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					PeoPle and
change
Priorities
1) Act on the findings of the staff survey
2) Increase emphasis on appraisals, giving feedback
and managing poor performance
3) Improve transparency around pay, reward and
career progression
4) Align training with business needs
5) Develop a more inclusive workplace

                                                                                                                                                                David Levene takes photographs of Guardian runners taking part in the Chase Corporate Challenge Photo: Dan Chung




T
              he profound shake-up in the media industry has been                has merged platforms, who has created new platforms, who has got a                                                                                                                 create a lot more fluidity. Already great strides have been made, for
              mirrored over the past year by a fundamental reappraisal of        broader media experience.”                                                     “We are very good at the big set Pieces                                                             example between the marketing and circulation departments which
              the way our business is organised and managed.                        The process of reassessing every aspect of the business had already         such as the berliner. We Will do King’s                                                             until a few years ago would not have had much to do with each other
                 We have become acutely aware that our sustainability as a       begun even before the appointment of a new managing director. Seven                                                                                                                even though they were part of the same chain. We have to achieve the
              business and our ability to fulfil our purpose of independent      main project groups, each led by a director, have been formed to
                                                                                                                                                                Place brilliantly. but Where We need                                                                same across many, many areas. With some projects we need to just get
              liberal journalism is in jeopardy without decisive action.         investigate areas ranging from content to cost control.                        to imProve is With all the ongoing                                                                  on with them rather than worry about which department they fit into.
   A squeeze on revenues at a time of increased investment (see                     However, there is some scepticism among staff about our ability to          Projects that are not so high Profile”                                                                 The staff survey showed there is an appetite to improve in this area.
commercial realities, page 22) has led to a restructuring of various             creatively change the way we work. The results of our employee survey                                                                                                              Two-thirds of respondents felt it would help them to do their jobs
operations within Guardian News & Media.                                         show that while staff believe our products are highly innovative, just                                                                                                             better if they knew more about what other departments do. Currently
   This has resulted in the creation of two new business divisions,              over a third think we are innovative in our approach internally (see                                                                                                               less than a fifth say they are kept involved about what other
which will be profit maximising. Guardian Professional will be                   page 26).                                                                      we are now facing, ranging from groups like Channel 4 and the BBC to                                departments do. When asked if people work well across departments,
responsible for developing new services, such as websites and                       The company’s decision to move to a new headquarters building in            Yahoo and Google news.                                                                              just under half agreed.
conferences, for clients in our key professional markets: public,                King’s Cross (see environment, page 38) in 2008 has provided a focal              “One of the biggest dangers we have as an organisation is if we don’t                               Another area McCall has identified as key to improving flexibility is
education and media.                                                             point for the reorganisation.                                                  bring our people with us. They have to understand and believe that                                  developing our project management skills. McCall says the organisation
   Guardian Enterprises will be responsible for maximising revenues                 McCall says it is impossible to overestimate the importance of being        change is necessary. Otherwise it will be a real struggle and very                                  is accustomed to projects with a beginning, middle and end but that in
from the content we produce, and will bring together for the first time          able to move from four separate buildings covering around 20 different         painful. That is why the results of the employee survey in this regard                              the digital world projects will be continually evolving.“We will have
the various brand extensions that are currently managed separately.              floors to a single site on just three and a half floors.                       are so welcome.”                                                                                    to be disciplined and skilful about how we manage these. We also
This will include the existing teams working on Guardian Weekly,                    “Given the growing convergence of our newspapers and website, it               The key to improving flexibility will be reskilling, retraining and an                           need to be much more experimental, allow ourselves to make mistakes
Money Observer, Syndication/Guardian News Service, Guardian Books                gives us a fantastic opportunity because we will be able to have people        open-minded attitude: “The way things have been done before is not                                  and be ready to stop doing things if they are not working. This is a
and Guardian Films. The Guardian, the Observer and Guardian                      sitting in the right places, the right adjacencies, to have our own multi-     necessarily going to work in the future,” says McCall. “It is important                             complete change from the past.
Unlimited will continue to be profit-seeking under the terms of the              media studios,” she says. “We need to create a much more flexible              for us to welcome and embrace change rather than being frightened or                                   “We are very good at the big set pieces such as the Berliner. We will
Scott Trust ownership.                                                           organisation, and this provides us with the opportunity to make sure           resistant to it.                                                                                    do King’s Place brilliantly. But where we need to improve is with all the
   This structural change is now being followed up by plans to look              we manifest it. Of course, we want King’s Place to exemplify our                  “We are an organisation that always puts content first rather than                               ongoing projects that are not so high profile.”
deeply at how we need to change culturally to prepare ourselves for the          brands, to be great for staff, for people to feel happy, but also to use it    profits, so there is much less reason to fear change if you are sitting in                             A big concern highlighted by the employee survey was a common
digital future.                                                                  to deliver change.”                                                            Guardian News & Media than other media organisations that frequently                                source of frustration that managers do not confront poor performance.
   Reflecting this is the fact that we have appointed only the second               The employee survey has clearly shown that the majority of staff are        announce job cuts like the Telegraph.”                                                              One employee commented on the “culture of managers never being
external managing director, Tim Brooks, in the company’s history.                aware of the challenges ahead and prepared to adapt their working practices.      One of the key areas that needs to improve is cross-functional                                   straight, direct and honest when they need to just say ‘no’”.
   Carolyn McCall, chief executive of parent company Guardian Media              Eighty per cent of staff said they understood they may need to change          working. The company has traditionally been organised around a                                         McCall agrees with this sentiment: “People would generally rather
Group and chair of the Guardian News & Media board, says she has                 the way they work over the next two to three years, nearly two-thirds          departmental structure with board members responsible for each                                      hear hard messages than not hear them at all. I am a great believer in
asked Brooks to drive the change agenda with fresh eyes and a different          said there was a strong need for the company to change and more                function.                                                                                           that. It is always easier not to tackle the really difficult things but it is
perspective.                                                                     than half said they were more excited than worried about the future               One member of staff commented in the employee survey: “Each                                      absolutely critical to our success that we do so and will have to do much
   “We are going against the grain of 185 years, but we are in a time of         of Guardian News & Media — a strong showing given the uncertainties            department feels like its own little company.”                                                      more of that in the future.”
profound change with seismic shifts in the industry. We would not have           ahead.                                                                            McCall says a lot of work has been carried out over the past few years                              Another common criticism from staff was the lack of regular feedback
gone outside if we did not have a great candidate who was also a great              McCall says: “Our owners have clear objectives for us which are about       to end the silo mentality but it has so far only been partially successful:                         from managers, with only 41% of respondents saying they received it.
cultural fit. It was vital that he understood and appreciated our values.        influence and the liberal voice as well as being profit-seeking and cost-      “When we take managers out of departments to work on big projects it                                This compares with a 60-70% norm for high-performance organisations.
   “We have been talking about convergence for more than a decade and            efficient. If we stay as we are, we will not be achieving these objectives     works very well, but the departments are such strong territories that as                            On top of this only 40% agreed with the question “my immediate
it has finally happened. We needed someone who has done digital, who             because we will be completely submerged by all the varied competitors          soon as they return, they go back into silos. The directors will need to                            manager brings out the best performance from me”. ≥ page 27

