July/August 2021 FREE SPEEDBOAT FOR EVERY SUCCESSFUL CANDIDATE

e labour market crisis is making recruiters desperate. But there are better ways to sole your hiring woes Untitled-1 1 07/05/2021 10:53 Contents p22 July/August 2021

For a variety of reasons, lockdown has been the catalyst for thousands of people to seek a new job, career, or just take up a hobby. But a more signi cant change in direction doesn’t have to be a backwards step – you can read all about the bene ts of bringing skills from other elds into HR (and vice versa) on page p32 32. And for those considering putting their skills to good use and giving something back, we explore volunteer mentoring opportunities from the CIPD on page 38. Eleanor Whitehouse Acting editor News & analysis Welcome from the CIPD p5 This month we’ve learned... p6 NEWS: What if fl exible working were a legal right? p8 PLUS Stonewall, CIPD PMAs shortlist Legal lowdown p17 Columnists Diane Lightfoot p18 Case studies p42 The Royal Mint p20 Sage p22 Features p24 COVER What’s going on with the labour market? p24 New visas, furlough and a mass talent exodus have all caused big problems for hiring. We talk to employers that are working to solve them Meet our return to the offi ce panel p30 Nine HR pros explain where they’re at with going back The perks of cross-functional experience in HR p32 Should people practitioners spend time in other fi elds? Could you mentor a young career starter? p38 CIPD members on why they volunteer their skills Does it pay to get creative with benefi ts? p42 p49 Why companies that think outside the box with their employee perks stand to reap big rewards Career path Who I am Joshua Karl p49 Reviews p50 The Fixer p51 People and posts p52 Research p53 CIPD Focus p54

COVER: ORTIS, URSULA ALTER, PACIFIC PRESS GETTY IMAGES IMAGES JONES EYEEM GETTY JONATHAN ISTOCK, MOLLISON; CONNOR STOUT; COLIN Could HR solve...? 9 to 5 p58 Date: 02.Jul 2021 11:15:13

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#CIPDFutureReady Welcome om the CIPD

Next: recruitment and retentionSadly, the economic recession has also As lockdowns ease, economic recovery is appearing. had a bigger impact e pandemic led to the biggest GDP falls on on younger and record across most economies, but there was some older workers, part- time workers and improvement in the second half of last year. Most therefore also women. projections for 2021 estimate an overall global growth Governments are of around 5 per cent, with the UK among the leaders. aiming to focus more support on these groups, such as through Peter Cheese But sectors were impacted di erently during Chief executive the Kickstart and Restart programmes, the pandemic, so they are recovering di erently. but reskilling and upskilling opportunities Some industries, such as travel, may see a long- will need more investment and attention. CIPD mentoring term shi in demand; hospitality, retail and At the CIPD, we also want to do more YOUR HR SKILLS COULD “There’s a sense of purpose that construction are  ghting back and others, like comes with giving up yourshe is a people time” director, so she knew what they “If he received an interview task, for example, to help, and to grow our volunteering were looking for and what they meant by certain Stephanie Hague-Evans (pictured), people he knew he could send that to me and I would director at Fizzbox, mentored Martin Black terms, which helped a lot. give honest feedback and we could book in a “We drilled down on the type of courses I through the CIPD Steps Ahead scheme time to talk together. So, I think for him it was “In the people profession, we bang on about should be doing too. She would send over links about just having a go-to person. I would hope that her team used, and courses that were doing your own learning and development and I that Martin feels like he’s got a person in his think it’s easy not to do itit yourselfyourself becausebecause you’reyou’re helpful. But I think my main takeaway was my the technology sector, thrived and are expected BENEFIT YOUNG PEOPLE network now who is there as long as he needs it.” so busy focusing on everyone else. confidence in interview skills and how I analyse “I am enjoying the scheme, but also there’s a what employers are after. Martin Black, SEO executive “The preparation with Stephanie programmes such as Steps Ahead mentoring sense of purpose that comes with giving up your “When I was on Universal Credit, my support time and, in the field you’re comfortable in, you also helped me to communicate e CIPD has a wide range of olunteering opportunities for colleague recommended I apply for CIPD during phone and Zoom calls, want to add value. We try to encourage staff to Steps Ahead. I signed up and was put in find voluntary pursuits they’re interested in and because in the past I’ve never had members to pass on their knowledge and experience to those getting touch with Stephanie. online interviews. I was nervous give a bit of time back, and I don’t think you can “She was great and worked with tell people to do that if you’re not doing it yourself. that I was supposed to be looking to continue to grow. As the economic recovery people in marketing, which was my started in the world of work. Here’s how you can get involved… “Martin has been my first mentee. He is so at the camera while trying to interest. Whenever I had a job talk, but I was able to gain smart and was doing a lot of the right things interview coming up, I would & Enterprise Company, is an initiative already, and I think I expected someone who confidence, and it seems in through our members to help others. of their time per month, the CIPD has send the role description today’s world there’s going he bene ts to young people through which professionals from any didn’t know where to start, so I had to adapt two volunteering schemes that allow HR to her and she helped me to be a lot of working from of good quality guidance eld work directly with schools and quite quickly. We agreed I would facilitate professionals to help young people in prepare for the interview by home, so communicating into the world of work are colleges to develop a strong careers helping him prepare for interviews and look at their local communities: going through it together. online will be beneficial.” signi cant. However, the programme and provide opportunities for job specifications together, whereas I had been Steps Ahead is a national one-to-one It was beneficial because provision of such advice young people. People Management spoke expecting to start with building a CV. takes hold, the next set of challenges is clearly mentoring scheme that supports young Tacross schools is a mixed bag. A 2020 to some Steps Ahead mentors/mentees people aged 18-24 in nding work. It is and enterprise advisers to nd out how report by Education and Employers currently focused on helping those who are For our profession, it’s clear that found a third (35 per cent) of 7,000 pupils the schemes work and how volunteering unemployed because of the pandemic. bene ts their professional development. surveyed answered ‘not at all’ or ‘not Enterprise Adviser, run by the Careers really’ when asked if they thought their school or college had spent enough time Tomi Olayinka (pictured), student on the helping them understand career options. London Stock Exchange graduate scheme through the “CIPD members at any And thanks to the redundancies, was mentored by Hope Light emerging: access to skills, as well as access reduced work experience placements CIPD Steps Ahead scheme expectations. A lot of mentoring is giving people and decrease in training opportunities “My friend told me about the CIPD and how confidence, so with Tomi I ran through an its resources could help me prepare for an interview and it was really reassuring for her. besides the challenge of adapting to more it has caused, the coronavirus pandemic has further exacerbated young people’s upcoming interview. While I was on the website, level can do this” “I also gained so many new skills which I now I saw the mentoring scheme. I didn’t think use every day in my job, such as organisation, disadvantages. e Oce for National Hope Light, HR administrator at things would happen as quickly as they did On the day, I had an hour gap between the leadership, and communication. The biggest Statistics found that 54 per cent of Avacta Group but within a day of registering, I was competency interview and the presentation thing I learned was the importance of being the 813,000 jobs lost in the 12 “The scheme seemed like a good way to get months to March 2021 were connected to Hope, and she just and I was able to call her and practise my understanding and having the confidence to to products where supply chains have been happened to be in HR. It sounds involved in the HR profession as well as helping held by people under 25, and presentation, even though it was her day off. see things from somebody else’s perspective. dramatic, but it was like a somebody else. I’m only 23 so I have fresh a study in February by BAE She timed me and gave me feedback which Tomi is at the other end of the country to me – sign from God. knowledge of the hurdles young people come hybrid and  exible working, we will also Systems found 43 per cent helped my confidence. I felt I delivered that she was a graduate and I didn’t go to university, “I was due to do a across when trying to get into a career or move of people aged 16-24 were presentation to the best of my ability because so it was important to understand somebody presentation as part of an up the career ladder, and I’ve seen how that’s putting their career or of the confidence she gave me. else’s experiences and how that’s affecting interview for an HR job, been amplified through Covid. education on hold until “Hope’s advice has really helped me develop them. As an HR professional, you come which I’d never done “The key thing is that all CIPD members my interview answers and my confidence, across people from different backgrounds the crisis was over. at any level can apply to do this. As I’m a before. I was feeling and different levels of seniority so I think this impacted by slowdowns in production. e importance, then, and has allowed me to give my best self in that ELIZABETH HOWLETT AND CAITLIN POWELL CAITLIN AND HOWLETT ELIZABETH overwhelmed and student member, I wondered whether I had of initiatives that directly interview room. Our conversation was not like experience was something I’ll be able to use uneasy because I enough experience and knowledge to advise bene t young people and my mum telling me what to do – it felt like a throughout my career.” didn’t know what somebody else. But it completely exceeded my be confronted by more challenges in their career aspirations cannot be friend that was helping me.” they expected. underestimated. For members who are peoplemanagement.co.ukpeoplemanagement.co.uk 3939 INTERVIEWS able and willing to oer a small amount peoplemanagement.co.uk 38 38 peoplemanagement.co.uk But access to skills was a concern even before recruitment and retention. Unemployment the pandemic. Many surveys, including our , were revealing rates are already close to pre-pandemic levels, p38 own Labour Market Outlook job vacancies are rising and the number of many organisations’ concerns about their ability applicants is falling. ere are therefore to recruit. ese ranged from the ever-present growing pressures on wages, but pay is far issues of health and social care workers, to from the only answer. technology skills, trade skills and lorry drivers. e pandemic has reset many people’s All these concerns have been exacerbated expectations of work and working cultures. by the pandemic. e  ow of migrant workers More  exibility in how and where they was impacted as many returned to their homes work, support for wellbeing and good people when the pandemic took hold. Brexit has also management, and all the principles of good been a factor, but the longer-term patterns work and job quality are strategic drivers have some way to play out. e numbers of in support of recruitment and retention. EU nationals in the UK workforce dropped Inclusion – and casting our nets wider in by 7.5 per cent in the second half of 2020. attracting talent – also must be seen in Young people are among However, the numbers of EU citizens who have this context. the groups of the workforce now applied for settled status in the UK is a lot hardest hit by the impact of None of these ideas are new. But with the pandemic larger than o cial records had indicated. every crisis also comes opportunity, and our ere are also now surveys indicating many opportunity now is to embed these ideas people may be thinking of moving jobs. While into all our organisations and make work thinking of moving and actually moving are better and more inclusive for all. di erent things, many are re ecting on whether

they will be able to work  exibly, or on how well they feel their employers have looked a er them. Some have built more of a  nancial cushion, while others have struggled. Some on furlough have reconsidered their options, and

others have held on to the relative security of HANNAH J TAYLOR J HANNAH MONTY RAKUSEN GETTY IMAGES; RAKUSEN GETTYIMAGES; MONTY what they have.

peoplemanagement.co.uk 5 This month we’ve learned...

{Pay & reward} The big lesson Furlough OK

Flexible season tickets will suit those who are new to hybrid for isolating working as well as those who were part-time pre-pandemic employees In a revelation that will have come as news to many employers, emails between senior civil servants have shown employers are able to use the furlough scheme to support self-isolating sta .  e reports, which came from Politico magazine, claimed the Treasury was reluctant to publicise the fact because of concerns it would lead to employees being unnecessarily furloughed. {Flexible working} In a statement to People Management, a Treasury spokesperson said the Flexi tickets will suit hybrid sta scheme is “not intended Remote working has been far update their bene ts policies and for short-term absences from a perfect experience for “The new entice people back onto trains and from work due to sickness many employees, but few will tickets into city centres, says Jonathan or self-isolation”, but that argue against the bene ts of Boys, labour market economist at “if an employer wants to ditching the daily commute.  e provide the CIPD. “Commuting makes furlough an employee for time and money saved by working people miserable – it is the time business reasons and they are from home is part of the reason an ‘easy and expenses that people resent.” currently o sick then they so many people are expecting to win’ for HR Boys adds that an additional are eligible to do so, as with only return to the workplace a few upside to  exible season tickets other employees”. days a week as restrictions begin to departments” is that they bene t both those But, says David Jepps, li : a CIPD poll found 63 per cent who are newly working from employment partner at of employers plan to introduce or expand home and those who worked part time and Keystone Law, the guidance the use of hybrid working. “If employees  exibly pre-Covid – two groups that are that statutory sick pay can avoid commuting then they will – predominantly female. “I’m convinced that (SSP) was available for through hybrid working or looking for it’s only now that men face the prospect self-isolating employees other opportunities,” says Gemma Dale, of not travelling in every day that pro-rata was taken by many employers co-founder of  e Work Consultancy. season tickets have been looked into as meaning furlough pay In recognition of this, National Rail has seriously – but it’s a big win”, he explains. wasn’t available. launched a new ‘ exi’ season ticket aimed However, Stephen Hackett, head of  is would have been directly at hybrid workers travelling to corporate bene ts at Benefex, says many better for both employers work twice or three times per week. As an employers who have already reviewed travel and employees. Not only is alternative to the traditional  ve-day-per- bene ts over the last 18 months have seen SSP paid by the employer, week season ticket, the new  exible ticket a change in priority from sta towards but employees who are only allows travel on eight days in every 28-day driving-based bene ts including as car salary eligible for the minimum period and promises to save commuters up sacri ce, car maintenance and parking. statutory sick pay of to £350 a year.  e new tickets provide an “ ese appeal to employees who aren’t £96.35 a week were likely “easy win” for HR departments looking to happy to get back on the train,” he says. to be much better o on

NATHAN STIRK; POOL GETTY WPA IMAGES; TIMEWISE UK furlough payments.

6 peoplemanagement.co.uk {Recruitment} brought back in May, face-to-face checks were Right to work then postponed to 21 June – in line with when checks still online the government A er much lobbying had hoped to end {Health & wellbeing} from employer groups, the last remaining lockdown the government has once restrictions in England again pushed back the (which itself is not now Open doors with a smile reintroduction of in-person expected to happen until Technology can make it easier recognition technology, right to work checks. 19 July). for employers to monitor which is being billed for use Digital right to work  is latest delay has their workforce’s wellbeing, in large institutions such as checks – introduced at been welcomed by Neil but one tech company has government departments, the start of the pandemic Carberry, chief executive taken things a step further. hospitals and banks, will to support businesses to of the Recruitment and Canon Information help “everyone relax and work remotely – will now Employment Confederation. Technology, a Chinese get healthy, so as to create be in place until the end “ is is a sensible decision subsidiary of the Japanese a more pleasant working of August, with employers that will keep the jobs company, has reportedly atmosphere and improve required to conduct market moving,” Carberry introduced AI-powered e ciency”. A spokesperson checks in person again says, adding that the “next cameras that only allow for the company said: from 1 September. logical step” would be a sta to enter rooms, book “Mostly, people are just too Initially billed to be permanent digital system. meetings, control the shy to smile, but once they temperature and even use get used to smiles in the {Health & wellbeing} poorly because of how it printers if they are smiling. o ce, they just keep their a ected their performance. In a Chinese language smiles without the system,  e union is arguing those press release, the rm which creates a positive and Long Covid with the condition already said it hoped that smile- lively atmosphere.” meet the criteria for living with a disability under the {Flexible working} budgets or causing bias Equalities Act, and is also deadlines. calling for long Covid to be  e study, recognised as an occupational Flex works in conducted by at work disease because of its Timewise alongside More than half of people disproportionate e ect on Build UK, found living with ‘long Covid’ workers in sectors including construction that introducing – the condition where health and education. Almost While the bene ts of  exible  exible working those who have contracted four in ve (79 per cent) working have long been increased the number Covid-19 still experience of respondents identi ed known, it’s traditionally of workers who felt they a wide range of symptoms themselves as key workers. been the reserve of had enough time to look months later – have o ce-based jobs. a er their own health and experienced discrimination However, a recent wellbeing from 48 per cent at work, a TUC survey has study has shown to 84 per cent. found. In a poll of 3,500 that  exible Similarly, the percentage people, most of whom working can of workers who said they self-reported as having long also be applied regularly worked beyond Covid, 52 per cent said to complex, their contracted hours they had experienced some site-based dropped from 51 per cent form of discrimination or industries such to 34 per cent. disadvantage because as construction “Working practices no of their condition, without any longer need to be a block to while 22 per cent negative attracting the best and most said they were impact diverse possible talent,” said concerned they Home secretary Priti Patel has on Emma Stewart, director of would be judged agreed to delay a return to in-person project development at Timewise. right to work checks; Emma Stewart of Timewise advocates fl exible working peoplemanagement.co.uk 7 TOP STORY

