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Selfridges’ HR Chief to speak at the Hr NETWORK Conference next month
Selfridges’ HR Chief to speak at Hr NETWORK Conference next month
Hr NETWORK Magazine is very excited to announce that Selfridges’ HR Chief Maria Glasscock will be one of the keynote speakers at the forthcoming ‘People-First Culture’ Conference & Exhibition 2023 taking place at BT Murrayfield Stadium on Thursday 11th May.
The only store to be named Best Department Store in the World four times, Selfridges is committed to transformational change across all platforms to make the act of shopping responsible, purposeful and riotously fun and Maria will share her insights about the journey – how the People team have driven true change (and continue to do so), what’s worked and just how important it is to keep communicating proof points that mean people can see you’re delivering what was promised.
Other speakers, including experts, practitioners and commentators from all sides of the HR and people management & development spectrum, who have created and implemented a sustainable workforce plan in the midst of a post-pandemic world and are reaping significant organisational benefits that have led to increased productivity, improved job satisfaction metrics and gained a clear competitive advantage in their marketplace, will also provide valuable insight for implementing a sound and measurable people plan in the new hybrid and flexible world of work.
Keynote Session Titles and Speakers:
Putting People at the Heart of Reinventing Retail – Speaker: Maria Glasscock, People Director, Selfridges
Engaging A Workforce: Engage, Connect & Inspire Your Team – Speaker: Fiona Passantino, Trainer, Coach & Author of the Comic Books for Executives
Bringing Values To Life – Speaker: Owen Cook, Head of Programmes, The Culture Builders
PANEL DISCUSSION: Flexible & Hybrid Working in a Four-Day Week
- Gillian Campbell, Chief People Officer, Webhelp UK
- Tom Power, Director of People & Culture, NHS Grampian
- Daisy Hooper, Head of Policy & Innovation, CMI (Chartered Management Institute)
- Alan Cadenhead, Colleague, Culture & Communications Manager, Pointer Fire & Security Services
Inclusive Leadership: Unlocking the 3 P’s of Leadership…People, Performance & Potential – Speaker: Sile Walsh, Inclusive Leader Specialist, Roffey Park Institute
Who Are You? What part does identity play in burnout prevention and what’s the true cost of burnout if we ignore this step? – Speaker: Kelly Swingler, Burnout Prevention Strategist for Leaders
HURRY!! BOOK YOUR PLACE NOW!!
For full details on the session topics, BOOK YOUR DELEGATE PLACE and for details on getting to BT Murrayfield, please visit the Conference & Exhibition page:
https://hrnetworkjobs.com/events/conference/
For further details on sponsoring or exhibiting at the Conference & Exhibition, or hosting a Table of 10 at the Leaders Dinner on the evening before the Conference & exhibition, please contact the Conference Planning Team on Tel: 0131 625 3267 or email: subscriptions@hrnetworkscotland.co.uk
54% of employers now more concerned about employee mental health
54% of employers now more concerned about employee mental health
Research released recently by Towergate Health & Protection reveals the changing concerns of employers in today’s world. Among companies of all sizes across the UK, 54% stated that of the four pillars of health and wellbeing, the mental health of their staff is the area about which they are now most concerned.
Areas where employers are more concerned about their employees:
- Mental health 54%
- Financial health 48%
- Physical health 34%
- Social health 29%
None of the above 11%
Debra Clark, head of specialist consulting at Towergate Health & Protection, comments:“Mental health is currently topping the list of employers’ worries about their staff. To some extent this is a good thing as it means that mental health has moved up the agenda, that it is recognised as a very real concern and that employers are taking notice of its impact. However, it is clearly not positive that mental health is a growing issue, so this now needs to be met with the appropriate response from employers to manage and improve mental health in the workplace.”
The research goes on to show that employees also now have higher expectations of workplace health and wellbeing. Interestingly, it is financial health where employees most want support, followed by mental health.
