hr-toolbox

My Employee Isn't Following Instructions — What Should I Do?

Mon, 27 Apr 2026 09:09:41 GMT

When an employee stops following reasonable instructions, it places you in a difficult position.

You have a business to run. You have standards to maintain. And you have a responsibility, both to the business and to your employees, to handle the situation correctly.

The most important thing at this stage is not to act on frustration. How you respond in the early stages of a situation like this will determine whether it resolves quickly and cleanly or develops into something more serious and costly.

Before taking any action, you need to understand the reason behind the behaviour. That reason determines your next step, and getting it right protects both the business and the employment relationship.

Review the instruction itself

Before drawing any conclusions about the employee's conduct, it is worth reviewing the instruction itself objectively.

Consider the following:

Was the instruction communicated clearly and specifically?
Was it reasonable in the context of the employee's role and responsibilities?
Was there a clear explanation of what a satisfactory outcome looked like?
Is there any realistic possibility of misinterpretation?

This is not about self-doubt. It is about making sure that any action you take is built on solid ground. A significant proportion of cases that initially appear to be conduct issues are, on closer inspection, due to unclear communication. Identifying that early saves considerable time and avoids unnecessary escalation.

Have a direct and professional conversation

Once you are satisfied that the instruction was clear and reasonable, the next step is a direct, professional conversation with the employee.

This should not be a formal disciplinary meeting at this stage. It should be a genuine and measured conversation aimed at understanding what is happening.

The most common reasons an employee does not follow instructions include:

A genuine misunderstanding of what was required
A lack of skill, training, or confidence to carry out the task
Workload or capacity issues that make the instruction difficult to fulfil
A deliberate decision not to comply

Each of these requires a fundamentally different response. Treating a training gap as a disciplinary matter, or a genuine performance issue as wilful misconduct, creates legal risk and can significantly damage the employment relationship.

The conversation is where you establish which situation you are dealing with. It should happen before any formal steps are considered.

Address the underlying cause

Once you have a clear picture of what is driving the behaviour, address it directly and proportionately.

Depending on what the conversation reveals, the appropriate response might include:

Clarifying the instruction and confirming expectations in writing
Providing additional training, guidance, or practical support
Reviewing workload or priorities to ensure the instruction is realistic
Resetting expectations clearly and documenting what has been agreed

In the majority of cases, when the barrier is identified and removed, and expectations are clearly reset, the issue resolves without the need for formal action. Employees generally respond well to a structured and supportive approach, particularly when it is handled professionally and without unnecessary confrontation.

Escalate appropriately when required

If the situation does not improve following a clear conversation, documented support, and reset expectations, formal escalation may be necessary.

The appropriate route depends on the nature of the issue:

Where the matter relates to capability or training, continue to support and document your steps carefully and consistently
Where there is clear evidence of a deliberate and ongoing refusal to follow reasonable instructions, a formal disciplinary process may be appropriate

If you proceed formally, it is essential that you:

Follow your disciplinary procedure in full
Adhere to Acas guidance at every stage of the process
Base all decisions on documented facts and evidence rather than assumptions

A properly conducted process protects the business from legal challenge and demonstrates that you have acted fairly and proportionately throughout.

The importance of documentation

Regardless of which stage you are at, maintaining clear and accurate records is essential.

Document what instruction was given, when it was communicated, and how. Record the conversations you have had, what was agreed, and what happened subsequently. Note any support that was offered and whether it was taken up.

This does not need to be elaborate. A brief contemporaneous note or a short follow-up email is sufficient. What matters is that there is a clear and consistent record of events should the situation escalate further.

How we can support you

Managing a situation like this fairly and correctly, while continuing to run the business, is not always straightforward.

We work with business owners and managers to assess the situation objectively, identify the right course of action, and ensure that any steps taken are fair, proportionate, and legally defensible.

If you are dealing with a situation like this and would like some guidance, we are here to help.

Get in touch for a confidential, no-obligation conversation, and we will talk you through your options.

�� 0161 757 7576

�� info@hrtoolbox.co.uk

�� www.hrtoolbox.co.uk

New Financial Year: Have You Created an HR Budget?

Sun, 19 Apr 2026 23:39:06 GMT

You wouldn't run your sales or marketing without a budget. So why leave HR to chance?

Every April, business owners review their numbers, allocate spend and plan where to invest over the next 12 months. But HR almost always ends up as an afterthought, a reactive pot that only gets touched when something goes wrong.

The problem is that reactive HR is the most expensive kind of HR.

It costs time, output, management headspace, and, in many cases, money you never planned to spend. A disciplinary that drags on. A resignation you didn't see coming. A grievance that escalates because there was no clear process in place.

A proactive HR budget, built on real people data rather than guesswork, helps you avoid all of that. It lifts performance, reduces legal risk, and protects business value, not just this year, but as the business grows.

Here's how to build one.

Establish a clear baseline

You can't budget for HR without first understanding where you are now.

Start by pulling together a small set of core people metrics from the last 12 months:

Absence rates
Staff turnover
Time to productivity for new starters
Performance trends
Grievances and disciplinaries

These numbers tell you what's normal in your business, and more importantly, where things are quietly getting worse without anyone necessarily noticing.

Identify where the business is leaking value

Once you have your metrics, translate them into business impact.

This is where most business owners have a moment of clarity.

Think in simple terms:

Absence equals lost productivity and management time
Turnover equals recruitment costs and lost knowledge
Slow onboarding delays output and revenue
Repeated grievances increase legal risk and distraction

You are looking for the areas that are quietly draining performance and profit — even when nothing has technically gone wrong yet.

Prioritise what will actually move the needle

Not every HR issue deserves equal investment, and spreading your budget thinly across everything delivers very little.

Choose two or three priority areas only. You will get far more return from targeted, focused investment than from trying to fix everything at once.

Map your spend to outcomes, not activities

This is where most HR budgets fall apart; money gets spent on activities without being linked to any measurable results.

For each priority area:

Link spend to a specific metric you want to improve
Define the business outcome you are working towards
Only budget for actions that directly support that outcome

When HR investment is tied to measurable results, you get clarity and return. When it isn't, you get spending that feels necessary but delivers very little.

Build in preventative spend

Prevention is always cheaper than dealing with the fallout from claims, conflict, poor hires, or avoidable turnover.

Your HR budget for 2026-27 should include:

Regular HR audits to spot risk before it escalates
Manager training so your team handles issues correctly
HR process and documentation review
Ongoing HR support and advice

These reduce risk, improve consistency across the business, and keep things stable as you grow.

Create a simple 12-month HR plan

Once your priorities and spending areas are clear, map them out across the year.

For each action, include:

What will be done
When will it happen
What success looks like
Which metric does it connect to

This turns your HR budget from a number on a spreadsheet into an actual working plan, one you can track, report on, and adjust as the year progresses.

Review and adjust every quarter

HR budgets are not fixed. Priorities shift, business conditions change, and new issues emerge.

Review your core people metrics every quarter:

Track improvement against your starting baseline
Shift budget as priorities change
Demonstrate the return on your HR investment

You are not looking for perfection. You are looking for steady, measurable improvement in the areas that matter most to your business.

The real cost of getting this wrong

Managing HR reactively feels free, until you add it up.

Unplanned recruitment. Management time lost to disputes. Avoidable turnover. Legal advice brought in too late. Employment tribunal claims that could have been prevented with the right process in place.

The businesses that treat HR investment the same way they treat sales or marketing investment are the ones that grow with less disruption and fewer expensive surprises.

The new financial year is the right moment to make that shift.

How we can support you

We work with small and medium-sized businesses to help them analyse their people metrics, identify their priorities, and build a practical HR budget that delivers measurable returns.

You get clarity, structure, and confidence that your people decisions are supporting the business, not quietly draining it.

Get in touch for a confidential chat, and we will talk you through how we can help. 

�� 0161 757 7576 �� info@hrtoolbox.co.uk �� www.hrtoolbox.co.uk

When to Stop DIY-ing HR and Get the Support You Need

Tue, 14 Apr 2026 04:47:39 GMT

Managing HR yourself is how most small business owners star t out.

It makes sense, you're watching costs, wearing multiple hats, and trying to keep things lean.

It works for a while.

Then the team grows. Issues crop up. What used to take 20 minutes now takes an evening. And the headspace it consumes starts pulling you away from the work that moves the business forward.

This is where many businesses stay stuck for too long, trying to manage HR alone when outsourcing to an HR consultant would be faster, safer, and often more affordable than they expect.

Here are the signs that you've reached that point.

HR issues are taking up too much time and headspace

If you're spending evenings drafting letters, searching for templates online, or dealing with people problems you didn't plan for, that's a clear sign thing has tipped.

The opportunity cost is high. Every hour you spend on HR admin is an hour you're not spending on clients, strategy, or growth.

For small businesses, especially, time is the most limited resource. Outsourcing HR support frees it up.

You're reacting to problems instead of planning ahead

DIY HR almost always becomes reactive — because you simply don't have the time or expertise to stay ahead of issues.

Policies are going out of date. Onboarding gets rushed. Documentation becomes patchy.

When problems flare up, you're starting from behind instead of having a clear process already in place. An experienced HR consultant keeps you ahead of issues rather than scrambling to catch up.

Decisions feel risky or uncertain

If you're regularly asking yourself, "Can I say this?" or "Is this actually allowed?", you're carrying unnecessary legal risk.

Guesswork is where many employment tribunal claims begin, and tribunal claims are rising, with cases becoming more complex and harder to defend.

When every person’s decision feels like a gamble, it's a sign the business needs proper HR support behind it.

Growth is creating people complexity, you don't have time to manage

As soon as you add more people, you add more moving parts, performance issues, pay queries, sickness absence, contracts, conflict and development.

These areas need structure and consistency to manage well.

Over 60% of UK SMEs now outsource at least one HR function, and for good reason. DIY HR becomes unsustainable when each new hire adds pressure instead of capacity.

Issues are being delayed because there's no clear process

When there's no set way of handling things, decisions get delayed. Managers hesitate. Problems drag on longer than they should.

Delays are costly, both financially and in terms of team morale. They also make issues harder to resolve the longer they're left.

A clear HR framework, put in place by an experienced HR consultant, removes hesitation and gives managers the confidence to act.

DIY HR usually costs more than outsourcing

This is the part many business owners only realize in hindsight.

Handling HR yourself feels free, but it isn't. It costs time, energy, lost productivity, avoidable staff turnover, and sometimes legal claims, all of which add up to far more than the cost of professional HR support.

HR administration outsourcing reduces the risk of legal problems and removes the burden of policies, contracts, onboarding, performance management, compliance, and records management from your plate.

Outsourcing isn't a luxury. For most growing businesses, it's the most cost-effective way to create stability and protect the business from avoidable risk.

How HR Toolbox can help

We work with small and medium-sized businesses across Manchester and beyond to take HR off your plate and put the right foundations in place.

We'll look at everything currently sitting on our desk, remove the unnecessary burden, and give you consistent, defensible processes that let the business grow without constant people-related disruption.

You get clarity. You get time back. And you avoid the risks that come from trying to handle HR alone.

Get in touch with a confidential, no-obligation chat.

�� 0161 757 7576

�� info@hrtoolbox.co.uk

�� www.hrtoolbox.co.uk

Letting People Go With Your Head — and Your Heart — Held High - Redundancy UK done right

Tue, 10 Mar 2026 22:54:23 GMT

A practical guide for UK business owners navigating redundancy and employment law UK the right way.

Nobody starts a business hoping to one day sit across from a member of their team and tell them their job no longer exists. But for many business owners, it’s an unavoidable reality. And how you handle it matters — far more than most people realise. Done badly, a UK redundancy process leaves lasting scars: on the people leaving, on the people staying, and on your reputation as an employer through things like unfair dismissal.

Done well, it can be handled with dignity, transparency, and even a measure of trust intact. In this article we're going to focus in on how to make someone redundant in the right way technically and compassionately.

Here’s how to get the legal bits right — and the human bits too.

First, make sure it’s genuinely redundant

This might sound obvious, but it’s where many employers come unstuck. A redundancy must be real. If you make someone redundant and then hire someone else into essentially the same role shortly afterwards, you’re likely looking at an unfair dismissal claim.

Legally speaking, redundancy exists when a business closes, a specific workplace closes, or the need for employees to do a particular kind of work has reduced or ceased. If none of those apply, it’s not redundancy — full stop.

Know your legal obligations

UK employment law sets clear minimums. Here’s a quick summary of what you’re required to do:

• Consult individually with each employee at risk of redundancy — this isn’t just a courtesy, it’s a legal requirement.

• If you’re making 20 or more people redundant within 90 days, you must begin collective consultation at least 30 days before the first dismissal (45 days if 100 or more).

• Pay statutory redundancy pay to any employee with two or more years’ continuous service. From April 2025, weekly pay is capped at £719, and the maximum statutory payment is £21,570. These figures will likely change from 6 April 2026.

• Explore suitable alternative roles before making anyone redundant — you must make a genuine effort to redeploy people where possible.

• Give proper notice: the statutory minimum is one week per year of service (up to 12 weeks), though contracts may require more.

For full details on statutory redundancy pay calculations, see: gov.uk/calculate-your-redundancy-pay

The consultation: it’s not a box-ticking exercise

The consultation process is where many businesses lose the plot. They schedule a meeting, tell the employee what’s happening, and call it done. That’s not consultation — that’s notification.

Real consultation means going in with an open mind. The outcome shouldn’t be fixed before the conversation starts. You need to genuinely consider any alternatives the employee raises, explain your reasoning, and give them time to respond. This can feel uncomfortable, especially in a small business where relationships are close. But it’s both legally required and, frankly, the decent thing to do.

The human side: don’t underestimate it

Beyond the legal requirements, there’s a bigger question: how do you want the people leaving your business to feel? And how do you want the people staying to see you?

