HR Dept Dundee and Angus have an article in the Courier Business Supplement 25.08.15

1. businessmatters 7The courier & adverTiser
Tuesday, augusT 25, 2015
Company
Name:
LloydsBankingGroup
TheRoyalBankofScotlandGroup
SSE
StandardLife
AberdeenAssetManagement
ScottishMortgageInvestmentTrust
WeirGroupPlc(The)
Aggreko
AllianceTrust
StagecoachGroup
JohnWoodGroup
TheRestaurantGroup
Firstgroup
TheEdinburghInvestmentTrust
TempletonEmergingMarketsInvestmentTrust
AberforthSmallerCompaniesTrust
MitieGroup
MurrayInternationalTrust
CairnEnergy
FinsburyGrowth&IncomeTrust
Company
Name:
AortechInternational
JohnSwan&Sons
MacfarlaneGroup
Urban&Civic
TheIndependentInvestmentTrust
STVGroup
IomartGroup
SVMUKEmergingFund
CaledonianTrust
TheRestaurantGroup
DunedinSmallerCompaniesInvestmentTrust
JSmart&CO(Contractors)
AberforthSmallerCompaniesTrust
IndigovisionGroup
Artilium
StandardLifeUKSmallerCompaniesTrust
CastleStreetInvestments
InvestorsCapitalTrust
MIDWyndInternationalInvestmentTrust
BluePlanetInvestmentTrust
Company
Name:
LansdowneOil&GAS
Seaenergy
PremierOil
OmegaDiagnosticsGroup
BraveheartInvestmentGroup
Aggreko
TenAlps
JohnMenzies
ElandOil&GAS
CairnEnergy
TempletonEmergingMarketsInvestmentTrust
TheScottishOrientalSmallerCompaniesTrust
PlexusHoldings
EdinburghDragonTrust
MurrayInternationalTrust
BelgraviumTechnologies
WeirGroupPlc(The)
Red24
AberdeenAssetManagement
LloydsBankingGroup
OpportunitiesremainintheNorthSeadespite
theoilandgasindustrysqueeze.Picture:PA.
Making sure the energy
industry can access the
skills it needs is funda-
mentallyimportanttothe
Scottisheconomy.
A recent report esti-
matedtheoilandgassec-
tor alone would still need
12,000 new recruits by
2019asfirmsfacedifficul-
ties in recruiting to
technical roles while also
being over-reliant on
contractpersonnel.
Other energy sectors
such as renewables and
grid and transmission
also need new entrants
with similar skill sets due
to factors such as retire-
mentandstaffturnover.
Skills Development
Scotland published an
investment plan for the
sector in March, devel-
oped with employers and
a broad range of industry
voices, featuring themes
including promoting
careers to young people,
increasinguptakeofmod-
ern apprenticeships and
improvingtheskillsofthe
existingworkforce.
Oilandgasneeds
thousandsofstaff
thenortheast
NicolaPrestontacklesissuesofstaffretention.Recruiting staff can be a
highly-stressfulprocess
Soonceanewpersonis
in position, the employer
will often mentally put a
tick in the box that says
‘crisisaverted’.
This is extremely
dangerous. High levels of
attritiontakeplacewithin
thefirstsixmonthsofnew
employeesjoiningafirm.
Results collated from
exit interviews across a
varietyofbusinesssectors
cite a major reason for
thisbeinglackofsupport,
developmentortraining.
New employees are
particularlyvulnerableas
they lack confidence to
ask for help for fear of
highlighting gaps in their
knowledge to both
management and their
peers.
This leads to resent-
ment from the new
employees who feel
under-supported, as well
asfromexistingstaffwho
will often feel they are
required to pick up the
slack.
Morale drops, and the
business culture can turn
toxic. More staff leave,
and the whole process
repeats.
It is vital, then, that
any new-start induction
programmeincludescon-
tinued development and
trainingthatsupportsthe
employee through their
firstsixmonths.
The next danger point
in the lifecycle of an
employee comes after
abouttwoyears.
Reasons for wanting to
leave at this point include
boredom or the need
forafreshnewchallenge.
It is clear that, for a
business to survive and
thrive, it will not only
need to retain and
develop its top talent, but
also have a robust
succession plan in place
to allow it to seamlessly
fillanyvacantpositions.
In both cases, contin-
ued staff development is
key.
When working with
expandingbusinesses,we
encourage them to con-
sider not just their infra-
structure, but also which
skill sets they will need to
develop within the busi-
ness to allow them to
achievetheirgoals.
This helps them design
a long-term training
strategy that allows staff
to grow within, and with,
thebusiness.
Companies who get
their staff development
righttendtosufferfarless
of the problems usually
associated with poor
morale,highattritionand
resistancetochange.
EmploymEnt
Continualstaffdevelopment
keytothrivingbusinesses
industry: Lackof
supportcanleavenew
staffvulnerableandlead
toa‘toxic’atmosphere
Current
market
capitalisation
thGBP
Current
market
capitalisation
thGBP
Current
market
capitalisation
thGBP
Price
trends-4
weeks%
Price
trends-4
weeks%
Price
trends-4
weeks%
Data prOviDeD by
56,321,018
21,494,148
15,016,005
8,704,267
4,357,025
3,311,384
2,895,081
2,663,733
2,661,146
2,288,802
2,112,947
1,405,832
1,371,028
1,334,598
1,294,284
1,154,288
1,100,545
1,038,042
831,664
669,523
1,571
8,109
57,477
385,938
205,328
188,632
276,935
3,753
16,792
1,405,832
106,722
46,664
1,154,288
16,992
14,536
215,154
26,701
87,118
84,255
19,295
5,054
4,368
491,145
15,904
2,029
2,663,733
10,485
266,933
71,179
831,664
1,294,284
224,676
191,030
468,987
1,038,042
4,553
2,895,081
13,715
4,357,025
56,321,018
-7.56
-6.11
0.53
-1.14
-9.42
-6.13
-9.80
-17.13
-1.97
0.66
-6.35
5.20
-2.65
0.00
-11.08
2.80
-6.39
-10.01
-13.12
-3.47
35.42
15.22
10.48
8.06
6.99
6.87
6.57
5.93
5.56
5.20
3.60
3.05
2.80
2.76
2.08
2.07
2.04
1.85
1.66
1.30
-59.68
-27.91
-27.27
-19.31
-18.92
-17.13
-16.67
-15.20
-13.27
-13.12
-11.08
-10.80
-10.61
-10.22
-10.01
-10.00
-9.80
-9.68
-9.42
-7.56
0.80
3.41
15.23
4.42
3.35
2.62
14.25
10.64
4.88
4.02
5.82
7.11
1.16
6.93
4.25
12.16
3.13
8.35
1.43
5.79
0.33
13.25
0.46
2.66
3.58
4.74
2.54
0.63
1.43
7.11
2.25
1.02
12.16
2.23
0.06
3.32
0.40
0.97
3.37
0.39
0.03
0.08
1.04
0.15
0.08
10.64
0.03
4.69
0.51
1.43
4.25
7.12
2.20
2.45
8.35
0.05
14.25
0.29
3.35
0.80
top 20 companiEs
top 20 RisERs
top 20 fallERs
scOttish stOcks repOrt
nicola presTon
direcTor of The
hr depT dundee
and angus
Closing
price
-18th
Aug
Closing
price
-18th
Aug
Closing
price
-18th
Aug
Informationcorrectasof19/08/2015