Areas where employee expectations for more support have grown:
- Financial health 48%
- Mental health 42%
- Social wellbeing 36%
- Physical health 34%
- None of these 12%
Debra Clark says: “The different pillars of health and wellbeing are often intertwined. Financial health will impact mental health; mental health affects physical health and so on. The fact that both employers and employees put financial and mental health at the top of the list suggests that these two are particularly impactful on each other in current times. Employers should consider a targeted response to address the issues, such as offering access to counselling, or to budgeting advice.”
Wellbeing support must match needs and expectations
Towergate Health & Protection then looked at which support had actually increased and whether it was in line with the concerns and expectations of employees. It found that the increase in support did not match with the level of concern, or with employees’ expectations of support for their different areas of health.
Areas where support has increased from employers:
- Mental health 41%
- Financial health 36%
- Social health 35%
- Physical health 31%
- None of the above 17%
Debra Clark says: “It is vital that employers consult their staff regularly to see how their needs are changing regarding health and wellbeing. Requirements are not static and the support needs to closely match the concerns. Employers should consider a holistic approach to health and wellbeing support, giving credence to each of the four pillars: mental, financial, physical, and social health. A workforce that feels unsupported will be less productive and less loyal.”
70% of UK hybrid workers want to work this way for the rest of their career
70% of UK hybrid workers want to work this way for the rest of their career
An international survey of 3,000 global office workers by Insights Learning & Development has uncovered that 70% of hybrid workers in the UK want to maintain the arrangement permanently. In general UK employees are happy with their hybrid working arrangements – more so than employees in the US, Canada and France. Overall workers in the Netherlands are most satisfied with their hybrid working arrangements.
Almost one-third (32%) of hybrid team members in the UK are fully remote or close to fully remote while over two-thirds (67%) work predominantly in an office. Office-first working appears to be the least preferable option – 22% currently work this way, however, 17% wish to do so. Of the respondents 8% of UK employees currently work fully remotely while 19% would prefer to do so.
This correlates with the global finding that office-first is the least attractive option, as only 10% of dissatisfied employees across the seven countries would prefer to switch to an office-based workplace. Over a quarter of UK workers say that sharing ideas, delivering objectives and learning and development has actually become easier since working in a hybrid team. Almost one-third (32%) say that they perform better since they started hybrid work. Those questioned stated the overriding advantage is having more time, as the daily commute has been dramatically reduced, with 54% of UK hybrid employees confirming it as a bonus.
Notably, improved health and well-being are also one of the biggest benefits identified for UK hybrid workers questioned, compared to other countries across the globe. One-third of UK workers identified this as a benefit. However, over half of UK workers say building relationships has become harder in hybrid teams (51%) and one-third say they find it harder to stay connected to what is going on across their company (33%).
47% say they feel less connected to their co-workers than before the pandemic and 38% said that they would like to receive more opportunities to connect with their team. Getting to know new team members was raised as the most difficult aspect of working in a hybrid team, alongside lack of social connection and casual conversation within hybrid teams identified by respondents. Almost one-third (31%) said that feeling disconnected from remote colleagues is a challenge. Overall UK companies seem to have taken more actions in certain areas than other countries to overcome the challenges of working in a hybrid team. 75% of UK hybrid teams have adopted communication tools such as Zoom, Teams or Slack – more than any other country. Over one-third (36%) have put in place wellness initiatives to support their employees (higher than the global average of 26%).
Chief Executive of Insights Learning & Development, Fiona Logan suggests empowering individuals in their approach to their working setup is important in the new world of work: “This report is confirming what many suspected, that flexibility in working practices has been internationally welcomed by employees. It is not surprising to see regional preferences shift when it comes to how we work together, and the key for employers is to find a balance that works for our teams and for the business. We all have different preferences and therefore these new routines will work in different ways for different people. At Insights we work with some of the world’s leading organisations supporting them to recognise that putting their people and wellbeing at the heart of the business strategy will reap significant productivity benefits.
“Additionally, as we are now not in the office each day together, we need to create a culture and community that fully supports and enables success. Creating a community between remote and in-person work is imperative and the need for human skills, a core purpose and connection are vital for this. As this research shows, businesses need to look at effective ways that truly empower people in how they work and by providing the solutions they need to feel connected and supported, no matter where they are working.”