A few things go a long way:

• Be honest about why it’s happening. People can handle difficult news far better when they’re treated as adults and given a straight explanation.

• Give people time to absorb the news before asking them to make decisions. Don’t rush the process unnecessarily.

• Offer practical support where you can — whether that’s a strong reference, flexible hours during the notice period to attend interviews, or a frank conversation about what they’re good at.

• Keep the conversation private. Finding out your role is at risk through the office grapevine is mortifying and unnecessary.

• Check in. A redundancy process can span several weeks. Don’t just issue a letter and go quiet.

And for the team members who remain: they’re watching how you treat their colleagues. If the process feels cold, secretive, or rushed, it erodes trust with the people you still need.

A word on the Employment Rights Bill

It’s worth flagging that the employment law landscape is changing. The UK’s Employment Rights Bill is working its way through Parliament, and one significant proposed change is reducing the qualifying period for unfair dismissal claims from two years to just six months. This is expected to come into effect over the coming years.

The direction of travel is clear: employee protections are strengthening. Getting your redundancy process right today isn’t just good practice — it’s future-proofing your business.

Need help navigating a redundancy process?

Whether you’re facing your first redundancy situation or dealing with something more complex, we’re here to help you do it right — legally, practically, and with the care it deserves. Get in touch with our team today.

November 2025 Budget

Wed, 26 Nov 2025 18:19:39 GMT

Budget summary for business owners...

Within this article, you’ll find:

A summary of what this Budget really means for your business
A complete list of every change that will affect you as a business owner, your business and how you employ people

1: What this really means for your business

Your employment costs are going up, and the government is tightening compliance across the board.

Between the National Living Wage rise, frozen NI thresholds, the salary sacrifice cap and higher enforcement, most small businesses will see a meaningful increase in their people costs over the next two years.

At the same time, the new Fair Work Agency will be far more aggressive in targeting poor HR practices, missing paperwork and non-compliance.

In short: higher costs, less room for error, and greater scrutiny of how you employ and manage people.

The steps you need to take now

1. Re-forecast your 2026 payroll and overheads

The wage rises combined with frozen employer NI thresholds mean your labour costs will climb faster than in previous years. Build this into next year’s budgets now, not later.

2. Strengthen HR compliance before enforcement ramps up

The new Fair Work Agency will investigate, name and penalise employers far more quickly. Review your contracts, right-to-work checks, policies, timekeeping records and employment terms. Any gaps will become liabilities.

3. Protect your margins by redesigning your workforce model

Rising payroll costs will force many businesses to rethink staffing levels, shifts, overtime, agency use and seasonal patterns. A tighter staffing model now is cheaper than last-minute fixes later.

4. Refresh your hybrid and homeworking rules

Tax relief for employees’ homeworking expenses is ending. If your policies are unclear or inconsistent, expect pushback and confusion. Set out what you cover, how and why.

5. Review your reward and benefits packages

Pension salary sacrifice over £2k a year loses NI relief from 2029. High-value options schemes are changing. This is the moment to check whether your benefits are still cost-effective and competitive.

6. Understand how business rates changes will hit your premises

Some businesses will benefit, but others will see steep increases once transitional caps come off. Check your rateable value and budget for your true future bill, not just this year’s.

7. Plan for tax changes if you take dividends or property income

Dividend tax and property income tax rises mean owner-managers will take home less Build this into your personal and business cash flow planning.

8. Use funded labour schemes to offset higher costs

Take advantage of subsidised youth placements, training programmes and skills funding. If costs are rising, you need to benefit from every support mechanism available.

9. Get HR and finance working together

These changes cut across payroll, contracts, compliance, staffing and tax. A joined-up review now will save you time, money and stress when the changes hit.

Bottom line for you and your business

This Budget increases your cost of employing people and raises the stakes on getting HR right. The businesses that act early will absorb the changes and offset the costs smoothly. The ones that wait will face higher bills, compliance risks and operational disruption.

2: A complete list of every change that will affect you as a business owner, your business and how you employ people

Employment and payroll changes

National Living Wage and Minimum Wage increases (April 2026)

What it is: The legal minimum pay rates employers must pay staff.

What’s changing:

NLW for 21+ increases to £12.71/hour.
Big increases for younger workers too.
Accommodation offset rises to £11.10/day.

Impact on business:

Higher payroll costs.
You may need to adjust pay bands to keep roles fair and avoid compression.
Budgeting and workforce planning needed before April 2026.

National Insurance & salary sacrifice Employer NI threshold frozen until 2031

What it is: The salary level at which employers start paying NI for each employee.

What’s changing: The threshold stays at £5,000 for the next six years.

Impact: Because the threshold stays fixed while wages rise, more of each employee’s pay will attract NI over time. This is a stealth increase in employer NI costs.

Salary sacrifice pension changes (from April 2029)

What it is: Salary sacrifice allows employees to give up part of their salary in exchange for pension contributions, saving tax and NI for both sides.

What’s changing: Only the first £2,000/year of pension contributions through salary sacrifice will be exempt from NI. Everything above this will attract employer and employee NI.

Impact:

Higher payroll costs for companies with generous pension arrangements.
Affects retention packages, senior staff and benefits design.

Workplace rights, enforcement & compliance

New Fair Work Agency enforcement powers (from April 2026)

What it is: A new government enforcement body that oversees breaches of employment law.

What’s changing:

New team to target sectors with widespread employment law breaches.
Directors can be disqualified for repeated violations.
Employers who break the law will be publicly named much faster.

Impact: Businesses face a much higher risk of enforcement action, especially those with weak HR processes, missing paperwork, or cash-in-hand practices.

Homeworking expenses tax change (April 2026)

What it is: Currently, employees can claim tax relief for unreimbursed homeworking costs.

What’s changing: This tax relief is being abolished.

Impact:

Employees may expect employers to cover more homeworking costs.
Employers can still reimburse tax-free if they choose.

Employer NICs relief for veterans extended to 2028

What it is: A scheme where employers pay 0% employer NI on qualifying veterans for their first year of civilian employment.

What’s changing: Extended for another two years.

Impact: Continued incentive for hiring veterans.

Business rates changes

Business rates are a tax paid on commercial property (shops, offices, warehouses, etc). This Budget makes major changes affecting nearly all premises-based businesses.

Business rates revaluation & lower multipliers (from April 2026)

What it is:

Revaluation: Government updates the value of business properties to match current market rents.
Multipliers: The pence-in-the-pound rate applied to your property value to calculate the bill.

What’s changing: Both multipliers are dropping significantly.

Small business multiplier: 49.9p → 43.2p
Standard multiplier: 55.5p → 48p

Impact:

Many businesses will see lower bills because the rate you pay per pound is falling.
However, some properties may still go up if their rental value increased sharply since the last revaluation.

Permanent lower multipliers for Retail, Hospitality & Leisure (RHL)

What it is: A new tax discount built into the system for shops, cafes, pubs, restaurants, gyms, hotels, etc.

What’s changing: RHL properties under £500k rateable value get two permanently lower tax rates.

Impact: Strong support for high street, consumer-facing businesses.

New high-value property multiplier (from 2026)

What it is: A surcharge on commercial properties valued over £500,000.

What’s changing: A new higher multiplier of 50.8p for these properties.

Impact: Large offices, warehouses or prime retail sites will see higher bills to fund reductions for smaller firms.

Transitional Relief Scheme (2026–2029)

What it is: A cap on how quickly your business rates bill can increase after revaluation.

What’s changing: Three-year scheme with specific % caps depending on property value.

Impact: Provides protection for businesses facing steep increases.

1p Transitional Relief Supplement (2026–27)

What it is: A temporary extra 1p in the pound added to business rates for those not receiving relief.

Impact: Light increase for businesses receiving no discount, used to help fund the relief schemes.

SBRR grace period extended to 3 years

What it is: Currently, if you run a very small business and take on a second property, you lose your Small Business Rates Relief after 1 year.

What’s changing: You’ll now keep your relief for three years.

Impact: Encourages micro-businesses to expand without being hit immediately by higher rates.

Tax changes affecting business owners

Dividend tax increases (April 2026)

What it is: Tax paid on dividends (common for owner-directors).

What’s changing: Rates rise by 2 percentage points.

Impact: Owner-managers taking dividends from their company will pay more tax.

Property income taxed separately (April 2027)

What it is: Landlords currently pay the same tax rates as other income.

What’s changing: Property income becomes its own category with higher rates (22%, 42%, 47%).

Impact: Landlords (including company owners with rental side businesses) pay more tax.

Savings income tax rises (April 2027)

What it is: Interest earned on savings accounts and investments.

What’s changing: All savings income tax rates increase by 2 percentage points.

Impact: Higher tax for business owners with significant personal savings.

Writing-down allowance changes (April 2026)

What it is: Tax relief businesses get for plant, machinery and equipment over time.

What’s changing:

Main rate falls to 14% (from 18%).
New 40% first-year allowance introduced.

Impact:

Slightly slower ongoing tax relief
But a larger upfront deduction in year one
Useful for businesses making big equipment purchases.

Employee Ownership Trust CGT relief cut (Nov 2025)

What it is: Tax relief for owners who sell their business to an Employee Ownership Trust (like the John Lewis model).

What’s changing: Relief drops from 100% to 50%.

Impact: Selling to an EOT becomes less tax-efficient.

Growth, recruitment & skills

£1.5bn for Youth Guarantee & skills programmes

What it is: Government-funded employment and training support.

What’s changing: Funding significantly expanded.

Impact: Businesses may get:

easier access to subsidised training
support hiring young people
simplified apprenticeship rules (details coming)

Subsidised youth work placements (6-month placements)

What it is: A scheme giving businesses access to free labour for early-career workers.

What’s changing: Government pays 100% of wage costs for 25 hours/week for eligible 18–21-year-olds on Universal Credit.

Impact: Businesses gain low-risk hiring routes and inexpensive staff for entry-level roles.

Planning system capacity increases

What it is: More staff for planning departments.

Impact: Faster approvals for business expansion, premises upgrades and new builds.

Expansion of Growth Guarantee Scheme (British Business Bank)

What it is: Government-backed loan support.

Impact: Easier to access finance, particularly if affected by global tariff changes.

EMI scheme expanded (April 2026)

What it is: A tax-advantaged share options scheme used to attract and retain talent.

What’s changing:

Employee limit increases to 500
Gross assets limit increases to £120m
Option grant limit increases to £6m
Max holding period increases to 15 years

Impact: Many more scale-ups can now offer competitive equity packages.

VAT changes

VAT relief on business donations to charity (April 2026)

What it is: Businesses currently often pay VAT when donating goods.

What’s changing: VAT scrapped for donations used in charity services.

Impact: Better for CSR, easier for retail and product-based businesses to donate stock.

Cross-border VAT grouping changes (Nov 2025)

What it is: Rules for multinationals that group companies together for VAT.

Impact: Only relevant to international groups, not most SMEs.

Other enforcement and operational changes

High street illegal operations taskforce

What it is: Crackdown on illicit trading, money laundering and non-compliant businesses.

Impact: More inspections and higher penalties for businesses ignoring compliance.

Import duty on low value imports (from 2029)

What it is: Changes how customs duty applies to cheap imported goods, especially e-commerce.

Impact: Online sellers and businesses importing low-value items may face new customs charges.

If you need us for any 1:1 HR support on the back of the November 2025 Budget, please Contact Us .

The employer's checklist for 2025

Sat, 21 Dec 2024 20:12:23 GMT

It's 2025, and it's time to make sure your HR house is in order.

This checklist will guide you through the top 10 areas you should review, including the complete employee life cycle, to get the very best out of your team and business this year.

1. Legal compliance

This is at the top of the list for good reason. Staying compliant and handling situations legally will help to avoid costly fines and legal issues.

Can you confidently say you're 100% legally compliant? YES / NO

2. Leverage HR technology

HR technology can help you to manage your people and save costs in many different ways. Numerous software programmes are available to help you with every step of this process.

Could you be using HR technology more? YES / NO

3. Attraction: Attract the best people

Your business is only as strong as the people you employ. Therefore, creating a strong employer brand that highlights your culture, mission and benefits is essential.

How good is your employer brand? Bad 1 2 3 4 5 6 7 8 9 10 Good

4. Recruitment: Find the best people

A solid recruitment process ensures you find the right person and stay legally compliant.

Do you have an efficient and legally compliant recruitment process? YES / NO

5. Onboarding: Give your new employees the best experience

First impressions matter, and the first few weeks are crucial to your new employee's engagement and success. That's why you need to have a great onboarding process.

Do you have a great onboarding plan for when you have a new hire? YES / NO

6. Retention: Keeping your team happy

Keeping your best people is just as important as hiring them, and that's why you need to create a positive working environment and keep an eye on your culture and performance management.

Do you track how happy your employees are using metrics? YES / NO

7. Development: Investing in your team's performance

Investing in your team's performance helps in many ways and is crucial to employee retention. For example, you could provide tailored development plans that align with individual career goals and company needs.

Could the performance of your team be improved? YES / NO

8. Offboarding: Saying goodbye in the right way

Offboarding is as important as onboarding. When employees leave, you want to ensure your team isn't left to pick up the pieces. That's why you need an amazing offboarding process, including exit interviews.

Do you have an amazing offboarding process? YES / NO

9. Happy Leavers: Avoid dodgy Glassdoor reviews

The goal for all employees is to feel valued and respected by the company. So, when they do leave, they part on good terms and can be a great advocate for your company in the future.

How do your employees feel when they leave the company?

Bad 1 2 3 4 5 6 7 8 9 10 Good

10. Work with a 1:1 HR Consulting Company

Working with a 1:1 HR consultant will help you to get the best out of your team and business this year.

We will be your strategic partner, help you to stay legally compliant, save time and costs, and manage every area of the employee lifecycle.

