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ViewPoint: National SEND Strategy Needed to End Funding Crisis
January 31, 2020

Liberal Democrat MP Munira Wilson has secured a meeting with the Minister for Children and Families to discuss her campaign to end the crisis in funding for children with special educational needs or a disability (SEND) by developing a new national #SEND strategy.

In her first Westminster Hall debate in Parliament, the Liberal Democrat Health spokesperson warned that there was a “perfect storm” in SEND funding as both Conservative school cuts and increased demand on councils had created a system characterised by “delay and indecision”.

In response, the Minister for Children and Families, Michelle Donelan, confirmed she does “share [Munira Wilson] her concerns” and agreed to meet with Munira Wilson to discuss further. 

Looking ahead to the meeting, the Liberal Democrats are calling for the Government to launch a national strategy to end the culture of buck-passing between councils, schools and health services in the design and funding of Education, Health and Care Plans (EHCPs). The party believes a national strategy would help central and local government better coordinate special school places across the country.

Following the debate, Liberal Democrat MP Munira Wilson said:

“Support for children at school with SEND is faltering. It is trapped in a vicious downward spiral, as Conservative school cuts and increased demand have overburdened the system, leading to delay and indecision. Meanwhile, thousands of children miss out on the assistance they need.

“The Government must use the next Budget to end the SEND funding crisis by injecting funding into the areas that need it most. But we also need leadership from Ministers. A national SEND strategy could help councils share services and expertise, and force schools, councils and health agencies to work together in the interests of every child.

“The education and opportunities we give to our most disadvantaged children depend on us getting the system right. Liberal Democrats will continue to campaign to make sure that the Government tackles those challenges head-on.”

Munira Wilson MP’s debate on SEND funding took place on 29th January. 2020 in Westminster Hall.

In the 2019 General Election, Liberal Democrats campaigned to half the £6,000 many councils force schools to pay towards a child on an EHCP.

At the party’s Autumn Conference in September 2019, Liberal Democrat members approved an amendment calling on the Government to end the crisis in SEND funding, launch a National SEND Strategy and toughen enforcement of the existing 20-week waiting time for an EHCP to be approved.

Are You Tackling Modern Slavery in Your Midst?
January 31, 2020

Almost five years after the introduction of the Modern Slavery Act, what are HR departments doing to make sure their organisations are not at fault?

Many people associate slavery with a bygone era. Yet there are around 25 million people in slavery in the world today – more than the population of Australia and more than at any point in recorded history.

To address this issue, in March 2015 the Modern Slavery Act received Royal Assent. The Act was introduced to combat modern slavery and human trafficking in the UK and set out new requirements for organisations.

These requirements include publishing a statement spelling out the steps the business has taken to ensure there is no slavery in the business or its supply chains.

But almost five years on from its creation, has the Modern Slavery Act achieved what its backers hoped it would? And what role can and should HR play in rooting out modern slavery from organisations?

When the Act was introduced it was considered ground-breaking and it has led to some positive change, says Susan Banister, head of business development at the Slave-Free Alliance.

But, if the events of 2019 are anything to go by, modern slavery is very much alive in the UK. Back in July members of a West Midlands criminal gang were jailed for their part in the biggest modern slavery network ever exposed in the UK. Dubbed Operation Fort, the investigation uncovered a network of more than 400 victims.

Banister feels part of the challenge is that traffickers have become more “entrepreneurial and innovative”.

“We had a number of businesses that got caught out in Operation Fort, but had the HR team been more aware, and had staff been trained to look for the signs of modern slavery, we think that they would have picked up that there were victims in their organisation,” she says.

“People are not looking in their own organisations because they don’t think it could happen to them. As a result people are being hidden in plain sight.”

For many involved in recruitment modern slavery simply isn’t on their radar, says Ian Pettigrew, director and coach at Kingfisher Coaching and trustee of Retrak, a charity that helps street children across Africa.

HR’s role

“Most HR people are ignorant of modern slavery and trafficking,” says Pettigrew. “If you have a chat with the average HR person they are probably no better informed about modern slavery and trafficking than the average person on the street.”

He doesn’t believe HR has made a conscious decision to ignore the issue though. “I think HR is constantly being bombarded with new legislation and with business change, and this is something that just hasn’t made it on the radar. I think it’s genuinely just a lack of awareness.”