                                                                     246 The Scott Trust
                                                                        People and change                                                                                                                                                               257 The Scott Trust
                                                                                                                                                                                                                                                           People and change
staff survey
The need to change                            Pride                                               Values                                    Fairness                                   They should be a friendly
I understand that I may need to               I am proud to work at GNM, %                        I understand the values of the            Decision-making through                    company … A paper is built up
change the way I work over the                                                                    Scott Trust, %                            informal networks is good for the
                                               Agree strongly             43                                                                                                           upon their common and successive
next 2-3 years, %                                                                                                                           company, %
                                               Agree                        48
                                                                                                   Agree strongly     21                                                               labours, and their work should never
           17    Agree strongly
                                                                                                   Agree                             51       5    Agree strongly
                                                                                                                                                                                       be task work, never merely dictated.
                                         63    1 Disagree
 Agree                                                                                                                                       Agree                       39            They should be like a racing boat’s
                                              0 Disagree strongly                                  5 Disagree
    3 Disagree                                                                                                                                   10 Disagree                           crew, pulling well together, each
                                                                                                    1 Disagree strongly                                                                man doing his best because he likes
0                                                 9     Neutral
    Disagree strongly
                                                                                                   Neutral    22                                 3 Disagree strongly                   it, and with a common and glorious
                                              I choose to put extra effort over                                                                                             43
 Neutral   17                                                                                                                                Neutral
                                                                                                                                                                                       goal. That is the path of self-respect
                                              and above basic job requirements,                   The Scott Trust’s protection
There is a strong need for GNM to             %                                                   enables us to maintain high                The culture at GNM is inclusive, %        and pleasure; it is also the path of
change, %                                      Agree strongly          39                         journalistic standards, %                   6    Agree strongly                      success.
                                                                                                                          25                                                           C.P Scott, editor of the Guardian
         14   Agree strongly                   Agree                             51
                                                                                                   Agree strongly
                                                                                                                                             Agree                          43         1872-1929
 Agree                             49          1 Disagree
                                                                                                   Agree                             51
                                                                                                                                                     15    Disagree

    11 Disagree                               0 Disagree strongly                                  2 Disagree                                4    Disagree strongly

  2 Disagree strongly                             9     Neutral                                   0 Disagree strongly                        Neutral                32
 Neutral    24                                                                                    Neutral    22
                                              I enjoy my work, %                                                                             Selection for internal jobs is fair, %
It is important that GNM is                    Agree strongly     26                              GNM as an organisation lives the            1 Agree strongly
profitable, %                                                                                     Scott Trust values, %
                                               Agree                             53                                                          Agree         24
 Agree strongly     29                                                                                9      Agree strongly
                                                7      Disagree                                                                              Disagree     21
 Agree                              53                                                             Agree                             43
                                                2 Disagree strongly                                                                               11    Disagree strongly
                                                                                                                                                                                                                                Innovation
  3 Disagree                                                                                        8 Disagree
                                               Neutral 12                                                                                    Neutral                        43                                                  GNM is innovative in its papers,
 1 Disagree strongly                                                                                2 Disagree strongly                     SOURCE: GNM EMPLOYEE SURVEY 2006                                                    websites and services, %
                                              I would recommend GNM as an                                                     38
     14 Neutral                               employer, %
                                                                                                   Neutral                                                                                                                      Agree strongly             39
SOURCE: GNM EMPLOYEE SURVEY 2006                                                                  SOURCE: GNM EMPLOYEE SURVEY 2006
                                               Agree strongly     21                                                                                                                                                            Agree                              55
                                               Agree                             52                                                                                                                                             0 Disagree
                                               6 Disagree                                                                                                                                                                       0 Disagree strongly
                                                2 Disagree strongly                                                                                                                                                              6
                                               Neutral 19                                                                                                                                                                       GNM is innovative in its approach
                                              SOURCE: GNM EMPLOYEE SURVEY 2006                                                                                                                                                  internally, %
                                                                                                                                                                                                                                 5 Agree strongly

staff survey
                                                                                                  the company’s total rewards strategy, which has led to each member of                                                         Agree                 31
                                                                                                  staff receiving their own personalised rewards statement.                                                                     Disagree   18
                                                                                                     But there has been only a marginal improvement to 40% in the number
 In many ways the latest company-wide staff survey shows that                                     of staff who believe they are fairly paid. This figure is always on the low
                                                                                                                                                                                                                                3 Disagree strongly
Guardian News & Media is living up to the high ideal set by the                                   side in staff surveys because in most businesses a significant proportion                                                      Neutral                     43                     Helene Mulholland and Matt Seaton, joint mother/father of chapel of the Guardian NUJ, Photos:
Manchester Guardian’s editor of 57 years, CP Scott.                                               of people believe they deserve more money. Nevertheless, People in                                                            SOURCE: GNM EMPLOYEE SURVEY 2006
                                                                                                                                                                                                                                                                                    Martin Argles; Tricia de Courcy Ling
   But while the results were generally more positive than our first                              Business, the independent consultancy that carried out the survey, says
questionnaire in 2003, there are several areas, which were highlighted                            a high-performing company should still hope to see a score of around
by staff in our first survey three years ago, that continue to frustrate.                         50% in this area. On top of this only 29% understand how their pay is                  McCall believes the most effective response to this is to ensure that                      to make sure they are cutting through this perception of cronyism.”
   The survey was completed by 75% of all employees, which is a                                   determined. See pay and reward, page 30 ≥                                           all staff have appraisals: “They are one of the best ways of dealing with                       Another area where the company needs to rethink its priorities is
marked improvement on our 2003 questionnaire, which drew a                                           In the area of career development and training, there was a general              this and the staff survey showed on the commercial side that everyone                         consultation and communication, especially given the pace of change in
response of just over half.                                                                       improvement from 2003 but there remains a strong concern about the                  wants an appraisal because it offers quality time and is a two-way                            the industry. Only 41% of employees feel they are consulted on
   The results show that there continues to be immense pride in the                               lack of opportunities for progression within the company. Only around               process. Because of the Berliner project, a lot slipped because of the                        decisions that affect their work.
organisation and in its products, with 91% of people saying they were                             a third of employees know what to do to progress their careers, while a             pressure. But if managers don’t create the time, they cannot give both                          McCall says there is a fine balance to achieve between moving quickly
proud to work for GNM, with a similar proportion saying that they                                 similar number feel there are not enough opportunities to move                      positive feedback and constructive criticism. People generally find                           on issues and widespread consultation.
choose to put in extra effort over and above their basic job                                      forward.                                                                            appraisals incredibly motivating.                                                               She points to the Berliner format change as an example where the
requirements.                                                                                        One of the more remarkable aspects of the survey is there is remarkable             “In editorial departments we have embarked on some appraisals but                          company excelled in seeking opinions as well as keeping staff informed
   The vast majority of employees identify with the brand and the                                 consistency of opinion both across all the various departments as well              have not gone far and wide enough yet. There is still some cultural                           throughout the process. This scale of consultation is currently being
values of the organisation and rate us as a very good employer with                               as at every level from directors to administrators. There is also little            resistance but I believe those departments will see how valuable the                          repeated with our move to King’s Cross and in editorial over the issue of
three-quarters saying they would recommend working here to others.                                differentiation when the data is analysed by age, gender or ethnicity.              process is.” See appraisals, page 31 ≥                                                        how best to integrate the paper and web operations. See staff
The same percentage believe that the Scott Trust’s protection enables                                This is unusual in that most organisations’ survey results show                     One of the biggest complaints in the staff survey was that the                             engagement, page 29 ≥
us to maintain high journalistic standards.                                                       employees’ working experiences differ substantially from department to              informal nature of the organisation gave rise to cronyism and elitism,