Not everyone has enjoyed a year of working from home – campaigners

are urging employers to ensure flexibility is available to all Flexible working: it could become law With coronavirus restrictions coming to an end, businesses are already at a signi cant turning point. But another could be just around the corner WORDS CAITLIN POWELL OSCAR WONG GETTY IMAGES; CHRIS MCANDREW UK PARLIAMENT CHRIS MCANDREW UK WONG GETTY IMAGES; OSCAR

8 peoplemanagement.co.uk News & analysis

or many businesses, the last 16 months have October and December 2020, the use of part-time been one big exible working experiment that working fell from 28.3 per cent to 27.6 per cent, Flexibility in nobody asked for. But, at the time of going and take-up of exi-time dropped one percentage to print, the chance that it could be over in a point to 12.6 per cent. Similarly, a study by Pregnant numbers matter of days was still  rmly on the horizon.  en Screwed showed that in the  rst year of the One in four F A er a false start in June, England is, for the pandemic, more than seven in 10 (71 per cent) of employers are time being, set to li restrictions on 19 July, with exible working requests were rejected, up from just considering the devolved nations expected to outline their own over half (53 per cent) the year before. introducing ‘right plans in due course. For employers, this means the So is a exible working bill the answer? Claire to disconnect’ end of the work from home guidance, the end of McCartney, senior policy adviser for resourcing and policies, a poll of restrictions on how businesses can operate and the inclusion at the CIPD, says that in order to work, the 500 UK business end of mandatory rules on face coverings. “It will no bill “needs to focus on enabling exibility in hours leaders by Owl longer be necessary for the government to instruct and not just location, because there are many whose Labs has found. Such measures people to work from home, so employers will be able roles don’t allow them to work remotely”. can range from to start planning a safe return to the workplace,” said A bill on its own also wouldn’t end the stigma allowing staff Prime Minister Boris Johnson earlier this month. attached to exible working, says Gemma Dale, to ignore out- Johnson is not alone in wanting this to mark a co-founder of the Work Consultancy. It is of-hours phone return to the workplace. In an open letter up to HR professionals to talk to their calls to banning to the government, a number of top leadership teams about exible and the sending of executives, including the bosses of hybrid working strategies, she emails after a Heathrow and Gatwick airports, says, advising employers to act certain time. Capita, John Lewis and BT, now. “Why wait for the law to The same said it was “critical that the change?  is is the moment to survey found one government gives clear direction be on the front foot and get in three fi r m s on the return to the o ce”.  e your strategy nailed,” she says. were developing recovery of the economy counted And Emma Stewart, new policies to on commuters returning to the development director at ensure all staff country’s city centres, they said. Timewise, also warns of stayed engaged, But, alongside the push for the risk of “ ex washing” if whether they were getting back to ‘normal’, there has employers are suddenly forced to based in the offi ce been another campaign to enshrine Labour MP Tulip Siddiq o er exible working from day one. or at home. proposed a fl exible And according the exibility that many have become working bill on 30 June It would be easy, she points out, for accustomed to as a legal right. A exible  rms to say that a role can be done to a poll by Kura, working bill introduced by Labour MP Tulip exibly if legally required to, but not actually make one in fi ve workers hoped Siddiq would, if passed, require exible working the changes needed to make that exibility a reality. to never return to arrangements to be built into employment contracts To combat this, exible working needs to become commuting after from day one (except in exceptional circumstances), part of employers’ inclusion and diversity strategies. the pandemic. and force  rms to advertise the exible “HR professionals can provide support Meanwhile, a arrangements available.  is would be a ”Flexible and training to managers”, says Stewart. study by Timewise Flexible working: departure from current rules, which only “ is is no longer just a nice thing to have has revealed a give employees with 26 weeks of service working needs – this is a necessity,” she adds. huge boost to the right to request exible working, which to become part  en there’s the way exible policies are wellbeing among businesses are under no obligation to grant. implemented. Gemma Hanham, former construction For those who were able to work from of employers’ head of people at CyberSmart, suggests workers after a home during the pandemic, the experience the bill will be e ective if businesses can pilot of fl exible has been “life changing”, said Siddiq. But I&D strategies” avoid overcomplicating their processes working in the lockdown hasn’t been the boon for exible with risk-averse, bureaucratic policies. To best sector. At the it could become law working that most assume. “ ere’s a misperception adapt the workplace for a exible future, Hanham end of the trial, that the country has enjoyed a year of exible advises that managers will need to adjust to assessing the proportion of working.  e reality is that the majority of workers, performance through outcomes and contribution. workers who felt particularly those on lower incomes, have not felt “Coaching line managers to value output over input they had enough the bene ts of home working and all other forms of is going to be a huge undertaking and businesses time to look after exibility have declined since last March,” Siddiq said. will likely need to revisit their current performance their own health  is is backed up by the evidence. Analysis by the management and progression framework.” had increased by 75 per cent. CIPD of data from the O ce for National Statistics ✶ The CIPD’s #FlexFrom1st campaign is calling for fl exible working to be found that between April and June 2020 and made a day-one right. Find out more at cipd.co.uk/fl exfrom1st

peoplemanagement.co.uk 9 WhyNews & analysis are employers leaving Stonewall’s diversity programme? e charity is at the centre of a debate around trans rights and ee speech, causing some big name organisations to part company with its inclusion support service

ince its formation in 1989, following accused of attempting to stie free longer provided good value for money. the Stonewall riots two decades speech on the issue and push companies But what’s behind the argument and earlier from which it took its name, to adopt policies that some argue could what’s the legal position? People SLGBTQ+ rights charity Stonewall be harmful to women. Management explores the issue. – the largest organisation of its kind in A number of high-pro le employers, Europe – has been at the forefront of the which had been part of its Diversity What is Stonewall’s Diversity campaign for gay, lesbian and bisexual Champions programme to promote Champions programme? rights, and became trans inclusive in 2015. inclusivity in the workplace, have also Employers that pay to sign up to However, over the last few months recently ended their partnerships with Stonewall’s Diversity Champions the charity has become the centre of a the charity. Among them are Channel programme receive support from the debate around trans rights. Stonewall is 4, Ofsted, the Cabinet Oce, and the charity on LGBTQ+ issues. Stonewall a rm defender of the belief that people UK’s equality watchdog, the Equality and says it works with more than 850 should be able to self-identify with the Human Rights Commission (EHRC), employers, oering expertise, advice and

FRANCIS CHURCHILL WORDS CHURCHILL FRANCIS gender they choose, but has also been the latter two of which said the scheme no best practice to help them develop and

10 peoplemanagement.co.uk Champions programme isanattempt to sti e Stonewall denies any that allegations the Diversity What hasStonewall theissue? saidabout feminist from speaking. to the university aer itbanned agender-critical Stonewall hadclaimed misleading given advice membership ofthe DiversityChampions scheme, University endedits whichhas also ofEssex, represent athreat to women’s or rights. safety that groups argue pro-transgender donot policies enforcing the use of gender-neutralOther language. giving trans women access to women-only spaces or would negatively impact other groups –for example to adopt pro-transthat policies some are concerned its DiversityChampions scheme to push employers it includes protection for ‘gender identity’, andusing that misinterprets Act the 2010,claiming Equality gender dysphoria. of Act 2004,requiring diagnosis amedical gender by isgoverned the Gender Recognition in law, UK recognised andchanging out that self-identication isnotcurrently – ofbeing transphobic. Critics point also female sports violates the rights ofwomen use women-only or facilities compete in thatwho argue allowing trans women to with this position –for example people issue byanyone labelling who disagrees attempting to shut down any debate on the of accused but been choose, they has also ableto self-identify withbe the gender that the scheme. holdsthat echarity should people the reason companies for several parting ways with trans rights, concern over whichwas reportedly receiving end ofbacklash for its position on parties were “delegated to individual departments”.) statement external decisions on engaging shesaid from the scheme because ofthis (In reason. alater government withdrawsuggested should bodies were even reports that equalitiesminister Truss Liz value for money.scheme isnolonger good ere Many ofthe reasons employers are givingisthat the Why are leaving companies thescheme? employers for LGBT inclusion. anannual as is published rundown ofthe top 100 are benchmarked other against companies. elist Workplaceand Global Index, where Equality they entered into the charity’s Workplace Index Equality implement their inclusion policies. anddiversity

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LDG0171 - People Management print ad-0521-f-FINAL.indd 1 17/05/2021 11:26:04 News & analysis The EU Settlement Scheme has closed – but what happens next? Experts explain employers’ responsibilities now settled status applications have nished n 30 June, the EU Settlement Scheme – set up to give Europeans living and working in the UK before the end of free movement a Opathway to remain – nally closed. For most employers, this means an EU passport, or any previously issued EEA residence documents, will no longer be su cient to show that an individual has the right to work in the UK. All new EU employees will have to show they have either settled or pre-settled status or a valid UK visa that allows them to work. However, how existing EU employees might be a ected by the change is less HR professionals should make clear. People Management spoke to HR sure they support EU workers who practitioners and employment lawyers have yet to apply or are rejected to nd out what businesses can – and should – do. practical or compassionate reason” for to appeal. If the appeal then failed, the missing the deadline has 28 days to employee would lose their right to work, Do employers need to recheck apply for settled status from the point Obi explains. EU employees’ status? at which it’s discovered they do not While employers might be reactive Employers do not need to conduct any have the correct status. Employers can to this situation, Piper says they need retrospective right-to-work checks for advise anyone in this situation to apply, to support the worker as they navigate sta employed before the scheme closed, she explains. “You don’t have to cease the process, adding that the number of says Chetal Patel, partner at Bates Wells. employment at the time you identify rejections would likely be quite low. Home O ce guidance says businesses someone without status.” But, she says: that conducted checks correctly before “If they don’t make the application How will hiring EU nationals change? the deadline will continue to have a within 28 days, you must then take EU citizens with settled status will be statutory excuse for the duration of that steps to cease their employment.” allowed to work in the UK as before, person’s employment. Luke Piper, head of policy and although employers should be aware that For employers that do intend to advocacy at the3million, says anyone individuals with pre-settled status have a conduct retrospective checks, Edward that hasn’t applied for settled status limited leave to remain before they have Obi, director of HR Hub Plus, advises in time probably didn’t realise it was to apply for full settled status. EU citizens they be general. “Do it from a holistic something they needed to do. He without settled status will be treated the point of view,” he explains, suggesting suggests employers “support the person same as all other migrant workers and will rms communicate it as a company-wide to get to the status that they’re otherwise have to obtain a visa to work in the UK, refresh to make sure that everybody entitled to, not discriminate”. meaning rms wanting to hire from the is compliant, and avoid singling out EU will need to apply for a sponsor licence. any individuals as this could be seen What happens if an employee’s It is important that recruitment as discriminatory. application is unsuccessful? processes remain transparent and Obi says individuals have a right to fair. “Everyone should be aware when What if a worker has failed to apply appeal any negative decisions. “If applying for roles that they need to for settled status? someone is rejected, the Home O ce have the relevant documents, and that Patel says the Home O ce will be would have to state the reasons why,” he should be communicated throughout

NURPHOTO GETTY IMAGES  exible. Anyone who has a “compelling, says, which would allow the individual the process”, Obi explains.

peoplemanagement.co.uk 13 News & analysis

Best apprenticeship scheme Best health and wellbeing initiative Best resourcing initiative AIRBUS (public sector) Department for Work and Pensions Audley Group Blood Cancer UK Department of Health & Social Care Coca-Cola European Partners Canal & River Trust Essex County Council Defence Equipment & Support Essex County Council NHS England and NHS Improvement Leeds Teaching Hospitals NHS Trust Magenta Living Ocado Group supported by Aon’s M Group Services North Kesteven District Council Assessment Solutions Sainsbury’s Supermarkets Stonewater Sainsbury’s Supermarkets The City of Edinburgh Council Sunrise Senior Living UK and Gracewell The Co-op Healthcare Has your team Best HR/L&D consultancy Best change management initiative Best reward or recognition initiative Cirrus Citizens Advice Gateshead Abcam Kamwell Ofwat Essex County Council Let’s Talk Talent Porterbrook Leasing Target Group made HR’s St George MatchFit The Co-op PSI Services The Co-op Version 1 Rainbow HR Weir Minerals Europe Xexec The TCM Group hottest list? Best community initiative Best SME people management Accenture (in partnership with Cognician) Best HR/L&D supplier initiative NHS Blood and Transplant Ceridian Leek United Building Society Finalists revealed Q5 Development Beyond Learning Shoreham Port Severn Trent McCrudden Training Strong Life Care Sheffield Accountable Care Partnership Natural HR Suzuki GB for the 2021 CIPD People The Indigo Childcare Group Premier Partnership The British Academy Management Awards Wigan Council RPFT The Collective Best digital/tech initiative in HR/L&D Best inclusion and diversity initiative Best talent management initiative Applaud Advanced BPP ith unprecedented challenges Civica UK Limited Balfour Beatty Coca-Cola Hellenic Bottling Company thrown at practitioners by the KP Snacks Ltd Foxtons Network Rail biggest public health crisis in Platform Housing Group Fujitsu Ofcom Scottish Government on behalf of the O2 in partnership with Cielo Rosatom Corporate Academy a generation and the world partnership across NHS Employers, Trade News UK Sainsbury’s Supermarkets Unions / Professional Organisations and Sky of work now unrecognisable Scottish Government Police Now W The Co-op Shared Services Connected compared to early 2020, HR has People team of the year (private Stonewater sector) stepped up to the plate and contended Worten Best L&D initiative (private sector) Boots UK Abcam with major challenges, including home CDE Global AIRBUS Best employee experience initiative Circle Health Group La Fosse Associates working, furlough and Covid-secure HCL Technologies Foxtons Novartis Northumbrian Water Group Pepper (UK) measures, to name but three. So with the Severn Trent Pollinate International Sunrise Senior Living UK and Gracewell people profession well and truly proving Pure Planet TSB Healthcare its worth and cementing its place at Scottish Water Yodel in association with Cirrus The Co-op the heart of the businesses it serves, it’s Severn Trent TheMathCompany Best L&D initiative (public sector) People team of the year (public sector) even more important to recognise and Trayport Department of Health and Social Care Cayman Islands Government celebrate its outstanding achievements. European Patent Office Financial Services Compensation Scheme Ministry of Justice and MatchFit Leeds Teaching Hospitals NHS Trust Best flexible working initiative (collaboration) We’re therefore delighted to reveal the Magenta Living Blood Cancer UK Police Now NHS Blood and Transplant shortlist for this year’s CIPD People Comply Direct Sheffield Accountable Care Partnership Financial Services Compensation Scheme Rotherham, Doncaster and South Humber Management Awards. University of Edinburgh NHS Foundation Trust To re ect the changes the last 15 Pepper (UK) Stonewater Philip Morris International Best organisational development months have brought, this year’s awards South West London and St George’s initiative Michael Kelly outstanding student have seen the addition of a number of new Mental Health NHS Trust Do OD (NHS Employers & NHS England award (advanced level) Standard Chartered Bank and Improvement) Hayley Xerri categories, including Best exible working The Sovini Group Karbon Homes Naomi Smyth Ministry of Justice and MatchFit Ryan Hollingshead initiative; Best community initiative; Best health and wellbeing initiative (collaboration) (private sector) PA Consulting on behalf of Sellafield and Best people analytics initiative. Michael Kelly outstanding student award Categories will each be judged Agilisys St. James’s Place Wealth Management (foundation and intermediate level) Camelot Xenergie Consulting George McNeilly by an expert panel, with an overall Elsevier Jennifer Sargent winner chosen from the victors of FreeAgent Best people analytics initiative Jessica Leigh Jones Havas Group UK Advanced Khaji Kushumbayev the organisational categories and the HCL Technologies Network Rail winners announced at a black-tie Leek United People Matter Read more about the shortlist Northumbrian Water Philip Morris International and book your tickets for the ceremony at London’s Grosvenor House People Matter SUEZ recycling and recovery UK ceremony at cipdpmas.co.uk

Hotel on Tuesday 28 September 2021*. Seetec VISION DIGITAL We hope✶ We the awards ceremony will be able to return in a live capacity this year. However, the safety of attendees remainspriority our top and we continue to monitor the situation regarding government restrictions that may affect this.