HR can’t afford to stay in the dark any longer, says Banister, as – government penalties aside – there is also a growing financial imperative to conform. “The City is now looking at compliance and sustainable businesses because they want to be investing and lending to businesses that tick all of those boxes,” she says.

One company leading the charge on this front is CCLA, which manages investments exclusively for charities, religious organisations and the public sector.

In November the charity fund manager brought the issue into the spotlight again, when it claimed that virtually every company in the UK has connections to slavery somewhere in its operations and warned that little progress had been made since the Modern Slavery Act came into force.

“What we’ve seen is a lot of companies have stood up and developed really good policies, processes and modern slavery statements related to the work that they’re doing, but we are slightly concerned that with 25 million slaves in the world – and despite these modern slavery processes and policies being put in place – very few companies are actually finding or reporting finding instances in their supply chain, and we think that’s really odd,” explains James Corah, head of ethical and responsible investment at CCLA.

“So there’s a real mismatch between what people recognise as the scale of the problem, what people say they are doing, and the results of what they’re doing.”

CCLA has developed an initiative called ‘Find it, Fix it, Prevent it’ to help companies identify and address issues of modern slavery in their supply chains.

“Normally I go to companies and talk to them about how ‘we want you to make sure that you’re not finding a human rights abuse’, whereas actually this programme is all about saying ‘you have it, it’s in your supply chain, we’ll help you find it and fix it’.

“And instead of vilifying the people who’ve done the right thing and stood up and found it, we should actually be celebrating those who have policies and processes in place that are working,” says Corah.

He acknowledges that this will require a “huge, huge mindset change” – something that HR is well placed to shift.

Quintin Lake, executive director at Fifty Eight, which works with organisations to improve working conditions in their global supply chains and address the challenges of modern slavery, says HR should also be setting policy and assessing practices on how an organisation engages with and contracts temporary or agency labour providers.

“Temp and agency labour is a known area of modern slavery risk in the UK – particularly in organisations that use seasonal or low-skilled agency labour in sectors such as agriculture, catering, cleaning, security, hospitality and logistics,” says Lake.

“Migrant employees/workers are most at risk of modern slavery in the UK, and special attention needs to be given to policies and practices relating to migrant workers. Even if robust HR policies are in place, migrants may have experienced exploitation in the early stages of recruitment and migration. Checks should be in place to help identify these issues and provide support or remediation.”

Lake adds that HR also has a vital role to play in supporting procurement and operations teams in the way they engage with suppliers on modern slavery due diligence to better identify issues or improve practices.

Awareness in the Workforce

It is a sentiment echoed by Melanie Flogdell, divisional HR director at waste management compay Biffa. Since 2016 Biffa has been working with international anti-human trafficking charity Hope for Justice on a programme that promotes awareness of modern slavery among the workforce.

“We fully recognise the important role that we as a business can play in supporting the fight against modern slavery,” says Flogdell. “We review all potential modern slavery risks related to our business and undertake training for managers and employees to ensure that we minimise risk of slavery in the company.”

Flogdell goes as far as to say HR should be the one taking the lead in this area.

She says: “We are the conscience of the organisation and the guardians of our people – but it needs business buy-in, particularly procurement and risk and executive support.”

ARTICLE BY: Simon Creasey

ESFA Update: 29 January 2020

Latest information and actions from the Education and Skills Funding Agency for academies, schools, colleges, local authorities and further education providers.