                                                                                                                                                                                                                                                                                    union vieW
   Staff, on the whole, gain considerable satisfaction from the work they                         department. This indicates that our culture is embedded throughout the              which went strongly against the liberal ethos of the Guardian.
do and believe that there is emphasis on external innovation and                                  company.                                                                               Only a quarter of staff felt the selection for internal jobs is fair, with
improvement. In fact 94% of respondents believe the company is                                       The development of our survey was monitored by our independent                   only a disappointing 1% agreeing strongly. Only 44% felt that decision-
innovative in its papers, websites and services with just over three-                             social auditor, Richard Evans. To ensure that we did not exclude any                making through informal networks is good for the company and just                             Matt Seaton and Helene Mulholland, joint father/mother of chapel of
quarters agreeing the company in general is commercially innovative.                              issues that were important to staff in composing the questionnaire,                 under half felt the culture is inclusive.                                                     the Guardian NUJ
   Most enjoy considerable freedom and control over what they do, how                             People in Business held 14 focus groups with employees from across all                 In the open-ended survey questions, comments abounded on this                              These are challenging times for staff, management and unions.
they do it and, to a lesser but still significant extent, over their hours                        departments and also interviewed all directors.                                     issue. “If your face fits” was one of the most commonly expressed phrases.                    Many people could be excused for assuming that the successful launch
and place of work.                                                                                                                                                                       McCall agrees this needs to be tackled and points to the emphasis the                      of the Berliner would have bought us all a bit more time, but, in fact, in
   They feel their employment is secure and that their working                                      Richard Evans, auditor, says:                                                     company has placed on improving diversity and inclusiveness.                                  a new media environment where there is increasingly rapid integration
environment is free from fear, intimidation and harassment. Most                                    While employee opinion surveys usually segment responses by                         This was acknowledged in the staff survey, with 60% of employees                           of newspapers with online editions, it seems to be more a case of what
people find the atmosphere in their department friendly and relaxed.                               department to inform management strategy and action, very few companies            agreeing that the company is taking active steps to encourage greater                         some of the comrades used to call “permanent revolution”.
   When asked if they enjoy their work, 79% agreed, with the same                                  report on this more detailed analysis. Guardian Newspapers’ disclosure and         diversity. See diversity, page 32 ≥                                                              NUJ members at the Guardian fully understand that we need to
proportion saying they have enough freedom to do their jobs well.                                  the positive conclusions are welcome evidence of organisational culture.              “Regardless of the diversity awards we have won, we are going to                           adjust to these changes, that we cannot afford to stand still if we are to
   Many of the concerns of staff, such as the lack of feedback and                                 A key test of the integrity of corporate social reports is materiality. That is,   have to do a lot more,” says McCall. “We have to do more in-depth                             retain our competitive advantage of having the best UK newspaper
inability of some managers to confront poor performance, are covered                               whether the information the company reports is relevant (material) to the          sessions with people to change behaviour. We pride ourselves on being                         website. But the trick is to deliver change with consultation, negotiation
opposite. The other key areas of discontent are pay and career                                     interests and concerns of its stakeholders. Employee opinion surveys should        a flat structure and not having hierarchy. That is a positive thing                           and fairness — without obstructing the Guardian’s future.
development.                                                                                       be based on regular, unbiased and open consultations with employees on             and gives staff a great sense of personal freedom. But it is not good                            The regular contacts between management and union that have taken
   One of the biggest improvements since the last survey is in the                                 what their current concerns and interests are. The focus groups were run by        to have informality if it leads to an easy and unfair way of recruiting.                      place under the rubric of the NUJ management forum have helped to
proportion of staff who understand their overall benefits package. This                            independent external researchers.                                                 We need more process in place to get a diverse and inclusive                                  foster a spirit of trust and cooperation, but these meetings have tended
has gone up to 70% (43% in 2003) as a result of the implementation of                                                                                                                 workforce. We have to rethink some of the initiatives in diversity                            to focus on non-contentious, “soft” issues. How much the experience of

                                                                                      266 The Scott Trust
                                                                                         People and change                                                                                                                                                              27 People and change
                                                                                                                                                                                             SPIKE
                                                                                                                                                                                             Spike has become an increasingly
                                                                                                                                                                                             important tool in communicating
                                                                                                                                                                                             with staff, complementing but
                                                                                                                                                                                             not substituting the process of
                                                                                                                                                                                             consultation. The average daily
                                                                                                                                                                                             number of visits has risen by a
                                                                                                                                                                                             quarter to 1,140 over the past year.
                                                                                                                                                                                             The employee survey showed that
                                                                                                                                                                                             72% of staff find it useful.

                                                                                                                                                                                             Spike
                                                                                                                                                                                             Usage of staff intranet,
                                                                                                                                                                                             average visits per day


                                                                                                                                                                                              1000


                                                                                                                                                                                              800


                                                                                                                                                                                              600


                                                                                                                                                                                              400
                                                                                                                                                                                                      April   April         April          April
                                                                                                                                                                                                     2003*    2004          2005           2006
                                                                                                                                                                                                                  * Spike was launched in Feb 2003




                                                                                                                                                                                                                                                                                                                         The Guardian’s “Digital watch” publication,
                                                                                                                                                                                                                                                                                                                         which was distributed to all employees
Jon Dennis records a Guardian podcast from the fifth floor of the Farringdon offices Photo: Martin Argles    The Guardian is due to move to its new King’s Place offices in 2008


                                                                                                                                                                                            courage would include being willing to confront unacceptable                            “If we fail to do this well, we not only risk disengaging our staff at this
“Probably the core issue for the nuj
is to see greater Parity in Pay and
                                                                                                             PeoPle strategy                                                                behaviour and challenging the way we do things. Under the banner
                                                                                                                                                                                            of honesty we would want to include providing employees with
                                                                                                                                                                                            realistic expectations of career progression and providing honest and
                                                                                                                                                                                                                                                                                 critical time, but will also miss out on benefiting from the intelligence
                                                                                                                                                                                                                                                                                 that sits right across our organisation. Very often it’s the person at the
                                                                                                                                                                                                                                                                                 sharp end who will have that brilliant idea that would really make a
contractual terms betWeen                                                                                    The people department, which manages our HR activities, has                    timely feedback to staff through appraisals.                                         difference. We need to focus on developing more regular channels of
                                                                                                             beenworking hard to address the concerns that staff raised in our first          Webster says: “There is a strong sense of what our values mean to                  two-way discussion with our staff to ensure that ideas and concerns get
neWsPaPer and online staff”                                                                                  employee survey three years ago.                                               our journalism, but we need to interpret them to be meaningful and                   the chance to be aired.”
                                                                                                                The general improvement in scores in this year’s questionnaire shows        relevant to support our transition to a multimedia business. If they                    This has already started to happen more often. For example, the
this process helps us all when it comes to discussing the “hard” stuff of                                    while there has some success, a lot more needs to be done. To monitor          are to live and breathe in our organisation, there is a need for the                 company recently carried out an online survey of all staff to find out
pay, terms and conditions and the like, remains to be seen.                                                  our performance more closely, the board has committed to running an            values to be more explicitly interpreted so that managers know how                   about employees’ level of digital experience and attitudes towards new
   The lead-up to the launch of the Berliner saw a considerable effort by                                    employee survey every year. See 2006/07 target 2, page 35 ≥                    to behave and staff know what they can expect. This will create a                    technology.
the editor and others to communicate with staff about the new edition.                                          The fact that only a third of staff expressed confidence that the survey    more consistent and fairer approach to people management across                         The results were fed into an internal publication called “Digital
That helped to carry people through the change. What’s becoming                                              results will be acted upon puts an onus on us not only to improve our          our business.”                                                                       watch”, which was distributed to all employees. The fact that a third of
apparent is that communication needs to be constant and continuous.                                          performance in the key areas of people management, such as career                                                                                                   staff were keen to learn more has led to the creation of a programme of
The NUJ recognises that it too has a role to play in this process; we                                        development and appraisals, but also to communicate this effectively. In        Richard Evans, auditor, says:                                                       talks, seminars and training workshops aimed at highlighting some of
have held meetings, for example, where members aired concerns                                                response to the survey results all directors will be devising action plans      The decision to run an employee survey every year is a change in policy            the latest digital trends and technologies. See www.guardian.co.uk/
about new ways of working which we have fed back to management.                                              for their area of the business. See 2006/07 target 1 ≥                          and the board should be commended for its decision.                                 socialaudit/surveys
   Probably the core issue for the NUJ is to see greater parity in pay and                                      An HR strategy group consisting of directors and senior managers has         Human resource management and training and development are often seen                  Engagement with staff has also been key to the development of our
contractual terms between newspaper and online staff. This is                                                been formed to ensure that we continue to develop a cohesive people             as service departments responding to business strategy and operational and          new headquarters at King’s Cross. Although we don’t move till 2008,
something we’ve been pressing for for several years, with limited                                            strategy that is closely aligned to supporting the business’s transition to     product development decisions taken elsewhere, and may even be                      some early decisions have to be made well in advance.
success. Now, with integration seeing an ever-closer and more                                                the digital future.                                                             contracted out. The remit of Guardian News and Media’s HR strategy group,              We have teamed up with workplace consultants HOK to help us
symbiotic relationship between paper and web, it’s clear that the old                                           The group has created a framework based on 12 different work                 consisting of directors and senior managers from all divisions of the               understand how our culture and values can be incorporated into the
demarcations are becoming untenable. The principle of fair treatment                                         strands ranging from organisational structure and talent management             company, and evidence from interviews with the HR director, show the                design brief for the interior of the new building, and how the space can
of staff across all the Guardian’s publishing platforms has been                                             to work-life balance and the way we develop staff.                              extent to which HR strategy is an integral aspect of all operatonal,strategic       be used to reflect the changes that we want to make to our existing
conceded. What remains is the business of coming up with a new pay                                              The people department recognises that the company needs to do                development and brand-related decisions across the business.                       ways of working. HOK has gauged views from staff through a
structure that everyone can sign up to. The NUJ is fully committed to                                        more to ensure that our executives who are responsible for managing                                                                                                 comprehensive series of interviews, working groups and an online
making that happen; and we’re confident we can.                                                              people spend more time on communicating, giving feedback and                                                                                                        survey. Fifty-eight per cent of staff completed the questionnaire, which
   One sign of our own positive approach to integration is that, for the                                     coaching their staff.                                                                                                                                               explored work activities, patterns and location of work, ways of

