

“There is also the Apprenticeship Levy, the Department for Education Bootcamps that are designed to be employer led, ensuring employer skills gaps are adequately filled via higher level training, and the Kickstart Scheme launched last Autumn that means employers can recruit with little or no cost to the business, and gives young individuals the opportunity to join the jobs ladder and receive employability training during the placement.

"Jobtrain have, throughout the entire programme, shown a clear focus on delivery. With the customer at the heart and with a very positive "Can do Attitude", Jobtrain have been flexible to meet the size, complexity and scale of NHS Scotland."

“Each of these schemes represents excellent opportunity for potential employees, and hefty financial support or reward to the businesses taking them on,” she adds, “but understanding around eligibility and relevance is so low that many employers are confused and simply don’t bother to sign up.”

Fast set-up

GBS Apprenticeships delivers expert apprenticeship scheme design and delivery, consultancy and advice. It recently partnered with UK employee benefits and outsourced payroll provider HIVE360 to jointly deliver Apprenticeship Levy, training and development courses, solutions and resources via the new HIVE360 Skills Academy.

Flexible platform

Fantastic service

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Three and Hr NETWORK make Diversity & Inclusion a priority as sponsorship is announced Hr NETWORK magazine, Scotland’s leading HR & people management publication is proud to announce that mobile network providers Three UK and Three Ireland are sponsoring the Diversity & Inclusion category for the Hr NETWORK National Awards 2021. Three is committed to creating an engaging and inclusive culture. Their Diversity, Inclusion and Belonging Steering Committee – made up of volunteers from across their businesses – are making some great progress, partnering with Investors in Diversity, celebrating a diverse calendar of events and ensuring their policies and processes support their people. They 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 embedding

it as part of their very DNA. Sponsoring this award is just one of many steps Three is taking to support the progress of Diversity, Inclusion and Belonging not only within their own organisation, but within the communities they operate in. The Hr NETWORK Awards in partnership with Roffey Park Institute, one of the UK’s foremost leadership development & management specialists, are designed to recognise, acknowledge and reward the champions of the Scottish HR & people management profession which will see the Diversity & Inclusion Award of the Year, sponsored by Three, presented to the eventual winner at the forthcoming Awards Gala Dinner, due to take place in Glasgow in November. Commenting on the commitment by Three UK and Three Ireland to the Diversity & Inclusion Award, founder & publisher of Hr NETWORK magazine

UK workforce sees 113% increase in stress-related leave over the past 2 years

Lee Turner said: “We are proud to secure such high-profile organisations such as Three UK and Three Ireland. Despite the relative gulf in size of Three UK and Three Ireland, which employs almost 5,000 people over both businesses and supports around 10 million customers, compared to Hr NETWORK and its publishing company Media Avenue, which employs only 11 people, we share the same values, priorities and commitment to diversity & inclusion not just in our own organisation but across our entire community of around 30,000 HR & people professionals, and we truly admire Three for their commitment to diversity & inclusion .” The winner of the Diversity & Inclusion Award 2021 will be announced, along with 17 other category winners, at the Gala Dinner taking place at the Glasgow Hilton on Thursday 25th November 2021.

workforce is feeling exhausted rather than excited as the summer approaches. Additionally, when asked to choose between an additional day off every year or £200 cash from their employer, almost two-thirds (62%) of the UK workforce opted for ‘me time’ over money. This response suggests an increasingly stressed workforce and further reinforces the importance of suitable workplace wellbeing support. So, whilst usual financial incentives may not be a viable option at the moment, businesses should be tracking leave and absence among employees to encourage wellbeing and workplace satisfaction over the coming summer months.

Data from absence management platform Edays, reveals that, when comparing pre-pandemic levels in March 2019 to March 2021, the number of stress sickness days recorded has increased by 113%. Additionally, the average number of people taking stressrelated leave has increased by 74% when comparing Q1 2021 to Q1 2019. The number of people taking stress-related leave in 2020 and 2021 has remained the same, but the increase in days taken demonstrates that stress is taking longer to recover from and must be taken more seriously by employers. This news comes at the start of National Stress Awareness Month when the country comes together to raise awareness of the modern stress epidemic.

Steve Arnold, the co-founder of Edays, commented, “With the majority of the UK workforce feeling exhausted and needing time out as we approach what is hopefully the light at the end of the tunnel, it’s vital that employers recognise the importance of a well-supported workforce. No business can afford to ignore the doubling of stress-related leave in such a short period of time – this affects us all. However, the financial incentive is not the be-all-and-end-all of workplace benefits: the key to a motivated workforce is an employer that understands just how much absence matters.”

In light of this concerning revelation, Edays polled UK employees and found that an additional 58% of the UK

NEWS

our clients and participants demand. To fulfil our charitable objectives for the future we need to focus our investment in this exciting new world of learning, and to fund this we are taking steps to dispose of the campus in Horsham as it no longer provides the centre for our programmes. It’s a big moment, and an emotional one for us all.”

Roffey Park Institute responds to the new world of workplace learning Roffey Park Institute, established 75 years ago at the end of the Second World War, to re-equip the skillsets and mindsets of the post-war workforce, is now reshaping to re-equip the skillsets and mindsets of the postpandemic world of work.

Our core areas of expertise remain the same, in the fields of leadership and management development, organisational development and HRBP skills and practices, and wellbeing, sustainability and resilience. Equally, we are developing digital approaches that will protect and enhance our leading reputation for group dynamics based, collaborative, engaging learning that sustainably changes what people do and how they think. Already, we have launched programme delivery methods that include tele-presence robotics, one of only two institutions in the UK to do so.”

CEO, Dr Robert Coles commented, “Over the last 14 months adult learning has experienced massive change. Equally, the way we all work will not return to patterns we knew pre-COVID. We are making a strategic shift, to enable us to develop learning and mental health solutions for clients in the public and commercial sectors around the world across the spectrum of classroom – virtual – distance – digital. This, blended learning spectrum, is what is now demanded. It reflects the need for in the moment development, for helping teams and organisations deepen the wellbeing and resilience needed for sustained high performance, and for providing learning that can be accessed anytime, on demand”. Chair of the Board of Trustees, Roger Leek added, “We have seen an accelerated change in the world of work since March 2020 and we want to respond and be in a position to offer a multi- sensory learning experience where and when

NEWS

A quarter of women have faked illness to take time off due to PMS

Another reason 12% of the women choose to lie rather than admitting that the absence is due to their periods is that they feel inadequate to other female colleagues who appear to not have days off due to menstruation. 11% were also worried that they might be judged for underperforming in their role while feeling off their game due to PMS problems.

Research by Yoppie, the pioneers of personalised period care, has highlighted that for some women it isn’t just COVID that presents potential problems when returning to the workplace, with as many as 23% stating they’ve had to lie to take time off due to PMS symptoms.

There is a small silver lining though. Just 7% claimed that the reason for lying about their time off is due to poor facilities in the workplace, suggesting that the majority of companies provide plenty of period support in terms of accessible facilities.

Yoppie surveyed 2,403 UK women asking them if they had ever lied about feeling under the weather in order to take time off due to period problems such as pains or cramps. PMS symptoms can be severe at times and so it’s no surprise that some women feel they need time off when they’re at their worst. However, what is shocking is that 23% of women feel that they need to lie about the reason for their absence. Why then is this the case? Yoppie’s research shows that 26% of females fear that their period pains or PMS symptoms will not be considered a legitimate illness and therefore not a good enough reason to miss work. 18% stated that they feel self-conscious due to the subject itself, taking time off due to reasons like a heavy flow or leaking. Being uncomfortable even discussing their feminine issues with colleagues prompts 13% to lie, with judgement from male colleagues (12%), in particular, following closely behind.

More businesses exploring flexible working as enquiries increase by more than 150% There is growing evidence that employers are looking to change their long-term approach to flexible working, according to figures from employment law and HR specialists, Law at Work. April 2021 saw a 158% increase in enquiries from businesses looking to explore a more flexible approach to staff working patterns beyond the

pandemic, when compared to the equivalent period last year. With many organisations forced to send their employees home due to COVID restrictions, both employers and employees are seeing the benefits of a different approach to the working week. The reduction in commuting times, costs savings and a more productive environment are just some of the advantages being heralded by businesses exploring a more hybrid approach. Daniel Gorry, Head of Employment Law, at Law at Work said: “The concept of hybrid or flexible working has been discussed amongst businesses for many years but since the COVID restrictions first came into force, employers have now been forced to completely re-evaluate how they manage their employees.