14 peoplemanagement.co.uk

Date: 17.Feb 2021 12:01:38

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Training | Qualifications | Professional accreditation | Consultancy Did you know that CIPD members have exclusive access to the Employment Law at Work Service and legal helplines? cipd.co.uk/hr-resources/employment-law UK LEGAL LOWDOWN Manager unfairly Nurse sacked for refusing to work dismissed after weekends wins tribunal appeal leaving fake drugs EAT rules landmark unfair dismissal case should be reheard on his desk A technical product manager who n employment tribunal failed to take working arrangement – including those with set up lines of sherbet powder and a into account the “childcare disparity” childcare responsibilities – the requirement rolled-up piece of paper on his desk to faced by women when it said a nurse did not create a group disadvantage. look like drugs as a prank was unfairly A was not unfairly dismissed because However, the EAT said the comparison dismissed, a tribunal has ruled. she was unable to work weekends, the should have included all of the trust’s The tribunal heard that Mr Buchholz, who worked for Geze – a Employment Appeal Tribunal (EAT) said. community nurses rather than limiting it to door, window and safety technology e decision is being hailed as a landmark Dobson’s team. It also stated that the tribunal fi rm – left a small clear plastic bag ruling that will help protect the rights of failed to recognise the “childcare disparity” containing white powder, two lines of working mothers by recognising women’s faced by women and therefore the policy did loose powder and something that had disproportionate childcare burden as a fact create a group disadvantage. been bent into a “straw-like” shape on for future discrimination cases. Presiding EAT judge Justice Choudhury his desk, which was found by a cleaner. The cleaner showed the desk to It marks a victory for Gemma Dobson, said the nature of the  exible working operations director Mr Marshall, who a community nurse who is arguing she requirement meant nurses had to work assured her it was “probably a joke”. was unfairly dismissed and faced indirect on days required by the trust, and did not Although the desk was cleared, sex discrimination from North Cumbria mean nurses had the  exibility to choose Marshall decided to retrieve the items Integrated Care NHS Foundation Trust a er when they worked – it was an arrangement from the bin, which was later tested by it introduced a new  exible working policy “that was inherently more likely to produce a police who confi rmed it was sherbet powder. Buchholz was asked to attend that required her to work some weekends. detrimental e ect, which disproportionately a meeting with HR upon his return Dobson worked  xed days because of her a ected women”. to work, which subsequently led to a childcare responsibilities for three children e EAT did not pass judgement on disciplinary hearing. – two of whom are disabled – and was whether Dobson was unfairly dismissed Buchholz explained that a colleague dismissed because she was unable to comply or indirectly discriminated against, brought in the sherbet and he spilled with the new requirements. and the case will now be reheard at an it, covering himself in white powder, e initial employment tribunal ruled that employment tribunal. which led to jokes. He decided to set his desk up to make his team Dobson’s dismissal was not unfair because Working Families, which intervened in laugh but forgot about the deep “being a female with caring responsibilities” the case, said the judgment could mean clean that evening. was not a protected characteristic under individual claimants will no longer have to Despite other employees the Equality Act and the two “cannot be present evidence that women have taken on recognising the prank for what it con ated in this way”. e tribunal also stated more childcare responsibilities than men, was, senior management felt it that as the other women in Dobson’s team bringing “vital clarity” to other claims of had been left deliberately for the cleaners and had the potential to were able to comply with the new  exible indirect sex discrimination. bring the company into disrepute, and therefore dismissed Buchholz. Judge Connolly ruled that “no ‘Gender-critical’ beliefs are form of protected speech, EAT rules reasonable employer” would have decided the conduct merited Gender-critical beliefs – such was discriminatory. In his ruling, Choudhury stressed the dismissal. “In terms of the range as the belief that trans women EAT judge Mr Justice Choudhury, judgment did not mean people of blameworthiness, this conduct are not women – are a form of said Forstater’s belief that sex with gender-critical beliefs could is properly categorised as speech protected under the is immutable “did not seek “misgender trans persons with foolish, insensitive, careless and Equality Act, the Employment to destroy the rights of trans impunity” or that employers uncooperative,” adding that it would Appeal Tribunal (EAT) has said. persons”, and therefore should would not be able to “provide have “merited some form of warning The judgment comes as a not be excluded as a protected a safe environment for trans but not the loss of his job”. victory for Maya Forstater, who philosophical belief. persons”. The ruling did not is arguing the decision by the He said the initial 2019 comment on whether Forstater Centre for Global Development employment tribunal erred when was discriminated against (CGD) not to renew her contract it ruled that Forstater’s views because of these protected after she expressed gender- were “not worthy of respect in a beliefs. The case will now go back For employment law advice and

SHUTTERSTOCK critical views on social media democratic society”. to an employment tribunal. resources, visit hr-inform.co.uk

peoplemanagement.co.uk 17 AUBSDOTSTUDIO; INTERNET BOOK ARCHIVES I 18 Comment before. Inclusive to be still needs design just much did accessibility they as as their work andhome life. home andthe to separate opportunity workspacethe ofadedicated luxury at –has or otherwise –disabled everyone conversations that spark And not ideas. issues,real isthe as loss ofthose chance time. Loneliness andisolation are very from or even some home ofthe all want people to workdisabled But notmeanthat this does all condition ishugely welcome. or easier adisability to manage work in ways that make it on assumptions.made based create new ones ifdecisions are the barriers, andmay actually But itdoesn’t remove all theirto justify need. to work without having how want they choose who can now colleagues particularly for disabled is surely apositive – rethink our workplaces work. we where and how over exibility greater to oer expected is which working, of hybrid the brink we ourselves on nd later, pandemic one and years, two forward Fast people. disabled for adjustments requested workplace So employersSo to consider need Having to the exibility to e opportunity were themost working home and exible that research found 2019,n April our peoplemanagement.co.uk DIANE LIGHTFOOT DIANE tell you something… I’ll When it comes to hybrid working and disability, we need a reality check areality need we disability, toand comes it hybrid working When

“Not everyone – disabled or otherwise – has the luxury of a dedicated workspace” know to how share itfeels adisability safety, but senior as leaders, dowe really thrive in era. this new from the organisation ableto to be need nd out what colleagues disabled cultures. To to dothis, managers need to continueneed to buildinclusive oftheonly one part jigsaw. We also from itright theget start. We hearalotabout psychological Of course, accessible premises are built into workplaces all to to work wish. they as enable colleagues disabled to overlook inaccessible must anexcuse notbecome Increased home working positively, there isareal workplaces. More downsizing or relocating to for businessesopportunity

move forward. move forward. honest approach to continue we as virtually into our We need homes. that the we pandemic as have letcolleagues most productive selves to work. most productive selves to work. canwhere bring everyone their whole and byaccompanied inclusive hybrid cultures mind’. Instead, hybrid working must be to doless, ‘out as ‘out becomes ofsight’ of Hybrid working must anexcuse notbe inclusion stays at the top ofthe agenda. even harder to ensure that disability ways, senior leaders to may work need of ambition, but achoice. as or aprivilege animpliedlack as viewed request exibleworking notbe should on where youdoyour to job.eright hierarchies unhelpful simply new based to presenteeism andthe creation of With workforces working in dierent We areturn must against guard also leadership that we have seen during DISABILITY FORUM CEO OF BUSINESS or a dierence? Toor adierence? create cultures where share, managers and employees safeto feel senior leaders must research by Accenture Recent role model. found that 76per cent fully open about theirfully of employees are not disabilities, as are 80 disabilities, as Similarly, 67per per cent ofexecutives. cent ofexecutives environments in create they believe which employees with but just 41per cent of disabilities can thrive, employees agree. employees agree. human approach to about the more I have oen talked CIPD_2021_A4_print_ad_dinner_04.pdf 1 08/07/2021 15:20

cipdmas.co.uk #CIPDPMAs21 A NIGHT TO REMEMBER

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™ In practice Real organisations, real challenges The Royal Mint “Covid was awful, but it supercharged our reinvention” e 1,000-year-old rm is trying to appeal to a modern labour market ow exactly does an organisation commemorative coins business; a precious workforce’s skillset has needed to come that’s more than 1,100 years metals business; a DigiGold business for a step change in how it recruits. As well old prove itself as an innovative, customers to invest in and trade gold, silver as making an e ort to forge links with modern employer t for and platinum online; a local universities (two students the 21st century? at’s the Collector Services division “Hybrid are already rmed up to come on H challenge that befell Sarah that sources historic coins board as cyber engineers straight Bradley, HR director of the Royal Mint, for collectors; and not working has from nishing their courses), the when she joined the organisation back in forgetting the £9m visitor meant we’ve Mint also has a successful graduate 2009, around the same time as some big centre that opened in 2016 programme, and was one of the changes were happening. e same year, on its site in Llantrisant, been able to rst organisations in Wales to the Mint, previously a government agency, south Wales, where the open up our implement placements as part became its own limited company wholly Mint has been located since of the government’s Kickstart

COLIN STOUT COLIN owned by the Treasury, and also began to it le London in the 1960s. talent pool” scheme, of which it now has 30 – diversify its business interests. But with this two of whom are now permanent. As the supplier of coins to the UK diversication of its business It’s shaking o the organisation’s image and more than 30 other countries, the interests came extra people challenges for as a “sleepy giant” and blending its culture organisation was very much focused on Bradley and her team. Previously largely of “heritage, history and crasmanship” this product, explains Bradley. “It used to made up of engineers and production with one of innovation and forward be all about circulating coins,” she says. sta minting around three billion coins thinking that has led to an improvement “But around six years ago, we knew the every year, the 900-strong workforce in its employer brand and its ability to decline in the use of coins was on its way, now comprises a far wider range of roles successfully recruit directly under its own so we set about reinventing the business.” including digital designers, marketing name, explains Bradley. “I think people And what followed was the creation and business development experts, and used to say ‘the Royal Mint? Why would of several other divisions as part of a chemists, as well as technology and supply I want to go and work for a declining ELEANOR WHITEHOUSE PHOTOGRAPHY WHITEHOUSE ELEANOR sustainability strategy to preserve the chain teams – which Bradley rightly points organisation?’ whereas now we’re much Mint’s British crasmanship and sustain out is now a “real cross-section of skills”. more an organisation that people would

WORDS the business for the future, including a And with the diversication of the consider joining because we have more than

20 peoplemanagement.co.uk The Royal Mint

1,000 years of history, but at the same time we’re innovative and have a clear strategy.” And despite the devastation caused by Covid, the pandemic has helped the organisation “supercharge” its reinvention, “Covid was awful, including its recruitment, says Bradley. With quite a “traditional” technology team prior to the crisis and not even a whisper of remote working to be heard, once lockdown was rmly on the horizon the organisation moved to home working – for those whose jobs are conducive to it – “literally but it supercharged overnight”. e rm is now happy to be using a hybrid model going forward for those that don’t want to go in ve days per week, (but “we’re still a face-to-face business and we like the interaction,” adds Bradley), with between 200 and 300 people still on our reinvention” site at any one time to ensure manufacturing and dispatching can continue. e organisation also chose not use the job retention scheme during the pandemic, instead taking those sta who would have been furloughed and setting up a visor manufacturing cell in its visitor centre, eventually making more than two million for the NHS while it was operational. “at really got people engaged and feeling proud to work here,” says Bradley. One advantage of the new hybrid working model is that the organisation can now cast its recruitment net much wider than south Wales, which Bradley hopes will help ll the large number of vacancies it has, created by the organisation’s continued growth. “at’s helped with diversity too, because we’ve been able to open up a lot more in terms of our talent pool,” she explains. But with hundreds of other companies also able to do the same, the Mint is also now competing with other rms up and down the UK, and that means working even harder to attract sta, as well as hold on to the ones it already has, in the coming months and years. “My HR team is looking really closely at our retention and L&D strategies for the next three years, because I want to make sure people are really able to grow with the business and aren’t just standing still,” says Bradley. “e war for talent is really starting to hot up again.” In practice Sage “We’ve proved the link between employee and customer experience”

A three-year project to streamline HR at the business so ware rm has led to skyrocketing engagement levels ou might not think it to visit make them fantastic at their jobs, they Cusdin has overseen, streamlining the the thriving streets of London’s will deliver that.” HR operating model and focusing on faster-developing boroughs, but From an HR perspective, that has diversity, listening to employees, creating the British tech industry has meant looking at how employees a great place to work and encouraging a problem. While it boasts no experience dierent key career stages, innovation in customer-focused solutions. Y shortage of capital (it attracted where AI and automation can help them It’s a broad set of priorities for HR, $15bn in investment last year), the biggest and where HR can, as a result, direct its but it’s clearly working. Under the new bucks are still earned in Silicon Valley – resources to create greater value. strategy, Sage has increased its employee and when the UK’s nest tech rms reach Performance management, she says, net promoter score (NPS) by 57 points, a certain scale, they head elsewhere. is a prime example: “ree years ago, reduced global attrition by 7 per cent, ere is one notable exception to the we did performance management very slashed its time to hire and picked up rule. Sage, one of the biggest names in traditionally at year end and it was a awards from Glassdoor and others for business soware, may operate in 23 labour-intensive exercise for the HR team. employee experience. Most countries but it was founded exactly It took two or three months encouragingly for Cusdin, she 40 years ago in Newcastle, where it is of work. Now we ask leaders “Our culture has been able to demonstrate still headquartered. Tyneside’s largest to review individuals once a a positive correlation between private sector employer, it is a notable quarter, for 15-20 minutes, is a really employee NPS and customer homegrown success story that remains in and the forms are automated. important part NPS, justifying investment in rude nancial health (pro ts rose 6 per Our teams can focus on sta development.

cent year on year in 2020) and counts helping leaders have eective of what we do e frontier for the next STOUT COLIN several million customers, many of them conversations and driving and we want three years is to examine the smaller businesses who bene t from its insights. We spend less time future of work, prompted accounting and payment systems. administering the process and that to continue” by the increased exibility Amanda Cusdin, its chief people ocer, more time optimising it.” employees will expect has been with the business for six years Sage, she adds, hasn’t mandated the post-lockdown. Cusdin doesn’t think it PHOTOGRAPHY – an aeon in industry terms, and long move to its new process but has seen 95 represents as seismic a change as some. enough to see Sage turn its technological per cent of managers complying, because But Sage does recognise the bene ts of repower on its HR operations. Four or they see the technology-led shi bringing exibility and is looking at a nuanced ve years ago, she says, that wasn’t the bene ts. e same applies for inclusion, model as employees return to its global

case: “But now we want our colleagues to where the business has used analytics to oces: with the majority saying they want ROBERT JEFFERY have the same experience they deliver for inform a strategy it regards as crucial. to work face to face at least some of the

our customers. If we give them tools that It’s all part of a three-year shi time, the business is looking at dierent WORDS