                                                                                                                                                                                            staff engagement
first time, the NUJ chapel elected a joint mother and father of chapel                                          “This is a particular challenge in an organisation like ours which is                                                                                            collaborating and communicating, and current levels of satisfaction.
this year. The idea of a job share is a good one in any case, to ease the                                    constantly working to tough deadlines,” says HR director Sally                                                                                                         HOK did some further consultation to explore the themes that
workload on a single official, but having one from the web and the                                           Webster. “But we need to find ways of ensuring that managers                                                                                                        came out of the research: expression and identity, collaboration and
other from the newspaper means that members on both sectors feel                                             recognise the intrinsic link between investing time in their people and                                                                                             innovation, flexibility, and living our values.
fully and equally represented. Challenging times, and no one                                                 getting the best out of them, especially during a period of constant           Whatever direction the company moves in, Webster says it is vital to                    A new section was launched on the staff intranet, which reported
underestimates the scale of the job ahead. But the signs are that a                                          change. Our department will be working closely with them to ensure             engage staff more.                                                                   back the survey findings and gave details of the new building,
more active and re-energised NUJ is rising to the task.                                                      this happens.”                                                                    “This is the single most important thing to get right,” she says. “We             including its green credentials. Staff were also invited to
                                                                                                                Webster also believes the Scott Trust values of honesty, cleanness          need to paint a compelling vision of the future that we communicate to               presentations by the architect and developer.
 Richard Evans, auditor, says:                                                                               [integrity], courage, fairness, a sense of duty — in this particular case to   staff, and involve them much earlier in discussions about how we                        The innovation network, created three years ago to encourage the
 This independent perspective from the union representing editorial staff                                   staff — need to be clearly embedded in all parts of the business and           execute our plans. While there will be individual business decisions                 generation of new ideas, has been wound down because it was felt
 is a valuable contribution that will help readers form their own judgements                                 manifest more consciously in people’s day-to-day behaviour.                    that need to be taken quickly and without widespread consultation, we                that staff efforts should be concentrated on current strategic
 about the company’s commitment to its values and goals and to its employees.                                  To achieve this, the people department has been working on a                also need to have meaningful debates about how we move forward as a                  initiatives, such as the move to King’s Place.
                                                                                                             values model that aligns specific actions to each value. For example,          business. This will bring new ideas to the table.                                    See 2006/07 target 16 ≥

                                                                                                 286 The Scott Trust
                                                                                                    People and change                                                                                                                                                297People andTrust
                                                                                                                                                                                                                                                                         The Scott change
Pay and reward
I understand how my pay is
determined, %
3   Agree strongly

 Agree            26
 Disagree         26                    Feedback from managers
    10      Disagree strongly           My immediate manager
                                        encourages me to put forward
 Neutral                    35
                                        ideas, %
I understand the benefits I receive     Agree strongly   25
in addition to my salary, %
                                        Agree                              50
    9      Agree strongly
                                          8 Disagree
 Agree                             61
                                          3 Disagree strongly
 Disagree    20
                                         Neutral  14
 1 Disagree strongly                                                                        Career development
  9 Neutral                             My immediate manager give me                        There are opportunities for me to
                                        regular feeedback on my work                        develop my career within the
I am fairly paid, %                     performance, %                                      organisation
4   Agree strongly                         9    Agree strongly                                7      Agree strongly

 Agree                      36          Agree                   33                           Agree                31
 Disagree         26                    Disagree        24                                   Disagree     21
  7     Disagree strongly                 10       Disagree strongly                              13     Disagree strongly

 Neutral          27                     Neutral        24                                   Neutral            28
SOURCE: GNM EMPLOYEE SURVEY 2006        SOURCE: GNM EMPLOYEE SURVEY 2006                    SOURCE: GNM EMPLOYEE SURVEY 2006
                                                                                                                                                                       Staff training and development at the Guardian Photo: Martin Godwin


                                                                                                                                                                                                                                                             departments, directors will be measured on the percentage of
                                                                                                                                                                       aPPraisals
Pay and reWard
                                                                                            phase taking longer than expected, but is due to be completed by the                                                                                             their staff receiving an appraisal and risk losing part of their
                                                                                            end of 2006. In the past year there have been no equal pay claims at                                                                                             performance related bonus if they do not achieve progress.
                                                                                            GNL. (See 2005/06 targets 1 & 2 and 2006/07 target 9 ≥                     The employee survey showed a that the majority of staff do not feel                     Furthermore, the people department has centralised the appraisal
Lack of transparency over pay continues to be a source of                                      The people department has also been looking into the feasibility of     they get feedback on their performance, and this is reflected by the                  process, which enables better monitoring and informs managers when
unhappiness to staff and the people department has been                                     offering staff a more flexible benefits package to enable individuals to   fact that just under a third of employees received an appraisal in the                they are due. It also doubled the number of managers receiving
taking a two-pronged approach to resolving this. See employee                               trade different options such as buying or selling holiday. Around 70       past year.                                                                            appraisal training last year to 52.
survey, page 26 ≥                                                                           staff attended focus groups to explore their attitudes and these were        This means we failed by a large margin to meet the 60% target                         To encourage better feedback outside of formal appraisals, the people
A pay policy was put in place last year to increase transparency and                        fed into the feasibility study along with cost and resource                we set ourselves last year. This was primarily due to the slow take                   department launched a series of management development workshops,
consistency around salary discussions. It centres on the need for                           implications for implementing the scheme. The report is currently          up of appraisals in editorial departments, where only nine people                     focussing on eight management themes, such as objective setting and
decisions to be made at two fixed points in the year.                                       under review and a decision will be made as to whether to develop a        were appraised out of a possible 657. Excluding editorial, the figure                 managing poor performance. In the past year, 31 half-day workshops
  This structure helps managers not only to forward plan, but also to                       flexible benefits scheme in the coming months.                             was almost on target at 59%. See 2005/06 targets 4 and 5 / 2006/07                    have taken place attended by 169 delegates.
take into account the aspirations of all their staff.                                          The employee survey, however, did show there was little appetite        target 3 ≥
  The policy has only been partially successful with a significant                          for such a scheme. Only a tiny proportion of staff showed an interest        Part of the low figure in editorial can be explained by the relaunch                training
number of “out of cycle” salary increases still being made, which last                      in trading part of their salary for benefits ranging from holidays and     of both newspapers in the past year, which meant that the new
year represented 9% of the total.                                                           education to childcare and sabbaticals. See 2005/06 target 3 ≥             appraisal process was rolled out later than other departments.                        Training has traditionally been approached in an ad hoc way and
  To try to limit these, all requests for salary increases are now                                                                                                     Another reason is that formal appraisals do not fit easily into the                   there is recognition that it needs to be aligned much closer to our
reviewed by both the head of reward and the managing director,                                Richard Evans, auditor, says:                                            journalistic culture.                                                                 overall business strategy.
and there are plans to tighten up criteria for salary increases to                            While acknowledging the positive evidence of non-discrimination in        The need for appraisals, however, was illustrated by the results of                    From next year all training data will be centralised and we will be
ensure fairness.                                                                              pay, this is less reliable than a properly conducted equal pay audit.   the employee survey, which showed that just over a quarter of staff                   able to track each individual’s training history.
  One of the biggest complaints of staff is the lack of consistency                                                                                                    receive regular feedback from managers. Editorial managers have                          Another way in which this will be achieved is through the creation
on pay both within departments and across different areas of the                                                                                                       now made a commitment to start rolling out appraisals.                                of a leadership development programme for up and coming