Want to work with us?

Get in touch for a free, confidential chat about your business.

HR Newsletter December 2024

Mon, 09 Dec 2024 19:58:08 GMT

Our HR news roundup for December...

How 'Organisational Design' will help you to have a successful 2025

2025 is just around the corner and lots of business owners we know are already planning ahead.

You're likely using this time to take stock of the year to date, looking at your goals for 2025 and thinking about what you need to do to get there.

An important part of this process is reviewing your 'Organisational Design'.

We HR consultants use this term to describe how your business operates from a people point of view.

It involves figuring out the best way to arrange your teams, roles and workflows so that everyone knows what they need to do, how they fit into the bigger picture and how they can work together efficiently.

For you, Organisational Design is about asking questions like:

• Are my employees in the right roles and do they know what’s expected of them?
• Is communication flowing easily between departments?
• Are decisions being made quickly and effectively, or are there bottlenecks?
• Are my processes and systems set up in a way that helps the business to move towards its goals?

Want to make 2025 your most successful year to date?

Organisational Design is a vast task that can be daunting. This is where expert HR consultants like us can help.

Get in touch and we'll help you to have your most successful year yet.

Younger generations demand greater corporate action on social issues

A new report reveals that over half (53%) of Gen Z and Millennials expect businesses to take stronger stances on social issues, such as racial inequality and abortion rights.

This is a sharp increase from 39% in 2021, with many now believing companies are falling short in this area. Younger generations prioritise organisations aligning with their values, opting for those emphasising diversity, equity, inclusion (EDI), transparency and employee well-being. EDI is especially important for Gen Z and Millennials when choosing employers, with 57% supporting racial and gender targets.

The report stresses that businesses must back their words with actions and see purpose as a moral responsibility rather than a corporate advantage for long-term success.

1 in 4 UK workers penniless before payday

A survey by Ciphr has revealed that one in four UK workers ran out of money at least once before payday this year, with younger employees particularly affected by the cost-of-living crisis and more likely to have taken out loans or moved in with family to save money.

Many employees have also worked while unwell due to fear of losing wages, with 55% of 18-24-year-olds doing so.

It is crucial to support employees' mental and financial wellbeing more than ever, even if you cannot afford to offer additional company sick pay schemes.

Some recommended actions include:

1. Providing benefits that focus on supporting employees’ health.
2. Allowing flexible work arrangements can help to alleviate employees' stress during illness or financial hardship.
3. Being understanding and compassionate when employees need time off due to illness can reduce the mental stress associated with financial and physical difficulties.

Get in touch for support with implementing these into your business.

According to research published in September, 73% of UK employees would take a pay cut in exchange for working four days a week.

The proportion of employees who would sacrifice part of their salary for a four-day week is growing, up from 65% in 2023.

Employment surveys are one of the most powerful tools you can use as a business leader

As a business leader, one of your jobs is to make big, difficult decisions.

When making a decision, you look at all the information available to you so that you can make the best, most informed decisions.

And when it comes to making decisions about your people, it’s important to use the same care and due diligence because they’re your greatest asset.

Employee surveys are the answer, giving you the insights you need to make the best decisions for your team.

They’re one of the most powerful tools you can use as a business leader.

They help you to bridge the gap between what you think is going on and what is actually happening – because the two can often mean very different things.

We're here to help

To ensure you get the best insights from your survey and to convert findings into a great action plan, we're here to help.

Get in touch for a confidential chat today.

Q & A

Q&A

What's an "off the record" conversation?

An "off-the-record" conversation is meant to stay confidential and not be used later in formal claims or disputes. However, there's no guarantee it won't be repeated. It's important to understand the distinction between "protected" and "without prejudice" conversations, always act reasonably and keep a private record of what was discussed. For legal protection, chat with us first.

Should I be paying a Christmas bonus?

Paying a Christmas bonus is a great way to reward staff and boost morale, but it's only a legal requirement if specified in the employee's contract. If it's part of the contract, it becomes a binding obligation. Otherwise, it's entirely at the employer's discretion.

Should I pay my employee during bereavement leave?

There is no legal obligation to provide paid bereavement leave, except in cases of parental bereavement when an employee loses a child. However, many employers choose to offer paid leave, often referred to as 'compassionate' or 'bereavement' leave, based on company policy or the employee’s contract. You can also agree with the employee to treat the leave as sick

How to improve the performance of your employees

Fri, 22 Nov 2024 22:25:46 GMT

Putting systems in place to review and improve your employees’ performance is important because your employees’ performance directly impacts your bottom line.

What is Performance Management?

‘Performance Management’ is an umbrella term HR consultants use to describe strategies or actions to review and improve employee performance.

What are the benefits of Performance Management?

• Aligns individual performance with organisational goals
• Enhances productivity and efficiency
• Boosts employee engagement and motivation
• Improves communication between managers and employees
• Supports career development and growth
• Reduces risk and enhances accountability
• Enhances employee retention

What’s involved in managing your employees’ performance?

Many people think a monthly appraisal with your employees will complete the job. However, this approach is completely ineffective.

Instead, it would be best if you thought of Performance Management as a system that has 4 interconnected steps:

Step 1: Planning

Planning is the foundation of effective Performance Management. It begins with setting clear goals and expectations, ensuring employees understand their roles and responsibilities. This alignment helps create a shared vision of success, ensuring everyone is working towards common objectives.

Step 2: Monitoring

Monitoring involves regular check-ins, feedback and performance reviews that keep employees focused, supported and on track. These ongoing assessments allow managers to address challenges and make necessary adjustments, creating a dynamic process rather than a static, once-a-year review.

Step 3: Developing

Developing your people is crucial for maintaining a competitive edge. Providing continuous learning opportunities, such as training, mentoring and upskilling, empowers employees and enhances their performance. This pillar addresses current skill gaps and prepares employees for future roles, fostering a culture of growth and adaptability.

Step 4: Reward and Recognition

Recognising and rewarding hard work is more than good practice—it’s essential for maintaining motivation and engagement.

Rewards can be monetary or non-monetary, such as public recognition, career development opportunities or flexible work arrangements. This acknowledgement reinforces positive behaviours and drives a culture of high performance.

We can help you create your Performance Management System

Performance Management is not a one-time event, but an interconnected system of planning, monitoring, developing and rewards.

Integrating these steps into your Performance Management System creates an environment where employees feel valued, supported and driven to achieve their best.

This is something we can help you create. Get in touch for a confidential chat.

The ultimate guide to employer branding

Mon, 28 Oct 2024 23:41:00 GMT

What do you know about employer branding? Is it a cool logo and a punchy strapline, or a secret weapon that supercharges your business?

Let’s dive into what employer branding REALLY is, why it matters so much and the benefits of developing a killer employer brand...

What is your employer brand?

It's the perception and reputation of your business as an employer from the outside in.

It’s what you stand for and the awesome experience you create for everyone - customers, clients and employees alike. It connects your values, strategies and policies with your people.

When thinking about your brand, it’s natural to focus on how future candidates view your company and your overall marketability.

But it’s way more than that.

It’s about retaining your current teams just as much as attracting new talent.

It’s what you want people to say and feel about working for you, so building your employer brand through the entire employee cycle is key.

What are the magic ingredients of an employer brand?

Here’s what makes your employer brand truly special:

Engagement: How involved, enthusiastic and excited your people are about their work.

Culture: The shared values, beliefs and behaviours that make your business unique.

Performance: The quality and impact of your teams’ work and their contribution to your overall goals.

Reputation: How your business is viewed as a workplace by everyone - inside and out.

The power of employer branding (good and bad)

Employer branding is not just a marketing strategy, it’s a powerful force. However, if it is neglected or mishandled, it can seriously backfire.

If your employees feel negatively towards your business, morale and productivity drop while high absence rates soar. This impacts the service you provide and breeds client dissatisfaction—and this spells trouble for your business.

But when you nail a strong employer brand you have happy, proactive employees who want to contribute and make a difference to your business goals. Productivity levels go through the roof and your teams deliver a top-notch service to your clients.

Happy employees? Happy clients! It’s as simple as that.

Finally, a strong employer brand will do wonders for your bottom line by boosting profitability and slashing turnover costs.

Building an employer brand

Here are some great strategies to create a strong employer brand:

Define your EVP (it’s VIP):

Your Employer Value Proposition is what your business stands for. Highlight what makes you unique, your long-term vision and why people should join - and stay - at your business.

Know your internal brand:

Tap into the thoughts of key stakeholders by holding workshops with your senior leadership team, holding focus groups and conducting regular pulse surveys to gather key insights.

Act on feedback:
Regularly seek feedback from your employees through interviews and informal conversations. Use this feedback to make continuous improvements to your workplace policies, culture and overall employee experience.

Be aligned:

Make sure your employer brand aligns with your values, strategies and policies. Your brand should reflect what you stand for and how you operate daily, so ensure your policies mirror your brand promises and your values shine through the decisions you make.

Cultivate a great culture:

Foster an inclusive, supportive work environment with team-building activities, recognition and praise, with a visible leadership team as a good starter for ten.

Invest in development:

Offer continuous learning and career advancement opportunities. By demonstrating a genuine commitment to employee growth, you’ll retain the best people and attract ambitious talent.

Perfect your employee experience:

From competitive pay and reward strategies, dynamic flexible working arrangements to transparent communication, a great overall experience will make people want to come to work.

Showcase Corporate Social Responsibility (CSR):

Highlight your involvement in social and environmental initiatives. A strong CSR presence will attract employees who value corporate ethics and community involvement as much as pay and reward.

Encourage advocacy:
Motivate employees to become brand ambassadors. Encourage them to share their positive experiences on your socials, represent you at industry events and refer potential new candidates from the outside.

Apply your brand everywhere!

Embed your brand into every aspect of your business for maximum impact. From candidate information on your website to an engaging onboarding programme and beyond, regularly update these platforms with engaging content, news and highlights.

Need help?

A strong employer brand is essential for business success, but it’s more than just a catchy slogan. It connects your values with your people, creating a unified, motivated and engaged workforce that boosts productivity and elevates client satisfaction.

Partnering with an HR Consultant can help build a rock-solid employer brand by bringing expertise, fresh perspectives and proven strategies to the table.

Ready to power up your employer brand? Reach out today to discover how we can help!

HR Newsletter October 2024

Tue, 01 Oct 2024 22:29:25 GMT

Our HR news roundup for October...

What do you really know about Employer Branding?

Employer branding isn’t just a slick logo or a clever marketing strategy; it's a powerful force, connecting your values, strategies and policies with your people.

It’s what you stand for, how the world sees your business and the amazing experience you create for customers, clients and employees alike.

Happy employees will go the extra mile for you - and your clients - and profits increase.

Neglect your employer brand and you risk people feeling negatively about your business, which can lead to plummeting morale, reduced productivity and low client satisfaction.

Ready to build a powerful employer brand? Let’s dive in…

Define your Employee Value Proposition

Show off what makes your business unique, your vision for the future and why people should join - and stay - with you.

Know your internal brand

Host focus groups and run regular pulse surveys to find out how your teams really feel about you and your brand - then take action!

Stay aligned

Your employer brand should mirror your values, strategies and daily operations. Make sure everything matches up perfectly.

Highlight your CSR efforts

Showcase your commitment to social and environmental causes. A strong CSR reputation attracts top talent who care about ethics.

Encourage advocacy

Turn your teams into brand ambassadors! Encourage them to share positive experiences, represent your company at events and help refer new talent.

Discover how to build a winning employer brand that inspires your teams and delights your clients by downloading our latest guide today!

Get your FREE copy here !

Monk mode? Fake happy? Woliday? Time to catch up!

Are you up to speed on the latest workplace buzzwords? A study by an employee recognition platform, Rippl, has revealed a new set of viral phrases shaking up the modern workplace.

Like ‘office peacocking’, when employers spruce up their offices to lure employees back post-pandemic.

Keeping up with these expressions isn't just about staying current —it's about shaping workplace culture, understanding employee experience and expectations and engaging with critical topics. But the debate is on, do these phrases sensationalise every day work issues? Or do they actually highlight real trends?

https://thehrdirector.com/business-news/the-workplace/ghost-jobs-acting-wage-11-viral-workplace-buzzwords-need-know/

Lonely Hearts Club: The Rise of Workplace Isolation

New data from Gallup has shown a troubling trend: workplace loneliness is on the rise. A staggering 20% of employees report feeling lonely on a daily basis, with fully remote workers feeling it even more acutely at 25%, compared to 16% of office-based staff. This loneliness is affecting overall well-being, engagement and performance.

While some employers might think that bringing everyone back to the office will solve the problem, it may not address the root cause—and could make the situation even worse.

Employers should focus instead on boosting engagement by connecting teams to their work, the company’s mission and each other. Empowering managers to be culture champions can also play a key role in bridging the gap and combating workplace loneliness effectively.

https://hrzone.com/rising-workplace-loneliness/

Shared Parental Leave Hits New Heights

Shared Parental Leave (SPL) uptake has hit a record new high, with HMRC data showing there were nearly 25,000 claims last year - far surpassing the 6,200 claims in 2015 when SPL was introduced.

Suzanne Caveney, an employment partner at Eversheds Sutherland, attributes this surge to the gradual but evolving attitudes towards shared parenting and improved workplace policies and pay.

Despite the progress, SPL usage still trails behind other countries like Finland, where paid family leave is standard for both parents. The data also reveals that SPL is more commonly taken by older, highly qualified individuals in large organisations, who earn higher incomes and have progressive gender role attitudes, compared with parents who do not take up SPL and pay.

https://www.personneltoday.com/hr/uptake-of-shared-parental-leave-reaches-a-new-high/

How to Support Employees with ADHD

October is ADHD Awareness Month - the perfect time to celebrate neurodiversity and learn how to support employees with ADHD.