“While we were expecting more organisations to enquire about the approach, the number of businesses considering a switch has far exceeded our expectations. From our data it would appear that this new model we’ve all become accustomed to is here to stay, even after the pandemic ends. “Most of the companies we speak to would like to incorporate some kind of office-based working but a desire to return to a centralised environment full time is increasingly unpopular. “For many employers it makes sense as not only is it a way of maintaining a happy workforce, but it can also provide an opportunity for cost reduction as there is less of a requirement for a large office space to accommodate staff.”

NEWS

Travis Perkins accelerates mental health & wellbeing initiatives across the Group

“During COVID, our mental health and wellbeing have been put to the test like never before, but as an industry leader with a proud history of upholding family values, our strong people focus has served us well. It has underpinned our pandemic response and helped us work collectively to resolve the many challenges this past year has posed for our 20,000+ colleagues in balancing their home and work lives,” explained Group HSE & Fleet Director for Travis Perkins plc, Richard Byrne.

Travis Perkins plc, which is the UK’s largest supplier of building materials and owner of the Travis Perkins builders’ merchants, Toolstation and many specialist trade businesses is on track to deliver on its commitment to ensure there are six times more mental health first aiders (MHFAs) in the business this summer than there were at the start of the year.

“Our MHFAs play a key role as ambassadors across all areas of wellbeing; to be the first port of call in the workplace for mental health support for colleagues, raise awareness and encourage positive behaviours amongst our workforce on a voluntary basis, and to identify signs of poor mental health and help individuals access professional support if they need it. But we are very clear that they are not there to diagnose or provide ongoing support or counselling” Richard concluded.

The safety and wellbeing of colleagues is the Group’s number one priority, and this drive to increase the number of accredited MHFAs from 40 to over 250 has been accelerated to proactively manage colleagues’ wellbeing in the workplace. This initiative complements a whole raft of other support for colleagues, which includes an employee assistance programme for counselling and emotional support as well as a mental wellbeing app and assessment tool, activity and mindfulness resources and discounts on gym memberships, exercise equipment, online fitness and other financial offers to help balance the physical, financial and mental aspect of wellbeing.

The MHFAs at Travis Perkins all follow the guidelines of MHFA England, and in recognition of the rewarding, but also challenging nature of these roles, the company has also put in place a range of support mechanisms to safeguard the MHFAs themselves, so they protect their own health and wellbeing.

Financial wellbeing solutions. Helping you support your people. We understand how life can throw a curveball and it can quickly feel as if your ﬁnances are getting out of control. At Johnston Carmichael, we are here to help your employees get back on track and gain peace of mind. Find out more on our website:

jcca.co.uk/money-advice/employers 13

LEGAL BITES

Legal Bites is the regular employment law feature with bite size legal updates from our employment law partners.

OLLIE ROBINSON CASE HIGHLIGHTS NEED FOR SOCIAL MEDIA CHECKS ON KEY STAFF

“It is important that organisations recruiting for key roles are aware of any potential issues,” adds Vipul. “They can then make informed decisions and manage the risk. Screening should not be limited to senior managers, but used for anyone in a position of responsibility and ideally staff at all levels.” “Many people will have made an inappropriate comment online at some point or posted an embarrassing photograph and in most cases, it would be unfair for it to jeopardise their future career,” adds Vipul. “The questions is – is there material that could damage your reputation? And is it harmless stuff or are there indications of something more sinister such as aggressive behaviour or extremist views? The company needs to decide what is and is not acceptable. Having a policy in place allows you to make decisions on these cases in a fair and consistent manner.”

The furore surrounding cricketer Ollie Robinson’s suspension by the England & Wales Cricket Board (ECB) highlights the need for social media background checks on key staff, according to a tech company, which specialises in online screening. Neotas says the whole incident could have been avoided, by the type of screening that is used routinely in many other businesses. Vipul Mishra, CEO of Neotas, says: “A social media background check would have flagged the posts in question and would be cost-effective to complete for new and existing players alike. The reputation of a sports club – or any organisation – is inextricably linked to its people. To avoid reputational damage, it is important to identify such risks at an early stage.”

In many organisations, the HR team try to carry out social media checks themselves, but there are a number of problems with this, warns Vipul. “It takes a vast amount of time to scroll through years of Twitter posts and check all relevant social channels and online chatrooms, and candidates may have profiles under different names.

Neotas uses machine learning and open source intelligence techniques to carry out online searches in a way that is fully compliant with data protection and employment laws.

LEGAL BITES

LAW CHANGE TO GIVE STAFFERS ‘DEFAULT RIGHT TO WORK FROM HOME ’

in more efficient HR and teams collaboration tools to get a head start in enabling such social inclusion schemes. It can present flexible working opportunities for those who work better without a stringent 9-5 schedule or those who find traditional working hours impossible. However, we believe a balance needs to be met. Rather than absolute remote working, we believe the best business practice for both employers and employees is a hybrid model. Human beings are essentially social beings and for employee wellbeing, there should be some in-person interaction in the workplace, even if this is sporadic.

By Sridhar Iyengar, MD, Zoho Europe As society reopens and the pandemic subsides for what is hopefully the last time, we can expect a majority of workforces to continue operations on a ‘hybrid’ basis – that is, taking advantage of the perks of remote and on-site working with a part-time hot desk system.

As for the debate around the danger of creating zombie towns if remote working becomes prevalent, we also see economic benefits being more effectively distributed across the country, with an opportunity for more rural areas to thrive as talent erosion to cities is reduced, because there is no need to move to be so close to traditional urban centres with the daily commute reduced or removed. Again, a balance is required here. Hybrid working models see economic benefits for cities, towns and rural areas with a fair distribution of economic opportunity. The pandemic has forced us all to consider a new way of working and living, creating an opportunity to shift socio-economic norms for the better good of society.

With the government’s proposal to make remote working a legal privilege, organisations must be equipped to deal with even more impromptu and irregular remote working schedules. To deal with the potential productivity backlash of having a dispersed workforce, these businesses must equip themselves with cloud-enabled technology that facilitates seamless connectivity and communication lines between workers, regardless of where they are in the world. Long-term remote working on a national scale also opens up the opportunity for unique diversity initiatives via remote hiring, for example, and companies should invest

RIGHT TO WORK CHECKS

By Natalia Milne, Navigator Employment Law

All employers in the UK have a duty to prevent illegal working. This involves carrying out right to work checks on all employees before they start work. Since March 2020 the rules for employers carrying out right to work checks have been relaxed to account for the difficulties caused by the COVID 19 pandemic. For instance, document checks could be carried out over video calls. It also allowed for employees to send scans or photographs of original documents.

This does not apply retrospectively so any checks carried out during the period of relaxed rules will not need to be completed again. Additionally, employers must be mindful of the changing rules regarding immigrants from the European Economic Area (EEA). As of 1 July 2021, employees from the EEA will be required to prove their right to work using the online service rather than their nationality although guidance on this is yet to be released.

This is set to change as of 21 June 2021 when the original rules will be enforced once again. It will not be sufficient to see copies of documents and the originals must be supplied and checked in person. The right to work online checker is also a viable option.

Overall, it is essential for employers to have good record keeping systems in place. A copy of the employees’ documentation and the date that it was checked must be retained for the length of their employment as well as for two years after. This is especially important as the penalties for breaking these rules include a civil penalty up to a maximum of £20,000 per employee and criminal convictions with a prison sentence of up to 5 years and an unlimited fine.

This may cause some businesses difficulties, especially if they remain closed and employees are working from home. One option may be to courier original copies of documents and verify their identity on a video call. However, this does pose some cost and logistical complications.

FEATURE

Brita PROGR AMME C A STLE:

ARMY’S GOT

TALENT! C

areer advancement in the Army is like no civvie street operation, and with some 243 different trades to juggle recruits and talent for, the current focus on overhauling how talent is retained and developed across the Army presents an interesting challenge. Neil Archibald has visited the officers’ mess to find out more.

FEATURE

ain’s By Neil Archibald

FEATURE

f you thought you had a wide and complex remit as an HR professional, spare a thought for Major General Tim Hyams OBE, who, as Military Secretary, is effectively the HRD for the British Army. Glasgow-based Hyams presented a unique insight into some of the military’s career management practices at the recent Hr NETWORK Conference & Exhibition 2021, made all the more fascinating given the unique circumstances the employer of some 82,000 regular and approximately 30,000 reservists soldiers operates under.

One challenge impacting this work is that, for the first time since 1756, the majority of the Army’s personnel are UK-based. According to Hyams, a 35-year military veteran, this will mean changes in terms of the Army’s relationship with the communities from which it draws its people and amongst which it is based. But he is clear this is a real opportunity in a number of ways; from mutual understanding to collaboration over talent management and development to name but two.