Head of People – Lothian – Circa £65k per annum
Head of People – Lothian – Circa £65k per annum
Lothian have an outstanding reputation in the transport industry and play an integral part of daily life in and around Scotland’s capital city, enjoying a much-loved place in the hearts and minds of the people of Edinburgh and the Lothians. With over 2000 staff operating across 10 sites, Lothian and its subsidiary companies East Coast Buses, Lothian Country, Edinburgh Bus Tours and Lothian Motorcoaches are market leaders in delivering transportation services to customers.
Edinburgh is an exciting place to be and is rated the number one festival destination in the UK. It has a vibrant economy and the provision of our bus services plays a huge part in keeping the city moving.
One of the defining features of Lothian is our ethos and culture. People are our business.
In order to help shape the next steps in our journey of delivery of an amazing customer and employee experience, we are looking to recruit a Head of People.
This role will report directly to the Managing Director and will support the company’s senior team with the strategic development of the business. This is an exciting role that will be pivotal in positioning the business for success as we continue to rebuild following the pandemic.
You will have proven experience of engaging people as well as a record of solid delivery of best practice, including researching, implementing and updating HR policies. You will have a ‘can-do’ attitude and live and breathe positive interactions with colleagues. If this sounds like you and you are ready for a rewarding new chapter in your career, we’d love to hear from you.
Salary: Circa £65k per annum
Benefits:
- Competitive holiday allowance
- Access to a range of benefits including healthcare
- Continual training and development to push forward your career
- Free travel across Edinburgh and the surrounding areas on all Lothian buses and Edinburgh Trams.
Please let us know if there is anything in particular which would help with your application, should there be any adjustments you wish to make or anything you want us to be made aware of.
Applications should be sent to: glessels@lothianbuses.co.uk and include your CV and a covering letter, highlighting skills and experience pertinent to the role, should arrive by Sunday 9 April 2023.
Interviews will take place on 19/20 April.
Two in five Scottish workers need flexible working, or can’t work at all
Two in five Scottish workers need flexible working, or can’t work at all
Two in every five Scottish workers say they need flexible working, or they can’t work at all, according to a new white paper published in early March by Flexibility Works.
While flexible working has increased since the pandemic with 61% of Scottish workers saying they have some form of flexibility over when, where or how much they work, the white paper aims to remind employers and policymakers just how critical flex is for the wider Scottish economy.
Key findings include:
- Two in five (40%) Scottish workers say they need flexible working, or can’t work at all
- A third (31%) of Scottish workers would like to change jobs but aren’t because they’re worried they won’t get flex elsewhere
- Almost half (45%) will only apply for a new role if it specifically mentions flexible working
- One in five (19%) are considering giving up work because of a lack of flexibility
- Employers need to create flexibility around when and how much people work, as well as where people work, and showcase flex in recruitment
Nikki Slowey, co-founder and director of social business Flexibility Works, said: “We still hear people talk about flexible working as a ‘nice to have’ but these figures are a pertinent reminder of how essential flexibility is for a large portion of our workforce. Without flex, many people just can’t work, which hits family finances hard and pushes some people into poverty.
“Meanwhile we know many employers are struggling with skills shortages and are concerned about recruitment, retention and progression pipelines. It’s in all our interests to help people get work, stay in work and progress at work so we create a strong Scottish economy.
“Yet while flexible working has increased since the pandemic, much of the focus has been on home and hybrid working when the bigger picture shows we need all kinds of flexibility for all kinds of workers and this needs to be visible to job seekers. Let’s hope Scottish employers step up.”
The white paper, called Beyond hybrid: Why all kinds of flexible working matter in 2023, analysed data from 662 adult Scottish workers. It shows 40% of Scottish workers say they need flexible working, or can’t work at all, and underscores the importance of flexibility to enable people to work. This figure includes frontline workers who can’t work from home and need other forms of flexible working, such as flexibility on hours.
The white paper also covers how a lack of visible flexible working opportunities is holding people back from changing jobs and progressing in their careers. Nearly a third (31%) of Scottish workers said they’d like to change jobs but were staying put because of concerns they wouldn’t get the flex they need elsewhere. While almost half (45%) said they’d only apply for a new role if it mentioned flexible working.
