Employer branding and gender pay gap reporting

1. Cambridge HR In Business
Employer Branding
&
Gender Pay Gap

2. Established in 2003, Whitehill Pelham Ltd has been providing specialist recruitment services to businesses throughout the East of
England for over 10 years.
We know how important people are to a business. Companies need their people to be engaged, energetic, enthusiastic, creative,
competent, skilled and committed – day in, day out. Our vision is to offer a comprehensive recruitment capability which assists our
customers to build effective teams and to do so with the highest standard of client and candidate satisfaction.
Company Structure
Whitehill Pelham Ltd has two distinct brands offering bespoke recruitment solutions:-
Whitehill Pelham – permanent people from junior management to senior executives.
talentdesk – temporary and permanent office support and administrative individuals
About Whitehill Pelham

3. How we work
Working individually or as a part of a team our consultants pride themselves on learning as much as possible about their client
companies, the nature of their business, their culture and the unique requirements of the vacancy which has to be filled.
We work best in a spirit of co-operation and partnership, maintaining focus on the attraction of the best candidates and the
successful filling of the vacancy.
Not all companies recruit in the same way.
We adjust our approach to suit the needs of each campaign, respecting your established business processes, helping to innovate
where appropriate, and at all stages of the recruitment process, communicating to a pattern agreed with you and your colleagues.
Our aim is to ensure that your investment in recruitment is successful.
Through everything we do, we seek to deliver value for our clients ensuring that processes are efficient, turnaround times are kept
to a minimum, and our clients and candidates are kept informed at every stage of the process

4. What our Candidates and Clients say about us.
It was a pleasure to work with Whitehill Pelham and their service was excellent. They provided us with high calibre candidates and
managed the whole selection process in a professional manner.
Sally Ann Forsyth – CEO of Norwich Research Park
Following unsuccessful trials with other Recruitment Providers for this role Nabiilah and the team at talentdesk were very quickly
able to find us a fantastic candidate for the role.
Reuben Cadman – HR Administrator – Videojet
Our Results
Whitehill Pelham and talentdesk are committed to finding long term solutions for clients and candidates, 94% of all candidates
placed within the last two years remain happily in their employment. Through a rigorous process of continuous improvement we
are pleased to say this figure is rising year on year.
For further information please call our office on 01223 828370 and visit our website www.whitehillpelham.co.uk;
www.talentdesk.co.uk

5. About Cambridge Employment Law
Cambridge Employment Law LLP is a niche employment law practice, specialising in the practical application of the law in the
workplace
Our highly-rated lawyers have years of experience advising on the full range of HR issues – including disputes in the Tribunal and
High Court. This means that we can get quickly to the key issues and can provide clear, no-nonsense advice.
Whilst we limit ourselves to employment law and related issues, our client base is not limited either geographically, or by sector.
We work with individuals, sole traders, global brands and everything in between including start-ups, established businesses, public
companies and not-for-profit organisations. We are based near Cambridge but we have clients throughout the East of England,
London and the UK. Many of our clients have international operations and we work with firms throughout the world to meet their
international needs.
Key to giving our clients effective advice is a proper understanding of your culture and commercial aims. We will invest the time
required to understand your organisation – at our expense, not yours.

6. Typical areas on which we advise employers include:
•Day-to-day HR issues such as disciplinaries, grievances, sickness absence, parental rights and flexible working
•Contracts and Handbooks – drafting, reviewing and updating
•Reorganisations, including both individual and collective redundancies and TUPE
•Changes to or harmonisation of terms and conditions
•Restrictive covenants – drafting, reviewing and enforcing
•Dismissals
•Compromise agreements
•Tribunal claims
We pride ourselves on giving an outstanding personal service to our clients. Our size and the specialist nature of our practice
mean that you will have a personal relationship with a lawyer who understands your business and cares about its success. For
further details please visit our website at www.cambridgeemploymentlaw.com

7. Cambridge HR In Business
8:20 Annie Gelinas
9:00 Break for Breakfast & Networking
9:25 Oliver Pryke & Eleanor Freeman
Employment Law Update
10:50 Close

8. Cambridge HR In Business
• Slides available at
– slideshare.net/whitehillpelham
• Please tweet and share your experience of this
seminar
• #CambHRBiz
• WIFI password trinitycollege2015

9. Employer branding

10. If you think hiring professionals is expensive, try hiring
amateurs.
Anonymous

11. Technology. People. Growth. Connected.
Omobono is for business brands

12. Our services and
products help
business brands
COMMUNICATE
& CONNECT
WITH ALL KEY
AUDIENCE
GROUPS
TO DRIVE BRAND
PREFERENCE
across the
business
landscape
Prospect
s
Customers
Talent Employee
s