The particular undertaking of how talent is retained and developed on a scale of this magnitude forms the remit of Brigadier James Cook, who is directing Programme Castle, a major programme of work aimed at transforming the Army’s talent management framework. Due diligence and research having been undertaken two years ago, the programme is now in Year 2 of a 5-year implementation plan.

The General who, as the most senior Army officer in Scotland, also leads on policy issues and interacts with the Scottish Government, noted: “The Army is a microcosm of the society we represent; we continuously have to change

FEATURE

on career development opportunities by proactively providing information which, in part, will be achieved by digitising the process. Cook comments: “The Army talent framework, moving forward, will not be about creating more jobs but will be about describing the positions on offer in much more detail than has been the case previously.

“ The Army is a microcosm of the society we represent; we continuously have to change to reflect that, as well as responding to changes in employment law, employment practices and people’s career aspirations...”

This will increase transparency in terms of availability of opportunities providing the chance to express interest in what jobs are available. More control can be exercised over career choices and access provided to understanding the progress of promotional prospects.” The Army already has a process in place for the development of their talent with around a 10-year foundation stage when, as described by Hyams, the ‘business of soldiering’ is learnt. The next phase sees individuals who show potential being given the opportunity to understand more about the ‘engine room’ of the Army where specialisms can be developed. The third stage sees those identified as potential top talent developed to either assume senior leadership roles, or developed in more specialist areas for which they demonstrate an interest or talent. This framework does however come with an element of rigidity and predictability which Cook is keen to flex where possible in order to reflect people’s changing views of what a career in the Army looks like, and which will also, in turn, help retain talent. Cook reflects: “Successful talent management will result in a more stable Army offering more choice and flexibility. This in turn results in talent retention impacting positively on the costs of replacing and training individuals.”

Major General Tim Hyams

For all the changes that are being made to how an individual can have more control over how they might climb the Army’s hierarchy, there won’t be any increase in the number of promotions on offer, but rather more information available to those interested.

to reflect that, as well as responding to changes in employment law, employment practices and people’s career aspirations in order to be competitive in the jobs market whilst remaining absolutely focused on the requirement to defend the nation and its security and prosperity interests.”

Cook explains: “We are aiming to have as much information as possible available online affecting career management so wherever an individual is, they can access that data and make informed and timely decisions.”

It’s this last point, which presents a unique challenge for Brig Cook’s team in a traditional and hierarchical environment where career development is very much about proving yourself in one role so that you can be promoted to the next. The concept of an application and interview process doesn’t exist but rather appointments have historically been made on merit and recommendation. If someone wants to increase their earning power, they have to climb the career ladder because pay-scales top out, eventually allowing for only minimal pay progression if remaining on the same grade.

Coupled with the practicalities of digitising rafts of information, such as approximately 100,000 job descriptions, is also assessing how this will flow through to and impact on the practical application of talent management and retention. A mainstay of this people transformation programme is also about looking at how to effectively utilise and assess the skills, knowledge, experience and behaviours of those looking to develop.

This is where the work of the programme team comes into play. One of the aims of Programme Castle is to revolutionise the manner in which individuals are made aware of and can act

Previously, the Army recognised training courses that personnel had been through in order to get promoted. This involves how a job is done (skills and knowledge) but with

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Brigadier James Cook limited reference being paid to on-the-job experience gained and behaviours required or exhibited (attitude, for example). However, with the renewed talent management focus, one of the outputs of Programme Castle will be to focus more on the experience and behaviours required or demonstrated when deciding on someone’s career progression. Cook reflected: “Behaviours are going to form much more of the process of promotion to help stream people into future posts; not everyone is a good leader for example, so people won’t be put into posts calling for such skills. With the advent of more information available to individuals, they will be very aware of the softer skills required for promoted posts which will need to be demonstrated or evidenced.” This focus will translate to helping those interested in a particular posting understand the skills, experience and knowledge required, and these aspects can start to be developed in advance of the appointment process with any potential talent being earmarked at an early stage. To support and reinforce this change, by this autumn, individuals will be able to undertake aptitude testing. This is a clear indication of an employer prepared to hand over some of the responsibility to staff to help them direct their own careers providing a better insight into abilities and development areas. It isn’t mandatory to share the results of these tests and it’s up to each person to decide what to do with them. These major engine-room type changes however won’t replace or circumvent the tried and tested process which sees up to five people sitting on a panel assessing candidates in an evidentially based system to judge their potential – a process which has been externally validated as best practice. Hyams comments: “The primary way we’ve had of assessing talent up until now has been via an annual appraisal process. Objectives are set and the evidence of how these are met are used as a basis for the assessment of talent; we have the advantage here as a base-fed organisation, in that this evidence covers the course of a full career, so we can make a judgement on potential and how people develop over time. However, we are clear

as to the need to introduce even more objectivity into the decision-making process.” Cook is acutely aware that the outcomes of the work he and his team are doing need to take account of a whole raft of external factors affecting not only the Army but the wider workforce. He cites issues such as family pressures involving spousal careers being disrupted, flexible working requirements growing in number, and people wanting more of a work-life balance. He acknowledges it’s a fine line to tread especially as, in many cases, the Army isn’t just a person’s employer but at times is also their landlord and health-care provider. He said: “We have a duty of care given the many hats we wear and in revamping the career management process, we have to remain highly cognisant of the impact of these changes on individuals and their families.” Given the Army has a specific role to play in both defending the country and being part of society, cognisance of placing individuals in posts when it may not be in their or the Army’s best interests will continue to be part of the people management process. The Army will try to accommodate the wishes of individuals in terms of their career aspirations but there are inevitably going to be occasions when this isn’t a viable option. In this respect, Hyams reports, that out of an average of 60,000 career movements annually, only 2.1% of them are what is known as ‘directed’; individuals being placed in posts which aren’t of their choice. The General explains: “We apply a binding principle to our career management, and we make that principle very clear to our people. It is that the needs of the Army come first, with the needs of our people and their families coming a very close second. Most of the time, as that statistic bears out, we can meet both elements in harmony; but just occasionally, like any organisation, the organisational need must take precedent.” In these types of circumstances, if someone is dissatisfied with their career management they can raise ‘a service complaint’ with the process being handled by the Army but adjudicated by an independent third party – a type

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of ombudsman. Of all service complaints received, around 6% are related to career management decisions; whilst low, this is a statistic the Army strives continually to reduce through process improvement and enhanced communication. To help support and further the concept of career management at grassroots level, leaders are given support and advice on looking across their populations to identify and nurture talent, which will also inform the diversity agenda. Currently, for example, approximately 12% of the Army is female, and Hyams is keen to improve on that particular metric. He said: “We would like that percentage to be higher; and to do so, we need to develop such talent through the ranks.” In other areas of their diversity agenda, the army has the largest representation from across the three military services with around 14% of their employee population coming from ethnic backgrounds, a statistic they are committed to growing and are actively developing through a range of talent initiatives. In relation to their LGBTQ+ policy, the army is consistently recognised as a Stonewall Top 100 employer, and in 2020 they won the best corporate ally award for their work in inclusion, with specific activity within LGBTQ+ communities. Attracting interested candidates in the first place, as any talent acquisition specialist knows, is difficult but not made any easier when the employer has varying public personas and images. To help dispel this, the Army is intent on developing partnerships with industry and looking to share best practice between military and commerce. Cook adds: “We are also looking at offering educational opportunities to our emerging talent which will not only benefit individuals, but the Army as a whole.” Taking their career development programmes forward whilst weathering the constant changes affecting the military’s workplace and the wider environment, Hyams is under no illusions of the hard work ahead. He reflected: “We have a lot of listening to do internally and externally to ensure we adjust our talent management to meet the needs and aspirations of our people, to ensure we have the talent necessary to prevail in a constantly evolving operating environment, and to enhance the contribution we make to society and its communities, not least through acting as an engine for social mobility.”

STATS

Only 4% of employees feel fully confident at work GLOBAL research conducted by professional training company Roar! Training has uncovered that only 4% of employees feel confident at work. The Study gives a unique insight into confidence in the workplace.

Main Findings: • Only 4% feel fully confident at work • 96% have experienced imposter syndrome • 53% have turned down work opportunities due to lack of confidence • 86% reported having worked in a toxic work environment in the past • 74% said company culture was very important when looking for a job • 76% said their employer has a good company culture, but 58% said their expectation of the company culture didn’t match the reality • 37% said they are expected to work out of hours on a regular basis • 71% feel their employer has their best interests at heart

Regular feedback (77%), external training (64%), internal training (59%) and regular catch ups (54%) are the top ways people said their employer could help them feel more confident at work.