ESFA Update further education: 29 January 2020
ESFA Update academies: 29 January 2020
ESFA Update local authorities: 29 January 2020
Information for further education
Actionqualification achievement rates (QAR) 2018 to 2019 – provisional data now live
ReminderR06 individualised learner record (ILR) data return closes Thursday 6 February 2020
Informationmid-year funding claims for 2019 to 2020
Informationoff-the-job training ILR field change – actual hours field
Informationfurther education data security
Informationrecording of residential provision for FE colleges and special post-16 providers
Informationthe integrated financial model for colleges (IFMC)
Informationsmall employers using the apprenticeship service
Informationupcoming provider roadshows
Informationbuilding safety advice
Your feedbackapply to join the DfE Star Chamber scrutiny board
Information for academies
Informationpre-populated school resource management self-assessment tool
Informationschool resource management adviser (SRMA) evaluation report
InformationEarly Years Foundation Stage reforms – consultation and early adopters invitation
Informationnew research report on school business leadership
Informationbuilding safety advice
Your feedbackapply to join the DfE Star Chamber scrutiny board
Information for local authorities
Actionqualification achievement rates (QAR) 2018 to 2019 – provisional data now live
ReminderR06 individualised learner record (ILR) data return closes Thursday 6 February 2020
Informationmid-year funding claims for 2019 to 2020
Informationschool resource management adviser (SRMA) evaluation report
InformationEarly Years Foundation Stage reforms – consultation and early adopters invitation
Informationnew research report on school business leadership
Informationbuilding safety advice
Your feedbackapply to join the DfE Star Chamber scrutiny board

Published 29 January 2020

Are You Up to Date With UK Employment Law After Brexit?

BY: Emma Gross, Head of Employment at MCG Solicitors

Many working rights are derived from EU law, but these could be scrapped or changed after the UK leaves the Union.

Image result for employment law images

As an employment lawyer I am often asked for examples of laws and rights the UK has been compelled to adopt by its membership of the EU.

While the majority of our laws have been derived in parliament we are governed at the highest level by EU legislation. Our ‘supreme court’ is the European Court of Justice and the UK cannot currently adopt national laws that are incompatible with European law.

Parental leave is an obvious example of an EU-based right. It entitles employees to up to 18 weeks’ unpaid leave per child in addition to statutory maternity, paternity, adoption and shared parental leave. Given that parental leave is unpaid it is unlikely that this right will be repealed when we formally depart from the European Union.

Discrimination is another. While the UK recognised sex, race and disability as protected characteristics the EU extended this to include age, religion or philosophical belief and sexual orientation.

Although these new protected characteristics have been widely accepted, in the absence of EU control the UK may decide to introduce a cap on the level of compensation currently being awarded in discrimination claims.

Surprisingly, holidays and holiday pay are an EU-based right. The EU provides that worker holiday entitlement is a minimum of four weeks. The UK exceeds this by providing 5.6 weeks’ holiday, but it is the EU that insists that workers on maternity or long-term sick leave are able to carry over their annual leave entitlement to the following year. Moreover, the EU stipulates that holiday pay should now include overtime and commission payments.

The complexity that is TUPE is another EU-based right. The Transfer of Undertakings (Protection of Employment) Regulations 2006 (TUPE) apply to a business transfer or a service provision change. TUPE introduced three concepts into UK employment law:

  1. The automatic transfer principle whereby employees transfer to the transferee who inherits all rights, liabilities and obligations in relation to them.
  2. Protection against dismissal relating to a TUPE transfer.
  3. The obligation to inform and consult with representatives of the affected employees.

While many believe the rules provide certainty, others argue that harmonising terms and conditions is difficult and that the level of due diligence and consultation is excessive.

Working time is an EU-based right requiring the UK to enforce a 48-hour limit on the average weekly working time. We did adopt the 48-hour limit but simultaneously introduced our infamous opt-out provisions enabling workers to agree in writing to opt out of the rules. This has been under review in Europe for several years.

The maximum limit on weekly working time may well be removed altogether following Brexit, along with the current provisions enabling travelling time to count towards working time.

Fixed-term employees have the right to be protected from less favourable treatment than permanent employees. Part-time workers are protected in the same way as full-time workers. These EU-based rights have been widely criticised for presenting yet another hurdle for employers.

Another EU-based right unpopular in the labour market relates to agency workers. EU law stipulated that following a 12-week period agency workers should be treated as permanent members of staff with serious ramifications for holiday entitlement and rates of pay.

Equally unpopular with our government is the EU rule that if an employer becomes insolvent, employees can claim monies from the secretary of state.

Probably the best-known EU-based right is May 2018’s General Data Protection Regulation (GDPR). When we leave Europe the GDPR will be replaced by an amended Data Protection Act with references to other member states and EU organisations removed. The information commissioner has stressed the importance of international consistency on data protection.

A key factor will be the need for UK businesses to receive personal data from the EU. The UK will have to demonstrate to the European Commission that it can continue to provide an ‘adequate’ level of protection for personal data processed in the UK.