13. Our clients

14. So why does brand matter in recruitment?

15. Times are changing
The state of the nation's recruitment:
1. Skills Shortage
Engineering / digital industries
2. Talent Retention / New Competition
China now predicted to be the dominant force in VR* *Financial Times 10 May 2016
3. Shifting Attitudes
New generations bringing new expectations to the workplace - both in terms of the ways they
work and collaborate, and the ways they choose to interact)
4. Remote Working - Driven by expectation and fuelled by advances in technology - for example
mobile platforms, allowing longer working hours and more flexible working, but causing increased
accessibility and security challenges
5. Online Recruitment - LinkedIn and social media are now the locations of choice for many job
seekers. Whilst the CV is not dead, it is now a more active and interactive source of information -
both broader (history & connections) and deeper (skills and opinions)

16. How can you differentiate yourself and make an impact in a
competitive recruitment market?

17. Why is your brand important?
Right training /
Right tools /
Right
onboarding
The right
candidates
stay with you
(Talent
retention)
Empowered
employees
talk about
your brand to
others
Find and
attract the
right
candidates

18. I don’t know you, I don’t care about you.

19. Every opinion, decision, action and reaction, can be broken
down into three specific needs:
Recruitment is no different.
Hugh Billings – Senior Behaviourist
Omobono
A NEED TO
BE LOVED
A NEED TO
FEEL SAFE
A NEED TO
BE HEARD

20. © Omobono Ltd 2015
So how do you define your brand?
Implement FuelDiscover
Ensure your brand, values and key
selling points are communicated
clearly, both internally and externally.
Review results, tweak your tactics and
keep your brand fresh.
Find out more about what you need to
do to attract and retain the best talent
in the industry.
Audience:
- Current employees /
Leavers
- Potential candidates
- Competitors
- Offer rejected candidates
- Failed at interview feedback
Research Put your findings into action Keep optimising your brand
Audience:
- Current employees
- Potential candidates
- Influential 3rd parties
Audience:
- Current employees
- Potential candidates
- Local contacts
- Recruiters

21. © Omobono Ltd 2015
Enough with the theory – Go-to-market strategy
FuelDiscover Implement
• Define the critical roles
you are recruiting for?
• What do you need to
do to attract & retain
the best talent?
• What are these
candidates looking
for?
• What are their future
requirements?
Going to market by
refreshing existing
assets and deploying a
suite of activities to
support your brand.
• Is your website
reflective of your
brand? Does it need
refreshing?
• How are you
communicating with
potential recruits?
• Channels refresh
• Establish your
message
• Build a culture
Company elevator pitch – Do all your employees know what you do?
Promote employees stories in a way that attracts new recruits
Show the story – Videos/ Testimonials
Embrace (and understand) social media
Use your current employees (particularly recent ones) to learn more
How do you measure? Test, Learn and Optimise
Be proactive – Increase your audience understanding. Go find them
• What are your
strengths/most
compelling
attributes?
• What are the
current
perceptions of
working within the
organisation?

22. How we have helped other clients with their recruitment campaigns
The Shell messaging framework
The brief Support Shell’s graduate recruitment strategy by defining the key differentiators in each
region.
The challenge Shell has various marketing teams across the world producing various marketing
materials, each putting its own stamp and diluting the Shell brand.
Need to implement consistency whilst respecting the cultural differences that make local
recruitment successful.
The output A framework document highlighting:
- The 5 key recruitment USPs (Basis for all communications)
- Suggested keywords to use in all messaging, as well as example copy for various
deliverables
- Practical examples demonstrating how to tailor messaging based on roles, location
and political culture.
The result Brand guidance that allows for cultural differences forming the basis of all recruitment-
related communications.

24. Executive a: What if we train people and they leave?
Executive b: What if we don’t, and they stay?

25. Now you’ve recruited the perfect candidate… What next?
• 40% of employees who leave their role voluntarily do so within the first 6 months (Source: Inc.com)
• Finance isn’t necessarily a driving factor of employee movement. Culture and opportunity for
progression plays a big role:
• AirBnB
• Australia: Flat hierarchy, access to leadership, work-life balance
• Iraq: Training opportunities to advance your career, earning power
• Employees approach new jobs with the belief that they can find something else if it’s not a great fit
• A job is not for life, maybe not even for Christmas
• The onboarding process is key in terms of employee retention – employees need to be onboarded fully
• Right tools
• Right job
• How efficient is your onboarding process?

26. The onboarding culture
The Omobono interview app
The brief
Omobono was approached by a B2B organisation to help them stand out from the competitors and attract the
best candidates, by giving them a stand out experience of the recruitment process. Omobono was asked to
develop an innovative solution to help candidates prepare for their interviews, giving them a positive taste of
what it would be like to work for them.
The solution
We developed the interview app, a mobile app which is personalized for each candidate and gives them
comprehensive information:
- Date and time
- Location (including a map, directions and a photo of the building)
- Job details
LinkedIn integration: Allows candidates to see their interviewers’ profiles and tips from the recruiter.
Integrations with Google Maps and Foursquare: Allow candidates to find the interview location as well as
nearby cafés and restaurants.