Imposter Syndrome 96% told us that they have experienced Imposter Syndrome. So how can we work to overcome this? The problem with imposter syndrome is that, by its very labelling, it feels somehow irrational or unique. If 96% of us report experiencing it, it becomes more helpful for us to simply accept it as part of human experience, crucial for our growth.

5 Quick Ways to Combat Crisis of Confidence: 1. Set an ambition to become your own cheerleader. Write it down. Commit to it. We cannot develop confidence overnight, but our intention tells us we are worth a shot.

Current Perceptions: When asked what caused them to feel unconfident, the responses were varied with some general themes coming through:

2. Create a success spreadsheet. We often focus on what’s ahead, forgetting to reflect on how far we have come. Acknowledge and integrate your growth by consistently logging wins and reminding yourself when you need it. 3. Ask for feedback. Sometimes, we just need reassurance. Ask those that you can trust around you. What do you think I do well? What are my talents? The answers will often surprise you. 4. Stop saying stop. When we want to be more confident, we tend to say, stop being nervous, stop overthinking. Instead, think about what you need to start for that to happen. This gives us a directive and moves us from judgement to action. 5. Think about who you are when you’re confident. What do you wear? How do you stand? How do you speak? How do you treat others? Have a clear, mental picture and start by trying to embody that for a few moments every day. Commenting on the findings Kirsty Hulse, Founder of Roar! Training said “Our workplace findings show just how widespread lack of confidence is and how this is holding us back from our full potential. Boosting confidence isn’t an instant fix, but with the right steps in place, consistency and self belief the 96% of people feeling unconfident could experience transformative results.”

• Self-doubt • Lack of recognition • Being spoken over • Lack of feedback • Toxic company culture

Kirsty concluded: “Whether external training is needed to put that framework of encouragement and support in place to boost confidence, or company culture needs to be addressed and improved, positive change is very much at the core of what we all need.”

• Fear of failure • Anxiety • Limited support and training • Comparisons with others • Imposter Syndrome

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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.

AWARDS

Hr NETWORK National Awards 2021: The countdown is on! By Teresa Flannigan

ith the hugely exciting prospect of lockdown restrictions being fully lifted by the end of July, the organisers of the Hr NETWORK National Awards 2021 in partnership with Roffey Park Institute, are putting down solid foundations for hosting what promises to be the biggest and the best Awards Gala Dinner in 14 years. With hugely increased optimism for the Dinner taking place in November, table sales for this year’s awards are in extremely high demand and organisations wishing to host a table of 10, are strongly advised to secure their table as soon as possible.

Nomination’s for this years’ Awards are now closed and the Judges will begin the thorough and extensive process of selecting a shortlist of finalists from the many nominations received this year. Also being considered in the Judging process this year are all the nominations that Hr NETWORK received last year, before things were put on hold due to the Coronavirus.

The winners will be announced at the annual Hr NETWORK Awards Gala Dinner taking place at the hugely impressive Glasgow Hilton on Thursday 25th November 2021.

Over the past 14 months, HR and people professionals have worked tirelessly, managing and refining an ever changing sea of policy and procedure changes, sometimes on a daily basis, as they looked to mitigate the impact of COVID-19, on a scale never seen before. With 16 awards categories this year, the Awards will RECOGNISE, ACKNOWLEDGE & REWARD a wide range of people, projects and organisations who deserve recognition for the incredible work during this unprecedented and extremely challenging period.

AWARDS

Award Categories and Sponsors: Learning & Development Award of the Year

HR Graduate of the Year

Sponsored by:

Search Consultancy provides recruitment solutions to organisations across all major industry sectors and they are absolutely committed to offering their sponsorship and support to identify, develop and recognise talent in each of their specialist areas. Working so closely with Hr NETWORK, they believe gives them incredible insight into the HR profession, your passions and your challenges, and as an industry where so many clients are also candidates, where better to invest? Search HR is one of 30 niche specialisms within their exceptional recruitment service offering.

Brodies LLP is Scotland’s largest law firm. Home to more Leading Individuals than any other firm in Scotland, Brodies has 43 top tier rankings in the independent legal directories, including employment, where it has been regarded as a leader in the field for many years. The team consists of specialists in employment, immigration, pensions, health & safety, and remuneration & employee benefits. The team provides high-quality, innovative services to a wide variety of clients in the private and public sectors and is praised for its commerciality with personality. Its specialist lawyers apply common sense and practical, in-house experience to ensure delivery of relevant, high quality legal services, tailored to the needs of each client.

For further information please visit: www.search.co.uk

HR Specialist of the Year Sponsored by:

For further information, please visit: www.brodies.com

HR Business Partner of the Year

As R&D tax credits experts, ZLX specialise in securing claims that are 40% above the average, with a 100% success rate. It’s thanks to a refreshingly different approach which they believe is unique among tax consultancies and it has proven results. Rather than being led by experienced accountants, their team is led by innovators who have real front line engineering and R&D experience. They’re supported by highly skilled accounting professionals and they all share a forensic attention to detail and an eye for the opportunity. This unique combination means they can quickly identify those projects eligible for tax relief including investments in new products, services, software and processes, freeing you up for growth. Their specialist expertise means they achieve an extra boost of around 40% on the value of claims, with a 100% success rate.

Sponsored by:

Right Management from Talent Solutions has more than 40 years of expertise in the talent lifecycle. Our insight – and technology – driven solutions are designed to work with your needs and your organisational culture. We accelerate the capabilities of your workforce to ensure your talent – and your business – is prepared to meet the demands of a strategic global workforce. For further information, please visit: www.rightmanagement.co.uk/

For further information, please visit: www.ZLX.co.uk

AWARDS

Employee Engagement Award of the Year

HR Project of the Year

SOR AVAILABLE TO SPON

Benefits of sponsoring this category: By sponsoring this category, you are directly supporting the HR community in Scotland. Hr NETWORK has been committed to supporting HR professionals and those closely associated with this vibrant and energetic community for more than 13 years.

For further information, please contact the Awards Planning Team – Email: awards@hrnetworkscotland.co.uk or visit: www.hrnetworkjobs.com/events/awards/

HR Assistant/HR Officer of the Year

Health & Wellbeing Award of the Year Sponsored by:

SOR AVAILABLE TO SPON

Love Your Employees is a platform to help employers improve employee wellbeing to help drive employee and company performance. Employers can score themselves across the five pillars of wellbeing (mental, financial, physical, career and social) and use this score to shape their reward, benefits and wellbeing support. Organisations can easily review their provisions online, arrange free reviews with independent consultants quickly and simply find support with no sales pressure. The wellbeing marketplace brings together established providers, consultants, tech-based services and more to make it easy to get inspiration and find new solutions.

For further information, please contact the Awards Planning Team – Email: awards@hrnetworkscotland.co.uk or visit: www.hrnetworkjobs.com/events/awards/

Organisational Development Award of the Year Sponsored by:

For further information visit: www.loveyouremployees.co.uk Based in the UK, Singapore and Ireland, Roffey Park Institute delivers high impact Leadership and Management Development, and Organisational Development programmes and qualifications, as well as development and coaching for HR and HRD leaders and business partners.

HR Team of the Year

For further information, please visit: www.roffeypark.ac.uk

Navigator is Scotland’s leading legal services practice specialising in Employment Law, Human Resources, Health & Safety, Data Protection, GDPR and Immigration Law. From their offices in the West End of Edinburgh, they support clients across the UK, which operate across a broad spectrum of sectors. They provide legal advice, conduct employment law, health & safety and GDPR audits, write policies and procedures and represent at employment tribunal. They also write and deliver bespoke training and development sessions on a range of topics that can be tailored to your needs.

Sponsored by:

HR Manager/Advisor of the Year Sponsored by:

ScottishPower is part of the Iberdrola Group, a global energy company and world leader in wind energy. They operate in the generation, transmission and distribution of electricity, energy management and supply of gas and electricity in the UK. They are committed to leading the development of clean and competitive electricity, modernising electricity networks to improve quality of service and increase customer choice through digital enhancements.

For further information, please visit: www.navigatorlaw.co.uk/

For further information, please visit: www.scottishpower.com

AWARDS

Diversity & Inclusion Award of the Year

HR Director of the Year

Sponsored by:

As the world’s leading integrated talent development and outplacement company, LHH has got both global scale and local knowledge; pioneering technology and experienced consultants. Whether you’re restructuring, changing your culture or developing your leaders, they can help. They work with companies to simplify the challenges of workforce transformation. They do that by helping their people navigate change, become better leaders, develop their careers or find a new path in life. The results: a stronger employer brand, less risk and better business performance.