22 peoplemanagement.co.uk models for home-based, eld-based, oce-based and exible workers, with the latter the overwhelming majority. Leaders are creating agreements at a team level on “We’ve proved the link how people will work to meet customer needs, with an emphasis on being able to adjust plans as circumstances change. “We’ve recruited about 4,000 people over the last 18 months who haven’t been in a Sage oce, and while we’re between employee and really pleased with the experience we’ve provided remotely, our culture is a really important part of what we do and we want that to continue,” says Cusdin. “But we won’t go back to the nine- customer experience” to- ve, ve days a week and one of the reasons is the talent – the people we want to recruit globally do not want to work in that way, so we want to be able to oer exibility.” Culture, as Cusdin suggests, may be the key to why Sage thrives, and it gets plenty of practice at examining and adapting its values. e business has grown by acquisition and makes multiple major integrations and disposals each year. e secret, she says, is for HR to use the position it holds from the outset of M&A negotiations to urge a conversation around culture and whether the potential purchase will make sense from a people perspective as well as a business one. And crucially, she adds, Sage does not see the process as parochial: “We see it as an opportunity to learn from other businesses. We don’t approach acquisitions as ‘this is the way we do things at Sage’. We get to know the teams, and think about how we can bring them together.” But culture also means attending to the everyday, and Cusdin is proud of the three annual wellbeing days employees have been able to take since the pandemic. Leaders have shown the way in being vocal about the wellbeing days they are taking, just as they have championed development, with 40 per cent of vacancies now lled internally – by focusing on oering long-term careers and increasing the number of apprenticeships and graduate roles it oers, Sage hopes it can avoid the talent drain aicting many of its British tech rivals. While nothing in this sector is guaranteed, this is a business doing everything in its power to still be standing, and still be on Tyneside, in another 40 years.

peoplemanagement.co.uk 23 24 peoplemanagement.co.uk Labour market “Last year we got 100 applications for a sales role overnight. This year we’ve had five in total” A heady combination of Brexit-related visa changes and a mass exodus of talent – not to mention furlough – have wrought havoc with the

labour market. But there areWORDS ways JO FARAGHER HR can mitigate the issues

er waiting months to EU sta; successive lockdowns meaning weeks’ time, I won’t have a restaurant.” open again as pandemic many sta returned to home countries or A er a year in which more than 11 restrictions eased, Michelin- sought new careers; and the challenges of million jobs have been covered by the starred restaurant owner bringing sta back from furlough. Faced government’s furlough scheme and David Moore faced a painful with a choice of working his 12 employees unemployment reached a four-year high, Adecision just a few weeks later. Like many to the point of burnout or closing for emerging from the pandemic with sta in the hospitality industry, the Pied à Terre lunch bookings, he went with the shortages across a number of sectors is boss was faced with a triple whammy: latter. In an interview with the BBC, he unlikely to have been on many people’s

post-Brexit rules making it harder to hire confessed: “If I slog them to death, in two radar. “e labour market is in a IMAGES THAWEEPOON EYEEM GETTY YUTHAKARN ISTOCK, Labour market

huge state of ux,” says CIPD senior “ e other looming milestone is the countries. “Around April this year, that labour market adviser Gerwyn Davies. end of furlough,” says Andrew Hunter, ipped on its head. We were advertising “ ere’s a lot of replacement activity as co-founder of job search engine Adzuna. the same roles in the same places but there organisations deal with a reduction in “While some furloughed workers will go was a trickle of  ve to 10 people. When we EU workers – while furloughed workers back to work as sectors like live events, looked into what was going on, it seemed may have transferred to other sectors, hospitality, and travel continue reopening, to be that other companies were starting to and the combination has led to shortages, some employers won’t be able to a ord get their con dence back – where before especially in sectors such as hospitality and to take workers back, leading to an they had held back on recruitment or construction.” He points to o cial  gures unemployment spike.  is furloughed people (we didn’t), showing the number of EU-born workers release of talent back into the “Some irms we were feeling the competition in the UK fell by 7.4 per cent between the jobs market needs to ow into again.”  e main challenge is second half of 2019 and the same period the areas that need it most. won’t be able to hiring sales sta , many of whom in 2020. “Because EU nationals tend to Upskilling and retraining will take workers are fresh out of university or on be in roles where there have been more be key.” An early indicator their  rst or second job. “We redundancies or furloughed workers may be how employers react back, leading were getting into bidding wars [during the pandemic], many will have to changes to the scheme from over 23-year-olds with limited taken the option to go home and may not 1 July, a er which they need to a spike in experience,” she adds. return,” he adds. to contribute 10 per cent of unemployment” Realising that it would be Pent-up demand has led to some the 80 per cent that had been unsustainable to throw money employers in ating wages to attract covered by the government. at the situation, the company has reviewed candidates, with reports of juicy referral For now, however, many employers are its salary structure “sensibly” to ensure it bonuses in some restaurant chains for dealing with a candidate-poor market. “In is competitive but also the non- nancial customers as well as sta . But other factors September 2020 we’d post a role from our incentives it can o er. “We have a clear could shi the landscape in months to applicant tracking system and overnight development path for our sales team and come, in particular as the government we’d get more than 100 applications – the we make a big deal about our learning withdraws furlough support at the end biggest issue was dealing with the volume,” culture,” explains Bates. “If we take on of September. says Hannah Bates, director of people at a graduate, we are con dent that the lead generation so ware company structure we have in place means that at Facilities services company Cognism, which has grown the end of three months we can fast-track ISS has put a lot of emphasis from a handful of people them to the next step in their career.” on re-skilling employees based in London Reaching this milestone can mean a 12  ve years ago to per cent upli in salary and promotion more than 250 to the role of sales development employees representative, eligible for a minimum across of three hours’ training a week. On the seven digital side, the shi to remote working has meant that Cognism can avoid some of the challenges of a tight tech labour market by setting up entities in other countries including Croatia, Macedonia, Germany and in the coming months South Africa. “ is has helped to keep us exible when recruiting for niche or hard- to- ll roles,” she adds. One sector where the labour supply has been hit hard by post-Brexit immigration rules is social care. In adult social care, between 7 and 8 per cent of roles remained un lled even before the pandemic, equivalent to around 112,000 vacancies. Furthermore, care industry bodies have warned that a recent decision to make Covid vaccinations compulsory for care home sta in England could put o candidates in an already struggling sector. Grzegorz Wrzosek,  nance director for Promedica24, which provides live-in care services, says care homes have been

26 peoplemanagement.co.uk Labour market

“stretched to their limits” over the past year. “We had no control over Covid, but even before that there was a gap between supply and demand. e government decided not to make any further planning contingencies despite the fact we have an ageing society and we know that more people will need care in the future.” Even the addition of senior care workers to the shortage occupation list has made little di erence to his company, as it requires supervisory responsibility – something Skills shortages can be mitigated if employers off er individual home carers are unlikely to have job quality and an attractive culture as they o en work alone. Promedica24 plans to hire more recruiters to help address the gaps and has invested in targeted marketing to passive candidates via jobs databases and o ers workers travel between clients. things, such as free co ee, discounts on such as CV-Library and Indeed. It has “Our pay is above the benchmark but we restaurants such as Nando’s, and a virtual also increased its social media marketing also try to incentivise people with other GP service. We also o er in-depth training they can use while with us but will also prove useful if they move to another role elsewhere,” he adds. In the next 18 months, the company wants to hire an additional 2,000 care workers so it has a big enough pool to match carers with the right client, but Wrzosek admits this will be a challenge. A bigger recruitment team will build relationships with universities’ social care departments and get out to job fairs, he adds: “We can’t even get a Tier-2 visa for care workers as it’s considered low skill – there’s no formal education required but it’s absolutely a skill. O ering a seasonal worker visa costs a fraction of this with no immigration health surcharge, which is frustrating.” Pandemic travel restrictions have, up to now, lessened the impact of the new immigration regulations, argues What’s happening in hospitality? Be Kaler Pilgrim, founder and chief of brand partnerships at Futureheads, Hospitality was one of the worst hit sectors same time in 2019. Shifting ‘freedom’ a recruitment agency for digital roles. at the start of the pandemic in 2020 as bars dates (after unlocking was postponed “I don’t think we’ve felt the impact of and restaurants closed their doors and from 21 June to 19 July) have created even this yet. We looked at our contractor thousands of staff were placed on furlough. more of a challenge for these companies, pro les and thought it would a ect While the sector has historically relied on a as they needed to cover table service and about 15 per cent of them, although steady stream of EU workers, the double accommodate for social distancing, often the ability to hire skills remotely impact of post-Brexit immigration rules and meaning more staff . might help,” she explains. She believes foreign workers returning home due to the Indeed Flex found that the biggest a bigger issue for companies looking virus has led to hiring diffi culties for many. increase in hourly rates was 11.15 per cent According to Indeed Flex, an online for weekday staff in Greater Manchester to hire digital talent is the new IR35 marketplace for temporary or fl exible and Cheshire, and almost 14 per cent for rules, which require employers to workers, this has driven hospitality weekend shifts. Jack Beaman, CEO of take a decision on individuals’ worker companies to increase wages by as much Indeed Flex, says there has been “an infl ux status and ensure they pay the right as 14 per cent. The site found that the of people opting for temporary work as a levels of tax and national insurance.

average hourly wage for a weekend shift post-lockdown lifestyle choice”, which was A number of employers have decided ISS; JAN MILLIGAN has risen by 9 per cent compared with the helping venues fi ll temporary roles. peoplemanagement.co.uk 27 Labour market Where are the …and which sectors are hiring in each region? Here hiring hot spots? are the top five for each... ccording to jobs A search engine Adzuna, which aggregates Northwest vacancies from hundreds • IT - 12,346 Northeast of job sites across the UK, • Logistics & Warehouse - 9,249 • Trade & Construction - 2,468 the region with the highest • Engineering - 8,816 • IT - 2,465 number of advertised • Trade & Construction - 8,726 • Logistics & Warehouse - 2,107 vacancies is the Southeast, Scotland • Teaching - 8,658 • Teaching - 1,951 with 218,172 open • IT - 5,496 • Healthcare & Nursing - 1,944 vacancies. This is almost • Trade & Construction - 5,277 • Logistics & Warehouse - 4,171 three times the number of • Engineering - 3,561 roles open in June 2020. • Healthcare & Nursing - 3,558 Yorkshire & Humber London has 203,745 • Logistics & Warehouse - 7,889 vacancies, compared to • Engineering - 6,606 80,000 in June 2020. In • Trade & Construction - 6,056 both cases, numbers have • IT - 5,493 shot up in the two months • Sales - 4,968 since lockdown restrictions began to ease. Adzuna’s numbers show a Northern Ireland East Midlands total of 1,177,949 vacancies • IT - 1,370 • Logistics & Warehouse - 12,704 available across the UK as a • Accounting & Finance - 948 • Trade & Construction - 6,922 whole, up 67 per cent on just • Healthcare & Nursing - 711 • Engineering - 6,871 two months ago, and more • Sales - 605 • Healthcare & Nursing - 5,210 than four times higher than • Engineering – 579 • IT - 4,560 June 2020. The regions with the lowest number of Eastern England advertised vacancies are • Logistics & Warehouse - 12,605 Northern Ireland, the • Trade & Construction - 12,114 Northeast and Wales. • Engineering - 9,481 Reflecting a resurgence of • Healthcare & Nursing - 8,513 tourism in the area, • IT - 8,105 vacancies in the Southwest are more than three times higher than they were in June 2020, at 108,367. Andrew Hunter, co- founder of the company, says there has been a “gear shift” in the jobs market in the last three months. “The hiring environment has London moved from candidate rich West Midlands • IT - 43,904 • Logistics & Warehouse - 12,022 • Accounting & Finance - 18,922 to candidate poor,” he • Engineering - 9,156 explains. “Finding talent • Teaching - 17,811 • IT - 8,426 • Trade & Construction - 16,260 has been made all the more • Trade & Construction - 8,138 • Sales - 13,980 challenging by a tight • Sales - 6,475 • Hospitality & Catering - 12,934 labour market with fewer • PR, Advertising & Marketing - 12,599 overseas job seekers looking for UK work, Wales millions of workers still on • Trade & Construction - 2,694 Southwest Southeast furlough, and a hesitancy • Logistics & Warehouse - 2,664 • Trade & Construction - 10,494 • IT - 25,720 among many to re-enter • Healthcare & Nursing - 2,578 • Logistics & Warehouse - 10,072 • Trade & Construction - 19,999 the world of work after the • Teaching - 2,051 • Engineering - 9,062 • Sales - 16,539 rollercoaster of the last • Hospitality & Catering - 1,974 • Hospitality & Catering - 9,000 • Engineering - 15,713 • Healthcare & Nursing - 8,950 • Accounting & Finance - 15,506

ISS 15 months.”

28 peoplemanagement.co.uk Labour market

to bring contractors onto payroll to avoid the risk of their contractors’ contributions falling short and being investigated by HMRC, leading to a drop in contracting roles. “ e delay from 2020 [when the rules were due to come into force for the private sector] meant a lot more clients were prepared but we’re anticipating a 20 per cent drop-o, and around half of our revenue comes from contractors,” she adds. “But they remain a huge part of workforce planning, perhaps if there’s a new project or you need someone with particular experience. But IR35 can be expensive and time-consuming to navigate.” From a candidate perspective, however, post-pandemic positivity is ISS plans to boost its homegrown talent pipeline on the up. “ ere’s not so much talk by expanding apprenticeships about redundancies – the vaccines gave people a lot of optimism, there’s a feeling we’re in a good place,” says Sabby Gill, CEO of assessment company omas leave your boss and not your company,” homegrown talent pipeline by expanding International. To respond to this, says Stephanie Hamilton, director of apprenticeships, and using initiatives such employers need to not just consider how people and culture for UK & Ireland. as its JointForces@ISS employability to meet their recruitment challenges but “Our leadership programmes are robust; programme, which helps place ex-forces also how they motivate and retain new and we’ve supported managers to do reviews personnel in roles. existing sta. He adds: “Salary is only one and give feedback online. It’s about making But will the labour market stay like component of how you motivate people – people feel they belong through continual this long term, or is this a spike as venues there are holidays, benets, healthcare, and engagement, having leaders in a space open? A recent report by think tank crucially how you treat your employees. where they can have good conversations.” the Resolution Foundation noted that Lots of people are looking at employers’ at’s not to say the company hasn’t employees were coming o the furlough green credentials and whether their own reviewed its recruitment and workforce scheme at a rapid pace to meet market personal brand matches that of a potential planning strategies, she adds. “When demand, but warned of complacency as employer, so the more organisations can do it comes to oers, we’re nding other the government eases back and nally to communicate that, the better.” employers have been aggressive about withdraws furlough support in September. Getting this right works both ways: making counter-oers. But it can’t be a e CIPD’s Davies predicts we’re more in the current candidate-driven market, money move, it has to be a good cultural likely to see something representing hiring and onboarding the wrong t, so we don’t counter-oer.” “normality” in the autumn person can prove expensive. Being clear Hamilton and her team have rather than large-scale about your long-term exible or hybrid also reviewed the candidate “There’s not redundancies at one end of working arrangements is essential, as experience, ensuring there so much the spectrum or catastrophic this is becoming a dealbreaker for many was the right number of stages skills shortages at the other. candidates. “When you’re seeing someone and a good level of personal talk about Employers that place an who is motivated to leave, they’re nding interaction. ere’s a strong redundancies emphasis on job quality themselves with a lot more options on focus on re-skilling employees will have the advantage, he London • IT - 43,904 the table. ere might be two or three across the business rather than – vaccines led believes – those that oer • Accounting & Finance - 18,922 oers, one might oer more money, bringing in external talent. Last to optimism” variety in people’s roles, • Teaching - 17,811 but candidates want to work exibly,” year when teams in the private invest in skills development • Trade & Construction - 16,260 says Henry Morse, associate director sector business were placed on furlough, and ensure they’re making the most of new • Sales - 13,980 • Hospitality & Catering - 12,934 for London at recruiter Robert Half. for example, many employees were oered ways of working. “Many organisations are • PR, Advertising & Marketing - 12,599 “ ey’re making demands even before the option to move across to public sector playing catch-up now, but once they’ve the interview to know whether the role clients where work was available. “ reached a new equilibrium in terms of will be at home or in the oce, and most We use an outsourcing provider to managing and attracting sta with the people are looking for a mix.” support our recruitment and they really right conditions and wages, we’ll start to Retention and culture sit at the centre helped with redeployment last year. If see those labour shortages recede,” he says. of how facilities and business services someone would rather work than be on For an HR profession that has been on the company ISS has responded to the ux in furlough, we could support that,” she point of burnout for more than a year, a the labour market. “I really believe that you says. Looking forward, ISS will boost its slice of normality will surely be welcome.