With 2.6 million people in the UK diagnosed with ADHD—and that number growing - understanding the condition is more important than ever for business owners.

Plus, as employment tribunal claims related to neurodiverse conditions are on the rise, it's crucial to know how to support your team effectively to help them thrive and avoid any legal issues.

But how much do you really know about ADHD?

ADHD, or Attention Deficit Hyperactivity Disorder, is a neurodivergent condition affecting how the brain develops and works.

Symptoms typically fall into three categories: (1) inattentiveness and distractibility, (2) hyperactivity and impulsiveness, and (3) a combination of both.

But, here’s the thing, while people with ADHD experience challenges like forgetfulness and concentration - they bring unique strengths to the table! They often excel as leaders, demonstrating high emotional intelligence, and their creativity, unmatched energy and enthusiasm can be game-changers for your business.

Want to harness that brilliance? Here’s how:

Flexible Working: Offer adjusted hours and remote work options to help manage energy levels and focus.

Clear expectations: Break tasks down into steps, set clear priorities and deadlines, and use visual aids with written instructions to help keep things organised.

Open communication: Create an inclusive culture where people feel comfortable discussing needs and challenges, and provide necessary adjustments.

Training and coaching: Provide support in areas such as time management and organisational skills, as well as company-wide education on ADHD.

Q&A

Can I refuse to provide a reference?

Yes, unless you're legally obligated—for example, in an employment contract, for certain financial services jobs regulated by the Financial Conduct Authority or Prudential Regulation Authority, or as part of a settlement agreement. Your reference policy can limit what you include.

What do I do if I can’t get in contact with my employee?

Check their schedule, then try contacting them via phone, text or email. If it’s not urgent, give them time, document your attempts and make use of emergency contacts. If there’s no response, follow up in writing and consider inviting them to a disciplinary hearing, following company procedures.

I only employ one person - do I need HR advice?

Yes! Even with just one employee, HR advice is essential. You may not need a dedicated HR person, but an HR Consultant can keep you compliant, legal and running smoothly.

What is Wellbeing Washing and how can you avoid it?

Mon, 23 Sep 2024 14:46:40 GMT

Is your business guilty of “wellbeing washing”?

There’s often a disconnect between what employees expect from wellbeing support and what employers provide.

A monthly pizza party or last-minute webinar just won’t cut it and employees see right through superficial gestures.

Let’s dive into the phenomenon of ‘wellbeing washing’ and how to avoid it while genuinely making a difference.

What is Wellbeing Washing?

It’s when businesses claim to care about employee wellbeing but fail to deliver anything meaningful or focus on the human element.

Instead of genuine support, they offer token gestures, like one-off yoga sessions, instead of real, lasting support. They tend to be reactive, offering services that ‘deal’ with issues as they arise, rather than addressing the root of the problem.

On the flip side, employees crave meaningful changes like improved autonomy, job satisfaction, work-life balance and flexible working - far more positive for mental wellbeing than a slice of pizza!

What’s the impact?

Wellbeing washing is bad for business. It erodes trust and morale, and disillusioned employees may leave, affecting your business’s reputation and bottom line. Sincere efforts, on the other hand, boost satisfaction and retention.

Here are some strategies to truly support your employees’ wellbeing at work:

1. Listen up!

Pulse Surveys: Regularly ask employees what they need. Use their feedback to shape initiatives that tackle real issues like workload stress, lack of flexibility and workplace conflict.

Actionable Insights: Develop targeted programs based on survey results that provide meaningful support. If employees report high stress levels or are overburdened with work, offer stress management workshops, counselling or workload reviews.

2. Make It Part of Your Culture

Lead by Example: Encourage leaders to model healthy behaviours, like taking breaks, maintaining work-life balance and participating in wellbeing activities. This sets a positive example for everyone and normalises the importance of wellbeing at work.

Ongoing Support: Instead of one-off events, create continuous support systems, including regular mental health check-ins, dynamic flexible working options and fitness resources. Avoid focusing on the physical only; instead, support employees holistically, including their mental, financial and social wellbeing.

3. Invest in Development and Growth

Career Wellbeing: Provide training, mentorship and clear pathways for promotion. When employees feel their personal and professional development is supported, their overall wellbeing improves.

Recognition and Rewards: Regularly acknowledge and reward employees' hard work. Formal recognition programmes, bonuses or even a simple ‘thank you' can significantly boost employee morale and wellbeing.

Avoid ‘wellbeing washing’ by genuinely committing to your employees’ wellbeing. Pay attention to their needs, embed wellbeing into your culture and support their growth. This leads to a more engaged and productive workforce - a win-win!

Need a confidential chat to discuss this further?

Don’t hesitate to get in touch if you’d like to talk about any aspect of your HR - we’re happy to help.

Recruitment Mistakes to Avoid

Sun, 08 Sep 2024 20:28:39 GMT

Our top three tips on what not to do when it comes to getting recruitment right...

The business owner’s guide to measuring inclusion

Tue, 03 Sep 2024 12:28:12 GMT

Is your business truly inclusive?

Let’s explore what inclusion really means, why it’s crucial for your business and how you can measure it to supercharge your success.

What is inclusion?

Inclusion, diversity and equality might be interconnected, but they’re not the same.

There’s different acronyms for diversity and inclusion (EDI, DEIB, DEI, to name but a few) and they represent distinct aspects of workplace culture:

Diversity: The variety of backgrounds, identities and experiences within your workforce.
Equality: Fair treatment and equal access to opportunities and resources for everyone.
Inclusion: An environment where people feel valued, respected and accepted, without having to change who they are.
Belonging: A sense of fitting in and being an integral part of the work community.

Inclusion is about creating a culture of belonging where everyone in your business feels safe and can express themselves without fear, judgement or the need to conform.

How does it fit into your business and why is it important for your culture?

Inclusion isn’t just a one-off initiative; it should permeate every aspect of your business. From recruitment and leadership to company policies, it should drive all of your decisions.

It's also crucial for culture and engagement. When you embed inclusion into your business DNA, great things happen. You attract and retain top talent, ignite people’s creativity and see productivity levels go through the roof.

An inclusive culture safeguards your business, preventing bullying, harassment and discrimination while building stronger, more cohesive teams.

In a truly inclusive workplace, every individual knows their contribution matters - and so do they.

What should your policies include to create an inclusive workplace?

Creating inclusive policies begins with a commitment to fairness and equity at all levels.

Start with implementing essential policies, like an overarching EDI policy and anti-bullying and harassment guidelines, in line with legal standards.

Then review existing policies through an inclusive lens, to make sure they break down barriers, not create them.

Ask yourself critical questions like, ‘do my policies make anyone feel undervalued?’ and ‘are we using outdated, out-of-touch or discriminatory language?’.

Expand your policies to include menopause support, family-friendly initiatives and transgender/non-binary inclusivity. This will promote a truly inclusive workplace where everyone feels included and valued.

How do you measure the impact?

Inclusion isn’t just a to-do list to be ticked off. It’s a journey that requires time, dedication and effort to achieve actionable and measurable outcomes.

But measuring impact can be the tricky part. Diversity metrics provide quantifiable data to understand the makeup of your business and identify trends, but they don’t reveal the 'why' or the full picture.

To drive real change, you need more meaningful data like, ‘why are diverse employees leaving my business?’ and ‘what barriers to diversity exist within our leadership team?’.

Here’s some effective strategies to measure the inclusion impact in your business:

1 - Employee voice

Your most powerful tool! Use pulse surveys and employee engagement tools to grasp your employees’ views of inclusion, belonging and respect in your business. Inclusion is different for everyone, so every voice counts.

2 - Qualitative insights

Conduct focus groups and interviews to uncover employee experiences and identify nuanced challenges, like those experiencing menopause or leaders in marginalised groups. Avoid the simple mistake of assuming feedback from one or two employees speaks for many.

3 - Lived experiences

Compare the experiences of marginalised groups with those in the majority to pinpoint any differences or disparities. This insight will shape your targeted inclusion strategies and prevent disengagement.

4 - Employee-led groups

Stay connected with your Employee Resource Groups (ERGs) and internal networks to access diverse perspectives and tackle inclusion challenges head on. These safe spaces foster connection and allyship and provide a platform for voicing concerns and ideas— perfect for gauging how your inclusion efforts are landing.

5 - People issues

Review and analyse your caseload of people issues, tracking trends in areas like bullying, discrimination and grievances. Proactively explore and address any underlying issues to build a supportive and inclusive workplace culture.

6 - Allyship and engagement

Allyship extends beyond the People team - everyone in your business plays a part in promoting inclusive behaviours and nurturing a supportive culture. Assess ally presence across all levels of the business, through pulse surveys, ERG participation and by observing meetings. Then identify gaps and opportunities to strengthen allyship.

7 - Learning and Development

Track participation rates in your inclusion and diversity L&D programmes to gauge employee engagement. Identify and address barriers that block learning opportunities for underrepresented groups, ensuring there's a level playing field where everyone can thrive.

8 - Hiring practices

Creating an inclusive workplace culture starts with your recruitment process. Review and adapt your practices to ensure inclusivity and use metrics, like candidate diversity, at each stage. Diversify your recruitment sources and ensure inclusive interview panels for fairness and representation.

9 - Benchmarking

Compare your inclusion efforts with industry benchmarks or competitors. This empowers you to track progress, spot gaps and target areas for improvement, so you stay competitive and create a more inclusive workplace.

10 - Exit interviews

Always ask about inclusion in exit interviews to understand its impact on employee retention and satisfaction. You might discover whether it influenced their decision to go elsewhere.

Need help?

Inclusion isn't a one-off effort; it should be interwoven into the fabric of your business and guide all of your decisions.

When you fully embrace it, you're not just strengthening your company; you're creating a vibrant, supportive culture where everyone belongs.

Partnering with an HR Consultant can turbocharge your inclusion efforts, delivering real business impact. From crafting inclusive policies to fostering allyship and measuring impact, they bring expertise to navigate any complexities and keep you ahead of the curve.

Reach out today to discover how we can help!

September 2024 - HR Newsletter

Sun, 01 Sep 2024 22:39:30 GMT

All the latest HR news and insights and brilliant Q & A...

How inclusive is your business?

Inclusion isn't a trend; it's the catalyst for innovation, creativity and high engagement in your business, shaping a distinctive brand.

But when inclusion becomes performative and your actions don’t match your words, your teams will definitely notice.

That's why measuring inclusion is crucial—it holds business owners accountable and ensures we're truly walking the walk.

Let’s explore what inclusion means, why it should be woven into the fabric of your business and how you can measure and amplify it.

��️ 1 - Employee voice

Use pulse surveys and employee engagement tools to understand what your employees think inclusion means and if you’re getting it right. Don’t forget, inclusion is different for everyone.

�� 2 - Qualitative insights

Focus groups and interviews will provide a deep dive into employee experiences and get beneath the surface of any nuanced challenges, like employees experiencing menopause, and the support they need.

�� 3 - Lived experiences

Take time to compare the experiences of marginalised groups with those in the majority. You’ll understand any differences or disparities, develop targeted inclusion strategies and prevent disengagement.

�� 4 - Employee-led groups

Tap into your Employee Resource Groups (ERGs) and internal networks! They provide invaluable insights to gauge the effectiveness of your inclusion efforts and drive meaningful change in your business.

�� 5 - People issues

Stay vigilant when it comes to your HR issues. Monitor trends in areas like bullying and discrimination, then take swift action to address them.

To CV Selfie or not to CV Selfie?

Recruitment might have gone high-tech with AI, video applications and a push for diversity, but the trusty CV still holds its ground.

But should candidates add a photo of themselves? It could risk biases like racial and gender discrimination, and even 'pretty privilege'—where conventional good looks might dazzle employers.

However, while blind screening helps combat biases, many still sneak a peek at LinkedIn beforehand. The focus should be on inclusive practices that value skills and qualifications over appearance.

https://www.hrgrapevine.com/content/article/2024-07-03-selfies-on-cv-is-it-ever-ok

Boreout: The new burnout

We’re all familiar with burnout - when an employee’s workload becomes too much to bear and it causes exhaustion, saps motivation and impacts their mental health.

But there’s a new buzzword in town… boreout. It's when work lacks challenge or excitement, leaving employees bored and unmotivated. It may sound less serious, but the symptoms are just as real and need urgent attention.

Employers can steer clear of boreout with a vibrant culture, regular check-ins and growth opportunities to keep their teams buzzing with energy and fulfilment.

https://hrzone.com/boreout-what-it-is-and-how-to-prevent-it/

Distracted, Me?

59% of employees can’t last 30 minutes without getting sidetracked by something non-work related, like their phone or a chatty colleague, making focus a challenge. Employers can play a crucial role by spotting workplace distractions, setting boundaries and creating a culture where people can thrive without being distracted.

https://www.hrgrapevine.com/content/article/2024-07-04-over-half-of-employees-cant-go-30-minutes-without-getting-distracted-whats-an-employer-to-do

How to create happy workplaces

We spend a massive chunk of our lives at work.

When it’s all work and no play, we get bored, frustrated and disengaged.

But when work sparks joy, it spills over into everything else…

As a business owner, keeping your team cheerful should be at the top of your priority list.

The business benefits? They’ll put a smile on your face, too.

According to the University of Warwick, happiness boosts productivity by around 12%, helping teams work smarter without sacrificing quality.

Happy employees are also more involved, productive, cooperative, creative AND innovative. They’re less likely to call in sick or burn out.

It’s no wonder there’s a National Week of Happiness with a rallying cry for workplaces to make happiness the norm, not the exception.

So, how can you create a happy workplace? By focusing on meaningful work, stellar management, strong relationships, growth opportunities and - yes - fun!