                                                                                            career develoPment
business.To address this, we have almost finished developing a                                                                                                           To further embed appraisals across the commercial                                   managers, as well as the creation of a cross-functional mentoring
career pathways model, which consists of seven levels, based on a                                                                                                                                                                                            programme. See 2006/07 targets 4-6 ≥
range of measures including seniority and skills. Each department                                                                                                        Richard Evans, auditor, says:                                                          The company’s training budget for those below senior management
has been customising the model for their own area, detailing key job                         As well as the career pathways model, the people department has              The actual percentage of staff receiving an appraisal in the year ending          level has more than doubled over the past two years to £650,000
roles, seniority levels and indicative salary ranges based on external                      also launched a new section on the staff intranet that encourages            May 31 2006 was 30.4% against a target set for the whole company of                 (2006-7). This is partly due to the need for reskilling and a greater
market data. So far 80% of staff have been assigned a level within                          individuals to take more ownership of their careers. The site has            60%. A target (unquantified) was set in 2003 as a key response to the               sense of ownership arising from the decentralisation of the training
the model. Once this process has been completed by the end of                               four sections: training, career development, appraisals and                  employee survey ‘to introduce regular consistent appraisals across the              budget to individual departments.
2006, the distribution of staff within the framework will be                                psychometric testing. Approximately 300 people use the site                  company’. It is very disappointing to see how little progress has been made            The proportion of employees attending at least one internal
validated to ensure that individuals’ levels are a fair reflection of                       each month.                                                                  in three years. The near total failure in editorial departments undermines          training course has risen from 15% to 24% in the last two years.
their current position and seniority within the business. See                                 To monitor career progression, we tracked the proportion of                what has been achieved elsewhere. Since this was identified as a high               The executive development unit, which works alongside the
2006/07 target 8 ≥                                                                          vacancies that were filled internally. In the past year internal             priority by staff across the company consistent implementation is                   people department, provides support to the most senior 150
  All managers will be trained to use the model during                                      candidates took 31% of the 187 vacancies that were handled by                essential, and this has clearly not been achieved.                                  managers across the business. Their budget of £380,000 pays
career development appraisals with staff, as well as in                                     the people department. Next year we plan to analyse this figure              While editorial directors do not receive performance related bonuses                for activities including:
their pay reviews and recruitment. See 2006/07 target 7 ≥                                   further by distinguishing between departmental promotions and                commercial directors are entitled to, their performance in relation to staff        • Sourcing and developing executive training programmes
  The career pathways framework will also be used to run an equal                           movementbetween different areas of the business. See 2005/06 target          appraisals should be monitored and the results published in the next report.       • Providing coaching, facilitating and succession planning
pay audit. This has been slightly delayed due to the customising                            6≥                                                                                                                                                               • In-house consulting on organisational development and change

                                                                                306 The Scott Trust
                                                                                   People and change                                                                                                                                              317 The Scott Trust
                                                                                                                                                                                                                                                    People and change
                                                                                                  99
                                                                                                                                             %
                                                         Sexual                                                  Ethnicity                          White
                                                                                            6                                                      9
                                                         orientation                                             Mixed and
                                                                                                                 minority ethnic
                                                                                                                                                     91                                                                                                                                                             Race for Opportunity
                                                         Bisexual,
Staff diversity                                          gay &                                                                                                                                                                                                                                                      benchmarking

Gender
                                                         lesbian
                                                                                             % Disability                                      Yes   %                                                                                                                                                              For the second year running, GNL
                                                                                                                                                                                                                                                                                                                    achieved the gold standard in the
             Staff diversity                                                               Heterosexual                                        1             White                                                                                                                                                  2006 Race for Opportunity

                                                                                           94                                                                91                                                                                                 Recruitment diversity
                                                                                                                                                                                                                                                                                                                    benchmarking survey, which assesses
                                                                                                                                                                                                                                                                                                                    companies’ efforts to address racial
             Gender
                Female                      Male
                   47          %            53                                                                                                                                                                                                                  for GNL vacancies                                   diversity issues. Our score of 83%


                                                                                                                 Disability                  %         Yes
                                                                                                                                                                                                                                                                Gender
                                                                                                                                                                                                                                                                Male
                                                                                                                                                                                                                                                                                                                    represents a slight improvement on
                                                                                                                                                                                                                                                                                                                    the previous year and compares to a
                                                                                                                                                                                                                                                                                                                    sector average (Media Communication
                                   Female                Age*
                                                            Male                           55+ 18-24                                                   1
                                                   %                                                                                                 No
                                                                                                                                                                                                                                                                 Applicants                 43%                     and IT) of 56%. The areas we scored
                                   47                    Years53                45-54      8 5                                                                                                                                                                                                                      highly on were community

                                                                                14                                                                   99                                                                                                          Hires                       41                     involvement, encouraging supplier

Ethnicity
                            9
                                                                                             %           25-34                                       %                                                                                                           UK labour force*                          56
                                                                                                                                                                                                                                                                                                                    diversity and policy.

                                                                                                                                                                                                                                                                                                                    Areas the RfO highlighted for
Mixed and
minority ethnic                                                                 35-44                    43                                                  No
                                                                                                                                                                                                                                                                Female
                                                                                                                                                                                                                                                                                                                    improvement were:
                                                                                                   Sexual                                                                                                                                                                                                      57
                                                                                30                 orientation
                                                                                                                                            6                99
                                                                                                                                                                                                                                                                 Applicants                                         • Monitoring of racial diversity by

                               %
                                                                                                                                                                                                                                                                                                                    seniority levels within the organisation,
             Ethnicity                                                                                                                                                                                                                                                                                         59
                                              9
                                                                                                                                                                                                                                                                 Hires
                                                                                                                                                                                                                                                                                                                    as well as evidence of changes in the
             Mixed and                                                                          Bisexual,                                                                                                                                                                                                           work profile over time.
             minority ethnic          White                                                     gay &                                                                                                                                                            UK labour force*               44                  • Working with departments that
                                                                                                lesbian Sexual
                                      91
                                                   %
                                                         *All policies and contracts were reviewed this year
                                                         to ensure they reflect the new age legislation.
                                                         (2005 target 13>>)
                                                                                                                 orientation
                                                                                                                 Bisexual,
                                                                                                                                             %6                                staff diversity                                                                  Ethnic minorities
                                                                                                                                                                                                                                                                                                                    have not progressed their measurable
                                                                                                                                                                                                                                                                                                                    action plans on diversity.
                                                                                                                                                                                                                                                                                                                    • Equality & Diversity steering
                                                         SOURCE: GNM EQUAL OPPORTUNITIES MONITORING              gay &                                                         Given that most of these initiatives are still in their infancy, the impact       Applicants      17%                                group to support existing board level
Disability
                                                                                                                                                     %
                                Yes                      White                                                   lesbian                   Heterosexual                        on the overall staffing figure has so far only been modest. We have                                                                  engagement. This involves assisting
                                                         SURVEY, JULY 06
                                1                        91                                                                                94                                  marginally increased the proportion of employees from a minority                  Hires     11                                       the board in demonstrating continued
                                                                                                                                                                               ethnic background to 9%, which although low is almost double the                                                                     leadership and commitment to race
                                                                                                                                                     Heterosexual
                                                                                                                                                                               proportion across the UK print and publishing sector (2004 Labour                     7.9      of the UK population*                 equality and inclusion within the