Brexit is bound to cause upheaval for UK employment law but exactly what the future holds is anyone’s guess!

Helping Clients to KickStart Their Career
January 30, 2020

The two activities might be of value when working with clients who need help to kickstart their careers.


This activity will help individuals think about their careers by doing a SWOT analysis of their strengths, weaknesses, opportunities and threats. Once they are fully aware of all these influencing issues/factors they will be better equipped to develop their careers.


This simple, twelve-point questionnaire is designed to help individuals analyse how well they are managing their career development and identify the areas they need to work on. 

Don’t Leave Retiring Employees to Fend for Themselves

We’re working longer and face more complex choices on retirement. So it’s vital that employers play their part in planning the post-work future for employees.

It may be a natural human reaction, but we all tend to underestimate how long our lives will be. So we save for a future that we expect to be much shorter than it actually is. This ought to be a pleasant surprise, but instead, we find ourselves needing to fund an extra five, six, even 10 years – and from savings that may not have been enough in the first place.

We’ve now moved well away from the idea of the defined benefit scheme. The situation is more complex, but the employer still has responsibilities as the sponsor of the chosen pension plan – one that you’re contributing to alongside the employee. For both parties it’s vital to get this all-important investment right.

Why Employees Need to Act Now

The Office for National Statistics recently estimated that the number of over-65s in work has risen by 188% in just 20 years. That means the percentage of the workforce aged 65 or older has gone up from just 5% to 11% over that same time period. As well as the increase in the state pension age, this has been driven by the realisation for many that they cannot afford to retire yet and need to continue to add to their pension pots.

As well as working longer, we’re also far more likely to move jobs every few years. People entering the workforce in the 2020s can expect to have six, seven or more different employers during a career that may extend into their seventies. Not only might this create a patchwork of pension pots, but the job of managing that employee’s retirement will fall to their final employer. The responsibility of helping many people to make the transition from full-time employment, perhaps through part-time working, to a full retirement will be your responsibility.

This will also be made more complex still by the different levels of financial knowledge and the unique blend of objectives and financial resources of each employee. No two will be alike in their needs, with some having second homes and possibly inheritances, and others perhaps entirely reliant on their employer’s scheme and the state.

What Should Employers Be Doing to Help?

It may seem like a cop-out to say that there are few easy solutions to this conundrum. But doing nothing really isn’t one of them. Employees need help with navigating the new complexities of the pension world such as drawdown, and if you’re not part of that solution you should be asking yourself why not.

The most important thing you can give is access to an advisor able to assist your staff to make the right decisions for them. Partnering with a provider with the capability and resources to support you and your employees is vital.

The decisions faced by employees will not only affect what subsequently happens to them, but also how you are able to manage the departure of staff smoothly and efficiently.

Until human nature – and pension regulation – changes the onus is on employers to provide help to their employees and the necessary support to allow them to make informed choices about their future retirement needs. Helping workers avoid potential pitfalls such as cashing in their pension pot and facing big tax charges, or choosing poor value and inappropriate drawdown providers, is achievable.

It is surely not too much to expect employers to help their people find better places and means to get the information they need, be that about products or further advice and guidance – and from sources that are honest, reliable and independent.

The good news is that you’re not alone. There are organisations with the capability and resources to ensure that you can plan ahead and address the issues that you and your employees face in planning for retirement. And whatever your future might hold, it’s never too late to seek help.

ARTICLE BY: David Bird, Head of Proposition at LifeSight by Willis Towers Watson

Neuroscience: The Power of Brain Gender Difference in the Workplace
January 29, 2020

Existing workplace culture is primarily geared towards getting the best performance from a typically ‘male’ brain. By harnessing brain gender diversity better, employers can get the best performance from all their employees, regardless of gender.  By Kate Lanz CEO  Mindbridge

People are generally one of the most expensive assets that a business possesses, so to be under-leveraging the brainpower that you have spent significant amount of time recruiting, training and promoting makes no commercial sense. In our research with senior leaders across a variety of businesses, we have found that there is latent brainpower inside organisations that is simply going to waste.

Research demonstrates that it is quite often the case that workplace practices and overarching culture generates a ‘thrive’ state more of the time in those with more ‘male’ brains.