27. The onboarding culture
The results
• The Interview App launched in September 2013 and is already being used in 27 countries,
by around 1,500 candidates every week.
• Through a feedback section in the app, candidates have given it an average rating of 4.85 out of 5.
• Net Promoter Scores from candidate experience surveys are up to 20 points higher for candidates
using the app.
• 3 awards: BMA B2 Award, MOMA and CIPD Recruitment Marketing Award.
3 fundamental drivers of human behaviour:
• Feel safe (Remove uncertainty. This is why Uber works)
• Feel loved (Caring company)
• Feel heard (I am in charge)

28. Who’s responsibility is it to implement the brand?
• Marketing vs HR
• For over 5 years, we have tracked changes in
marketing and HR
• Our 2015 What Works Where research shows that:
• Last year, we found that companies that
collaborate when communicating enjoy a far
higher rate of engagement across the board
• In addition, there are so many channels being
used on a daily basis, collaboration allows you to
communicate much more efficiently
• Communications need to stem from
collaborative teamwork in order for a single
message to be remembered. Nothing of impact
can be done independently by various
departments
• Employer branding should start at the top and
permeate every level of the organisation. Employees
need to feel like an active part of the company
• This level of employee engagement doesn’t just
happen overnight What Works Where

29. It’s not all about you.
Why would someone want to work for you?
The Heineken job interview

30. Thank You
Annie Gelinas
Senior Project Manager, Omobono
annie@omobono.com
Tel.: 01223 307 700
Mobile: 07715 069 753

31. Cambridge HR In Business
Breakfast Seminar

32. Employment Update:
Gender pay gap reporting
Whistleblowing
Oliver Pryke and Eleanor Freeman
Cambridge Employment Law LLP

33. Timetable
• Draft regulations - Feb 2016
• Final regulations –Summer 2016
• Regulations in force – Oct 2016
• Data snapshot – 30 April 2017
• Annual report on gender pay gap information
annually on or before 29 April 2018 onwards

34. Information to be published
• The difference in mean pay between male and female employees
during the pay period falling on 30 April 2017
• The difference in median pay between male and female employees
etc
• The difference in mean bonus pay between male and female
employees
• The proportion of male and female employees who received bonus
pay
• The number of male and female employees employed in quartile
pay bands A, B, C and D

35. Contextual narrative
• No requirement to provide contextual narrative
• Employers may provide context or explanation on a
voluntary basis

36. Where is the information published
• On employer’s website, accessible to all employees
and the public, retained there for at least 3 years
• Uploaded to Government website
• Accompanied by written statement verifying
accuracy of information signed by director / partner /
member of governing body

37. Consequences of non-compliance
• No statutory civil or criminal penalties
• Therefore risks are reputational eg
– Government may publicise list of organisations known not to have complied
– Adverse publicity from Unions, Equality Groups etc
• In addition possibly a requirement to comply as part of
tendering process

38. To whom do the regulations apply
• Employers with greater than 250 employees
• In group companies appears to be 250 per individual
employing entity, as opposed to 250 across the group
• This may change in final regulations
• Definition of employee is narrow – applies only to employees
and not workers, again may be subject to change

39. What is pay
• Excluded
– Pay for a different pay period
– Overtime pay
– Expenses
– Salary sacrifice schemes
– Benefits in kind
– Redundancy pay
– Arrears of pay
– Tax credits
• Included
– Basic pay
– Paid leave
– Maternity pay
– Sick pay
– Area allowances
– Shift premium pay
– Bonus pay
– Other pay (eg car allowances,
on call allowances)

40. What is bonus pay
• Payments received and earned in relation profit
sharing, productivity, performance and other bonus
or incentive pay, piecework or commission
• LTIPs
• Cash equivalent value of shares on the date of
payment

41. Calculation of pay
• Pay is calculated before deductions for PAYE, NI,
pension, student loan, other voluntary deductions

42. What is the pay period
• Pay is to be measured over a snapshot, not as an
average over a year
• The pay period is
– the period in respect of which the employer usually pays the
employee (ie monthly, weekly etc) and
– within which 30 April falls

43. Gross hourly rate of pay
• Gross hourly rate of pay is used to measure the gender pay
gap
• Calculated by dividing the weekly pay (ie including all
elements of pay) and dividing it by the weekly basic paid
hours
• No statutory guidance about an employee whose hours vary
from week to week