             Disability        %                   Yes                                                                                               94
                                                                                                                                                                               Force Survey).
                                                                                                                                                                                  In terms of gender, the number of women employed at GNL has
                                                                                                                                                                               increased by 2% over the past three years to 47% in 2006. We have now
                                                                                                                                                                                                                                                                 Londoners**                              31
                                                                                                                                                                                                                                                                                                                    context of our business priorities.
                                                                                                                                                                                                                                                                                                                    (See 2005/6 targets 10, 11 & 14)

                                      No           1                                               Age*                                    55+ 18-24                           captured 80% of staff in our equal opportunity monitoring survey and
                                                                                                                                                                                                                                                                *2001 Census **2004 Labour Force survey
                                                                                                                                                                                                                                                                SOURCE: APRIL 05 - FEB 06 GLOBAL SUCCESSOR

                                      99                                                           Years
                                                                                                                                45-54      8 5                                 new employees receive it in their starter packs.
                                                                                                                                                                                  Diversity is particularly important in our editorial departments, not
                                                                                                              Age*
                                                   %
                                                                                                                                             55+ 18-24
                                                                                                                                14
diversity
                                                                                       and diversity steering group. Projects that are under development include               only because one of the key principles in our journalism is social justice,      managers with direct responsibility for the quality of content, is from
                                                                                                                                                     8 5
                                                                                       a mentoring scheme forYears returning to work. See 2005/06 target 14 ≥
                                                                                                             women               45-54                                         but also to enable journalists to accurately reflect our diverse society.        an ethnic minority. On the Observer, an ethnic minority member of staff

                                                                                                                                             %
Sexual
orientation
                               6               No
Diversity and inclusiveness are key concerns for any company
                                                                                                                                          14                 25-34                This was confirmed by research we carried out with ethnic minority
                                                                                                                                                                               readers, which concluded that we are unlikely to win their trust until
                                                                                                                                                                                                                                                                is in charge of all UK news.
                                                                                                                                                                                                                                                                   Beyond direct recruitment, Guardian News & Media has been at the

                                                                                                                                                     % 43 43
                                                                                         Richard Evans, auditor, says:
seeking                                                  99
Bisexual, to take its responsibility to society seriously.                               I recommend that the outcomes of directors’ measurable diversity25-34
                                                                                                                                35-44                                          the composition of journalists changes.                                          forefront of seeking to encourage more people from ethnic minorities to
   It is
gay & particularly so for the Guardian given that one of our core                                                                                                                 The newspaper industry in general was accused of lagging behind               choose a career in journalism.
                                                                                                                                30
                                                                                         objectives — fulfillment of which are linked to their bonus schemes — are

                               %
lesbian principles is a commitment to social justice and giving a voice
editorial
to those sections of society which are often excluded and marginalised.
               Sexual
   We believe we have come a long way in creating the foundation
                                                                                         disclosed in future respects.                   35-44
                                                                                                                                          30
                                                                                                                                                                               other business sectors in a report by the Commission for Racial Equality
                                                                                                                                                                               in 2006. The report says change has been slow and piecemeal and that
                                                                                                                                                                               more needs to be done to break down the “white, middle-class and
                                                                                                                                                                                                                                                                   It helped create the National Newspaper Diversity Forum and
                                                                                                                                                                                                                                                                was behind the development of a diversity training scheme with the
                                                                                                                                                                                                                                                                National Council for the Training of Journalists . Beyond this, the
               orientation      Heterosexual
                                               6
blocks for moving towards a more diverse workforce, and also recognise                 recruitment diversity                                                                   male old boys’ network”.                                                         Guardian, Observer and Guardian Unlimited between them run around
that it takes time to see the results we would like.                                                                                                                              Trevor Phillips, chair of the CRE, said: “The upper reaches of                ten different internal internship schemes, many of which have a
               Bisexual,       94
   We toughened up our equality, diversity and inclusion strategy in the                           *All policies and contracts encourage more applications
                                                                                       We have launched several initiatives towere reviewed this year                          newspapers aren’t stuffed with racists, but the media is old-fashioned           diversity focus.
               gay &
summer of 2006 and called for each area of the business to commit to at                                          *All reflect the new age legislation.
                                                                                                   to ensure they policies and contracts were reviewed this
                                                                                       from people with diverse backgrounds. All external recruitment year                     when it comes to promotion and progression. Things are done                         One of the most successful is the Guardian’s summer of action, which
               lesbian
                                                   %
least three department-specific measurable actions. All areas of the
business now have these in place, with the exception of Guardian
                                                                                       agencies we use to recruit have beenreflect the new agealegislation.
                                                                                                                 to 13>>)
                                                                                                   (2005 target ensure they briefed to supply representative
                                                                                       shortlist of candidates(2005 target 13>>)
                                                                                                                  for vacancies.
                                                                                                                                                                               informally and often opaquely, which doesn’t help those who aren’t on
                                                                                                                                                                               the radar in the first place.”
                                                                                                                                                                                                                                                                provides three weeks’ exposure to the news process for 12 journalists
                                                                                                                                                                                                                                                                from racial and ethnic minorities. In the coming year we will be
Age* which at the time55+publishing was still finalising its
editorial,                      of 18-24                                                          SOURCE: GNM EQUAL OPPORTUNITIES MONITORING
                                                                                          Despite this, we feel these shortlists are still failing to accurately reflect the
                                                                                                                 SOURCE: GNM EQUAL OPPORTUNITIES MONITORING                       A separate report published in June 2006 by the Sutton Trust                  reviewing the range of bursaries and internships currently on offer to
Years
programme.              45-54  8 5              Heterosexual                           ethnic diversity of the UK06 have therefore started working with Rare
                                                                                                  SURVEY, JULY and JULY 06
                                                                                                                 SURVEY,                                                       revealed that top news journalists in the industry as a whole are                give the programme more structure and focus.

                     14                        94
   We recognise that change will only come from a commitment at the
very highest levels of the company and we have therefore linked the
                                                                                       Recruitment, which specialises in putting forward high quality ethnic
                                                                                       minority candidates. Now when we advertise a position through an outside
                                                                                                                                                                               disproportionately, and increasingly, from private schools and Oxbridge
                                                                                                                                                                               backgrounds.
                                                                                                                                                                                                                                                                   We also plan to keep in touch with those that have been through our
                                                                                                                                                                                                                                                                diversity training schemes in order to encourage them to apply for jobs

their measurable objectives.
                       35-44
                               %
bonus schemes of directors and heads of department to the delivery of
                                             25-34
                                              43
   The board has also committed to review equality and diversity
                                                                                       agency, we always ensure that the vacancy is also taken by Rare Recruitment.
                                                                                          We also ran our second “Careers in the Media” conference for careers
                                                                                       advisors, in partnership with Connexions youth service. More than 60
                                                                                                                                                                                  It states that, according to the 2004 Labour Force Survey, the number
                                                                                                                                                                               of ethnic minority editorial staff in London is so small that it did not
                                                                                                                                                                               even register in the results. In comparison, the number of ethnic
                                                                                                                                                                                                                                                                when they become available. See 2005/06 target 13 ≥