Three is committed to creating an engaging and inclusive culture. Their Diversity, Inclusion and Belonging 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. They 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.

For further information, please visit: www.lhh.com

Outstanding Contribution to Scottish HR

For further information visit: www.three.co.uk

Best Employer/Workplace of the Year

SOR AVAILABLE TO SPON

Sponsored by:

Seamless, flexible, and leading-edge applicant tracking systems Jobtrain pioneered applicant tracking systems in 1999 when online recruitment was in its infancy. They are regarded as the UK’s most innovative and clientfocused ATS / Talent Acquisition Management Software provider. They are a trusted partner to organisations including, NHS Scotland, Teleperformance, Glasgow and Edinburgh Airports, Toshiba, Odeon Cinemas, and Scottish Canals. They enable you to manage the sourcing, assessment and hiring of the right people with minimum effort and maximum efficiency. This positive automation of administrative processes in recruitment, frees up your time as recruiters to focus on the all-important element of hiring – people and relationships.

For further information, please contact the Awards Planning Team – Email: awards@hrnetworkscotland.co.uk or visit: www.hrnetworkjobs.com/events/awards/

For further information visit: wwww.jobtrain.co.uk

Chief Executive of the Year SOR AVAILABLE TO SPON

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 25th November 2021, please contact: Tel: 0131 625 3267 or email: awards@hrnetworkscotland.co.uk

For further information, please contact the Awards Planning Team – Email: awards@hrnetworkscotland. co.uk or visit: www.hrnetworkjobs.com/events/awards/

THE BOOKSHOP

BETWEEN the LINES wants to show YOU how to achieve your dreams, in this positive and inspiring guide By Marcus Rashford for life. No matter who you are and no matter Marcus Rashford is famous worldwide for his where you come from, every single person in the skills both on and off the pitch – but before world has the potential to be a champion. In You he was a Manchester United and England Are a Champion, the nation’s favourite footballer footballer, and long before he started his gives you the tools you need to reach your full inspiring campaign to end child food poverty, potential, showing you how to be the very BEST he was just an average kid from Wythenshawe, be. South Manchester. Now, Marcus Rashford MBE version of yourself you can

You Are A Champion

Freed By E. L. James

You are cordially invited to the wedding of the decade, when Christian Grey will make Anastasia Steele his wife. But is he really husband material? His dad is unsure, his brother wants to organise one helluva bachelor party, and his fiancée won’t

vow to obey. And marriage brings its own challenges. Their passion for each other burns hotter and deeper than ever, but Ana’s defiant spirit continues to stir Christian’s darkest fears and tests his need for control. As old rivalries and resentments endanger them both, one misjudgement threatens to tear them apart.

Tom Kerridge’s Outdoor Cooking: The Ultimate Modern Barbecue Bible By Tom Kerridge

Michelin-starred chef Tom Kerridge shares his huge passion for barbecue and outdoor cooking in this timely new book. He takes simple ideas like burgers and grills, and creates the ultimate version with over 80

The Missing Sister By Jo Nesbo

The six D’Aplièse sisters have each been on their own incredible journey to discover their heritage, but they still have one question left unanswered: who and where is the seventh sister? They only have one clue – an image of a star-shaped emerald ring. The search to find the missing sister

recipes that are stunningly delicious. Chapters include hearty favourites like pork and chorizo burger, veggie mains like charred cauliflower salad, and shareable snacks like aubergine dips and flatbreads. He also includes desserts and drinks, tips and advice for the perfect summer barbecue, campfire or outdoor gathering with friends and family.

will take them across the globe – from New Zealand to Canada, England, France and Ireland – uniting them all in their mission to complete their family at last. In doing so, they will slowly unearth a story of love, strength and sacrifice that began almost one hundred years ago, as other brave young women risk everything to change the world around them.

In a remote hunting lodge, deep in the Scottish wilderness, old friends gather for New Year. By Lucy Foley The beautiful one. The golden couple. EVERYONE’S INVITED. The volatile one. The new parents. The quiet EVERYONE’S A SUSPECT. one. The city boy. The outsider. The victim. AND EVERYONE’S TALKING ABOUT IT. Not an accident – a murder among friends.

The Hunting Party

AWARDS

Looking for wellbeing solutions for your workforce? WE'VE MADE IT EASY FOR YOU...

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Mental Wellbeing

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A tool to educate, engage and empower your employees. 29

FEATURE

Great Great

to to be be back back together together

again again

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...ALMOST! THURSDAY 13TH MAY 2021 ONLINE

he Hr NETWORK ‘Strategic Workforce Planning’ and ‘Leading Out of Lockdown’ Conference & Exhibition 2021 took place ONLINE in a full studio broadcast on Thursday 13th May 2021. As well as offering 6 ‘Live’ Keynote sessions on the day, the Conference & Exhibition offered 6 ‘ON-DEMAND’ Breakout video speaker sessions – available on the Conference ‘Catch-up’ platform from Conference Day until Friday 11th June, to provide added value to delegates, sponsors and exhibitors.

Speakers from a range of award-winning organisations who have created and implemented a sustainable strategic workforce plan and are reaping significant organisational benefits, provided valuable insight into implementing a successful strategic workforce plan in a post-COVID world. As well as a full suite of speakers appearing both ‘LIVE’ and ‘ON-DEMAND’, the organisers had also gathered a wide range of exhibitors all keen to showcase their

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products & services from their custom built Exhibitor Stands, with delegates able to connect with them through a video link and their social media channels.

his keynote session, he talked delegates through the unique first-hand accounts of 28 global business leaders with clips of the interviews he conducted, as they hunkered down in their homes and battled to save their businesses.

Exhibitors taking part in the Exhibition Zone included: Carer Positive, Johnston Carmichael, Pawprint and Randstad RiseSmart.

He went on to say that he believes that business and society now stand at a crossroads and demonstrated the way we were living and working was not fit for the future. His keynote session then moved from the world-view of the pandemic to the practical challenge for each individual – asking delegates how can you now help to build a world fit for our children rather than one, we’ve been destroying?

The hugely anticipated Event got underway with a brief welcome from Hr NETWORK Magazine’s founder and publisher Lee Turner, who thanked the sponsors, exhibitors and delegates for their commitment and support, stating it was this commitment, which enabled his team to deliver what many described post-conference as a hugely impressive ‘news programme quality’ event.

Control Today, Confident Future: How strategic workforce planning allows you to do both Next to join Clare, this time remotely via the powers of an online video link, Susan DeFazio described how, as we live through unprecedented times, it can sometimes feel overwhelming with a lot riding on the decisions we make today and how they will impact the future. She offered insight in to how we successfully connect strategic decisions with operational execution. Susan also shared how Strategic Workforce Planning (SWP) can help us deal with inevitable twists, turns, and bumps in the road we all face and how SWP is at the heart of creating organisational effectiveness for controlling today and feeling confident about the future.

Following his welcome, Lee introduced Conference Chair, Clare Moore who eloquently and superbly guided the speakers and delegates through the various sections of the day, which featured a range of contributors attending at the studio and others joining remotely.

Embedding a purpose-led approach into your organisation Next to join Clare on stage, following the morning break was Francis Lake from Virgin Money and his colleague Suzanne Smith. Francis and Suzanne explored the business case for being purpose-led and how Virgin Money shaped and introduced its purpose of ‘Making you Happier About Money’. They described the approach of embedding this purpose into everything the company does, and bringing it up to date and they showed how this informed tough decisions during 2020. Francis and Suzanne’s Keynote was

Leading Out of Lockdown The first speaker of the day was Atholl Duncan, author of Leaders in Lockdown, who joined Clare on stage. Atholl shared insights from global business leaders into how they coped with the crisis and how they believe the world will change because of what we’ve all been through. During

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part case-study, and part “how-to” guide, to help companies on their own purpose journey and told the story of Virgin Money’s combination of our story, but for each piece also show how they did it, the pitfalls to look out for and some really practical advice for delegates.

Leading out of lockdown: Growing back to Work

ON-DEMAND BREAKOUT VIDEO SESSION SPEAKERS: Steve Heapy CEO, Jet2 & Jet2 Holidays Kirsty Ritchie & Louise Scott Co-founders, Mind & Mission

Joining Clare remotely for the post lunch Keynote was Dr. Arlene Egan, Director of Learning & Thought Leadership at Roffey Park Institute. Arlene highlighted as the effects that COVID had begun to take hold, that many people expressed concern about whether their businesses would still be relevant after the pandemic? More than a year later, Arlene highlighted the seismic shifts in how people now engage with core aspects of their lives including; retail, entertainment, communication, wellness and work. To match the refined and still evolving expectations of staff and customers, leaders across organisations need to rethink.