Here’s some top tips:

• Build an inclusive culture: Hire employees who vibe with your company’s values and train managers to foster belonging and respect.
• Recognise and appreciate: Regularly thank and reward your team to boost morale and value. A simple ‘great job’ can go a long way.
• Nurture friendships: Tech has made connecting easier but can leave us lonely. Build a work community where meaningful relationships thrive through social breaks, collaborative spaces and shared goals.
• Promote work-life balance: Offer flexibility, like later starts, early finish Fridays and dynamic work options, for a happy, high-performing crew.

Curious for more happiness hacks?

Get in touch for a friendly chat and let’s spread the joy together!

Q&A

Q: Can employees be suspended if they are arrested?

A: Possibly, but it depends on whether the incident happened at work or off-site. Suspension shouldn’t be automatic. Consider the allegations, the impact it may have on colleagues and your business, and any safety concerns. Seek ACAS and legal advice for clarity.

Q: What should I do if my employee has a backlog of annual leave to take before the end of the holiday year?

A: They can carry over some of their statutory 5.6 weeks' holiday entitlement, if your policies allow, if they’re on long-term sick leave or if you didn’t let them take all their entitlement. If they’re on statutory leave, like maternity leave, they can carry it all over.

Q: Do I need a probationary period?

A: There’s no legal requirement, but it can protect your financial and business interests. It helps you assess whether your new hire is right for the job - and if it’s right for them - and you can set a shorter notice period.

Here are three questions for you:

Do you have HR support?
On a scale of 1 to 10, how happy are you with them?
If the answer isn’t “I’m so delighted I could print 1,000 flyers to spread the word about them”, let’s jump on a video call

You know just how important it is to get proactive, responsive 1:1 HR support.

That’s what we do.

And we’re taking on LOTS of new clients.

Bye bye to “The Great Resignation” and hello to the “Big Stay Era”

Fri, 09 Aug 2024 22:04:31 GMT

The aftermath of COVID-19 brought a wave of change and adaptation for businesses, find out why that's changing...

As the UK labour market fluctuated, vacancies hit record highs in what became known as The Great Resignation - a period of high job turnover and employee job-hopping.

Now, as we continue to move towards a new normal, the landscape shifts again.

The latest CIPD Labour Market Outlook indicates a sluggish labour market with dropping employment rates and declining staff turnover.

The Great Resignation is over, making way for a new kid in town…

Business owners, welcome to your ‘Big Stay’ era!

In this blog, we delve into what this shift means for your business and why embracing learning and development (L&D) is crucial for retaining and developing your people.

What is the Big Stay?

A phrase coined by the CIPD, it signifies the current period where staff turnover is falling, and vacancies are expected to decline. Employees now prioritise stability over change, resulting in less job openings and fewer people quitting their jobs.

How are employees responding?

Job stability tops their wish list. With a cautious ‘better the devil you know’ mindset, they prefer familiarity over risk and are opting to stay put for now. Post-pandemic, they are less inclined to switch employers or bounce from one job to the next.

What does this mean for business owners?

With lower staff attrition in 2024 and a return to pre-pandemic conditions, the labour market power balance is tilting in favour of employers.

According to the CIPD’s report, a staggering 55% of employers are focusing on retaining their current workforce, the highest level since 2016-17.

So now is the perfect time to invest in learning and development (L&D) opportunities to retain and empower your workforce.

It might be harder to find great people

If you’re recruiting for new roles, it might be more difficult for you to find the people you’re looking for.

Working on your employer brand and package might tempt great people into thinking that the grass is greener on your side of the field.

We can help shape that with you.

Need a confidential chat?

Then please get in touch .

The ultimate guide to flexible working

Fri, 02 Aug 2024 20:24:34 GMT

This easy reading guide talks you through everything you need to know...

With the recent introduction of the Employment Relations (Flexible Working) Act 2023, you could see a flurry of flexible working requests.

What is flexible working?

Flexible working gives employees more control over where, how and when they work.

It empowers them to take charge of their work-life balance and shape their career around personal commitments.

It goes beyond simply reducing hours, coffee shop work days or exclusively catering to working parents. Embracing flexible working requires a complete work overhaul.

It means breaking free from a rigid 9-5 office model, or being confined to a desk at home all day, and instead places emphasis on:

• Outcomes
• Results
• Commitment
• Trust

This not only promotes a healthier work-life balance, but also skyrockets productivity and job satisfaction. Flexibility, once seen as a nice-to-have, is now seen as the gold-standard by employees over other benefits. No longer just an added bonus, it’s a game-changer.

So, what flexible working options can business owners consider as part of this mindset shift?

Let’s dive in…

(1) Job-Sharing

Job-sharing is when one full-time job is divided between two part-time employees.

For instance, one person could work three days a week, while the other does two. Employers benefit from double the productivity and output, while retaining talent by accommodating personal commitments.

(2) Part-Time Hours

It does what it says on the tin; working fewer hours than a standard full-time schedule, such as less hours in a day or less days in a week. It can lower costs, enhance diversity and appeal to both working parents with younger children and older people, who bring valuable skills and experience but seek a better work-life balance.

(3) Hybrid Working

Hybrid working involves employees splitting their work time between their home and their workplace. Post-pandemic, some businesses have found that a blended approach offers the ‘best of both worlds’ solution.

(4) Flexi-Time

Flexi-time allows employees the freedom to choose their start and finish times, as long as they fulfil their contracted hours within agreed parameters. It can boost wellbeing and is perfect for those with shifting responsibilities like the school run, or for squeezing in a quick gym class before work.

(5) Annualised Hours

Employees commit to a set number of hours over the year, rather than the week, and work them flexibly. This setup is ideal for businesses with seasonal peaks and troughs. It’s also great for employees with varying needs throughout the year.

(6) Compressed Hours

Compressed hours allows employees to compact their standard working hours into fewer days. For example, working full-time hours from Monday to Thursday, starting earlier and finishing later each day to free up Fridays. This can be great for retention and accommodating personal needs.

(7) Staggered Hours

When an employee works a set number of hours but with different start, finish and break times compared to their colleagues. It’s usually consistent every day or on a set timetable and helpful for those with caring responsibilities in the morning or late afternoon.

(8) Phased Retirement

A phased retirement plan helps an employee gradually reduce their working responsibilities as retirement approaches, facilitating a smooth transition rather than an abrupt finish. Options like reduced hours can support the move to full retirement and, for business owners, it supports succession planning and contributes towards wellbeing.

(9) Term Time

Employees on term-time contracts work during school terms and are off during the school holidays. Depending on the nature of your business, this arrangement can be ideal for retention and engagement, especially if your business aligns with school schedules.

(10) Sabbatical

A sabbatical involves an employee taking extended leave from work while remaining employed under their contract. It’s typically used for study, travel, volunteering or focusing on health. Sabbaticals encourage personal growth and can prevent burnout, allowing employees to take a break and come back stronger.

Need expert guidance?

Implementing flexible working policies doesn’t mean your business will suffer.

In fact, CIPD data shows flexibility has direct links to better competitiveness and revenues.

Other benefits include increased productivity, reduced absence and talent attraction. What’s not to like?

Start by creating a top-level organisational framework for flexible working and use KPIs to measure success. Avoid being entrenched in traditional ways of working or relying solely on gut instinct.

KPIs to consider include:

1. Employee Productivity - Project completion rates and overall performance
2. Employee Engagement - Pulse surveys, engagement scores and retention rates
3. Business Performance - Financial indicators like revenue and profit margins

Encourage open dialogues in 121s around workload and business goals, and build a culture that celebrates dynamic work, emphasising the value of performance and outcomes rather than specifics of where or how work is completed.

5 Steps of Quiet Quitting

Fri, 02 Aug 2024 20:09:32 GMT

Your roadmap to identifying the warning signs and taking action before it’s too late!

August 2024 - HR Newsletter

Fri, 19 Jul 2024 14:07:00 GMT

All the latest HR news and insights and brilliant Q & A...

Flexible working gives employees the power to choose where, how and when they carry out their work.

It empowers them to take charge of their work-life balance and shape their career around personal commitments.

It goes beyond simply reducing hours, coffee shop work days or exclusively catering to working parents. Embracing flexible working requires a complete work overhaul.

So, how would you rate your business's flexibility? Are you locked into a strict 9-5? Or are you championing total autonomy? Let’s find out…

Rating ⭐: Rigid Routine

You lean towards a more traditional, fixed schedule with little wiggle room beyond the 9-5 framework.

Rating ⭐⭐: Limited Movement

There’s some flexibility in hours. You support part-time arrangements, though remote working is more of an occasional treat than the norm. While you’re open to flexi-time to accommodate the school run, for example, it’s within defined boundaries.

Rating ⭐⭐⭐: Moderate Adaptability

Your business has established policies in place for flexible hours, hybrid and remote work, although not all teams have fully embraced them yet.

Rating ⭐⭐⭐⭐: Considerable Freedom

You actively promote flexible working, adopting hybrid working as standard due to its proven benefits. You provide ample support and resources, offering dynamic flexible working options.

Rating ⭐⭐⭐⭐⭐: Ultimate Flex

Your employees are living the flexible working dream, with complete autonomy over when, where and how they work. They decide how the work is done and you trust them to deliver, irrespective of where it’s done. Whether that’s the pub, the garden or even overseas, you focus solely on output and don’t track time.

Do you need to review how flexible you are? Our latest guide explores everything you need to know. Get in touch to get your FREE copy today.

Is your business guilty of wellbeing washing?

A recent poll by a law firm, Winckworth Sherwood, shows that employers and employees aren’t on the same page when it comes to wellbeing priorities. This puts businesses at a risk of ‘wellbeing washing’ - claiming to have good benefits in place but falling short when wellbeing issues arise.

Even though most employers (86%) believe their wellness initiatives reduce sick leave rates, their main goal was to increase productivity. Alarmingly, only half of businesses surveyed offer essentials like ‘good work’, fair pay and reward, and promote flexible working - crucial for good mental health, say both employers and employees.

The study also shows a disconnect between mental health support strategies. While 37% of employers focus on perks like yoga, only 26% of employees want them. They'd rather have good work and autonomy.

Bridging the gap and adopting a holistic approach to wellbeing is crucial for fostering a supportive work culture. Neglecting to do so not only undermines employee satisfaction, but could risk the organisation’s reputation.

https://www.peoplemanagement.co.uk/article/1875808/firm-guilty-wellbeing-washing

Quiet vacationing: Mouse wiggling for a better work-life balance

New research from Harris Poll reveals a growing trend among employees – ‘Quiet Vacationing’. This phenomenon, particularly popular among Gen Z and early-career workers, sees 28% of employees taking unofficial time off without informing their boss. Among younger workers, this number jumps to 37%.

Practices include taking longer lunch breaks, wiggling the mouse to appear active and auto-scheduling emails for out-of-work times to give the impression of going the extra mile.

While it may seem cheeky, it’s not necessarily a sign of laziness. Instead, these behaviours could be driven by a desire for a better work-life balance and flexibility to prevent burnout - and the underlying issue may be a cultural one. Rather than stigmatising these behaviours as signs of idleness or low productivity, employers should focus on building trust and promoting a healthier ‘work smarter, not harder’ mindset.

https://www.hrgrapevine.com/content/article/2024-06-06-the-trend-where-staff-are-taking-longer-lunches-jiggling-their-mouse

Smoking at work: Are HR professionals more likely to light up?

New research by nicotine retailer, Haypp, uncovers a worrying new trend: HR professionals are the most likely among working smokers to light up due to stress, rather than addiction. A whopping 83% of HR smokers reported increased smoking when stressed, shedding light on the intense pressure they face from high workloads and a lack of control.

Rachael Mackenzie, director at wellbeing consultancy, Workathlete, points out that HR professionals often neglect their own wellbeing while caring for employees. Idris Arshad, Head of People at the Asthma & Lung UK charity, emphasises the need for personal stress management approaches, urging HR professionals to practice what they preach. Both experts advocate a shift from unhealthy coping mechanisms, like smoking, to healthier alternatives.

These findings come amid rising concerns about burnout in the HR sector. A January 2024 study by MHR revealed that 50% of HR professionals are on the brink of quitting due to burnout, with over a quarter feeling overwhelmed by work demands.

https://www.hrmagazine.co.uk/content/news/hr-tops-list-of-stress-smoker-professions

3 main causes of poor mental health at work

Poor mental health at work isn’t just detrimental to your wellbeing strategies and engagement - it can be terrible for your bottom line.

According to new research from Deloitte, poor mental health at work costs UK employers a staggering £51 billion annually.

These are eye-watering figures that demand serious attention. While it’s encouraging to see a decline, addressing mental health at work must remain a top priority for businesses.

First, let’s take a closer look at the three main culprits behind poor mental health at work and the hidden implications for businesses:

• Presenteeism: Where employees work despite not being fully productive, being constantly present despite being unwell, costing businesses £24 billion annually.

• Burnout: Physical and mental exhaustion is also on the rise, with 63% of respondents exhibiting at least one sign of burnout, up from 51% previously. This includes feelings of exhaustion, mental distance from the job and declining performance.

• Family Mental Health: The impact of children’s mental health on their working parents is substantial, affecting their performance and costing UK employers £8 billion a year. Nearly half of working parents are concerned about their children's mental health, leading many to reduce their working hours or seek additional support from employers.

Did you know that for every £1 spent on mental health support, businesses see a return of nearly £4.70 in improved productivity? Incredible!

So, how can you effectively gauge your employees' stress levels, take their stress temperature, and implement resolutions to create a mentally healthy workplace?

Get in touch for a confidential chat and we’ll discuss some strategies that are working well for our other clients.

Q&A

Are unsigned contracts of employment enforceable?

A signed employment contract isn't required for it to be binding. Acceptance can be verbal or implied through actions. If an employee works under the contract terms without objection, it indicates their acceptance.