Why does this brainpower wastage occur? Our research also shows that it’s because organisational culture and specific work practices – meetings, performance reviews, coaching conversations – are often more geared up to suit a ‘male’ brain than a ‘female’ brain.

Thrive or Survive

Looking at certain key executive communities, I measured how much of the time those brains in the business are in a productive ‘thriving’ state, experiencing the kind of neurochemistry that produces results with the prefrontal cortex fully active (the part of the brain responsible for clever thinking). We can compare this with the amount of time the brains in the business are in a ‘survive’ state, with the neurochemistry that is less conducive to performance, and experiencing interference prohibiting the prefrontal cortex from fully functioning.

My company specific research demonstrates that it is quite often the case that workplace practices and overarching culture generates a ‘thrive’ state more of the time in those with more ‘male’ brains, compared with people who have more ‘female’ brains. The average loss of brain potential can be up to 30% in a working day. That is a significant amount of productivity loss for most businesses.

Brain sex

To help us solve this productivity predicament, it’s important to understand that the three dimensions of brain structure, neural connectivity and sex hormones are all a function of biological brain sex. Modern neuroscience is beginning to reveal how these differences combine with the fourth dimension, our social development, to shape the individual brain that we each possess.

There are some key differences in what male and female brains pay attention to.

While there is still much to uncover and understand, it is true to say that there is more than sufficient science available to us now to enable business leaders and executives to know how to intelligently access the best of differently gendered brains.

Attention and Communication

What we pay attention to determines what we notice about our world and environment. This, in turn, determines what action we take in that environment. There are some key differences in what male and female brains pay attention to. In spite of our mosaic brains, whereby the blend of male and female attributes from both nature and nurture make us uniquely who we are, there are sources of difference that impact attention and communication in the structure and neurobiology of the brain – especially the way it connects information together. Understanding these differences and leveraging them is demonstrably good for business.

For example, testosterone (T), the macho king of the hormones, promotes the behaviour of dominance and competition, fuelling a focus on the importance of hierarchy and protecting one’s turf. So even a low T man is likely to care more about his place in the pecking order than the average woman, or at least he may care more about being further from the bottom of the ranking than a woman, for whom her ranking may not matter at all. This neurobiological fact has a huge impact on workplace culture.

Gender Difference

With lower and less potent T levels, women generally care less about their place in the pecking order at work. Women activate and use their power in the organisational system, but they do it through relationships to a far greater extent than men. When we are being ourselves, we feel as if we are functioning at our best. Being the best woman you can be is a great confidence booster, just as it is for a man to be the best man he can be. Combine leveraging generic brain sex difference with understanding and tapping into individual brain difference and you really do have access to all the brains in the business.

The business case for the positive impact of brain gender balance on performance is clear. Businesses that choose to understand and leverage brain gender difference will create a rich sustainable future.

Even a man with a more female brain will have more T than a woman and, due to his biological sex, will be far more likely to find a more male-biased work culture easier to fit in with than will a woman. Of course, there are always exceptions to the rule; everyone has their story of the female boss who was more alpha than most alpha males. That alas, is probably why she made it and a lot of what one sees in such circumstances, is, in my experience, trained in rather than innate for those types of women leaders.  

Sustainable Future

This is not about which sex brain is ‘better’. There is no such thing. We have evolved over millions of years to complement each other. The potency comes from seeking to acutely understand the differences between all the brains in the business such that any dominant culture does not inhibit the optimal activity of the brains within it, especially when they are counter cultural.

The business case for the positive impact of brain gender balance on performance is clear. Businesses that choose to understand and leverage brain gender difference will create a rich sustainable future. Harnessing brain gender diversity is the smart way to get the best of all the brains in the business. Knowing as much as you can about your own brain, and the brains of your team and colleagues is the way to enable the conditions that create optimal energy flow through all the brains and therefore through your business.

This article is an extract from All the brains in the business, the engendered brain in the 21st century organisation by Kate Lanz and Paul Brown.