Finally, the white paper shows one in five (19%) Scottish workers surveyed are considering giving up work because of a lack of flexibility. This includes people who have some flexibility, but not enough.
Flexibility Works hopes the findings will remind Scottish employers and policy makers of how essential flexible working is to help people enter work, stay in work and progress at work.
Types of flex people need
The new figures show that while flexibility around where people work, such as home and hybrid working are popular, so is flexibility around when people work, such as flexitime, and how much people work, such as part time hours.
A total of 42% of Scottish office workers said they’d like some working from home and 38% said they’d like hybrid working. But more than a third (35%) said they’d like flexibility over their start and finish times (while still working their usual number of contracted hours) and one in five (19%) would like part-time hours.
Among Scottish frontline and customer-facing workers, 35% said they’d like some working from home and 27% said they’d like hybrid working. But nearly one in three (29%) said they’d like flexibility to adjust their start and finish times, and more than one in five (21%) would like part time hours. Nearly one in five (18%) would just like to be able to swap shifts more easily.
The main reasons workers gave for wanting flexibility were: caring responsibilities including for children (29%), wellbeing (18%), for greater control over work and productivity (14%), and mental health (11%).
Supporting employees during Ramadan: Starting Wednesday 22nd March
Supporting employees during Ramadan: Starting Wednesday 22nd March
Next week see’s the start of Ramadan which is one of the most important and spiritual months within the Islamic calendar and is usually observed by fasting during daylight hours. It is also recognised through prayer, participating in charitable activities and spending time with friends or family. As Ramadan draws to a close, the festival of Eid-al-Fitr marks the end of any fasting that has taken place. Here, James Richardson, senior HR & employment law consultant at FD People provides some guidance on what employers can do to support employees during this significant period of observing Ramadan.
Recognising the significance of Ramadan and being mindful of the potential impact on members of your team is essential to building a healthy and inclusive workplace. A proactive approach helps ensure individuals are not placed at a detriment due to their religious beliefs, but also seeks to actively accommodate and support those expressing their faith. Here are some suggestions on how you can support Muslim employees at work during Ramadan.
Encourage open communication
Remember individuals may celebrate or practice their faith in a variety of ways, and not all will be able to fast. To ensure any steps you take are relevant, provide opportunities to connect with individuals to enable them to express their opinions. You may find that no specific support is needed other than showing due consideration and understanding, or there may be suggestions which hadn’t initially been thought of. Don’t make assumptions and instead invite employees to share their views through surveys, email or intranet suggestions and voluntary groups, but always ensure any such opportunities to engage are facilitated in a safe and inclusive manner.
Utilise flexible working
Being open to hybrid/remote working and thinking about how people can work flexibly can be a huge benefit to employees when it comes to support during Ramadan. Whilst this shouldn’t be enforced without discussion and must be balanced with the needs of the business, embracing hybrid working with flexibility over start and/or finish times, working patterns and breaks can be helpful in supporting employees to manage religious commitments. The opportunity may allow for work to be completed more efficiently and at times which suit energy levels whilst fasting.
Raise awareness by educating the wider team
Other members of the team may be curious to know more about key religious days and festivals, and specifically how they can support their colleagues observing Ramadan. You can support further by providing access to relevant resources, offering tips on how to be considerate towards the needs of Muslim colleagues and organising inclusive ways to celebrate Eid-al-Fitr.
For those who are fasting, it may be helpful to encourage the wider team, especially management, to monitor workloads and overtime carefully. In addition, be mindful of offering food to anybody who is fasting and seek to avoid centring work activities around eating and drinking. It can also be helpful to schedule important tasks or meetings earlier in the day, as those fasting may find their energy reserves dip as the day goes on.
Consider annual leave and plan ahead
Take the opportunity to regularly remind employees of their annual leave entitlement and try to encourage forward planning for spending time with friends and family. It can be helpful to take Ramadan and Eid into account of for workforce planning purposes as many employees may be looking for similar time off work. You should be mindful that due to these important dates following lunar cycles, it may be challenging to request a specific day for annual leave. This can be supported through open communication with individuals and a flexible attitude wherever possible.