peoplemanagement.co.uk 29 RNIN TU G E R

L T E O N A TH P E OFFICE

“We’re articulating that permanent remote working isn’t part of our culture and if that is the culture staff want, they won’t fi nd it within our organisation. We have to be How you’re thinking about people who are out in the fi eld waist-deep in mud and water 24/7 so we need to have that culture across the whole organisation, not just one part of it. The majority of our employees are comfortable with returning to work full time if restrictions lift on 19 July because they handling understand the nature of our business is 24/7, but we do have a small group who wonder why they can’t continue working from home full time. Our next steps are to communicate what will change in the offi ce once restrictions are lifted and what will getting back remain the same such as desk layout, the use of face masks and one way systems.” Neil Morrison, group HR director at to the o ce Severn Trent Water People Management has assembled a panel of senior HR practitioners to share how far they’ve got with returning, and the challenges they’re “We know from asking our people that they want facing. We’ll check in with them over the coming a mix – taking the best of being in the offi ce and blending it with what we’ve learnt about remote months to nd out how they’re getting on working. So we’ve introduced smart working to give our people and their leaders guidance on how and where they work. The framework includes fi ve profi les based on the type of role “At the minute, until We’re going to be quite open minded about they do, what is involved in it and how often – and restrictions lift, people who how that works, and put quite a lot of trust in why – a colleague might need to be in the offi ce aren’t frontline can come in managers, but we’ve deliberately not and the facilities they need to do their job. through choice, and roughly mandated it. A lot of organisations are The way we use our offi ces will evolve to become a third are making use of saying they expect at least three days in the more collaborative spaces, less about rows of that. We’ve just put out an office, but we’re not doing that. desks, but our approach will continue to evolve agile working policy, so we’re Pre-pandemic the organisation hadn’t not going to be stipulating embraced remote working, and there’s a as we return to the offi ce and learn what works. anything too concrete in terms mixture of outlooks on it among different Being agile is really important in maximising the of how often we expect people managers and departments. Lots of benefi ts of this shift – organisations need to to be in the office – we’re going to colleagues have said it’s nice to see the balance providing frameworks and guidance be quite flexible with it depending on what organisation moving with the times and that are role based and remove bias while works for teams. Our call handling team will embracing agile working.” remaining fl exible enough to evolve.” work on a rota basis in the office, but our Sarah Dewar, chief people offi cer Danny Harmer, chief people offi cer other functions will be more flexible. at Mental Health Concern at Aviva

30 peoplemanagement.co.uk Back to the offi ce

“6,000 of our 19,000 staff would usually be based in an offi ce, and the majority haven’t yet “We launched our Flex Appeal policy last year, “Only 12 per cent of our staff are in our London returned. The Scottish roadmap means all which means that people can choose where offi ce on any given day – the rest are working restrictions are planned to be lifted in August. and how they work. Our offi ces are available for from home. This is mainly those whose roles So we could be looking at everyone returning anyone who wants them, but if they never want can’t be done from home or whose to the offi ce then, but we’re more likely to do it to set foot in an offi ce again, that’s fi ne. We have circumstances mean it’s benefi cial. sporadically based on people’s roles. no expectations, but it’s up to managers and The majority of our UK employees have opted The bigger question is whether we should teams to make a plan that works for them. for a formal fl exi-working arrangement with change how we deliver some of our services. There’s never a situation where it’s a problem if most working two or three days from home. We may see some teams working remotely on someone chooses not to be in the offi ce. Some are already working this arrangement an ongoing basis. So as well as tracking what We have more people consistently in our offi cially, and this will increase as lockdown the government says, we’re considering what London offi ce at the minute, but we’ve only just measures relax. We aren’t mandating the days, we might want to do as an organisation. Last opened it and it’s a relatively new team. Our but we have asked that staff come into the time we surveyed colleagues, about two- Reading offi ce is bigger, and that feels fairly offi ce for key meetings and client interactions. thirds were interested in a form of hybrid. As empty right now. It’s got a capacity of 30 We don’t want to let legacy policies and thinking long as we can deliver the right outcomes for currently, which we’ll remove when we’re able to, stand in the way of us giving our clients a the people of Edinburgh, how we do our work but I don’t think we’ll get loads more people world-class experience, so we’re also looking to doesn’t have to be the same in future.” coming in. Not being in the offi ce suits people.” make our offi ces more open plan.” Dr Stephen Moir, executive director of Hannah Howe, HR director at Fenil Khiroya, head of HR UK at workforce at The City of Edinburgh Council Austin Fraser Standard Chartered Bank

“We’re starting to promote a message to “Only in the last few weeks have we seen people employees about returning to the offi ce and going back into the offi ce, perhaps one day a have set a tentative date for mid-August. We “Lots of our staff are in roles that can’t be done week. We’re one of those old school companies decided on some key points, such as from home, but we’ve got about 80 who can, and that had a desk and a desktop computer for employees should work with their managers have been during the pandemic. Even though every member of staff , so we’ve made the to determine when, where and how often to we’ve proven we can work from home, do we decision to reconfi gure the offi ce and go down to come into the offi ce and that we are looking perform better at home? No, we don’t. We’re not 50 per cent desks and make better use of our into a number of options to support our saying people aren’t performing, but we’ve found space. We’ll have desks for those who need to be growing team. when bringing the team back in, that they’re there, but it’ll be via a booking system, and we’re Next week, we’re going to discuss converting performing much better in the offi ce together. trialling some software at the minute. some of our offi ce space into additional lab As long as the government doesn’t change any In terms of a wider return, we’ve been following space to accommodate this, and also go over more rules, everyone will come back one day a the government’s advice. The desks are now two reservation systems that will be used to week from July, two days from August and three ready for when people want to use them, and I reserve offi ces and cubicles. days from September. Then people can put in a sense that we’re not going to get a fl ood of people We plan to work with a furniture vendor to request to work a maximum of two days a week back when restrictions are lifted. People won’t redesign cubicles, offi ces and meeting rooms from home. I think people expected us to say think we’re serious about the changes in the and smaller things, like how to deal with they had to come back fi ve days a week, so offi ce until they see it for themselves, but I hope assigned phone numbers but unassigned hopefully they’ll be pleasantly surprised.” they’ll be pleased.” physical phones on desks.” Laura Ibbotson, Tim Scott, chief people offi cer at Kunjan Zaveri, HR lead UK at TCR² UK HR manager at Heras Fletchers Solicitors

peoplemanagement.co.uk 31 Cross-functional experience How much of your career should you spend

in HR? WORDS ROB GRAY It’s common to gain work experience outside the people profession – but what skills does this bring and will it put you at an advantage?

very career path has its alternative perspectives a er cutting their twists and turns, taking us teeth in di erent roles, be they in  nance, to experiences that shape marketing, operations or others. our outlook and capabilities. But for those who gain experience in Everyone’s route is di erent, but other business areas, does this put them Esome are more di erent than others – for at an advantage in terms of the skills they better or worse. And the same is true for consequently bring into their HR roles? HR practitioners. With the function being And how do they compare to those who so wide-ranging, there’s no ‘correct’ path spend their entire careers in the  eld? when it comes to quali cations, experience And conversely, what expertise can people or industry, and while many have spent professionals o er if they choose to move

COLIN STOUT COLIN their whole career in HR, others bring to another function?

32 peoplemanagement.co.uk Zoe Moorhouse Senior HR business partner at Oxford Health NHS Foundation Trust “I came into HR after trying out several diff erent careers and sectors. I would like to say I planned the move, but in reality this wasn’t the case. I had been involved in a number of small workforce projects like building local induction packages for new employees, and working with apprentices in an engineering fi rm. I also led a team in my role as on-call manager in a conference centre. All of the roles had a ‘people’ focus so these experiences helped shape an 60% HR interest in HR and were crucial when I attended my fi rst interview for a role in HR. “When building credibility with managers you are supporting, it helps to share your own experiences as a manager and ensure that advice does not simply repeat what a policy says, but is real and pragmatic, using the policy to frame your advice. “Having an understanding of diff erent roles and businesses does help. I’ve found there are quite a few things that are similar. In the hospitality sector you are focused on your customer and ensuring their experience is exceptional. Retail is the same – if your customer has an excellent experience they will remember that and come back to buy from you in the future. In my laboratory technician work, reviewing data and seeing patterns in the information has been helpful – and in my current role this has been invaluable as I am responsible for the annual staff survey. “As a PA, being able to juggle competing 20% demands and organise things is essential – aligning this experience with organising a HOSPITALITY disciplinary hearing , for example, these skills have been invaluable. “From a personal perspective, having been a manager means I have experience to draw upon when advising managers and this has been useful. That said, I do think it’s important to be qualifi ed as an HR 10% practitioner and gaining that qualifi cation on the job is essential. Apprenticeships ADMIN have helped with this and it may well mean that the qualifi cation is achieved while the individual is employed in another function, which in my experience is a positive thing.” 10% SCIENCE Cross-functional experience

Omotunde Dipo-Lawuyi HR case consultant at ACCA “One of the big advantages is a grounded professional identity as an HR professional, which has come from my credibility and the experience gained from being in HR for my entire career. The confi dence and conviction I have in my abilities as an HR professional translate into how I coach and support my stakeholders, having a thorough understanding of the impact and importance of HR and making sure this informs how I support the business. “But I don’t think any teams should be closed off to any function or disciplines; I appreciate cross-functional experience. However, I think the level at which they move into HR is important, as it is not uncommon at senior levels for people who have not been in HR to be brought into senior roles, which is unfair to those who have built careers in HR. Having said that, I believe HR should learn from this and perhaps introduce a cross-functional element as part of the training and development of our teams, because businesses like the expertise of those who 100% HR have been exposed to other functions. “Experience has shown that more commercial exposure is benefi cial to HR, plus businesses seem to prefer this. I make a deliberate eff ort to understand the area of the business I am supporting and ask my stakeholders to talk me through what they do, explain their side of the business to me, and so on. I would like to experience some other areas of the business, to learn more, to gain the experience/exposure and hopefully this will help further my career. “HR people can get pigeonholed and bogged down by day-to-day fi refi ghting. I started my career as an HR management trainee, but had a six-month rotation in other areas of the business before settling in HR and that was invaluable experience. I believe at the very least mid-level HR professionals should branch out of the business for some time and return, and this is something that the CIPD and employers should actively champion – asking why businesses look outside of HR when deciding on senior roles should be the starting point and then work from there.” CONNOR MOLLISON CONNOR

34 peoplemanagement.co.uk Harvey Francis, executive vice president Kennedy sees huge value in “stepping of Skanska UK, considers himself outside your comfort zone” and fortunate to have spent the formative experiencing a business role beyond years of his career in sales management HR as a way to broaden thinking and operations before moving into HR via gain greater exposure to all aspects of the organisational development route. the business. She has done it more than Of particular value, he says, were the once in her own career, once as part of skills and experience he developed in an R&D team and then in an M&A people leadership, sales and marketing, team. On both occasions, it enabled her and general business management to broaden her network, make valuable including pro t and loss. connections across the organisation and “ is continues to provide the context learn new skills such as lean and project for HR within the business, avoiding management. Consequently, she has any risk of HR becoming the ‘end’ become a fan of KPIs, believing that what itself rather than the means to the end. gets measured gets managed.  at said, I’ve worked with highly Dean Wilson, HR director at She eld skilled and talented people who have Health and Social Care NHS Foundation spent their entire career in HR, so Trust, is another senior practitioner who both routes are credible,” he explains. sees the value of experience in di erent “Equally important are the personal functions. It’s important to guard characteristics that people against HR being saddled bring with them to their work, with a reputation for not and their understanding of “Knowing understanding frontline issues, how people and business need how the he feels. to come together in the ‘sweet Wilson’s own career entailed spot’ to do great things for business a move to HR from  nance everyone involved.” operates is just prior to completing a As Aseel Ibrahim, full Chartered Institute of lead consultant in Tiger a valuable Management Accountants Recruitment’s HR division, (CIMA) quali cation and puts it: “Whether you have HR skill” he’s pleased to have done so. worked on the trading  oor, the shop “Finance experience has helped me put  oor or the factory  oor, having an together budgets and understand balance insight into how the wider business sheets, P&L, annual accounts, M&As, etc, operates will be a valuable addition to all of which have helped later in HR when your HR skills.” dealing with those issues,” he explains. Linda Kennedy, CHRO at Wilson has also worked extensively in HR manufacturer Klöckner Pentaplast, in both public and private sectors, and is a fan of the “diversity of thinking, found the experiences to be very di erent. and o en a commercial or practical He recommends HR professionals do the approach” that those with experience same to obtain a wider knowledge base. outside HR bring to the team. In a slightly di erent vein, Beth “Individuals who have held roles Sampson, OD and people lead at outside the function tend to have a Investors in People, and strategy and good understanding of the business transformation director Mark Corden and can bring a fresh perspective both have experience in retail that on things,” she says. “ ey are also has stood them in good stead since able to review proposals objectively moving into HR. For Corden, exposure and challenge them, which helps to customers transacting with an to make solutions more robust. organisation’s products and services has  ey also typically have a good kept him focused on the importance understanding of the P&L and of the internal customer relationship the key drivers of the business and, between HR and the wider functions. coming from a business or  nance While for Sampson, the move from background, they can be more retail, where tangible results come rapidly, numerate and analytical, a skillset was initially a shock. “It took me a while HR is increasingly in need of.” to realise that the outcomes of my work

peoplemanagement.co.uk 35 Cross-functional experience

would be longer term better – at doing this, with the specialist Institute, believes the shortage of CEOs in arriving and understanding they have of HR practices, appointed from HR backgrounds is also probably more how they  t together, and the potential a major issue for both top HR talent and subtle in terms of impact of these actions on individuals and organisations. “ e perceived greater impact on business the organisation as a whole.” commerciality of someone from sales or performance. I But what of individuals being given HR  nance still trumps the amazing skills that actually found this leadership roles without HR experience a senior HR practitioner has developed Aseel Ibrahim, lead a lot more rewarding under their belts? William Hogg, a across their career,” he says. “Both current consultant at Tiger Recruitment in the end as I knew consultant in the HR practice at CEOs and HR themselves need to that I was making a executive search  rm Odgers invest more into developing the di erence for people and their lives rather Berndtson observes that current crop of HR talent into than ‘just’ to the bottom line,” she says. while it’s not unheard of for the CEOs of the future.” But HR has long required skills and non-HR professionals to  at said, many HR knowledge from outside its traditional move into such roles from practitioners are arming arena, argues Emma Parry, professor an outside organisation, themselves with wider of human resource management at the majority of non-HR commercial and strategic skills, Cran eld School of Management. appointments to chief people Mark Corden, strategy and through their own personal For example, an understanding of o cer roles he sees come transformation director development goals and o en with employment law, and the borrowing from within the organisation because the support of their employer and of concepts from marketing such the individual brings a strong brand. the CIPD. Although  rst-hand experience as employer brand, employee value “ ose ‘non-HR’ appointments can be helpful, you don’t necessarily need proposition and segmentation of the o en re ect a speci c, moment-in-time to have worked in a di erent career to workforce. And over the past couple of requirement,” says Hogg. “Moving a bring those ways of working into HR. decades, the function has come under senior executive into HR can be a hugely And what’s more, the notion of HR increased pressure to prove its strategic important part of their development as a sitting to one side of an organisation is value to organisations through an impact leader.  e art of partnering with a CEO fundamentally outdated.  ese days, HR on the delivery of business strategy to unlock an organisation’s potential is professionals work across the breadth of and competitive advantage, which call not easily learned.” Incidentally, an organisation’s strategic ambition and for expertise in strategy,  nance the company’s report e Ideal anyone who wants to succeed in HR and people analytics. “Those with CHRO found that two of the needs to acquire a wider skill set. “One “In my experience, the most experience attributes CEOs look for in a of the things that as an organisation we successful HR functions are CHRO are commercial focus have focused on in recent years is ensuring those that develop e ective outside HR and coherent leadership skills. that our professional standards have that partnerships with those who Hogg reveals that Odgers breadth of remit,” says David D’Souza, have the relevant knowledge bring a fresh o en hears from HR leaders the CIPD’s membership director. “We and experience,” says Parry. perspective who have been o ered a route are setting up professionals to excel not “Take people analytics. HR outside HR in their careers just in HR but as leaders and contributors practitioners need to be able on things” but have chosen not to take it. to an organisation.” to ask the right questions and O en that’s driven by a belief that He adds that today’s HR practitioners interpret data e ectively their business-wide impact will typically have both a social conscience but the analyses themselves be lessened by moving to a and a performance mindset – qualities can be undertaken by a speci c general management that stand them in good stead for data scientist.” role.  e ability to in uence leadership roles.  e pandemic has Chris Forde, professor across a vast range of topics, brought these further to the fore. of employment studies at navigating treacherous waters Kinga Peers, a consultant in the Leeds University Business Linda Kennedy, CHRO as a business and people leader HR Practice at headhunters Russell School, sees virtues in at Klöckner Pentaplast is a tremendous strength of HR Reynolds, says that over the last year both kinds of career paths. professionals and a signi cant the expectations of the HR function “Some have argued that those with value add for those who do wish to have multiplied and its potential reach insight and experience from other areas pursue roles outside the function. has extended. “ ere are now very can help HR in achieving a strategic “ e irony is that it is that strength few companies where HR has to  ght impact in organisations, by being able to which is perhaps the biggest reason for a seat at the table. But with raised ‘translate’ and communicate HR actions as to why HR leaders are reluctant to expectations, leaders who are up to the across to senior managers and leaders in make such a move,” asserts Hogg. challenge are in high demand regardless  nance, marketing, sales, CSR etc,” he But even though HR professionals are of their functional background.” explains. “However, others such as Dave keen to stay put in the  eld at a senior ✶ The CIPD’s Profession Map sets the international Ulrich argue that HR specialists can level, Phil Sproston, region manager for benchmark for the people profession. Find out more also be very e ective – and sometimes UK and Ireland at the Top Employers at bit.ly/CIPDProfMap