Kate Lanz, CEO of Mindbridge
Kate Lanz

Kate Lanz specialises in consulting and coaching at senior levels including the Board. Kate has had a successful international corporate career, notably as an International General Manager with Diageo. She has successfully established single country companies and multi- country businesses, in both the branded spirits and beer sectors. When she stepped out of the corporate environment, Kate undertook a degree in psychology with a view to specialising in leadership consulting. Kate has a degree in modern languages, post graduate in international commerce, an MBA and a BSc. in psychology. She is also a qualified coaching supervisor.

ViewPoint: Talk Up Your work or Get Left Behind.
January 28, 2020

By Kathryn Crawford Saxer.   Kathryn Saxer coaches mid- to senior-level professionals on career management and development.

“Write like a girl,” I told my career coaching client.

Kathryn Crawford Saxer, jobs columnist for Seattle Times Explore

My client, a scientist with several years of postdoctoral research experience, was applying for a faculty position at a prestigious university. We were working through drafts of her cover letter. The first draft of her letter was good: well written, well organized, coherent and clear.

But there was a tone.

“Your letter reads very humble,” I told her as I marked up the document. “I think you have a lot of room to be more braggy. I expect you are competing against men who have no problem doing so.”

My editorial comment is backed up by a recent study published in The British Medical Journal that found that men “are much more likely than women to heap praise on their own research and emphasize its importance,” as the study authors wrote in a New York Times editorial in December.

The researchers analyzed the titles and abstracts of more than 6 million life-science articles. They found that in the most highly cited scientific journals, male-led scientific teams were up to 21% more likely than women-led teams publishing comparable studies to use positive adjectives like “novel,” “excellent” and “unique” to describe their results.

And words matter.

The researchers found that articles with a more positive spin in their titles and abstracts were linked to more citations, a critical component in hiring, promotion, pay and funding decisions. The researchers were studying science writing, but the findings are a useful analogy for emails, presentations and promotion docs in the business world.

“There’s a tentative tone to the letter,” I told my client. “Maybe a little diffident. You use phrases like ‘I am eager’ and ‘I am thrilled.’”

Instead, I told her that I wanted her to claim her place, rather than ask for it.

“You describe your research, but don’t say what the impact was. I bet you’re shying away from claiming impact because it feels braggy.”

“I thought I was bragging!” she said, and took another stab at the letter.

A couple of drafts later, her letter confidently outlines how she will contribute to the university’s success. She describes her research and how it intersects with the department’s research focus. She references her publications, calling out which she was lead author on, and stating matter-of-factly the number of citations to date.

The letter is still well written, well organized, coherent and clear, but without the “eager” and “thrilled” language that undermines her serious professionalism. She describes her research as “novel.”

“Nice work writing like a girl,” I told her.

Five Skills That Leadership Teams Will Need to Navigate the Decade Ahead
January 28, 2020

A new white paper surveying 5,000 people, including youth and chief executive officers, has identified the five elements at the heart of responsible leadership. 

As organizations put sustainability and equitability at the centre of their organizations, they will need a broader range of leadership skills and attributes.


The 2020s have been declared the “decade of delivery” for society to come together and tackle the challenges ahead. To succeed in this new era requires a new kind of leadership and a fresh approach.

These findings are from the new report, Seeking New Leadership: Responsible Leadership for a Sustainable and Equitable World. It is based on surveys of more than 5,000 individuals comprising members of the Young Global Leaders and Global Shapers communities, chief executive officers and other business leaders, employees, consumers and other stakeholder groups.

While some organizations are further along in creating an environment in which trust, innovation and strong organizational performance reinforce each other, those that do not may be left behind. 

The report, carried out in collaboration with Accenture, offers organizations a new compass to help them develop and scale up responsible leadership.

Three overarching priorities are spotlighted:

  1. First, leaders must deliver daily organizational performance.
  2. Secondly, leaders much embrace continuous innovation to unlock new value for the long term.
  3. Thirdly, leaders must earn and build stakeholder trust through sustainable and responsible approaches, meeting increasingly vocal expectations for social and environmental progress. 

Companies that achieve all three priorities also appear to stand apart by how they lead. Their top teams exhibit diverse and sometimes unfamiliar leadership qualities.

To name just a few:

  • continuous learning backed by data
  • a stakeholder mindset anchored in compassion
  • a technology vision reinforced by creativity
  • generous humility, and listening to intuition.