Can I cancel someone’s annual leave because we’re short staffed?

You can, if it’s a legitimate business need. However, make sure it doesn’t prevent them from using their full statutory leave within the year. Notice, equal to at least the planned leave period, must be given. If leave is cancelled incorrectly, or they suffer a financial loss, they could raise a grievance or bring a claim for breach of contract or constructive dismissal.

What notice do I need to give to change an employee's usual rota?

If your contract includes a variation or flexibility clause, review its terms and refer to any related policies that detail the process and specify the required notice period. If none, consult with the employee to reach a mutual agreement on the schedule change, Otherwise, legal risks may arise

Can you legally ask if someone is neurodivergent?

Fri, 19 Jul 2024 13:29:47 GMT

The CIPD estimates that 1 in 5 people are neurodivergent in some way, representing a significant proportion of any workforce.

Businesses must consider neurodiversity as an essential part of their ED&I strategy and their people management approach.

Yet, for some businesses, neuroinclusion can be bewildering and even overwhelming.

The fear of getting things wrong and asking the wrong questions can result in inaction or avoidance, further compounding the inequalities faced by neurodivergent people.

In this blog, we explore neurodiversity further, the business benefits of being a neuroinclusive organisation and how to ensure your hiring practices are inclusive and legally compliant.

What is Neurodiversity?

Neurodiversity refers to the natural variation in how the human brain functions and processes information, and our behavioural traits. It describes how we experience and interact with the world around us. There is no ‘correct’ way to think, learn or behave; our differences are strengths, not deficits, and we are uniquely us.

What are examples of neurodiverse conditions?

There are several examples of how brains can process information differently and types of neurodiversity. Each neurodivergent person will have a range of associated characteristics which can vary considerably. Some of the common types are:

• Autism, or Autism Spectrum Conditions
• ADHD: Attention Deficit Hyperactivity Disorder, or ADD: Attention Deficit Disorder
• Dyslexia
• Dyspraxia, or Developmental Coordination Disorder (DCD)

Why is awareness of neurodiversity in the workplace so important?

According to the CIPD, the potential of an organisation to reach the full spectrum of talent, provide an environment where every type of thinker can thrive, and ultimately achieve its goals, is hugely shaped by its neuroinclusivity.

By embracing different thinking styles at work, organisations can unlock their employees’ full potential, harness their skills and boost their productivity and engagement. It will also help to attract and retain top talent and strengthen their employer brand.

On the flip side, research indicates that overlooking neurodiversity can significantly impact employee wellbeing. Some neurodivergent professionals have experienced feelings of judgement or had to hide their true selves, resorting to ‘masking’ behaviours in order to appear neurotypical. This can have a damaging effect on their mental health.

What does hiring a neurodivergent employee mean for the business owner?

The business benefits of neuroinclusion are wide-reaching. Neurodiverse individuals bring a range of strengths including hyperfocus, innovative thinking, creativity and detail processing. They have unique and diverse perspectives and insights, along with high levels of perseverance and resilience.

Yet, some employers tend to focus on the perceived challenges associated with neurodivergence, rather than the benefits. Neurodiversity can appear a complex topic initially, particularly as some people choose not to disclose it. However, many businesses are discovering that the minimal time and effort needed to make adjustments to workspaces, practices or processes are worthwhile.

Can I legally ask if someone is neurodivergent during the hiring process?

Put simply, no. Under the Equality Act 2010, being neurodivergent will often amount to a disability, even if the person does not consider themselves to be disabled. Therefore, asking this question, and receiving a disclosure of disability, could be discriminatory.

Instead, employers should invite candidates to inform them of any specific support needs during the hiring process and make it clear that these will be supported.

Greater neuroinclusion can help organisations to attract diverse talent, which is fantastic for business!

Recruitment processes should be designed with neurodiversity in mind, including:

● Job Adverts and Job Descriptions should be written in inclusive, concise language. In a job description, clearly outline the core skills for the role, rather than including skills like ‘must be an excellent communicator’ if it’s only a nice-to-have. Otherwise, this could dissuade talented candidates who are literal thinkers from applying.

● Interviews can be unintentionally exclusionary and overwhelming for neurodiverse candidates as they often rely on social cues, such as body language and eye contact. Consider sending interview questions in advance and choose clear and concise questions, rather than compound or hypothetical ones.

Integrating neurodiversity into your ED&I strategy and adopting neuroinclusive hiring practices will bring significant benefits to your business.

Cultivating an inclusive culture where people are valued for who they are and can authentically be themselves will unlock potential, attract diverse talent, and do wonders for your reputation.

The King's Speech 2024

Wed, 17 Jul 2024 22:11:51 GMT

The inside track on the now likely changes in Employment Law...

The King’s Speech on the 17th July 2024 made passing reference to “legislation to ban exploitative practices and enhance employment rights”.

The supporting briefing notes tell us Labour are hitting the ground running with implementing Employment Law changes, with some or all of these changes almost certainly on the cards...

Making parental leave, sick pay and protection from unfair dismissal available from day 1 (subject to special rules for probationary periods)

Banning zero-hour contracts, making sure that workers have a right to a contract that reflects the hours they regularly work

Ending ‘fire and rehire’ and ‘fire and replace’ by reforming the law and replacing the statutory code

Removing the lower earnings limit and waiting period for Statutory Sick pay

Making flexible working the default for all workers from day one and requiring employers to accommodate this as far as is reasonable

Making it unlawful to dismiss a woman who has had a baby for six months after she comes back to work (with certain exceptions)

Creating the Fair Work Agency to enforce workplace rights

Introducing a Fair Pay Agreement in the adult social care sector

Repealing the law on minimum service levels in relation to industrial action

Simplifying the process of statutory recognition for trade unions

Introducing a right for workers and union members to access a union within workplaces

The main point of all this is change in Employment Law is definitely going to happen.

As for what's changing and when, leave that to us, we'll keep you bang upto date!

For help on this or any other general HR advice, please give us a shout .

The business owners' guide to why you should have a handbook for your Company

Fri, 12 Jul 2024 16:07:35 GMT

Think of a handbook as your company’s go-to manual – it is the cornerstone of your workplace resources...

...containing all the vital information and guiding principles of your business in one central resource.

A great company handbook facilitates clear communication, ensures a cohesive employee experience and streamlines the onboarding process for your new joiners. It also helps to magnify and codify your company culture, creating an inclusive and supportive environment.

While the format often varies, as a rule of thumb a handbook typically includes the following:

• A warm welcome message
• Some interesting titbits about your company’s history, mission, ethos and core values
• A collection of fair and legally compliant workplace policies that outline the laws of the land, covering areas such as conduct, performance and disciplinary procedures
• An overview of your employee benefits and perks

Your company handbook should serve as a comprehensive guide, outlining both your expectations as an employer and what your employees can expect from you. As well as informative, it should be engaging, visually appealing and fully accessible.

While company handbooks on their own are not legally required, certain policies are required by law, such as health and safety policies and disciplinary and grievance procedures that adhere to ACAS guidelines.

Failing to provide a handbook could leave you vulnerable to legal risks, including discrimination and unfair dismissal claims. It could also lead to confusion among employees, making it more difficult to enforce rules consistently or ensure fair and consistent treatment.

So, what are some of the benefits of having a well-structured company handbook? Let’s take a closer look.

Benefit 1 - Talent Strategy

A company handbook extends a warm welcome to new joiners, helps them to settle in and sets the stage for a positive journey with your organisation. Not only does this create a stellar first impression, but it also shows that you’re a professional, organised and committed employer - which could enhance your ability to attract and retain great talent.

It’s not just newbies that will benefit from a company handbook; all employees gain from having a reliable point of reference for company values, policies and support resources that boost engagement and reinforce their connection with your business.

Benefit 2 - Legal Protection

A well-constructed company handbook serves as a shield against legal disputes by providing transparent, accessible and consistent guidance on company policies and procedures. By clearly outlining your expectations and standards of behaviour, you demonstrate your commitment to treat people well and fairly, preventing any confusion or misunderstandings. This could help you defend against employee claims and minimise the risk of costly legal action.

Benefit 3 - Slick Onboarding and Training

The onboarding process can be streamlined with a well-designed company handbook, as it helps new employees get comfortable with your company's culture, policies and procedures. By familiarising them with your expectations from the outset, you’ll accelerate their integration into the team and soon cultivate a sense of purpose and belonging.

Benefit 4 - Efficiency and Empowerment

A user-friendly, digital and accessible employee handbook can be empowering, as it provides instant access to key company information and resources. From booking time off to making a flexible working application, your employees will have the necessary information at their fingertips, and answers to common questions to hand when they need them. This frees up your valuable time and reduces the admin burden.

Benefit 5 - Prevent Internal Conflicts

If your handbook contains robust HR policies and step-by-step guidelines, it could serve as a proactive tool for conflict prevention. By providing clear frameworks, your employees are well informed about their rights and equipped with the knowledge and resources to navigate potential issues effectively. This could diffuse internal conflicts before they blow up.

Benefit 6 - Demonstrate Progressiveness

While your employment contracts should outline the core terms and conditions, the company handbook can supplement this. Incorporating policies that go beyond the statutory minimum, such as enhanced family leave, or less traditional policies on areas such as menopause or gender identity, signals to your employees that you prioritise diversity and inclusivity and are a forward-thinking and innovative organisation.

Benefit 7 - Support leaders

A great company handbook is particularly beneficial for people managers. It helps them feel better supported and informed, providing the necessary knowledge and tools to make informed decisions and apply company policies consistently across their teams. Providing line manager training alongside any new policies will boost their confidence and update their legal and practical knowledge.

Benefit 8 - Cultivate a Strong Culture

Your handbook is more than just a collection of policies. It’s a reflection of your company culture and can help create a positive work environment where people feel valued, respected and motivated. The language you use, the stories you tell and the visuals you include make an impact, embedding your values and creating a sense of togetherness. In addition to outlining your policies, practices and benefits, you should also communicate your values and missions, your guiding principles and beliefs and what makes your business a great place to work.

Benefit 9 - Build a high-performance culture

The company handbook can also play a crucial role in encouraging personal and career development, building a high-performance culture. You can outline your approach to learning and development with clear expectations on behaviours, goals and standards that align with broader organisational goals. This can help people strive for excellence and excel in their roles.

You can also include guidelines for feedback and coaching, demonstrate how you support continuous learning, and outline your pay and promotion policies that acknowledge and celebrate achievements.

Benefit 10 - Support mental health and wellbeing

Demonstrating your commitment to supporting good mental health and wellbeing within the company handbook sends a powerful message to your employees. Using inclusive language, showing empathy and encouraging open conversations around mental health, could help reduce stigma.

Your handbook could feature your mental health and wellbeing, flexible working and stress management policies, signpost employees to your Employee Assistance Programme, Mental Health First Aiders and any other internal or external resources and highlight any training available to raise awareness and understanding.

Need help?

A company handbook is a powerful tool that evolves and grows with your business, so it needs careful crafting and regular review to prevent it becoming stagnant.

While it might be tempting to download a generic template or piece together cut-and-pasted policies, it's unlikely the end result will reflect the diverse needs of your business, your unique circumstances or your teams’. For instance, if you need guidance on how to support an employee who is experiencing menopausal symptoms, relying on a template that doesn’t fit your organisation's values could leave you in hot water.

Investing in the expertise of an HR Consultant to create a tailored company handbook, one that fits your business like a glove, ensures legal compliance and showcases you as a progressive and inclusive employer, is definitely the way forward!

That’s everything you need to know about the company handbook. If you need help creating or updating one or any general advice, please get in touch .

Here’s a HR hack to help you save time and money ⬇️

Fri, 05 Jul 2024 16:22:46 GMT

July 2024 - HR Newsletter

Wed, 26 Jun 2024 14:24:03 GMT

A roundup of some helpful HR updates and a brilliant Q & A to boot...

Why you should have a company handbook and how we can help...

Think of a handbook as your company’s go-to manual – it is the cornerstone of your workplace resources, containing all the vital information and guiding principles of your business in one central resource.

Here are 3 reasons as to why you should have one for your business.

Reason 1: Legal compliance and risk mitigation

Policies outline how you expect employees to behave, and your handbook is where all your policies come together into a single document.

When there is an issue, you can fall back on your policies and handbook to evidence your expectations and to protect you.

Reason 2: Smooth operations

Think of your handbook as the nucleus of your company’s operations.

It should contain everything your company needs to keep running smoothly and to avoid disagreements with employees about certain matters.

Reason 3: Culture and values

By creating a handbook, you can also outline the values and culture you are trying to create and expect from employees too. It provides important clarity.

Here’s 3 reasons why you should get an HR Consultant to help you:

While it can be tempting to download a generic template, it's unlikely to be the right fit or legally compliant. Instead, partnering with an HR Consultant will help you create a personal handbook that meets your distinct needs and complies with legal requirements.

Tailored Solution: An HR Consultant will create a bespoke handbook that reflects the diverse needs of your business and teams, capturing your unique voice. Relying on a template that doesn’t align with your organisation’s values, such as supporting an employee experiencing menopause symptoms, can lead to complications.

Expert Guidance: By engaging an HR Consultant, you tap into their vast knowledge and expertise to develop a comprehensive, legally compliant handbook, which reflects current trends.

Ongoing Review: An HR Consultant can regularly review your handbook to ensure it remains up-to-date, providing continuous protection. They will ensure it grows with your business, embodying your culture and values, and is always exceptional!

Our latest guide explores everything you need to know about a company handbook.

Get in touch for your FREE copy.

Will HR teams using AI create unease and distrust?

According to new research by SurveyMonkey, over half (54%) of employees are uncomfortable with their HR team using AI. A further 39% of workers also lacked trust in HR departments who use the automated technology.