initiatives atAge*
                                                                                                                                                                                                                                                                 Richard Evans, auditor, says:
                     30                         55+ 18-24
                least every six months to assess progress. These                       advisors attended from boroughs across London, and the conference                       minority journalists at GNM now stands at 5.6%, up from 5.1% three                Guardian editorial is the critical interface with the Guardian’s readers and
               Years
strengthened commitments have45-54            8 5
                                       replaced previous plans outlined in             included talks by representatives from a number of GNL departments                      years ago.                                                                        the primary custodian of the Scott Trust values. It is, in my view, essential
last year’s social audit to include an equality and diversity question in              on their different professional areas. By working with advisors who                        To further improve representation, Guardian editor, Alan Rusbridger
                                      14
managers’ appraisals. We will also be running a diversity awareness                    regularly support ethnic minority students, we are opening up a                         has agreed an action plan which includes new recruitment processes to
                                                                                                                                                                                                                                                                 that the people who are employed to write and edit the paper reflect its
                                                                                                                                                                                                                                                                 commitment to diversity. That will require both an acute awareness of
*All policies and contracts werekeep staffthis year
and 2006/07 targets 10, 11 age ≥
to ensure they reflect the new& 15legislation.
   To target 13>>)                     HR and
                                                   %
week in the coming year to reviewed informed. See 2005/06 target 12,
                                                             25-34
(2005ensure progress, the head of35-44 the equality and diversity43
                                                                                       dialogue with a wider pool of potential job applicants.
                                                                                          We are now able to monitor the diversity of new applicants applying
                                                                                       to our organisation, and track them through the recruitment stages
                                                                                                                                                                               ensure that as many vacant posts as possible are advertised internally
                                                                                                                                                                               and externally.
                                                                                                                                                                                  All heads of editorial departments are now required to work with our
                                                                                                                                                                                                                                                                 diversity issues and ensuring that the Guardian recruits, develops and
                                                                                                                                                                                                                                                                 retains more journalists and editors from different ethnic groups. An action
                                                                                                                                                                                                                                                                 plan is being developed and will be reported on next year.
manager are holding quarterly meetings
SURVEY, JULY 06
                                      30
SOURCE: GNM EQUAL OPPORTUNITIES MONITORING with directors to review their
diversity objectives. These meetings are also a chance to discuss and
                                                                                       from application to eventual hire. This is done through our online
                                                                                       recruitment tool, which accounted for 70% of all new starters (229
                                                                                                                                                                               HR department before recruiting, and Rusbridger is also meeting with
                                                                                                                                                                               all heads of department to impress on them the importance of diversity.
                                                                                                                                                                                                                                                                 The data on the current employment of people from ethnic minority groups
                                                                                                                                                                                                                                                                 at all levels in editorial departments clearly indicate the need for diversity
develop the business case for equality and diversity in different areas of             people) in the last financial year. See 2005/06 target 8 ≥                              Editorial’s first priority is to encourage a greater number of writers            action targets. I appreciate that editorial staff and journalists are rightly very
the business.                                                                             Applicants were 57% female with slightly more taking jobs. This is                   and subeditors from ethnic minorities but is also keen to increase the            focused on the day to day demands of publishing. But the openness and
   An example of the business case can be seen in our advertising department.          significantly higher than the UK employment market, which is 44%                        numbers editing pages and sections.                                               democracy of GNM’s online strategy, together with its clear commitment to
                the link between our growing reviewed this an employer
It has shown*All policies and contracts were reputation as year                        female. People from ethnic minorities constitued 17% of applicants, and                    This is not easy given that there is a relatively small percentage of          social justice, make it even more important, at this juncture, that managers
               to ensure they reflect the new age legislation.
committed to diversity with an increase in recruitment advertisements                  11% of eventual hires. Ethnic minorities make up 8% of the UK                           experienced ethnic minority journalists and most editorial staff want
               (2005 target 13>>)                                                                                                                                                                                                                                review the current situation and develop effective plans for advancing
placed specifically for diversity managers. In the past financial year, we             population and 31% of those living in Greater London.                                   to continue to write rather than becoming managers. This is reflected             diversity in the areas for which they are responsible. I will monitor these
               SOURCE: of this type of advertising, representing 1% of our
ran £466,000 worthGNM EQUAL OPPORTUNITIES MONITORING                                      In the coming year, we aim to increase the number of applicants from                 in the fact that there are only three members of staff, two black and             action plans and review their implementation and effectiveness in next
               SURVEY, advertising revenue. See 2005/06 target 9 ≥
overall recruitment JULY 06                                                            under-represented groups, by placing recruitment adverts in specialist                  one Asian, who are directly in charge of content on the Guardian. On              year’s report. 
   Work-life balance was this year moved under the remit of the equality               ethnic minority and disability media. See 2005/06 target 12 ≥                           Guardian Unlimited all site editors are white but one of the five editorial

                                                                            326 The Scott Trust
                                                                              People and change                                                                                                                                                     337 The Scott Trust
                                                                                                                                                                                                                                                       People and change
                                                                                                                                                                                    health, safety &                                                                    Looking forward: 2006/07 targets
                                                                                                                                                                                                                                                                        1. Based on the employee survey findings, as well as engagement with staff,