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he bene ts to young people of their time per month, the CIPD has & Enterprise Company, is an initiative of good quality guidance two volunteering schemes that allow HR through which professionals from any into the world of work are professionals to help young people in eld work directly with schools and signi cant. However, the their local communities: colleges to develop a strong careers provision of such advice Steps Ahead is a national one-to-one programme and provide opportunities for Tacross schools is a mixed bag. A 2020 mentoring scheme that supports young young people. People Management spoke report by Education and Employers people aged 18-24 in nding work. It is to some Steps Ahead mentors/mentees found a third (35 per cent) of 7,000 pupils currently focused on helping those who are and enterprise advisers to nd out how surveyed answered ‘not at all’ or ‘not unemployed because of the pandemic. the schemes work and how volunteering really’ when asked if they thought their Enterprise Adviser, run by the Careers bene ts their professional development. school or college had spent enough time helping them understand career options. Tomi Olayinka (pictured), student on the And thanks to the redundancies, London Stock Exchange graduate scheme reduced work experience placements was mentored by Hope Light through the and decrease in training opportunities CIPD Steps Ahead scheme it has caused, the coronavirus pandemic “My friend told me about the CIPD and how has further exacerbated young people’s its resources could help me prepare for an disadvantages.  e O ce for National upcoming interview. While I was on the website, Statistics found that 54 per cent of I saw the mentoring scheme. I didn’t think the 813,000 jobs lost in the 12 things would happen as quickly as they did months to March 2021 were but within a day of registering, I was held by people under 25, and connected to Hope, and she just a study in February by BAE happened to be in HR. It sounds Systems found 43 per cent dramatic, but it was like a of people aged 16-24 were sign from God. putting their career or “I was due to do a education on hold until presentation as part of an the crisis was over. interview for an HR job,  e importance, then, which I’d never done ELIZABETH HOWLETT AND CAITLIN POWELL of initiatives that directly before. I was feeling bene t young people and overwhelmed and their career aspirations cannot be uneasy because I underestimated. For members who are didn’t know what INTERVIEWS able and willing to o er a small amount they expected.

38 peoplemanagement.co.uk peoplemanagement.co.uk 38 CIPD mentoring YOUR HR SKILLS COULD “There’s a sense of purpose that comes with giving up your time” Stephanie Hague-Evans (pictured), people “If he received an interview task, for example, she is a people director, so she knew what they director at Fizzbox, mentored Martin Black he knew he could send that to me and I would were looking for and what they meant by certain through the CIPD Steps Ahead scheme give honest feedback and we could book in a terms, which helped a lot. BENEFIT YOUNG PEOPLE “In the people profession, we bang on about time to talk together. So, I think for him it was “We drilled down on the type of courses I doing your own learning and development and I about just having a go-to person. I would hope should be doing too. She would send over links think it’s easy not to do it yourself because you’re that Martin feels like he’s got a person in his that her team used, and courses that were so busy focusing on everyone else. network now who is there as long as he needs it.” helpful. But I think my main takeaway was my “I am enjoying the scheme, but also there’s a confidence in interview skills and how I analyse sense of purpose that comes with giving up your Martin Black, SEO executive what employers are after. time and, in the field you’re comfortable in, you “When I was on Universal Credit, my support “The preparation with Stephanie want to add value. We try to encourage staff to colleague recommended I apply for CIPD also helped me to communicate find voluntary pursuits they’re interested in and Steps Ahead. I signed up and was put in during phone and Zoom calls, give a bit of time back, and I don’t think you can touch with Stephanie. because in the past I’ve never had tell people to do that if you’re not doing it yourself. “She was great and worked with online interviews. I was nervous “Martin has been my first mentee. He is so people in marketing, which was my that I was supposed to be looking smart and was doing a lot of the right things interest. Whenever I had a job at the camera while trying to already, and I think I expected someone who interview coming up, I would talk, but I was able to gain didn’t know where to start, so I had to adapt send the role description confidence, and it seems in quite quickly. We agreed I would facilitate to her and she helped me today’s world there’s going helping him prepare for interviews and look at prepare for the interview by to be a lot of working from job specifications together, whereas I had been going through it together. home, so communicating expecting to start with building a CV. It was beneficial because online will be beneficial.” “CIPD members at any

expectations. A lot of mentoring is giving people confidence, so with Tomi I ran through an level can do this” interview and it was really reassuring for her. “I also gained so many new skills which I now On the day, I had an hour gap between the Hope Light, HR administrator at use every day in my job, such as organisation, competency interview and the presentation Avacta Group leadership, and communication. The biggest and I was able to call her and practise my “The scheme seemed like a good way to get thing I learned was the importance of being presentation, even though it was her day off. involved in the HR profession as well as helping understanding and having the confidence to She timed me and gave me feedback which somebody else. I’m only 23 so I have fresh see things from somebody else’s perspective. helped my confidence. I felt I delivered that knowledge of the hurdles young people come Tomi is at the other end of the country to me – presentation to the best of my ability because across when trying to get into a career or move she was a graduate and I didn’t go to university, of the confidence she gave me. up the career ladder, and I’ve seen how that’s so it was important to understand somebody “Hope’s advice has really helped me develop been amplified through Covid. else’s experiences and how that’s affecting my interview answers and my confidence, “The key thing is that all CIPD members them. As an HR professional, you come and has allowed me to give my best self in that at any level can apply to do this. As I’m a across people from different backgrounds interview room. Our conversation was not like student member, I wondered whether I had and different levels of seniority so I think this my mum telling me what to do – it felt like a enough experience and knowledge to advise experience was something I’ll be able to use friend that was helping me.” somebody else. But it completely exceeded my throughout my career.”

peoplemanagement.co.ukpeoplemanagement.co.uk 3939 “Jobs are changing so quickly, who knows what the roles of the BLOOMBERG GETTYIMAGES will be?” future 40 CIPD mentoring CIPD an excellent way to use my HR skills in a in skills way my HR excellent use to an as it saw Ialso that. with nicely really linked scheme the and area, anew was it and apprenticeships at Devon County Council advertised in 2017. back since she first saw the opportunity looked hasn’t she because jokes, good”, she be must “It ago. years four scheme Adviser Jo began volunteering with the Enterprise Enterprise Adviser scheme the through Devon in school secondary at Devon Council, County advises a manager strategy HR Fellows, Jo “I had just started managing the the managing started just had “I

peoplemanagement.co.uk “ HR expertise is sorely

needed in schools”

delivery at the school. As the enterprise careers their with them help to team leadership senior and lead careers its with Iwork and career. dream their fi them help hopefully and nd there out what’s them show and students help to I wanted struggle. really some Iknow but atschool, was and help students discover their “dream career”. community, the to back something give to mind: Enterprise Adviser scheme with two goals in the joined MacNaught Rob ago, Four years Adviser scheme school in Yorkshire the through Enterprise at partner advises Reckitt, a secondary senior HRbusiness global Rob MacNaught, “I am partnered with a secondary school, school, asecondary with partnered am “I I when advice have to [was career lucky] “I business and it benefits the talent pipeline.” the promote to opportunity more is there as Itschools. also benefits your organisation in needed sorely are skills and expertise board. on all benefi were they it, doing of ts when I explained the logistics, structure and the off fell nearly But teachers chairs! the of their some 11 and year of all with interviews mock conduct we should that school the to suggested infl I and strategic your skills. develop to uencing you helps also it and businesses local other with much. very it Ienjoy because Iwill, then – to have time –and the involved get to want do I if but school, the to adviser an predominantly Iam directly. liaise can they so contacts of network own its build to school the getting and businesses other using about it’s because event every have attend to Idon’t adviser, for it, because it’s a great opportunity and and opportunity agreat it’s because it, for volunteering with the scheme should go HR professionals who are considering guidance. careers develop to school the with level strategic at a work to there you are because varies Ifi but day amonth, one you commit that nd daily responsibilities. The scheme suggests fi still Ido but myvolunteering, around t it my of supportive is my employer because means in practice. that what and work’, of haveto world the in you like would behaviours and skills of sort like ‘what questions right the asking about It’s be? will future the of jobs the what knows who quickly, so changing are roles job but up’ you grow when be to you want do ‘what ask People pathway them. to available career one than more is there that awareness the challenging. abit and new diff was that something way try to erent and

✶ To fi Steps the with nd out morevolunteering about Ahead and Enterprise Adviser schemes, as well as other opportunities available for CIPD members, visit cipd.co.uk/volunteering a brilliant way to inspire the workforce workforce the way inspire to a brilliant “Volunteering is very rewarding, and HR HR and rewarding, very is “Volunteering network your build to you helps scheme “The “I would strongly recommend that any that recommend strongly would “I lucky I’m and day job abusy in “I’m have to people young helps scheme “The of the future. It utilises your skills and and skills your utilises It future. the of experiences in a different way and provides opportunities to develop and challenge yourself.” yourself.” challenge and Date: 28.Jun 2021 09:40:38

3 sustainable ways to show you’re a CIPD member.

You may sometimes be asked for proof of CIPD membership, but you no longer need a physical membership card for that. Cutting down on cards will help save 1.5 tonnes of paper every year.

Give your Show your Use the membership digital membership membership number card on the CIPD verification tool Community app

Visit cipd.co.uk/sustainable-membership Would you pay for your em ployees’ manicur es? Bene t packages are becoming more and more wide-ranging as rms compete for talent – but they risk encroaching on employees’ personal lives

WORDS JYOTI RAMBHAI JONATHAN JONES EYEEM GETTY IMAGES JONATHAN

42 peoplemanagement.co.uk Would you pay for your em ployees’

here was a time when if we wanted someone to look a er our dog, we’d book a kennel. If we wanted manicur es? a manicure, we’d go to a nail salon. And if we wanted lunch, we’d go out and buy a sandwich. But recent years Thave seen the rise of many employers o ering all this and much more as part of wide-ranging bene ts packages in their quest to attract talent in an increasingly candidate-driven market – some of which are so all-encompassing that employees at some larger tech companies have most of their life admin requirements provided at work. But as well as the more frivolous perks that also double as useful PR – the likes of so-called ‘pawternity’ leave for new pet owners, on-site beauty salons and home concierge services

peoplemanagement.co.uk 43 Date: 08.Jul 2021 15:24:03
     
   $( $ %!&'$ $ $"$ $ " $!" $!" !    !"$

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 Date: 08.Jul 2021 15:24:03

Employee benefi ts

– employee bene ts are also starting menopause tend to be excluded.  is in turn can cause salary in ation, to merge into other areas of workers’ Not only are businesses “horri ed” where rms compete for talent by lives with far more signi cance. when they realise this, says increasing starting wages. Employee
    Some companies are now “It’s easy to O’Donovan, when they bene ts can help contain a surge in salary going as far as o ering paid-for start to look at the impact of in ation. However, this can be dependent fertility treatment and gender introduce a inclusion in their workplace, on how “deep the employers’ pockets are,” reassignment surgery – things many realise they are losing says Charles Cotton, senior adviser for that outside the limitations of the beneit, but their more senior women reward and performance at the CIPD. NHS have the potential to cost much harder because of the menopause. “Bene ts such as fertility treatment thousands of pounds and still Symptoms such as brain fog, and gender reassignment surgery are very   remain una ordable for many. to get rid anxiety, fatigue, depression, expensive, so only rms with very deep But does this slow integration of it” trouble sleeping, which are pockets are going to be able to a ord of employers into employees’ all linked to menopause, can it. Many of these rms o ering it will work lives and potential crossing of have a signi cant impact on work and be looking at the business case: does it the boundary between personal and productivity levels. make sense for the organisation in terms professional go too far and stand to cause “So that o en leads to employers of attracting and retaining talent, how problems further down the line? o ering medical support for menopause. will it help the business?  e last thing
   Employee bene ts have always been  en it doesn’t take very long before any business wants to do is introduce an important, says Debi O’Donovan, co- you start looking at fertility treatment o ering such as IVF and then suddenly founder and director of the Reward and for younger employees – both men withdraw it a few years later, because that Employee Bene ts Association (REBA), and women. And so this whole idea of sends a negative message to sta .” $( $ %!&'$ because it says a lot about a company’s inclusion has suddenly opened up new Cotton describes increasing employee culture and how they care about their bene ts,” she points out. bene ts as like “adding baubles to a employees. “Companies o ering bene ts But why are inclusion and diversity Christmas tree” – if you add too many, $ $"$ $ " $!" $!" such as fertility treatment or pet insurance so important in the bene ts arena? eventually it begins to look a mess and suggest they care about their employees’ According to O’Donovan, it’s pressure the tree will fall over. “ ere is a danger of !    !"$ family and home life, whereas those that from the “rise of being a responsible seeing a bandwagon for a certain bene t, care more about the environment may business” and meeting environmental, even if it doesn’t necessarily make sense to have bene ts skewed in that direction,” social and governance (ESG) targets. you,” he says. “So employers need to think she says. “Some of the trends we’re seeing “Big institutional investors – those about how the proposed perk supports now are a direct result of the pandemic, that invest in listed corporations – both the organisation and its people, such as an increased use of virtual GPs will have to meet certain ESG targets because of the costs associated with it. It’s and wellbeing bene ts,” she explains. “But in terms of where they put their relatively easy to introduce a bene t, but actually, the biggest shi s we’re seeing investments. And this is played out much harder to get rid of it,” he adds. were coming down the line anyway.” through businesses having to be much Both Cotton and O’Donovan also warn Many of the changes to employee more transparent about their diversity, of bene ts packages that pay “lip service” bene ts can also be attributed to inclusion, wellbeing and environmental or cure the symptom of a problem, rather businesses taking a more in-depth look targets, which is a ecting the kind of than the problem itself. O’Donovan at their inclusion and diversity strategies, bene ts being o ered,” she explains. coined the term ‘bene t washing’, where it O’Donovan adds. While most employers “We’re also seeing a demand from appears as if employees are getting a lot of do not want to discriminate against employees for electric cars in company bene ts, but they actually have to pay for anyone, she explains, when they have car schemes, which we didn’t see them themselves.  is is not surprising, looked at their bene ts o ering – o en pre-pandemic, as well as e-bikes.  is is she says, when it comes to some of the set up years ago – they have found probably because more people are medical bene ts, which are expensive and they may be unintentionally working from home and not therefore o ered as a voluntary bene t, !$ ( %! !  %$ $ ( discriminatory. For looking to commute into meaning the employee pays for it, but at example, private the o ce every day.” a discounted price. medical insurance  e current focus But for many rms, these types of policies o en have on employee packages, while unusual, are proving exclusions that bene ts comes highly successful among employees. So     a ect women as the UK is how have these organisations gone about more than men facing a skills choosing and implementing them, and has as conditions shortage, it been the right decision? 
     