For some HR professionals, AI is still very much uncharted territory, with 69% of HR teams still yet to implement the new technology. However, there is a growing concern that employees will feel “uneasy or distrustful” of AI and how it integrates into the HR world, seeing it as a threat to job security. For instance, some employees may have concerns about the impact on fairness, data safety, and security and risks.

To address these concerns, HR professionals need to foster trust for AI by implementing clear policy frameworks on ethics and data protection, educating employees about AI's benefits and limitations, and ensuring human judgement is involved in key decisions, rather than relying solely on automation.

https://www.peoplemanagement.co.uk/article/1868607/half-employees-uncomfortable-hr-teams-using-ai-survey-finds

Silence is not golden: Over half of UK job seekers don’t hear back

Job hunting and applying for a new role can be frustrating and demoralising. A recent study by global matching and hiring platform, Indeed, reveals that a staggering 55% of job applications in the UK go completely unanswered, leaving applicants in limbo and facing a frustrating reality.

Despite 916,000 job vacancies across the UK reported by the Office for National Statistics, the hiring process remains inefficient. The survey, with insights from 1,000 working individuals and 1,000 hiring professionals in the UK, reveals inefficiencies that affect both job seekers and businesses, leading to prolonged vacancies and misaligned roles.

The survey found that when a potential employer is unresponsive, it greatly impacts an applicant’s confidence, with 86% of respondents preferring a clear rejection rather than total silence. Hiring professionals also suffer, with 61% experiencing wasted time due to inefficient or lengthy hiring processes, or discovering candidates are unsuitable due to avoidable factors, such as location or lack of interest. Indeed plans to transform and personalise the hiring process using AI-powered tools, a new mobile app and other tech innovations.

https://hrnews.co.uk/brits-dont-hear-back-from-more-than-half-the-jobs-they-apply-for/

Late Night Emails: Gen Z’s Bedtime Work Reading

A new survey commissioned by DUSK, a luxury bedding and furniture company, has uncovered a worrying trend; almost a third of young adults (aged 18 to 34) are taking work to bed and checking their emails. The study, encompassing 2,000 UK adults, also found that 19% even respond to them. Worryingly, 82% of 18 to 24-year-olds and 77% of 25 to 34-year-olds, are phone scrolling from the comfort of their bed, which also negatively impacts their sleep.

Sian Guest, DUSK’s Head of Brand, emphasises the blurred lines between work and relaxation, and the negative impact of these habits on wellbeing, including poor sleep quality linked to reduced productivity, concentration, motivation and increased stress levels.

In recent years, there have been discussions about the "right to disconnect” with Trade Unions and think tanks, advocating for legislation that would restrict employers from contacting employees outside of working hours, to address growing mental health concerns at work. If elected, Labour proposes to introduce "right to switch off" legislation, similar to measures seen in countries such as France and Italy. These measures aim to promote a healthier work-life balance, set behavioural expectations, and reduce the risk of burnout.

https://www.hrgrapevine.com/content/article/2024-05-03-gen-z-cant-stop-checking-their-work-emails-before-bed

Flexible Working - how can you keep it on your terms?

The Flexible Working (Amendment) Regulations came into effect on 6 April 2024, bringing significant updates to the UK’s flexible working regulations.

Notable changes included granting employees the right to make a flexible working request from day one of their employment and a more streamlined process, with employees no longer needing to justify how their flexible working request might impact the business or their work.

With a greater say on when, where and how people can work, employers could now expect a surge in requests for flexible working arrangements.

Research conducted by the CIPD indicates that individuals who work flexibly are more committed, have a higher level of job satisfaction, and are healthier and less stressed.

From an employer's standpoint, adopting a flexible approach can lead to increased productivity, reduced absence and enhanced talent strategies, by appealing to a more diverse pool of candidates.

Yet, as a business owner, how can you create a flexible working culture that supports good work-life balance and meets your own needs? Here are some strategies to help you strike a harmonious balance and ensure that flexible working ‘works’ for you:

1. Develop a flexible working policy that clearly communicates your expectations as a business, while empowering your employees to work in a way that gets the job done and suits their personal lives.

2. Consider implementing core hours for availability. This can provide structure for meetings, team updates and other core activities, while allowing your employees flexibility to squeeze in a pre-work yoga session or manage caring responsibilities, with time for a quick cuppa before logging on.

3. Be transparent from the outset about the level of flexibility your business can offer, including in job advertisements and on your company website. This can help to manage expectations and attract great candidates who align with your approach.

4. Prioritise building a culture of trust, autonomy and support, where value is placed on output and results rather than hours worked or location. This encourages a healthy balance between productivity and wellbeing.

5. Regularly review your flexible working policies and initiatives, based on feedback and pulse survey results, performance data and the evolving needs of your business. This will ensure your offering is fit for purpose and that everything is running nice and smoothly.

6. Lastly, embrace the shift in workplace dynamics and the change in attitudes towards flexible working, while keeping a close eye on what works best for your business and objectives.

Implementing these strategies could lead to numerous business benefits, such as increased engagement, better retention and a diverse and inclusive organisation, and could be a win-win!

Q&A

I run a business and employ members of my family. Do they need employment contracts?

Yes! Anyone legally classed as an employee has the right to a ‘written statement of employment particulars’ or an employment contract. As a business owner you can hire who you like, including family, but providing a contract will ensure consistency and fairness, and could provide you with protection if a dispute arises, rather than simply relying on good faith or loyalty.

Can I employ someone on a casual basis if they’re under 16?

Children between the ages of 13-16 can take on ‘light work’ if it doesn’t affect their health and safety or interfere with their education. If you want to do this, you normally need to have a permit from the local council's education department or education welfare service. There are also several restrictions on where, when and how they can work, depending on their age.

My employee hasn’t signed their updated contract of employment – what now?

If you have proposed changes to the agreed terms and conditions, you both must agree to the changes. Although you can't force your employee to sign it, their failure to do so might suggest acceptance of the implied terms. A proactive and supportive approach would be to have a conversation with them; try to understand their reasons for not signing and address any concerns or uncertainties they may have.

Let's talk on the phone

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Do you currently have an HR consultant?
On a scale of 1 to 10, how happy are you with them?
If the answer isn’t “I’m so delighted I could print 1,000 flyers to spread the word about them”, let’s jump on a video call

You know just how important it is to get proactive, responsive HR support. That’s what we do. And we’re taking on new clients.

Set up a 15 minute exploratory call by clicking here .

How unconscious bias can affect employee engagement and retention

Mon, 24 Jun 2024 11:10:43 GMT

While most of us have heard the term ‘unconscious bias’, it’s easy to dismiss it as something that affects others and not us.

The reality is that unconscious bias affects everyone to some degree. Described as a ‘hidden flaw’, evidence suggests that, regardless of our role or position at work, everyone can think in a way that involves hidden prejudices at some point - without realising it.

For business leaders, recognising and addressing our unconscious bias is crucial, so that it doesn’t influence our behaviour and decisions at work.

Left unchecked, unconscious bias stops you from developing an inclusive and open-minded company culture; it compromises integrity, inhibits a diverse workforce and hinders career progression.

Before we delve any further, let’s take a look at the definition of unconscious bias and the different forms it can take.

What is Unconscious Bias

According to Imperial College London , unconscious (or implicit) bias is “a term that describes the associations we hold, outside our conscious awareness and control”. It also says that it is ”…triggered by our brain automatically making quick judgments and assessments”. These associations can be influenced by a whole range of factors, including personal experiences, our own background and cultural contexts.

Contrary to popular belief, it is not exclusively reserved for gender or ethnicity, for example. Height, names, even our choice of sport, can automatically trigger mental shortcuts that our brains use to unleash unconscious bias.

What are the types of unconscious bias?

Hidden prejudices can manifest themselves in different ways and in different workplace scenarios, including:

Affinity Bias: Our unconscious human tendency to stay in our comfort zone and lean towards other people with similar backgrounds, interests and beliefs as us.

Confirmation Bias: When we actively seek out evidence about a candidate that confirms why we like them; or, if we don’t like an applicant, selectively look for the reasons that prove we’re right.

Cultural Bias: When we judge a person or a group by the standards fundamental to our own culture.

Gender Bias: Prejudicing an individual based on their gender and perpetuating stereotypes, i.e., calling a woman ‘bossy’ for showing ambition while describing a man as ‘focused’.

Why does it matter?

Put simply, unconscious bias can impact our perception of, and interaction with, others. Not only is this harmful for your ED&I efforts, but it can have a detrimental impact on your overall business success. It can influence key business decisions and create inequality in areas such as recruitment, performance management and career progression.

So, as business leaders, what happens when we let our unconscious biases come to the surface:

Our hiring practices are biased

Recruitment is the pipeline for new types of people into your business. However, if we only hire people we like, or we believe are the right ‘fit’, then our organisation becomes homogeneous and we miss out on a broader, more diverse talent pool. Also, if your adverts or job descriptions use gendered language, or if you’re advertising on social media only, you may be excluding certain groups.

Our judgement is clouded during performance management

Unconscious bias could impact how managers approach performance reviews and feedback in their teams; for example, they could unfairly inflate, or deflate, ratings during appraisal season, and impact pay rise or disciplinary actions. If someone feels overlooked, and you’re not giving the people a chance when they deserve it, then you might have a flight risk - or an employment tribunal claim.

We promote the wrong people

Our promotion decisions become misguided if we fail to give someone an opportunity because we ascribe certain characteristics to them that they don't necessarily have, rather than base our decision on merit. This also means we can favour someone unfairly because we think they have positive characteristics, again that they don't necessarily hold.

We repel top talent

Attracting top talent into your organisation will drive creativity and innovation, bring in a ton of new ideas and enhance your brand image - and you are building your future leaders. But, if you don’t offer, in return, a business with a diverse and inclusive workforce that's bursting with a broad range of perspectives, backgrounds and experiences, then you’ll push that talent away in droves.

Our engagement plummets

Unconscious bias is a contributing factor to a spike in turnover and a drop in retention rates. If people don’t feel they’re being treated fairly, that their contributions are not being valued, and they feel excluded and isolated, it will lower their engagement. Disengagement could soon lead to their departure.

Unconscious bias can’t be erased overnight and it’s an ongoing, continual process of elimination. However, not only facing up to but actively moving past our unconscious biases and building an awareness of our thinking patterns can make us better leaders.

HR leaders and business owners bear a responsibility to make a difference through their behaviours and attitudes, by fostering a culture where people feel included, are treated fairly and are valued for who they are.

The business owner’s guide to menopause in the workplace

Mon, 17 Jun 2024 19:33:51 GMT

Our helpful 10 step guide to menopause in the workplace...

*Please note that while we use the term ‘woman’ and ‘women’ in this guide, we also recognise that transgender, non-binary and intersex employees may experience menopause and require support and flexibility appropriate to their needs.

Menopause is a natural part of the ageing process and is experienced by most women*, usually between the ages of 45-55.

Symptoms can be both physical and psychological; they can vary significantly from person to person, and they can be extremely challenging to manage for several reasons.

Add work into the mix and things can become even tougher…

Navigating menopause symptoms at work can be tricky, as they can impact a woman’s comfort and performance. Plus, some women still feel embarrassed when talking to their colleagues or line managers about what they are experiencing.

Showing support and making even the smallest adaptations to someone’s working pattern or environment can make a world of difference.

Despite this, some employers are still not getting it right.

A recent Employment Tribunal case (Mrs M Lynskey v Direct Line Insurance) found that menopause symptoms can be considered a disability, and it may be possible to discriminate against an employee with menopause symptoms by refusing to make reasonable adjustments. This can have serious legal consequences.

In this guide, we’ll walk you through 10 essential steps to ensure your business creates an inclusive and supportive culture, your line managers are adequately trained and that you’re thinking both legally and commercially.

Now is the time to take menopause at work seriously…

Step 1 - Create a Menopause Policy

Having a menopause policy in place with clearly defined internal guidelines - and actively promoting it - is an excellent starting point. Consider including an overview of the menopause, the reasonable adjustments, support measures and flexible working options available, some practical guidance for colleagues and managers to support individuals experiencing menopause symptoms, and references to both internal and external support resources.

This not only meets your legal obligations but demonstrates your commitment to fostering an inclusive culture where the menopause is openly discussed and shows you care about your employees.

Step 2 - Understand Menopause Symptoms

Studies have shown that up to a third of women will experience severe menopausal symptoms that can impact their overall quality of life - and this can be debilitating. Symptoms can include hot flushes, anxiety, mood swings, headaches, reduced concentration, ‘brain fog’ and feeling tearful, to name just a few.

Having a solid grasp of the symptoms and the impact on a woman’s emotional, physical and mental health can be a hugely positive factor in showing empathy and support.

Step 3 - Be Aware of the Law

Menopause isn’t explicitly a protected characteristic under the law.

However, recent ET claims, along with guidance from the Equality and Human Rights Commission (EHRC) in February 2024, clarify that menopause symptoms could qualify as a disability if they have a long-term and substantial impact on a woman’s ability to carry out her normal day-to-day activities.

This would then place an automatic legal duty on an employer to make reasonable adjustments - and not doing so could amount to unlawful disability discrimination.

Be sure that your line managers are up to speed with the rights menopausal employees have under the Equality Act 2010. This protects them against discrimination - whether direct or indirect - on the grounds of protected characteristics such as age, gender, sex or disability.

Step 4 - Do all you can to prevent discrimination

As a business leader, you’re likely fully aware of the proactive steps you can take to prevent discrimination, but your senior leaders, line managers and colleagues must also be in the loop.

Some examples include:

Discouraging unwanted comments, jokes, ‘banter’ or ridicule about a woman's menopause or perimenopause symptoms. Not only are they completely unacceptable in a modern workplace but could amount to harassment or sexual harassment.
Advising managers to record menopause-related absences separately from other sickness absences. If later down the line you were to take disciplinary action due to menopause-related absence, this could potentially constitute unlawful discrimination, unless there's an objective justification for these actions.