Major General Tim Hyams OBE Army Officer, British Army Simon Lyle Managing Director, Randstad RiseSmart Christian Arno CEO & Founder Pawprint

Creating a culture of inclusive leadership

Ruth Gladwell HRBP, Navigator Employment Law

The tragic and untimely deaths of George Floyd in the US and Sarah Everard in London had brought inclusion into sharp focus once more, beyond simply being an issue that organisations should get to grips with and David Sole’s keynote session focussed on this challenge – as a white, middle-aged man, he saw himself as both part of the problem and solution at the same time. How can women feel more included, valued and supported in the workplace? How do you start conversations about race and ethnicity and really understand the issue of white privilege? How can you be what you can’t see? In his Keynote session, David explored these issues in depth and proposed strategies to help the ‘male, pale and stale’ get to grips with inclusion so that there is no longer an indifference to the subject, but instead a momentum for real change.

SPONSORS:

EXHIBITORS:

Why failing can be your biggest achievement of all Following twenty dismissals and two redundancies, Zara Janjua talked about launching her own business as a freelance multi-hyphen. In just 18 months she secured contracts with Fortune 500 companies, Forbes-listed entrepreneurs and collected a stream of prestigious awards and accolades. As a Scottish-Pakistani, she described how she found strength from ‘not fitting in’ during her childhood in Anniesland, Glasgow. She also described that in her early career she faced misogyny, sexism and racism in the media. She now operates on a 50:50 model, dedicating half her time to philanthropic projects, supporting women and underrepresented minority groups.

MYLINKEDIN

Elliott Smith

Founder, Love Your Employees Current: Love Your Employees Connections: 500+ Location: Edinburgh, United Kingdom

About:

Professional Football Player Various clubs including: East Fife, Berwick Rangers, Forfar Athletic and Montrose May 2004 – Apr 2014

My aim is to help you develop, promote and grow your business.

Business Development Director T4 Group Dec 2005 – Nov 2011

Experience: Love Your Employees Nov 2020 – present

Professional Football Player Heart of Midlothian Football Club Jun 2000 – May 2004

Love Your Employees is a web app specifically designed to help employers source benefits and employee wellbeing services for their employees. The first of its kind in the industry. The platform provides a suite of tools to help employers analyse the benefits, perks and wellbeing services they offer their employees and take steps to improve the value the business gets from them. It is designed to educate, analyse, nurture and introduce solutions to employers making connecting with specialists simple and straightforward. It aims to put the employer in control, while at the same time, open a new cost-efficient route to market for providers.

Education: Inside Performance: NLP Sport & Performance Practitioner Inside Performance: NLP Practitioner

Recommendation: “I have worked with Elliot several times, he ran projects supporting lead generation to external IFA networks. I was extremely pleased with the results. They obtained numerous good quality corporate leads to business directors, which led to corporate business for both the IFA and myself. Elliot was extremely pro active and result driven throughout the entire campaign. I would happily work with him again on such projects.” Nicola Saltman, Principal and Growth Consulting Team Leader, Mercer

Managing Director Nectre Group Dec 2011 – present Registered Intermediary and Sports Sponsorship Seven Ten Eleven Apr 2013 – present Director Bespoke Legal Services Jan 2016 – Dec 2018

EDITOR-AT-LARGE

EXTRA: DIVERSITY AND INCLUSION

DIVERSITY INCLUSION

What business leaders can learn from rugby

ecent social justice movements across the globe reminded business leaders of the need for more diverse and inclusive workplaces. The momentum behind some of 2020’s most high profile movements inevitably spurred a broader discussion around whether companies were doing enough to ensure an inclusive work environment, according to the 2021 Randstad diversity and inclusion report.

EXTRA: DIVERSITY AND INCLUSION

Speaking on the importance of a diverse team, Maro added: “Diversity has a number of positive benefits for everyone involved. I think it’s relatively similar to those in businesses, from a cognitive point of view. If you have a wide and varied workforce, you can pull from different experiences, you can learn from each other.”

The launch of the report coincided with the latest instalment of Randstad’s monthly webinar series, starring four-time Premiership winner, England and British & Irish Lion legend, Maro Itoje. Throughout the discussion, it was clear that there is much that businesses can learn, in terms of leadership and inclusivity from the game of rugby.

As highlighted in the Randstad 2021 diversity and inclusion report, Companies with more diverse staff demographics tend to be more productive, with McKinsey finding that companies in the top quartile for racial and ethnic diversity are 35% more likely to have better financial returns than national industry medians.

Statistics from the RFU suggest that despite growth of the women’s game and the most diverse England men’s team ever, compared to the overall England adult population, those who participate in Rugby Union are significantly less likely to be female, or of an ethnic minority and of the lowest socio-economic group. 57% of those involved in the game agree that rugby is representative of the local community it is in, but only 31% agree it is representative of the general population.

Speaking on whether this is the same for sport teams, and if both businesses and sports teams alike should have policies in place to help fight against discrimination and to promote a positive and diverse working environment, Maro said: “What we desire to promote is not making people employ those who they don’t want to employ. What we want is employment purely based on merit, capability and equal opportunity. We don’t want a situation where individuals from a certain demographic, social class or ethnicity are treated differently or spotlighted based on those elements. This shouldn’t become a determining factor in deciding whether or not if the person is suitable for the job. It should purely be based on merit. Any way in which we can assure that is the case, we need to put that forward. More so in business than in sport, sport tends to be a bit more meritocratic than business.”

Commenting on the findings, England and Saracens Lock, Maro Itoje said: “In terms of the benefits of diversity, where do you start? Looking at it from a purely sporting point of view, if you have a wider pool of players you have more talent to select from; if you have more players to select from you have more competition, which in turn drives performance. If you have a wider, diverse group of people who have different thoughts, thinking patterns, experiences and backgrounds – in terms of problem solving, you have a greater chance of success. This is definitely something business leaders should be reminded about, and need to keep at the top of their agendas.” A 2021 Randstad poll of over 400 jobseekers identified that only 28% said that the senior leadership team in the organisation, within which they worked was an even mix of men and women – while just under a fifth, 19% said it was predominantly female. More than half, 53%, said their organisation was predominantly male.

Speaking on what other sports can learn from Rugby Union in terms of diversity, attitude, respect and humility, Maro commented: “In terms of diversity, rugby can take some learning’s from other sports, to be honest. Football for example has a more diverse range of players than rugby. What other sports however can learn from rugby, is respect. That’s a big one. Considering how aggressive rugby is as a sport, the level of respect that players have for one another, the match officials and even the general level of respect that fans demonstrate is admirable.” He went on: “I have friends who are predominantly football fans that are surprised when they come to watch a rugby match, and may be sitting next to other fans from different nationalities and backgrounds, watching the game amicably, with total respect from one another. One of the great things about rugby is its culture. It’s predicated on respect, treating people fairly, being a good sportsperson, and that is one of the things about rugby that should be celebrated and encouraged.” The recording of the informative and insightful discussion with the Saracens superstar was broadcasted live and exclusively, to over 300 Randstad clients.

EXTRA: DIVERSITY AND INCLUSION

Similar to sports teams, organisations have a vital role to play in building society back better, to help tackle inequalities which have widened because of the pandemic, improving livelihoods, embracing diversity, nurturing talent, and leaving no one behind. It is now more important than ever to ensure diversity and inclusion doesn’t fall off the agenda. Maro raised some incredibly insightful and thought-provoking discussion points in our webinar around what organisations can learn from sport. Not just in terms of values and leadership, but also in terms of respect and who we advocate for. Business leaders can certainly learn a thing or two from this inspiring individual.”

In terms of the benefits of diversity, where do you start? Looking at it from a purely sporting point of view, if you have a wider pool of players you have more talent to select from; if you have more players to select from you have more competition, which in turn drives performance.

The host of the webinar, Randstad UK Marketing Director, Adam Nicoll, went on to say, “Maro was an inspiring force on the call, as he is on the pitch. It was a pleasure to work with him. His approach to diversity issues seems very practical. His responses around meritocracy were particularly pertinent for businesses. It’s obvious that sporting institutions are much less likely to overlook quality compared to businesses and organisations, as the talent is arguably more visible and undeniable on the sports field. For businesses, a tunnel visioned view of the talent at their disposal is more likely, as ‘seeing’ what’s possible, is often harder in ‘real jobs’ so to speak. Businesses need to open their eyes.”