   
 linked to fertility particularly in In 2016, Lloyds Banking Group in women, the tech and became the rst UK rm to o er gender menstrual Fertility treatment is only professional reassignment surgery as part of its health likely to be off ered by

HALFPOINT IMAGES GETTY IMAGES IMAGES GETTY HALFPOINT health issues or services sectors. insurance plan. At the time, the group employers with ‘deep pockets’ peoplemanagement.co.uk 45 Employee benefits

– which includes Lloyds Bank, Halifax, In that vein, Lloyds recently surveyed it chose to also cover gender dysphoria. Bank of Scotland and Scottish Widows more than 5,000 employees and hosted “We want to ensure we’re oering cover – estimated it had 860 employees who focus groups to see what bene ts they that’s relevant to and supportive of all our did not conform to a speci c gender. would like, which revealed a strong interest employees,” says Cotgreave. “We want to A spokesperson told People Management: in sustainability-related perks. As a result, support our employees in the moments “We learned from listening to our trans the company has now also launched a new that matter, and we want to change the colleagues and the wider trans community ultra-low emission vehicle (ULEV) salary lived experience of our employees.” that there are real challenges in accessing sacri ce scheme and improved its cycle to What is really important when oering healthcare, with waiting lists oen lasting work oering. such bene ts, Cotgreave highlights, is years, even just for a diagnosis. But the major banking that employees’ privacy is “We saw an opportunity to make group is not the only business “We are very maintained: “We don’t want a dierence for our scheme members by listening to its employees. – and will never have – data providing them with access to support London-based law rm much seeing about who is claiming for and guidance. We’ve had overwhelmingly Cliord Chance recently the rise and treatments and whether this is positive responses, with some colleagues extended its healthcare aecting our sta retention.” describing this as both life changing and insurance to cover fertility arrival of the Both Lloyds Banking Group lifesaving. e ability to tailor bene ts investigations and treatment, individualisation and Cliord Chance say packages to suit individual needs and up to a cost of £15,000 per they had an overwhelmingly life stages is key to our bene ts strategy. person. Oering sta such of beneits” positive response from sta All bene ts are reviewed on an ongoing bene ts wasn’t previously when they introduced their basis to ensure they remain relevant and on the company’s radar, admits Anna respective bene ts. Much of this is continue to be valued by our people.” Cotgreave, rewards and bene ts manager. because the bene ts had a signi cant But aer partnering with healthcare app impact on people’s health, which over the Peppy – which oers support for life last few decades has become increasingly stages such as fertility, parenthood and important to employers, says Stephen Unusual perks the menopause – in March this year, Holliday, founder and CEO of nancial primarily because of the menopause wellbeing app Level. “If you wind the in practice element, the company saw an increase clock back 15 to 20 years, employers ‘Yay’ days in sta using the platform for fertility started to get serious about playing a role US outdoor retailer REI offers its workforce support, which put the idea of oering in the physical health of their workforce,” two ‘yay’ days per year, which they can fertility bene ts on the agenda. he says. “en ve or six years ago, mental use to try something new or to challenge “From our perspective, oering health strategies started to gather pace.” themselves in their favourite activity. menopause support was important. We Employee bene ts, generally speaking, want to be a really inclusive employer are there to support the employee, ‘Pawternity’ leave and retain all our talent, so if we’re O’Donovan says. While there are some With the explosion in people getting lockdown pets, an increasing number of having women thinking about leaving very unusual perks on oer, such as secret companies, including BrewDog, are now because they’re struggling with their holidays, sleep pods in oces and even offering paid time off when a furry addition medical symptoms during menopause beauty budgets, many are practical and joins employees’ families. and needing more support, there’s tailored to the employees in question. something wrong,” says Cotgreave. “We are very much seeing the rise Beauty budgets “Despite signing up predominantly and arrival of the individualisation of US software engineering firm 2HB provides because of the unique support oered bene ts,” she explains. “Just as Amazon its employees with a monthly $50 beauty on menopause, Peppy gave us feedback gets to know you and oers you only budget, which they can spend on manicures, that the fertility strand of the app was things you’re likely to buy, bene ts are pedicures and haircuts. the most popular, so that really got us getting more bespoke, and they’re using thinking about how we can best support employee experiences to get to know Cryopreservation all our employees,” explains Cotgreave. you. For example, if you told HR you AI-run crowdsourced hedge fund Numerai is year the rm added fertility are expecting a baby and you’ll be going offers employees the chance to be frozen at -190oC when they die. The cryonic perk treatment and investigations to on maternity leave, then you might start reportedly costs around $200,000. its private medical scheme. e getting messages about bene ts linked to policy covers donor sperm, donor having a child. A day off when Sir David eggs, egg freezing, IVF and ICSI “So going forward, you could have Attenborough passes away [intracytoplasmic sperm injection] – something dierent for every employee – An employee at Forward Role Recruitment so is inclusive across genders. when it comes to bene ts, there’s no such has it written into their contract they can But this is not the rst time Cliord thing as too much.” have the day off when the naturalist dies. Chance has made a signi cant addition ✶ Read the findings of the CIPD’s latest reward management to its medical oering – a few years ago survey at bit.ly/CIPDRewardReport

46 peoplemanagement.co.uk Date: 01.Jul 2021 11:12:31

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Masterclass How to do an equal pay audit

An equal pay audit Equal pay is complex that, as a general rule, is a complex but to assess but can help di erences of  ve per necessary task. It fi rms identify problems cent or more, or recurring is not uncommon di erences of three per for companies to be cent or more, merit further completely unaware investigation. Having of problems with pay identi ed the statistically structures until an signi cant populations, Michael Powner audit is conducted, the next stage is to delve Partner at Charles and no matter how into the details and Russell Speechlys innocent the anomaly, identify what is actually it will still carry causing any unexplained he y legal risks and di erentials.  ese results consequences.  e can then inform the organisation should skill and knowledge elements action plan going forward, consider the question of sharing of each role, rather than just the as the organisation looks to the results with employees and/ description of the job. implement the report’s  ndings or their representatives. Once the comparison data across the business.  e  rst step Because of the complex is to determine “The organisation should nature of equal pay legislation what the audit in the UK, and particularly will focus consider sharing results” the legal tests that apply in on, such as terms of assessing work, it is populations and elements of pay, has been obtained, the next step strongly recommended to at but this will largely be driven by is to analyse the data to identify least obtain detailed guidance the quality of the data available. where pay di erentials exist. before even attempting to Careful analysis of data and It will o en not be feasible or carry out an audit, if not identifying which roles are realistic to look in detail at every outsource it altogether. Using genuinely comparable is critical. role within the organisation, a law  rm to assist with the  e most helpful audits capture so at this stage it is a review of whole process and analysis as many employees of the statistically signi cant gender can be bene cial as they can organisation as possible, so the pay gaps within the populations ensure the advice given remains broader the better at this initial identi ed as comparable when legally privileged. However, stage. It is important to ignore scoping the audit. businesses are able to complete job titles in this process, as the  e Equality and Human this without outsourcing if

legal tests are focused on the Rights Commission suggests they wish. Taking it further Read: How to Watch: How to Listen: How implement equal pay complete your equal should employers checklist by the Equality pay audits – Osborne approach equal pay and Human Rights Clarke and Gapsquare audits? The Allen & Commission Interview by Gapsquare Overy Podcast bit.ly/EHRCEqualPay bit.ly/ bit.ly/

GapsquarePayAudit AOEqualPayPod VISION GETTY IMAGES CHEN DIGITAL WENJIN

48 peoplemanagement.co.uk Who I am Joshua Karl Director of Trusted People HR

HR is the keeper of the corporate conscience, the department with a bird’s- STOUT COLIN eye view of what’s going on in organisations and their people, how people are operating, how they are putting their best selves to work and how we actually support people. HR is committed to understanding that We often just listen to people are the biggest and most expensive respond and I’ve learned to resource in an organisation and they need take the time to hear people to be seen, heard and taken care of. out and meet them where they are. When I came into

the professional working CAITLIN POWELL PHOTOGRAPHY environment, I found learning I’ve had an unconventional HR journey. di cult because I felt people didn’t own their mistakes. So a I used to change roles frequently and was INTERVIEW once told the way I was approaching work big thing for me is being able to didn’t show dedication to the profession. own my mistakes and talk them But I’m quite strong-willed and I decided through, then people are more to get my CIPD diploma. I received open and we can  nd solutions. validation seven years ago when I went for an interview and was told ‘you’ve got such a breadth of experience, you’ve worked across I never felt visually all these industries’. represented in the workplace. When I  rst started going to HR events, o en I’d be the only person who looks like me, which is University didn’t connect with me. I recall sometimes quite challenging. not liking the HR management module, so But in the wake of George it was a surprise I ended up in the profession. Floyd’s murder, there’s been Later, I got my CIPD quali cation, trained as an increased interest in I&D a mediator and a mental health  rst aider, and in workplaces and, where completed an equality and diversity course. I before you’d o en  nd it was at became a CIPD committee volunteer and really the bottom of the agenda, now enjoyed learning in the workshop space, as I got it’s at the top. to interact with other HR professionals and speak about the role and its challenges.

My company tagline is ‘no judgement’. CV Psychological safety is a huge deal for me and I don’t take Joshua Karl started his career working as an it for granted when people feel that they’re able to share administrator before moving into HR, where he personal things. Loyalty and commitment are high on my has worked across sectors including energy, tech, agenda so when that’s re ected by people, and when they media, retail, education, housing, transport and not respond to that, it really touches me. I knew I wanted to for profi t. He completed his CIPD qualifi cation in get back into consulting and running my own business so 2009 and his NVQ Level 2 in Equality and Diversity that’s what Trusted People HR is. in 2013. Earlier this year, he set up HR consultancy Trusted People HR. “It is a powerful plea for organisations to implement a Reviews people-centric The New World of Work culture” Peter Cheese, Kogan Page, £19.99/£14.39 e-book

As chief executive of the as they face the vital to the well-balanced fascinating fact or insight, and CIPD, Peter Cheese has had future. It explains organisation.  e rise of the book will be invaluable a front row seat for almost a how trends such populism, exempli ed for those seeking a deep dive decade as economic and social as the gig economy, by the new German far into 21st-century work. But headwinds have transformed uneven distribution right or the ascent of beyond that, it is a powerful the way we work. Who would of productivity gains Donald Trump, is just plea for organisations to re ect have predicted back then, and proliferation of one political context on their importance – Foreign for example, that arti cial data are being played that translates directly to work Policy has claimed 25 of the intelligence would be doing out inside organisations. It – if debate becomes toxic and world’s largest companies are our recruiting, or that a global quotes the likes of Daniel views become entrenched, more powerful than many pandemic would have turned Kahneman and Nassim how can we ever have a countries – and implement huge swathes of the workforce Nicholas Taleb. But it also dialogue with our colleagues? the sort of people-centric away from o ces? draws on data, quotes and Similarly, if we cannot trust culture (led by truly principled e New World of Work is opinions from a gargantuan institutions any more, how individuals and supplemented an attempt to rationalise this range of sources. can they be surprised when by agile learning) that will change, but also to set out the Most of all, it explains employees view their jobs make work not just tolerable contexts HR professionals in how it all a ects HR, which as unengaging? but genuinely good for the particular need to understand Cheese sees as strategically Every page brings another next generation.

{Book} {Book} The Diversity Playbook Intentional Integrity What’s new Hephzi Pemberton, Serapis Bey, £19.97/£4.99 Robert Chesnut, Pan Macmillan, £10.99/£5.99 e-book e-book In The Hidden Edge, In a world of fake news and ‘cancel human behaviour When it comes to improving inclusion culture’, where it’s sometimes diffi cult to consultant Jodie and diversity, talking is easy but know whom or what to trust, and even Rogers applies doing is harder. So it’s useful, then, traditional institutions and large key psychological that Pemberton – business leader, establishments fi nd people’s faith in concepts to the angel investor and founder of I&D them is waning, it’s more important than modern business consultancy Equality Group – not only ever for businesses to act with integrity world and distils eloquently makes the case for I&D and make ethical choices. And among why improving being treated as more than just another those best placed to off er advice on mental health piece of PR and breaks the topic down doing this is Chesnut, former chief ethics among workforces into manageable sections, but also offi cer at Airbnb, who breaks things down will give businesses provides prompts to both refl ect and into key areas, with relatable examples a signifi cant act upon at the end of each chapter. based on real-life people and situations. competitive advantage as we {Book} {Book} move out of the pandemic. Leading Remotely Remote Work Meanwhile, Dr Mike Parkes, Bloomsbury Business, £16.74/£9.24 Chris Dyer & Kim Shepherd, Kogan Page, Simon Hayward’s e-book £20.69/£19.66 e-book second edition of The Although managers have been As we look towards a future where Agile Leader, revised responsible for teams spread across ‘hybrid’ is the word on many businesses’ to address the cities, countries and continents for lips, this is likely to raise more questions challenges of 2021 decades, Covid has brought the than it answers. Thankfully, Dyer and and beyond, explores issue fi rmly to the fore, as well as Shepherd’s latest off ering seems to have how both leaders further complicated it. Drawing on tackled the vast majority. From setting and organisations 15 years of research and featuring employees up for remote success to can overcome the insights from senior managers at the maintaining company culture and holding barriers to agility and likes of Volkswagen, Costa Coff ee effi cient meetings, Remote Work is a thrive in a digitally and B&Q, Parkes’s guide is sure to one-stop shop for any business hoping to disrupted, post- benefi t any professional in charge make the most of the new world of work pandemic world. of a dispersed team. in 2021 and beyond.