                                                                                                                                                                                    Wellbeing                                                                           all directors to devise action plans for their area of the business
                                                                                                                                                                                                                                                                        2. Run an employee survey every year
                                                                                                                                                                                                                                                                        3. 60% of employees to receive a formal appraisal
                                                                                                                                                                                    Thanks to a new system in place, we are able this year to report                    4. Each department to create a learning and development strategy (end 2007)
                                                                                                                                                                                    accurately on absences for the first time. An average of 4.4 days per               5. Centralise the monitoring of all internal and external training data
                                                                                                                                                                                    employee is lost due to sickness, compared to a private sector average              6. Develop a leadership development programme for middle managers with
                                                                                                                                                                                    of six days (People Management Magazine 2006). In total, staff clocked              high potential
                                                                                                                                                                                    up 6,452 days of absence, costing the business £764,000.                            7. All managers and heads of departments to start using the career pathways
                                                                                                                                                                                       These initial figures are a positive reflection in on our efforts to             model in career development and salary discussions
                                                                                                                                                                                    encourage health, safety and wellbeing initiatives and awareness over               8. 100% of staff to be assigned a level on the career pathways model
                                                                                                                                                                                    recent years. In terms of recurrent absence, 90 people had five or more             9. Use the career pathways model to run an equal pay audit
                                                                                                                                                                                    sickness occasions, not including staff who had been on long-term                   10. Board members and senior managers to deliver on their equality and
                                                                                                                                                                                    sickness and were on a phased return to work. The people department                 diversity measurable objectives, and communicate progress to staff
                                                                                                                                                                                    is now liaising with managers to discuss these absences with relevant               11. Board to have diversity on the agenda every six months to assess progress
                                                                                                                                                                                    staff. (See 2005/06 target 15)                                                      12. Increase the number of applicants for GNL vacancies from
                                                                                                                                                                                       Another sign that our health, safety and wellbeing practices are                 under-represented groups
                                                                                                                                                                                    having an impact is the continuing reduction in the number of people                13. Create a more structured programme of training bursaries and internships
                                                                                                                                                                                    having physiotherapy paid for by company. The figure has halved over                for journalists and aspiring journalists
                                                                                                                                                                                    five years to 71.                                                                   14. Monitor and analyse promotion and hierarchy by gender and ethnicity
                                                                                                                                                                                       Our health team has put a lot of effort into preventing upper limb               15. Run a diversity awareness week for staff
                                                                                                                                                                                    disorder, which led to only 11 absences over the past year.                         16. 67% of staff to have attended the Diversity Awareness Workshop
                                                                                                                                                                                       All staff are entitled to join the company’s free healthcare scheme and          17. Take part in the Employers Forum on Disability benchmarking survey
                                                                                                                                                                                    have access to the employee assistance programme which offers free                  (end 2007)
                                                                                                                                                                                    confidential advice by phone on a range of issues including legal,
                                                                                                                                                                                    financial and personal matters. The service also provides more in depth             Looking back: 2005/06 targets
                                                                                                                                                                                    face-to-face counselling.                                                           1. Customise the pay and development career pathways model for different
                                                                                                                                                                                       In the past year staff contacted the advice line 234 times, showing a            departments and devise departmental pay and benefits structure ☆★★
                                                                                                                                                                                    reduction on the previous year, which is probably a reflection of the               2. Use the career pathways model to run an equal pay audit ☆☆☆
                                                                                                                                                                                    levelling out of use following launch. There is also a section on our               3. Complete the feasibility study of flexible benefits ★★★
                                                                                                                                                                                    intranet that encourages staff to be more proactive concerning their                4. 60% of employees to have received or be scheduled to receive a formal
                                                                                                                                                                                    own health and wellbeing, including details of our increasingly popular             appraisal ☆☆★
Guardian runners prepare to embark on the Chase Corporate Challenge Photo: David Levene                                                                                             staff activities programme.                                                         5. Use the new Oracle system to monitor the number of people scheduled for
                                                                                                                                                                                       Ten different subsidised social, educational and sporting activities are         appraisal against those receiving one ☆★★
                                                                                                                                                                                    currently on offer including the Guardian’s Angels choir, language                  6. Track the proportion of vacancies at GNL which are filled internally ★★★
gender                                                                                                needed to carry out their day to day activities successfully.                 classes and yoga. Around 40% of staff got involved in the programme                 7. 65% of staff to have attended a diversity awareness workshop ☆★★
                                                                                                      • Make every effort when employees become disabled to ensure they             last year compared to a quarter two years ago. As well as encouraging               8. Analyse the data collected on the diversity of new job applicants ★★★
A sign of our commitment to gender diversity was the decision last                                    stay in employment: The health team have a re-deployment and                  people to take breaks from their desks at lunchtime, the activities are             9. Development and communication of the equality and diversity business
year by Carolyn McCall, the chied executive of Guardian Media Group,                                  retention scheme that caters for employees who become disabled. They          welcomed as a way to learn new skills, have fun and meet colleagues                 case across the business ★★★
to take over as chair of Opportunity Now. This is a business-led                                      look at tailoring the existing role or alternative roles within the           from across the organisation. The employee survey showed that just                  10. Ensure that the website redesign is accessible in line with WC3 guidelines ☆★★
campaign that works with employers to realise the economic potential                                  company.                                                                      over half of all staff valued the social and volunteering activities.               11. Guardian Unlimited to investigate ways to more rigidly enforce accessibility
and business benefits that women at all levels contribute to the                                      • Ensure that all employees develop the disability awareness needed              This year the people department has been running a series of                     with third party websites ☆☆★
workforce.                                                                                            to make the commitments work: The board has committed to training             lunchtime wellbeing seminars focussing on issues such as balancing                  12. Equality and diversity question on the appraisals of all managers ★★★
  As a result, we took part for the first time in Opportunity Now’s                                   all staff in diversity awareness, which includes a component on               work and family, and staying creative and resourceful under pressure.               13. Audit our existing policies to ensure they reflect the new age legislation ★★★
annual benchmarking survey. We were awarded silver and were                                           disability. 59% of staff have now attended the training, slightly short of    On-site employee health checks will also be introduced where                        14. Reactivate the work-life balance steering group which had been put on
commended for our clear gender equality and diversity goals; a good                                   our projected target of 65%. See 2005/06 target 7, and 2005/06 target 16 ≥    individuals can have their cholesterol, blood pressure and blood sugar              hold pending Berliner launch ☆★★
business case; ensuring equality and diversity in recruitment and                                     • Review these commitments and what has been achieved annually,               levels checked and given advice on how to keep these healthy.                       15. Produce absence reports for monthly board report ★★★
selection and working to overcome gender segregation in IT roles.                                     plan ways to improve, and communicate this to employees and                      To ensure that health and safety issues are kept on the agenda, the              16. Invite staff to submit further ideas through the innovation network ★★★
  The suggested areas of action, that we will be working on in the                                    Jobcentre Plus. Currently this is not happening in a structured way. The      health and safety manager chairs a monthly steering group, the findings             17. Increase the rate of exit interviews to 50% of all leavers ☆☆★
coming year, include the monitoring and analysis of promotion and                                     equality and diversity steering group will therefore be reviewing the         of which are included in the board report each month.
hierarchy by gender and ethnicity. See 2005/06 target 14 ≥                                            commitments above on a quarterly basis.                                          Accidents and incidents are currently reported to the health and                 Key
                                                                                                                                                                                    safety manager through an online form, which must be submitted when                 ☆☆☆ no progress
disability                                                                                            readers With disabilities                                                     an individual has been injured. Alongside this, some incidents are                  ☆☆★ modest progress
                                                                                                                                                                                    captured in a separate first aid book. To enable more accurate                      ☆★★ good progress
Disability is a key focus this year, with the launch of a disability                                  GNL is keen that its products are available to all sectors of society         monitoring, from Autumn 2006 all reporting will be done through the                 ★★★ target completed
awareness campaign for staff. This has already included a talk on                                     including people with disabilities.                                           online form.
recruitment of disabled people from diversity consultant Rick Williams.                                  While visually-impaired people can obtain our papers through the              The health and safety manager is also working with the facilities team           Targets in red indicate high priority targets
Alongside this we are working with Radar (Royal Association for                                       Talking Newspaper Association, the internet can make a huge impact in         to track potentially dangerous incidents, as well as those actually
Disability and Rehabilitation) to devise a business case around                                       peoples’ lives. The vast majority of websites, however, are either very       resulting injury. Weekly inspections of all areas take place and any
employment of more people with disabilities. In 2007 we will also be                                  difficult or impossible to navigate by people with disabilities.              concerns fed back to the head of facilities and the HR director. This will
taking part in the employers forum on disability benchmarking survey.                                    However, we are making easy navigation a key part of the redesign of       help to ensure that future accidents are avoided.                                 Richard Evans, auditor, says:
(See 2005/06 target 17)                                                                               our website and have appointed the Shaw Trust’s web accessibility                                                                                                In the year covered by this report , staff on the Guardian and The Observer
   We are putting a more robust system in place to track any reasonable                               team to work with us. Shaw Trust is a national charity that provides          starters and leavers                                                              have experienced many changes in their roles and the skills they need to do
adjustments made to enable people with disabilities to work effectively.                              training and work opportunities for people who are disadvantaged in                                                                                             their jobs. In addition they have had to make rapid adjustments to deal with
This will help us to monitor any trends, take preventative measures and                               the workplace due to disability.                                              Staff turnover has dropped to 9% (12% last year), going against the               the new online strategy. Against this, the results of the employee survey have
plan in advance for equipment needed.                                                                    As well as using software to test the pages, the team manually checks      trend for average private sector companies, which rose to 23% this year           demonstrated a remarkable level of loyalty, commitment to the values of the
   As an employer committed to people with disabilities, we added the                                 the site using a range of adaptive technologies to get an accurate            (CIPD, 2006). Average length of service has increased for the fourth year         organisation and its management’s decisions, and enthusiasm for change.
two ticks positive about disabled people strapline to all of GNL’s                                    understanding of the site’s level of accessibility. This provides a greater   running to 7.3 years.                                                                I have been impressed, in my interviews with the HR director, with her
recruitment adverts in 2005. This signed us up to five commitments                                    level of assurance than just checking that guidelines are met, and should        On leaving the company, all employees are offered a confidential e             insistence on the need for cultural change throughout the organisation,
around disability, which we have reviewed below.                                                      go beyond the W3C guidelines we committed to in last year’s audit.            xit interview as an opportunity to reflect on their time here and                 based on a renewed application of the Scott Trust values. This approach is
• Interview all disabled applicants who meet the minimum criteria for                                    Sample pages are tested by people who are blind, partially sighted,        give some constructive feedback. The proportion of leavers who                    particularly relevant to the move to King’s Place in 2008 and in addressing
a job vacancy: 1% of applicants declared a disability and the same                                    deaf, dyslexic and mobility impaired. The testers then give personal          had an exit interview increased from a third to 45% over the past                 the challenges of the digital future and demonstrates a very strong
percentage were interviewed.                                                                          feedback which allows our designers to make improvements.                     year. Although this did not quite hit the overall target of 50%,                  commitment to integrating HR strategies with the entire business process.
• Ensure that disabled employees have the opportunity to discuss                                         Now that we have engaged consultants for the first time, our future        activity did increase substantially over the course of the year with                 I have warmly welcomed the Board’s decision to undertake a full survey of
at least once a year how they can develop and use their abilities:                                    strategy will be to take the lessons learnt from the accessibility work on    the last quarter seeing over 60% of leavers interviewed. Findings                 staff opinions annually. The task for management now will be to convince
Our health team has regular contact with any employee with a                                          the new pages (above) and apply that whenever we supply templates to          from these interviews largely echoed the employee survey results.                 staff that the results matter and will lead to timely management responses. 
disability who they are assisting, to ensure they have the assistance                                 third parties. See 2005/06 targets 10 & 11 ≥                                  See 2005/06 target 17 ≥

                                                                                          346 The Scott Trust
                                                                                             People and change                                                                                                                                           35 People and change

				
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