Randstad’s Director of Inclusion and Wellbeing, Laura Todd added: “The recent social justice moments and the COVID-19 pandemic have undoubtedly impacted every aspect of society over the last year or so, and it’s changed the way we live and work. “Research shows that the most disadvantaged groups in our society have been the worst hit, with nearly one third of lowest earning employees in the UK having lost their job or been furloughed, compared to less than one in 10 top earners.

INSIGHT: SUSTAINABLE REMOTE WORKING

ADAPTING to a hybrid model

ithin the business and HR sector, working from home and flexible working has been a huge talking point throughout recent months. A number of businesses have had to quickly adapt to remote working, however, what is the future of working remotely? And is it sustainable for businesses to continue to offer to work from home? Here, Alex Arundale, Chief People Officer at Advanced, a leading software company, can safely say that remote working is a policy that has been working very successfully for her organisation. Some of Advanced’s employees were successfully working remotely before the pandemic, and with the proven effectiveness of home working over the last 15 months, it makes complete sense to continue to offer a hybrid model. It is not a one-size-fits-all solution – some employees will want to work remotely almost all of the time and others will use our offices on a more regular basis.

Top Tips on how to make remote working sustainable: • Measure productivity: We measure productivity in terms of work quality and meeting goals, so it’s far more important that our employees produce excellent output than are seen to be busy in the office all day. Our modern, flexible approach supports productivity along with the work/life balance our employees want, for the well-being they need

• Communication is key: The key is to communicate with your people and ask what it is they would like. Some have an ideal working space at home; others don’t. Some thrive off the energy of the office; others are most productive in their own quiet space. We believe that being adaptable is sustainable in the long term and offering employee-focused working patterns will help us continue to attract and retain the best talent for our business success. Effective communication ensures that line managers and employees are aligned with regard to expectations • Invest in suitable software: Remote working does not mean letting people get on with it alone. Cloud-based software solutions and video conferencing helps to engage teams and promote a creative exchange of ideas. Also have a range of ‘self-service’ HR solutions including portal-access and chatbots to reduce the admin burden around things like booking holidays, sick-pay and company policies. This will free HR teams to focus on strategy, training, employee support and delivering workplace safe-guarding solutions • Build trust with your employees: It is our responsibility [as managers] to build trust with employees, wherever they are working, and respond to our duty of care to their mental and physical well-being With flexible working, people may decide to pop into the office occasionally, perhaps for meetings or group projects. To ensure this goes smoothly, those who choose to use the office can access a range of tools to help them do this safely, and social distancing, helpful signage and PPE are, of course, all in place. We use a desk-booking app that allows people to choose who will be sitting next to them – helpful when teams need to be in proximity. We are reconfiguring our working spaces to maximise collaboration and team working when people choose to be in the office.

INSIGHT: ETHICAL LEADERSHIP

Workers more likely to CHALLENGE unethical behaviour if their BOSS is ethical too

orkers are much more likely to challenge unethical behaviour in their organisation if their manager is seen as an ethical leader. That’s the view of Olga Epitropaki and Les Graham, Professor’s of Management at Durham University Business School as a result of a study they carried out alongside colleagues from the University of Sheffield and the University of Northampton. Here, they explore some of the findings of their research. Whilst the majority of previous research into ethical leadership is on the impact it has on workers acting ethically themselves we wanted to understand whether ethical leadership made workers more likely to call out unethical practices too.

values to workers, instilling these values into everyday working practices, and through actively valuing integrity, all of which will boost workers’ ethical voices within the organisation, according to the researchers. The researchers also suggest that the selection and recruitment process can be vital in attracting ethical individuals to the organisation, those who will challenge and voice their opinion on unethical practices.

We surveyed almost a thousand UK police officers and staff and 650 working professionals, asking them to rate their own personal ethical values and integrity and the levels of ethical leadership within their teams too. We then surveyed respondents on the likelihood of them raising concerns over the unethical practices of their co-workers.

Leaders play an incredibly important role in their company when it comes to ethical practices. They can instil the organisations values into their workers, and align their practices and behaviours with these so that the level of underhand, unethical practices are minimised. More importantly though, our research proves that if a leader not only instils ethics into their workers, but practices as they preach, it is more likely to make workers call out unethical practices if they see them”.

From the study, we found that ethical leadership had a very significant impact on the likelihood of workers to call out and challenge unethical behaviours and practices in their organisation from co-workers. Following on from a number of corporate scandals, there is a consensus that leaders must be ethical in their actions. Research has proven that ethical leadership improves job performance and workers attitudes, but little is known on whether it makes workers challenge others on ethical practices – an important company culture to have in organisations if you want to reduce all unethical practices and behaviours.

The research showcases the importance of leadership in creating a company culture where unethical practices are challenged amongst co-workers and not just by leaders themselves. By fostering such values at every level, leaders can ensure the wider organisation is not tarnished by unethical practices, and there are no corporate scandals that involve the actions of their workers.

Organisations can encourage leaders to be ethical through a number of ways, including creating a formal set of ethical principles to help leaders to clearly communicate such

INSIGHT: PEOPLE ANALYTICS

Overcoming the TOP HR CHALLENGES through data

hilst traditionally known for being a qualitative function, modern HR departments are becoming increasingly quantitative and data-driven. The recent LinkedIn Global Trends Report revealed that 73% of companies are set to treat People Analytics as a major priority over the next five years. However, there are still over half (55%) that say they need help with putting basic people analytics into practice. Here, Darshan Baskaran, Analytics Lead at TrueCue looks at the three top challenges for HR professionals. The recent ‘HR Challenges’ survey reveals that many of today’s HR professionals still struggle to provide internal stakeholders with timely and insightful analysis of people data. That said it’s unquestionable that the latest developments in People Analytics offer today’s HR professionals more sophisticated and valuable insights than ever before.

Understanding the real value of people data In the report, we consider some of the key organisational challenges facing today’s talent professionals, highlighting the value and potential for data to solve HR’s most pressing issues, as businesses navigate the tricky return to work, post-pandemic. The easiest way for HR leaders to understand the value of People Analytics is to break it down into specific use cases. In this way, we can clearly explain how the HR department can use their people data to gain valuable insights, driving business value and overcoming some of the most pressing organisational challenges that are currently top of mind for today’s talent professionals. Looking at the results of TrueCue’s recent ‘HR Challenges’ survey, based on responses from a diverse sample of 222 senior HR professionals, across a variety of questions relating to key HR challenges that businesses are facing, one trend gets reinforced: the COVID-19 pandemic has accelerated HR’s need to get the right data to the right people at the right time. Access to clear, actionable real-time data gives you full visibility over your entire workforce and helps you to understand your organisation’s most valuable asset: its people.

The three top challenges for today’s HR professionals The analysis of the results from TrueCue’s recent HR survey identified three major challenges for HR professionals that lie ahead in 2021 and beyond.

Challenge 1. Tracking Diversity & Inclusion progress In terms of specific HR and organisational challenges, what is clear from the majority of respondents in our survey is that for many of today’s HR professionals, tracking their progress towards vital diversity and inclusion (D&I) goals is a significant challenge. With many businesses setting themselves ambitious D&I goals in 2021 and beyond, 73% of respondents indicated that they found tracking progress towards these goals challenging. It’s crucial that you have the ability to track the success of any D&I initiatives that you are putting in place, in order to know if they are improving your progress towards your targets.

Challenge 2. Understanding formal and Informal employee networks With employees becoming increasingly used to working remotely or via a hybrid mix of home-based and office-based work, one of the major challenges for HR and business leaders is how to understand how both formal and informal employee networks work in this new world. 67% of respondents in our survey indicated that they find understanding formal and informal employee networks in a remote/hybrid working environment challenging. This is where the real value of Organisational Network Analytics (ONA) really comes into its own, as it helps organisations to understand how knowledge flows within and between their employee networks, identifying risks and showcasing opportunities.

Challenge 3. Staying on top of employee sentiment When you are working closely with teams and colleagues in an office-based environment most of the time, it’s far easier to monitor and stay on top of employee sentiment. What is clear from our survey is that the majority (64%) of respondents are currently struggling to monitor and manage employee sentiment in our ‘new normal’ world of remote/hybrid work environments.

INSIGHT: MANAGING REDUNDANCY

Why REDUNDANCY doesn’t have to be the ELEPHANT in the room

mployees often view redundancy in a negative light – but this need not be the case. Providing outplacement support during the redundancy process helps individuals feel prepared, supported – and even excited – to take their next step. With a wealth of career transition support on offer, it’s vital that this is framed positively – ensuring engagement with the process while maintaining good relationships with all employees. Here, Jim Hogsflesh, Right Management’s Scotland Consultant offers three helpful ways to change the perception of job loss.