50 peoplemanagement.co.uk Send us your problems in confidence bit.ly/pmfi xer Your problems There’s a question mark over our new recruit I’m an HRD and recently probation. Whenever I hear looking elsewhere, I would hired a new HR manager comments like “they weren’t strongly advocate having a into my team. She seems very good at their job”, my conversation with your new very competent with some rst question is always: hire that does not expose excellent experience, “What exactly are you the other team member’s Guest Fixer Dave and I was looking forward basing that opinion on?” A opinion but, for example, to having her on board. team member has provided discusses her potential A Barry tackles However, we held an online you with an example that development needs as ‘meet and greet’ with the apparently the new HR identi ed in previous roles. your queries rest of the team in advance Dave A Barry FCIPD is People of her starting, and another “Let’s not forget that this is exactly why the Management’s guest HR Fixer. A member of the team told me graduate of University College Cork’s contractual probationary clause exists” postgraduate higher diploma in human afterwards that they know resource management, Barry’s career her from a previous role and as an HR professional spans more that, among other things, manager frequently blamed Last, but de nitely not than 20 years across sectors including biopharma, cybersecurity, travel and she wasn’t very good at mistakes on her colleagues, least, let’s not forget that this retail. He established consultancy her job, and frequently but I always insist on several is exactly why the contractual Conexion.ie in 2018, is a prolifi c keynote blamed her mistakes on her speaker and lectures part time at additional data points to probationary clause exists. University College Cork. colleagues. I trust my hiring gain a deeper understanding During probation, should His replies are written in a personal judgement, but I also trust of the potential issue. a performance issue arise, I capacity and do not refl ect the views of People Management or the CIPD, the opinion of the person  inking about fair recommend a contribution nor are they a substitute for professional already in my team. Should processes, should the development process (CDP) legal advice. Not all queries submitted I give the new manager a examples provided validate framework, featuring a can be answered, and personal replies are not possible. To pose an anonymous chance, or cut my losses that there may indeed have conversation a er four weeks, query, visit bit.ly/pmfi xer and look elsewhere? been a performance issue, six weeks to improve and six I would suggest you re ect weeks to sustain, so that an As I see it, there are three on whether this might have informed decision on both angles to this problem: been an organisation or job sides can be made at the end datapoints, fairness, and mismatch. In advance of of the probationary period.

associated problems for the resolved within this timeline Staff member is working rest of the team. and not have to lead into any First and foremost, there disciplinary process. too fl exibly needs to be a ‘how versus what’ Incidentally, I’ve never On top of remote working hard to get hold of when we conversation held with the liked the term ‘performance implemented because of the need him, and takes ages person in question to explain improvement plan’ (PIP), but pandemic, we’ve also recently to respond to emails, which that he may be just about in these types of scenarios, introduced fl exible working causes problems elsewhere hitting his targets, but how he is your authentic intent needs to across our small company in the team. I feel like I’m working is clearly not optimal. be performance optimisation of 25 people to allow staff to nitpicking because he is Should the underperformance of the member of sta in work more when, where and getting the job done, but at the continue following this question with a fair process, how they want. same time it’s hard for others. conversation, I would advocate but equally, not shy away The trouble is, one person Is there anything I can do? putting in place a contribution from making those di cult in our sales team seems to development process (CDP) of decisions if improvement is be taking this a bit too far. You say you have several speci c six weeks to improve both his not possible or sustainable. He’s somehow still hitting examples of this person being output and how he is working, Remember to approach his targets (just), so there hard to contact when you and following that, six weeks to the problem as if the shoe aren’t really any issues with need him, taking a long time sustain the changes. were on the other foot, and productivity, but he’s very to respond to emails, and then Hopefully, the issues will be keep work human.

peoplemanagement.co.uk 51 Email us Moves your moves PMeditorial@ haymarket.com People and posts Who’s making HR headlines? King’s College Hospital ER specialist at Dyson, and has HR offi cer at GXO Logistics, NHS Foundation Trust has also spent time at Wincanton, the spin-off of XPO Logistics. appointed Funmi Onamusi as Mitie and Arcadia. She started at XPO in 2019 as director of equality, diversity Chizoma Okaro, senior vice president of HR for and inclusion. She arrives from Chartered FCIPD, has been Americas and Asia-Pacifi c. EY, where she was diversity promoted to director of HR at POhWER has recruited Julie 1 2 and inclusion lead, and has also the University of Hertfordshire. Born (5) as people director. held senior roles at Church of Before her promotion, Okaro Born has a background in HR England, Korn Ferry and KPMG. was assistant director of HR, and recruitment, and joined Anglo American has having joined the university in the charity last December in promoted Salima Shariff , 2017 as assistant head of HR. an interim capacity. Chartered FCIPD (1) to head Occupational health Online car retailer Cazoo of HR service delivery. She and wellbeing services has hired Veronica Sharma was formerly head of talent provider PAM Group has (6) as its fi rst group chief acquisition, having joined the appointed Caroline Munday, people offi cer. Sharma 3 4 company in 2008 as divisional Chartered FCIPD as group has previously worked as HR manager for resourcing. people director, and Scott group chief people offi cer at Wande Showunmi, Barton (3) as recruitment Photobox and Moonpig Group. Chartered FCIPD (2), is the partner. Munday arrives Claire Thomas has new director of people and from International Personal moved into the role of senior culture at children’s mental Finance, and Barton from adviser at strategic advisory health charity Place2Be. Before Well Pharmacy. fi rm Hakluyt. She joins from joining the organisation, she Karl Simons (4) has joined GlaxoSmithKline, where she 5 6 was executive director for FYLD as executive director for was chief HR offi cer. people and transformation at health, safety and wellbeing. Sofi e Howard, Assoc CIPD, charity Livability. He was formerly chief health, has been promoted to HR Laura Majewski, safety and security offi cer at business partner at Transport Chartered MCIPD, has set up Thames Water. for Wales. She was previously Flexworks HR Consulting. She Maryclaire Hammond HR adviser, having started at previously worked as senior has taken on the role of chief the company in 2018.

The next step We help you to help your career I set up HR at my current company I’ve had my own business in the out there that really value the diversity of despite having no HR experience. past and have done fi nance roles, HR experience. I was thrown into the role, so I enrolled so it’s not like I have no valuable Part of your next step is networking to do my CIPD Level 3 Diploma, which experience to off er, but I’m in a and getting to know people in your fi eld. I’ve nearly fi nished. The fi rm didn’t dilemma as to where to go from here. For example, using the CIPD’s resources, have any policies in place, so I’ve linking with fellow people professionals, introduced it all. Careers don’t go in straight lines, so going to virtual events and joining Sadly, the company doesn’t see be willing to experiment with your next committees – all these things will help the importance of HR. What they role and acknowledge that it might be you to meet a broader set of people who see as important are the staff and a lateral move and not a promotion, are passionate about the same things. contractors who bring in revenue says Vicky Pawsey, director at Papillon Networking gives you some control – they are very well rewarded, but Psychology and co-founder of Team over who you choose to interact with, admin staff are overlooked. It’s only Up to Perform (pictured). some possibilities around where that a small fi rm, so I have no mentor, and It’s about making sure you have might lead you, but it also fulfi ls that there’s no career structure. I just don’t Let us a good narrative. The diversity of need for connection and you might be know where to go from here. There your experience and your ability to able to help other people, rather than it aren’t many vacancies in my area, solve your tell your story is going to be really just being a one-way street – that loop and HR is so vast I’m not sure what career crisis attractive to other employers, can be really important. The people role would suit me. I’m also 51, bit.ly/pmnextstep particularly because there are profession is absolutely accessible and so would I even be employable? a lot of entrepreneurial businesses there are lots of opportunities out there.

52 peoplemanagement.co.uk e l a t e s t  ndings  om t h e  n e s t Research minds Gender stereotypes biggest barrier for women Gender stereotypes are the work-family balance and biggest barrier facing women con ict are also intertwined. in corporate jobs, research by Patriarchal and male- Nyenrode Business University gendered working structures has found. facilitate the association of e study identi ed key full-time work, unbroken areas that o en disadvantage career paths and long working women in work, including hours with commitment. gender stereotypes, bias in “We found women with recruitment, devaluation a family will  nd it di cult of women, masculine to comply with these norms organisational culture, work- and so may be regarded as Patriarchal working structures family issues and a lack of also promote the concept less committed than men professional support. of women being less committed are related to women’s and therefore excluded from According to researchers, own choices, motivations, leadership positions.” these barriers are interrelated researchers, said gender incentives and self-perception e study goes on to warn and intertwined, resulting in stereotypes seems to be the around career preferences. that the lack of women in a vicious cycle. “most persistent barrier” She said: “A lack of self- leadership positions in the Gender stereotypes doubly facing women and result promotion has a reciprocal corporate world also a ects disadvantage women, as in prejudice against their e ect. Women can be blamed women’s access to female they assume women are not “societal, economic, for not having leadership mentors and role models. competent, yet when they organisational and working competencies, but if they To change this, businesses have proven themselves, environment”. promote themselves, they risk need to introduce speci c they are disliked. Van ‘t Foort-Diepeveen being negatively judged. policies and measures that Rosalien van ‘t Foort- added that their analysis “ e barriers of do not disadvantage women Diepeveen, one of the showed some of the barriers organisational culture and in the workplace, it says.

Firms with LGBT- However, the research Leaders can a less positive position about highlighted that these the EU and EC. friendly policies positive e ects of progressive infl uence staff It also highlighted that perform better LGBT policies were mostly decisions the impact of leaders is in  rms located in more greater on sta when the Companies with LGBT- liberal US states. e attitudes and values leader-employee hierarchical friendly policies have higher According to Jukka of leaders can in uence distance is smaller and there revenues, according to Sihvonen, researcher and employees’ views, new is more frequent contact. research by Aalto University assistant professor at Aalto research has revealed. e report recommended School of Business and the University,  rms with A study by BI Norwegian that when hiring, public University of Vaasa. LGBT-friendly policies are Business School looked sector bodies observe Using data from 657 associated with “greater at turnover in leadership whether candidates’ values publicly traded US  rms employee commitment, positions and how employees’ are congruent with the from 2003 to 2016, the study improved job satisfaction, views changed to incorporate previous leader’s. examined whether there was increased productivity, the values of new managers. Benny Geys, professor of a link between corporate and more altruistic e study, based on data economics at BI and one of LGBT-friendly policies and workplace behaviour”. from sta in the European the authors, added: “Our company performance. As a result, it improves Commission (EC), observed results show such perceptions It found that not only do the organisation’s ability to before and a er changes in of leaders’ opinions can have such policies create more attract, recruit and retain political leaders, found that important spillover e ects value, but they result in talent and increases its when people got a new leader on their sta members, and higher pro tability and stock competitive advantage in from a more EU-critical thereby may in uence sta

KEVIN SMART GETTY IMAGES IMAGES SMART GETTY KEVIN market valuations. the jobs market. country, they incorporated actions and decisions.”

peoplemanagement.co.uk 53 Focus Keeping the people profession future it e CIPD makes evidence-based changes to evole the Profession Map in line with the shi ing landscape e CIPD Profession Map (pictured) to re ect the changing landscape and work and society. e CIPD validated has been updated so that it continues feedback from the profession. the standards with experts, including to equip the people profession to stay A surge in home working was one of members of its own board and future  t in an ever-changing world. the major changes brought about by the internal I&D groups, in addition to e Map, which sets international pandemic, and the updated Map has practitioners in a range of organisations. standards for people professionals, was new standards that focus on  exible ways Technology and People – formerly speci cally designed to evolve over time, of working, thinking and responding Digital Working – has been and recent events such as the Covid-19 to change. ese include how to adapt recalibrated to re ect the expectations pandemic and the Black Lives Matter people practices for workplace-based, of the profession at various levels and movement have provided opportunities hybrid and remote working, and how to provide a future focus on the role of to re ect on current HR practices. support managers and leaders to integrate technology and the opportunities and Over the last six months, the CIPD and enable these new approaches. challenges it presents. has been reviewing latest research to Lockdown has also put pressure Whatever your area of interest, the understand the trends and challenges on employees’ mental health, and CIPD encourages people professionals within the profession and consulting the updated Map provides a holistic to access the updates, but stresses that with key stakeholders and experts to perspective on how individuals and the changes do not a ect membership understand what needs to change. organisations have a shared responsibility standards, so there is no change for In addition to increasing clarity, to work together to ensure that wellbeing people studying quali cations or going adjusting the language and better is actively enabled and maintained. through the Experience Assessment or de ning Map areas, there have been e Inclusion and Diversity (I&D) area Upgrading process. signi cant changes across the standards has been rewritten to re ect changes in ✶ bit.ly/CIPDNewProfessionMap

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podcast to learn how you can implement successful EXTRA organisational change EXTRA Managing long-term absence Brexit update Organisational change podcast The Covid-19 pandemic has had On 1 July 2021, the process Organisations must constantly a signifi cant impact on absence for completing right-to- adapt to a changing management and while we work checks on EU, EEA environment. The triggers for Digital transformation try to better understand the and Swiss citizens changed, change – planned or unplanned The CIPD’s new series of practical phenomenon of long Covid, it’s and a new graduate route to – can vary from new customer insights from the HR profession, important to be mindful of other allow international students demands to new technology, in partnership with Personio, causes of long-term absence. to remain in the UK to work competitors, or even a global explores how employers and Our newly published guides, after their studies came into crisis. Listen to the latest people professionals can prepare in partnership with Bupa, off er operation. Find practical CIPD podcast to learn how to embrace digital transformation practical advice and guidance support and guidance you can best support and and reap the benefi ts of to ensure employees can make on navigating Brexit and help implement eff ective and BAKER NATALIE AND ADAMS KRISTIAN becoming a more digitally an eff ective and sustained EU-related staffi ng issues on successful organisational mature organisation. return to work. the dedicated CIPD Brexit Hub. change. ✶ bit.ly/LongTermAbsenceGuide ✶ bit.ly/CIPDBrexitHub ✶ bit.ly/CIPDPodcasts WORDS ✶ bit.ly/CIPDDigitalTransformation

54 peoplemanagement.co.uk peoplemanagement.co.uk 55 People Management is published on behalf of the CIPD by Haymarket Business Media, a division of Haymarket Media Group Ltd. Registered offi ce: Bridge House, 69 London Road, 27 per cent of TW1 3SP Job quality EDITORIAL [email protected] those in routine @PeopleMgt Acting editor Eleanor Whitehouse @elliehousewhite occupations Managing editor Jyoti Rambhai remains Art editor Aubrey Smith reported having Production editor Sarah Dyson News editor Francis Churchill @fpchurchill access to skills and S t a ff w r i t e r Elizabeth Howlett @PMHowlett Junior staff writer Caitlin Powell @CaitlinLPowell development stable Picture editor Dominique Campbell ADVERTISING & MARKETING Recent research from the CIPD has 020 8267 4970 [email protected] found – perhaps surprisingly – that job Business director Angela Hughes Sales director Jade Scaff ardi quality in the UK has been una ected Account director Simon Churchill since the start of the pandemic. 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00000000_PMT_010721_Jobs FP.indd 1 peoplemanagement.co.uk06/07/2021 16:00 57 The morale-defl ating, sexist antics of Violet Newstead’s (pictured) boss would inevitably lead to an employment tribunal in today’s world PICTURELUX THE HOLLYWOOD ARCHIVE ALAMY STOCK PHOTO STOCK ARCHIVE ALAMY HOLLYWOOD PICTURELUX THE Could HR solve...? 9 TO 5 Her boss’s sexist views mean a manager is directly overlooked for promotion The problem The solution Violet Newstead is the senior It’s hard to imagine this situation diversity and inclusion – it’s about a would occur in the workplace culture of inclusion and belonging,” o ce supervisor for Consolidated today, but Jacqui Gavin (pictured), she explains. Companies, with 12 years’ service. culture, inclusion and belonging She adds that there’s no doubt manager at Britishvolt, points I&D training would have helped Despite her being extremely out there has been an increase change Hart’s views on women knowledgeable, her notoriously sexist in women being overlooked in the workplace, and having boss, Franklin Hart Jr, overlooks professionally during the pandemic. awareness of inclusion and diversity “If you have the skill sets and would remove some of his ingrained her for multiple promotions because drive, then you deserve to be biases. However, without Newstead he fears male clients wouldn’t want acknowledged,” she says. “ is kind and her colleagues taking extreme to deal with a woman. Newstead of treatment damages morale.” measures to enforce inclusive  is is what Hart’s treatment policies such as  exible working, she and other members of the team has done to Newstead and her suspects it would end up in court. confront him about his behaviour. colleagues, says “A case like this is likely to end But how should Hart have handled Gavin, who advises a up at an employment tribunal, culture change from because Newstead and her team development opportunities for his the top down. “ e would eventually feel so overlooked, female sta ? workplace is not undervalued and emotional, that it’s

just about equality, inevitable,” Gavin says. US distribution: People Management (ISSN 1358 6297) is published monthly by Haymarket,146th Avenue, Bridge 2nd Floor, House, Jamaica, 69 London NY 11434, Road, Twickenham USA. TW1 Periodicals The 3SP. US annual postage subscription paid at Jamaica price is NYmaintained $392. 11431. US Airfreight postmaster: at Haymarket Network, and mailing Send address Bridge in the USA House, changes by agent named 69 to People London WN Shipping Management, Road, Twickenham USA, TW1 156-15 Air 3SP. WN Shipping Business USA, Ltd is acting 156-15 as 146th our mailing Avenue, 2nd agent. Floor, Jamaica, USPS ID number NY 11434, 7010 USA. Subscriptions records are

58 peoplemanagement.co.uk The future is flexible.

How many women do you have in leadership positions?

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