44. Points on calculations
• Pay
– Including maternity pay will widen the gap, even more so for those
women who have used up their entitlement to SMP
– If this is the case an explanatory note might be helpful
• Bonus pay
– Only those employees who actually receive a bonus should be
included in the calculation

45. Pay quartiles
• A is lowest pay to first quartile
• B first to second quartile
• C second to third quartile
• D third quartile to highest pay
• It is not clear whether it is the pay that should be split in the
quartiles or the total number of employees but it appears that
it is the pay, even though this may produce odd results

46. Voluntary information
• Suggested additional voluntary information includes
– Causes of gender pay gaps
– Description of workforce involvement in addressing the pay gap issues
– Actions being taken
– How the organisation compares to similar organisations
– Results of staff surveys, eg are there gender differences in responses
in relation to employee satisfaction and discrimination

47. By April 2017
• Employer must have systems in place to record
• Total number of relevant employees
• Gender of each relevant employee
• The pay of each relevant employee in the pay period within which
April 2017 falls
• The number of weekly basic hours of each employee
• The bonus pay of each employee within the 12 months to April
2017

48. Preparatory steps
• Will the Regulations apply?
• Who will collate, analyse and sign off the data?
• Is all the information available?
• Should you do a trial run?
• Depending on the outcome of a trial run would
additional voluntary information be helpful?

49. Whistleblowing
• Protection for workers who make “protected
disclosures” from:
– Dismissal
– Selection for redundancy
– Any other detriment

50. Protected disclosure
• A “qualifying disclosure”
– disclosure of information
– Which the worker reasonably believes is made in the public
interest
– Which the worker reasonably believes tends to show one or
more types of wrongdoing (Barton v Royal Borough of
Greenwich)
• A “protected disclosure”
– A qualifying disclosure
– Made in one of the protected manners

51. Public interest
• Applies in respect of disclosures made on or after 25 June
2013
• “Reasonable belief”
• What is “public”?
– Chestertons v Nurmohamed
– Underwood v Wincanton plc
– Morgan v Royal Mencap Society

52. Protected manner?
• Made to the employer
• The person responsible for the wrongdoing
• To a third party as provided in the employer’s procedure
• To the correct “prescribed person” (eg. HSE, Ofwat)
• To a third party where reasonable to do so because:
– Exceptionally serious wrongdoing or
– Fear of detriment or
– Fear of concealment of evidence or
– Has already made the disclosure to the employer

53. Good faith?
• No longer part of the test as to whether the
disclosure is “protected”
• Still relevant in assessing compensation
– Bad faith?
– Compensation reduced by up to 25%

54. Who can claim?
• No qualifying period of service
• Workers, not just employees:
– Contract of employment
– Contract for personal services eg NED, zero hours worker,
contractor (even if providing services through a personal
service company)
– Agency worker
– Individuals doing work experience
• Ex-workers

55. … and against whom?
• The employer
• A co-worker
– Employer may be vicariously liable
– Defence if the employer can prove they took all reasonable
steps to prevent the detrimental treatment

56. Causation
• Worker must show:
– That they made a protected disclosure
– That they subsequently suffered a detriment
– That the individual perpetrating the act/omission knew of the protected
disclosure (Anastasiou v Western Union Payment Services)
• Employer must show:
– The ground on which the act or omission causing the detriment was done
– That the disclosure played no more than a trivial part/did not materially
influence the employer
– Panayiotou v Kernaghan

57. Remedies
• Dismissal?
– automatically unfair
– Normal remedies for UD (compensation, re-engagement,
reinstatement)
• Detriment?
– Declaration
– “just and equitable” compensation (may include injury to
feelings, aggravated and exemplary damages)

58. Code of Practice
• Accessible policy which is actively promoted
• Training workers (how to bring) and managers (how to deal)
• Create an understanding that all staff should demonstrate
they support and encourage whistleblowing
• Organisational culture where workers feel safe making a
disclosure

59. Dealing with disclosures
• Facility for anonymous reporting
• Provide support and reassurance to the worker
• Investigatory meeting with worker (provide minutes, allow a companion)
• Manage the worker’s expectations: action/feedback, timescales
• Document decisions or action taken
• Record the number of disclosures and their nature
• Maintain records of the date and content of feedback provided
• Regular surveys to ascertain the satisfaction of whistleblowers

60. Whistleblowing policy
BIS Guidance:
• www.gov.uk/government/uploads/system/uploads/a
ttachment_data/file/415175/bis-15-200-
whistleblowing-guidance-for-employers-and-code-
of-practice.pdf

61. eleanor.freeman@cambridgeemploymentlaw.com
01223 656952/07834 362283
oliver.pryke@cambridgeemploymentlaw.com
01223 656954/07990 975329
www.cambridgeemploymentlaw.com

62. Thank you for attending
Cambridge HR In Business
Seminar