Implementing a redeployment programme prior to formal redundancy announcements ensures key talent is retained, while simultaneously promoting a message of internal mobility – a quality that can encourage employees to stay with the business two times longer.

Communicate clearly and to everyone When managing a large-scale restructure, it’s crucial to communicate the plan to the entire workforce as soon as possible; ensuring everyone understands the rationale behind the decision and are clear on the timeframe of the restructure. This will help those leaving the company come to terms with the decision, and ensure the employees remaining with the business are kept in the loop regarding any changing expectations or responsibilities. Those being made redundant are likely to experience a rollercoaster of emotions including shock, denial, anger and uncertainty, while the ‘survivors’ may feel guilty about retaining their jobs, and apprehensive about the safety of their own positions. By providing clear communications to the entire workforce, business leaders are better placed to address any questions or concerns and provide greater emotional support to their workforce.

Frame it positively When talking to employees about the decision of redundancy, frame the situation in a positive light. Remind those exiting the business that the role has been made redundant, not the individual; and as one chapter closes, another one opens. This will help employees approach their transition positively, making them more likely to engage with the programme and to achieve a successful transition much sooner.

This will help maintain a good reputation and brand throughout the process, ensuring that employees leave the business on good terms, while those staying remain engaged and motivated to continue performing at their best.

Whilst there’s no denying the job market is very different to its pre-pandemic predecessor, opportunities are out there – and more than ever, organisations are seeking employees with the skills needed to achieve future success. For job seekers, now is the time to highlight transferrable skills, identify past experiences that illustrate these key skills, and think about new roles and sectors where they could be utilised.

Ultimately, organisations should approach a restructure sensitively and on an individual basis.

Highlight internal roles An organisational restructure doesn’t always need to result in an exodus from the business. When communicating the decision to affected employees, HR and business leaders should provide clear and transparent processes for applying to internal vacancies; as well as career conversations and coaching to help individuals update CVs and covering letters, identify transferable skills and understand their suitability for the available positions.

INSIGHT: FAMILY CONFLICT

Problems at HOME impact employee CREATIVITY more than problems at WORK

eeling ostracised by family members has a negative effect on employee creativity, more so than feeling ostracised at work, finds new research from Nazarbayev University Graduate School of Business. Here, Associate Professor Mayowa Babalola who conducted the research along with colleagues at Nazarbayev University Graduate School of Business considers the impact on employees who feel are being ignored by their family members, which can include an affect on their creativity and ability to do their work.

We collected data on the participants’ need for affiliation, perceived family ostracism, strain-based family-to-work conflict (strain in the family that interferes with work responsibilities), and creative process engagement. Finally, supervisors evaluated their employees’ creativity. The study found that feeling excluded by family creates stress, which the individual then takes to work. This results in lower creative process engagement, which ultimately inhibits creativity. Employees with a greater need for affiliation at home were more susceptible to these negative effects. Their results also showed that the impact of family ostracism on creativity is more significant than the impact of workplace ostracism. Employee creativity is central to the success, growth, and survival of organisations. Leaders can play a crucial role in stimulating creativity in their employees, but its development can be limited by the effects of family ostracism, so they should encourage awareness of the effects of family-related issues on creativity and develop initiatives to help individuals deal with family-based stressors.

Feeling ignored or excluded by family members is more prevalent than imagined – past research reveals around 60% of individuals report being ostracised by their partners. Given the increase in working from home due to the COVID-19 pandemic, research into the impact of family and home experiences on employees is vital.

Possible approaches include developing employee mindfulness and psychological capital, and building a supportive work climate. These findings show that negative experiences at home can be part of the environment that affects employee creativity and those excluded and ignored by their families are more negatively affected than those experiencing the same from colleagues. Therefore organisations should help employees cope with both work and family-related stressors and support them in dealing with negative interpersonal relationships.

Our research investigated what happens when employees feel alienated by loved ones at home. Participants were all married and from various professions that required creativity, including advertising, sales and marketing, consulting, IT, engineering, finance, and healthcare.

INSIGHT: TALENT ACQUISITION TECHNOLOGY

How SIMPLE DATA can help guide you to SUCCESS

ar drivers rely on a dashboard, which tells them what is happening in real time; current speed, distance travelled, current time, fuel resources. They can then adjust control of the vehicle, primarily increasing or decreasing speed. It is binary stuff. This simplicity has its benefits, after all nobody would enjoy having to manually divide distance by time in their head whilst driving to know their speed. Here, Alica Melvin, Client Engagement Manager at Jobtrain looks at what talent acquisition teams should expect from their applicant tracking system.

A better dashboard will give further insights:

Just like the dashboard on a car, understandably, Talent Acquisition teams demand similar of their data dashboards whether built into PowerPoint, Excel or native to their ATS. A basic dashboard should include:

Prompt – What needs to be done, and when:

• Ratios of applications to interviews to hires – this helps you understand how many applicants you need to attract to apply, in order to get sufficient number of hires • Average timescales for processing candidates through key stages of the process – this helps you identify and tackle ‘’bottle-necks’’ within your process • Source of candidates versus how many apps, interviews and hires – this will help you work out where to concentrate or reduce efforts to attract candidates • Candidate diversity data versus how many applications, interviews and hires – this will help you understand the diversity of the candidates you attract, and how they fare through your selection processes But with tools available to support the automated production and analysis of data, I recommend taking a three-prong approach to your reporting, the 3 ‘P’s;

This is ideal for helping to achieve SLAs or targets, by prompting the need to perform a task, often linked to a deadline or piece of compliance; for example: a daily report of candidates who are due to attend interview. Or a list of candidates who have documentation missing that will delay their start date

• Number of live vacancies • Current candidate volumes at key stages of the process • Number of vacancies filled

Processing – What has happened:

• Average Time to Hire

This allows you to measure what has taken place, why and what it means; for example: this can be used to monitor compliance or standards, or simply to manage resources and expenditure.

• Average Cost per hire In short, this will tell you how you are doing and which areas may need attention to get better performance.

Prediction – What is planned or expected: This involves creating reports that quickly show how you are doing against a measure – e.g. applications to hire ratio; or lost volumes of candidates between stages. Typically viewed monthly these reports can greatly support forecasting – of budgets and resources and, critically, timeframe needed to hire to support business goals These three ‘P’s work in harmony and a continuous improvement cycle is created; identifying and removing defects or duplication in the processes, applying improvements and recalibrating targets and SLAs. It will help you deliver an efficient, cost effective, consistent service to your organisation and that is only good news for your Resourcing function.

EVENT PLANNER

Welcome to our Events Planner Page. With the recent Scottish Government announcement that all COVID restrictions should be lifted by late July, early August, we are excited at the prospect of starting to plan on getting people back to our events.

Forthcoming events: Hr NETWORK Awards Nominees Lunch 2021 Ahead of the Awards Gala Dinner, Hr NETWORK will host a special lunch being held in Edinburgh in October to celebrate the achievements of the finalists for Hr NETWORK National Awards 2021 in partnership with Roffey Park Institute. For more details on this event including sponsorship opportunities, please contact the Awards Planning Team on Tel: 0131 625 3267 or email: awards@hrnetworkscotland.co.uk

Hr NETWORK Awards Gala Dinner 2021 The Hr NETWORK National Awards & Gala Dinner 2021 in partnership with Roffey Park Institute will take place at the hugely impressive Hilton Glasgow on Thursday 25th November 2021. 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

RECOGNISE

ACKNOWLEDGE

REWARD

SAVE THE DATE! NATIONAL AWARDS 2021

in partnership with

Gala Dinner, Glasgow Hilton, Thursday 25th November 2021 For further details contact the Awards Planning Team on Tel: 0131 625 3267 or email: awards@hrnetworkscotland.co.uk www.hrnetworkjobs.com

Look no further. Connect with us. Transform your future. Big change offers great opportunity. As we all step forward into the post-pandemic landscape, the need for an agile skill set and a stronger collaborative mindset in a hybrid and face-to-face world is already upon us. At Roffey Park Institute we hear the call. The equity, diversity and inclusion agenda. The need for all managers to be coaches. For HRBPs and OD Practitioners to become internal consultants. Critical thinking and decision making at speed will be crucial to the organisational design task ahead. Understanding your role and contribution will be imperative. At Roffey Park Institute we can help unlock your and your organisation’s potential. With our partnership approach we can deliver open and tailored programmes to realise your value.

If you like what we’re saying, join us for our free online HR Matters event. 8 July 2021, 08:30-10:30 UK time Recalibrating culture and values for a hybrid future

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