We classify these and others into Five Elements – qualities that leadership teams will need to navigate the decade ahead:

  1. Stakeholder Inclusion: The ability to stand in the shoes of all stakeholders and make the organization responsive to them
  2. Emotion and Intuition: An instinctive and authentic willingness to bring the whole self to work and encourage this in others, unlocking the power of creativity and imagination
  3. Mission and Purpose: The confidence to create and inspire a shared long-term vision for the organization and its stakeholders
  4. Technology and Innovation: A passion to innovate and learn using new technologies to unlock organizational and societal value
  5. Intellect and Insight: A voracious appetite to learn continuously and to reach decisions based on facts, data and objective analyses  

“The climate emergency, social inequality and economic fragility threaten human wellbeing like never before,” said Adrian Monck, Managing Director at the World Economic Forum.

“We need an era of stakeholder capitalism in which companies combine entrepreneurialism with an ultimate purpose, working with other stakeholders to improve the state of the world in which they do business. The good news is that the next generation aspires to develop the broad range of leadership skills and attributes that are required in the 2020s.”

“The assumptions that have long underpinned the nature of leadership are being shattered by growing demands for socio-economic and environmental progress,” said Ellyn Shook, Chief Leadership and Human Resources Officer at Accenture.

“A new generation is redefining leadership to drive sustainable growth and prosperity for all. They know that leading with purpose, innovation and accountability – rooted in evidence and compassion – must become second nature. Our collaboration with the Forum’s Young Global Leaders and Global Shapers will accelerate the development of responsible leadership capabilities among some of the world’s most exceptional people.”

Specifically, the study found that companies in the top 20% of their industry on sustainability and stakeholder trust, innovation, and financial performance, which the report refers to as “Triple High Performers”, have leaders who disproportionally display the five elements of responsible leadership. According to the report, the findings suggest that only stakeholder-centric business models can unlock the full power of innovation to elevate organizational performance and drive societal progress.

About the Annual Meeting 2020: The World Economic Forum Annual Meeting 2020 will take place on 21-24 January 2020 in Davos-Klosters, Switzerland. The meeting brings together more than 3,000 global leaders from politics, government, civil society, academia, the arts and culture as well as the media. Convening under the theme, Stakeholders for a Cohesive and Sustainable World, participants will focus on defining new models for building sustainable and inclusive societies in a plurilateral world.

Real Pay Growth Forecasted to Dip

UK workers are reportedly due an average pay rise of 3% in 2020, but higher than expected inflation will mean a real-terms increase of just 1%.

Research by Willis Tower Watson reports the predicted dip in real wage growth represents a fall in real wage growth in the UK compared to 2019, when salaries rose on average by 1.2%.

Image result for wages

Real wage growth in the UK over the next 12 months will also be lower when compared to the predicted European average of 1.1% for the same period, and lower than 13 other economies across the continent. 

Ireland (1.9%), Malta (1.9%), Luxembourg (1.7%), Romania (1.6%) and Denmark (1.6%) are set for the fastest growth in salary increases. By contrast, forecasts for Lithuania (0.5%), Slovenia (0.5%) and Belgium (0.6%) expect the slowest real wage growth in 2020. 

UK pay is still increasing in real terms, according to Keith Coull, director of global data services at Willis Towers Watson. However, he stated that this growth and the demand for new workers have both slowed down. Coull attributed this to “economic uncertainty surrounding the country as it steps into its non-EU future”. 

Coull also suggested the report showed low unemployment in the UK labour market has increased the “war on talent”, which will make it harder for organisations to find employees with the skills they need. 

“Companies will need to think carefully about how they develop pay and reward programmes if they are to attract and retain scarce talent in this competitive environment,” said Coull. 

Hazel Rees, rewards leader for Great Britain at Willis Towers Watson, told HR magazine employers will need to ensure their pay offerings are competitive. “While employers continue to face labour shortages, especially for high-performing employees, being prepared to move the needle slightly on wages will remain a key weapon to stay competitive in today’s talent market, especially within the digital space.” 

Willis Towers Watson’s Salary Budget Planning Report is a global study of how businesses expect to increase their overall salary budgets and was conducted in June and July 2019. 

Companies across Europe, the Middle East and Africa returned 9,000 responses covering 74 countries worldwide.