Step 5 - Manage performance proactively

Sometimes menopausal symptoms can heavily impact a woman’s ability to concentrate or perform in their role to the best of their ability. This can be stressful, frightening and confidence-shattering. In some cases, they may consider leaving their job altogether.

You can stop things spiralling. If someone’s performance is suffering, approach conversations emphatically and positively to build trust, rather than resorting to formal processes. Try to understand and reduce any obstacles that could be a barrier to performance and consider any health-related issues.

Explore together the opportunities for adjustments or extra support that might be helpful. Even the smallest of changes, such as extra breaks or coaching, can make a huge difference.

Step 6 - Make Reasonable Adjustments

As an employer, you have a legal duty to assess and address workplace risks to ensure the health and safety of your employees.

This includes identifying and implementing reasonable adjustments for women who are experiencing menopausal symptoms and ensuring the symptoms themselves are not made worse by their job.

Remember, symptoms can be deeply personal, so having a regular, confidential chat with your employees will help explore what works best for them. It might be useful to involve an expert or occupational health, if you both agree.

Some examples of adaptations include temperature control measures like a desk fan, access to a cool, quiet room with a ‘do not disturb’ sign displayed, or a change in working hours to avoid the busy rush hour or ease the pain of a disrupted night’s sleep.

Step 7 - Create an open and inclusive culture

Menopause is a natural process and shouldn’t be a taboo subject. Yet, remarkably in 2024, there’s still a lack of understanding and support at work for employees going through the menopause, which can make things awkward and uncomfortable for everyone.

Creating a workplace culture that openly acknowledges and supports employees during the menopause should be a key part of your strategy. By fostering an environment where discussions about menopause are welcomed and supported, you can help reduce stigma, encourage early disclosure of symptoms and help facilitate access to the support available.

Step 8 - Educate and Inform

Alongside a menopause policy, it is crucial to ensure that your HR teams and line managers undergo professional training.

This can help equip them with the appropriate level of awareness, knowledge and understanding of the menopause, empower them to implement any required support frameworks and navigate employees to available support resources such as an EAP, counselling services or external websites and charities.

It can also minimise any legal risks.

Step 9- Build an internal support network

For some employees, opening up about the menopause at work can feel embarrassing, especially if their line manager is someone they’re not that comfortable discussing personal matters with.

Building a strong internal support network, made up of a powerhouse team of trained Mental Health First Aiders, HR professionals and Menopause Champions, can be a great network of support - and might also spearhead other internal support groups.

Step 10 - Think Commercially

According to Henpicked, an online community sharing advice and resources, having menopause support at work is not only beneficial for your employees - it’s great for your bottom line too.

Women over 50 are the fastest-growing workplace demographic and so now, more than ever, you should be doing all you can to attract, recruit and retain the best talent - and recognise the skills and expertise these employees add to your workforce.

Need help?

Menopause is a natural part of ageing, but it's not always easy - especially at work.

By focusing on the legal risks, doing all you can to prevent discrimination and fostering an open and inclusive culture that helps to retain the skills of your highly experienced talent, you’ll be supporting your employees through a hugely challenging phase in their lives.

That’s everything you need to know about menopause in the workplace! If you need any further help or advice, get in touch.

5 steps to ensure your workplace investigation runs smoothly

Mon, 10 Jun 2024 21:35:16 GMT

June 24 Newsletter

Fri, 31 May 2024 13:53:33 GMT

Everything you need to know about menopause in the workplace and more...

Experiencing menopause at work can be challenging for a number of reasons, and the physiological and psychological symptoms of menopause can vary greatly from person to person.

While menopause isn’t explicitly a protected characteristic under the Equality Act 2020, a recent landmark employment tribunal case ( Mrs M Lynskey v Direct Line Insurance ) found that menopause symptoms can, in fact, be considered a disability if they have a long-term and substantial impact on a woman’s ability to carry out normal day-to-day activities.

A key takeaway from the case is that it may be possible to discriminate against employees experiencing menopause symptoms, by refusing to make reasonable adjustments and by penalising them for poor performance.

The ET ruled that the employer failed to make reasonable adjustments for Mrs Lynskey’s menopausal symptoms – namely: low mood, anxiety, mood swings, poor self-esteem and impact on memory and concentration - and that these symptoms were legally classed as a disability. This led to unfavourable treatment and her resignation.

Case Summary

The employee joined Direct Line in 2016 and had performed well for four years. However, in 2019, she began to experience menopausal symptoms, including poor concentration and memory issues and was also frequently tearful.
After initial support, in 2020 she was transferred to a lower paid role, rather than reasonable adjustments being made to her existing role. She struggled with the new job, including difficulty with accessing computer systems, experiencing ‘brain fog’ and struggling for words.
In 2021, she was told she would not receive a pay rise and her performance was criticised, wrongly attributed to low confidence.
Subsequently, she was placed on a formal performance-improvement and, although she had repeatedly mentioned her menopausal symptoms, her manager claimed there were no mitigating reasons for her performance.
She resigned the next year, claiming against Direct Line for unfavourable treatment and lack of reasonable adjustments.

Menopause Policy

Therefore, it is crucial to build an inclusive culture that encourages open discussion about the menopause, along with a supportive environment both in the office and when working at home. Having a menopause policy that educates, informs and helps people show understanding to their colleagues, without awkwardness or embarrassment, is a great place to start.

Our latest guide covers everything you need to know about these changes.

Get in touch for your FREE copy.

Easing the Work-Life load for Deliveroo drivers

Deliveroo has launched two exciting new initiatives to lend a helping hand to its rider community, free and flexible childcare hours and a new education and skills programme.

The partnership with childcare app Bubble offers 15 hours of free childcare to 1,000 riders, allowing them to work flexibly and effectively juggle caring responsibilities with busy schedules. Deliveroo is also teaming up with Lynx Educate to give riders and their families access to over 1,500 educational courses, including languages, data and business management, and sponsoring 100 riders to pursue higher qualification certificates.

These strategies form part of Deliveroo’s ongoing commitment to support rider growth, development and wellbeing, and deliver the kind of benefits that facilitate a good work-life balance. We hope this positive step inspires other leading market giants to consider the best ways to foster a supportive and inclusive environment for their workforce, ease the work-life burden and recognise the importance of career and skills advancement.

https://hrreview.co.uk/hr-news/diversity-news/deliveroo-offers-free-childcare-hours-to-riders/374848

A pain in the neck (and back) for UK Workers

Did you know that, since 2019, the number of cases of neck and back problems causing economic inactivity in the UK has risen by an astonishing 28%?

As highlighted in a recent report by health and safety experts, Blue Trolley, back problems are causing rising economic inactivity across the UK due to long-term sickness. Worryingly, lower-paid employees are particularly vulnerable as they are taking longer periods of sick leave for back issues.

This raises serious concerns about the impact on both individuals and the economy, and shines a light on the need for employers to take preventative and urgent action.

Blue Trolley has provided some valuable guidance for employees and employers to prevent long-term back issues. This includes highlighting the risks associated with work through health and safety training and risk assessments, maintaining good posture and using the right equipment to safely handle heavy goods, taking regular breaks and having a healthy lifestyle. Early intervention and a proactive approach to workplace safety is crucial in mitigating the long-term consequences of back problems in the workforce.

https://hrreview.co.uk/hr-news/28-rise-in-long-term-sickness-from-back-problems/374730

Businesses are increasingly relying on contractors to guide them through the uncertainty of the current economic landscape. Recent findings from specialist recruiters, Robert Walters, reveal that 32% of employers intend to ramp up their hiring of contractors in 2024, attracted by the benefits of flexibility, specialist expertise and cost savings.

Although some challenges persist, the shift towards contracting shows that employers are taking a pragmatic approach to remain competitive and resilient in the face of rapid change.

https://hrreview.co.uk/hr-news/recruitment/1-in-3-employers-lean-towards-hiring-contractors-in-2024/374790

How to celebrate Pride Month without corporate “rainbow washing”

Observed during the month of June, Pride Month is an annual celebration across the globe that celebrates the resilience, diversity and contributions shown by LGBTQ+ communities every day of the year. For employers, it’s an important event and sends a clear message that your organisation is an inclusive place to work where everyone feels valued and respected.

While Pride is notably marked with colourful outdoor parades and marches, displaying a rainbow flag or simply changing your logo could lead to accusations of “rainbow washing”.

This is a term to describe making superficial gestures without authentically showing commitment to LGBTQ+ rights and equality in practice. It can be seen as piggybacking an awareness month, which could lead to anger and disengagement, and it’s also harmful as it detracts from the true meaning of Pride - a protest against discrimination.

Here’s some suggestions for how to meaningfully celebrate Pride Month, avoid backlash and ensure that your efforts during this month can make a positive and lasting impact for your LGBTQ+ colleagues.

Commit to year-round inclusion. Show a consistent approach by reviewing your policies, initiatives and company benefits to ensure they are fully inclusive.
Get people involved. Creating, or elevating, your LGBTQ+ Employee Resource Group can transform the experiences of LGBTQ+ people at work. An ERG can provide useful peer-to-peer support, raise awareness and ensure accountability.
Educate and raise awareness. Consider hosting inclusion workshops with an external LGBTQ+ advocate/expert, or webinars and events that cover the history of the LGBTQ+ movement, to engage and inform people.
Share stories and realities - Invite colleagues to share their stories and experiences that provide first-hand accounts from a range of LGBTQ+ voices. Allies can then help spread the word that diversity is celebrated by your business.
Listen to your employees. Avoid falling into the trap of second-guessing what people want. Speaking to your employees – both LGBTQ+ and non-LGBTQ+ - about what inclusion looks like in your business will help ensure your strategy is right and help get people on board with your vision.

If you feel you’ve fallen short, don’t worry! Use Pride Month as an opportunity to pledge your commitment to being a more inclusive workplace.

Adopting these strategies will demonstrate to your organisation that LGBTQ+ inclusion takes place not just during Pride month, but every day of the year.

Q&A

Can I request evidence from an employee requesting statutory carer’s leave?

Put simply, no! The Carer's Leave Regulations 2024 prohibit employers from requiring an employee to provide evidence to support their request for carer's leave. Employees do not need to provide proof of their dependents' care requirements.

If an employee clocks in 10 minutes late, can I make a deduction from their pay?

If it is specifically agreed in the employment contract, you may be able to deduct pay for lateness. However, before any action is considered it’s important to be fair and reasonable; explore the reasons for the lateness with the individual first (i.e. a family emergency) and always follow your own policies.

Can I demote an employee as a result of a disciplinary?

Depending on the reason, a demotion could be an outcome and a reasonable alternative to dismissal, if a contract clause permits this. However, it’s crucial to follow both a fair disciplinary procedure and your company policies to the letter. Always consult with the individual, obtain their agreement and only consider demotion if it’s proportionate to the findings of a full investigation. If justified, a performance improvement may be a suitable option.

Let's talk on the phone...

Here are three questions for you:

Do you currently have a HR consultant?
On a scale of 1 to 10, how happy are you with them?
If the answer isn’t “I’m so delighted I could print 1,000 flyers to spread the word about them”, let’s jump on a video call

You know just how important it is to get proactive, responsive HR support. That’s what we do. And we’re taking on new clients!

Set up a 15 minute exploratory call by clicking here

How to handle Flexible Working requests

Thu, 23 May 2024 08:23:35 GMT

What does the new Flexible Working amendment mean for you and your business?

How should you handle requests for flexible working?

What are your employees’ rights in this area, and what are yours?

Here’s everything you need to know.

The Flexible Working (Amendment) Regulations 2023 Act has now come into effect and applies to any applications made from 6th April this year.

Previously, employees needed to be working for you for a minimum of 26 weeks before they could request to work flexibly.

Under the new amendment, they can request flexible working arrangements from the first day of their employment with you. They can make two requests within a 12-month period (previously they could only make a single request).

Employees are no longer required to discuss with their employer what impact their request may have, or how the effects can be managed.

As their employer, you are required to consult with an employee requesting flexible working before you can reject it.

Under previous rules, employers had 3 months to consider and respond to a request for flexible working; this has now been reduced to two months.

What does “flexible working” mean?

This can refer to your employee’s working hours or their pattern of work, for example, working part-time, flexitime, having compressed hours or adjusting their start or finish time. It can also apply to changing their working location, for example working from home.

What do you need to do?

Firstly, review your policies - and make sure your flexible working policy fits with the new law.

Make sure you have a process in place to review and respond to requests for flexible working - don’t wait for the first application to come in. Decide how you will deal with requests and make sure all managers are aware of this.

How should you respond to a request?

Firstly, ask your employee to make their request in writing, stating clearly what changes they wish to make.

It is important to consider all requests fairly and it’s always worth discussing with your employee. Of course, they are not obliged to discuss the potential impact on your business, but it may be helpful for you to know their thoughts and feelings on the matter.

Remember that while your employees can request flexible working patterns, you do not have to say yes.

Not all job roles are suitable for different working patterns - but it’s a good idea to approach all requests from the point of view of “how can we make this work” rather than “we don’t want to do this.”

What are the reasons for turning down a request?

There are eight valid reasons for turning down a request for flexible working and you can only turn down a request if one of these applies:

• The cost to your business would be too high
• Work cannot be reorganised among your other staff
• You cannot recruit more staff
• Quality will be negatively affected
• Your business’s ability to meet customer demand will be negatively affected
• Performance will be negatively affected
• There is not enough work for your employee to do at the time(s) they’ve requested
• There are planned changes to the business, and you believe the request will not fit with these plans

Look for a compromise

If you’re not able to accept your employee’s request as it is, look for ways to compromise:

• Could you agree to part of the request, for example allowing them to work from home two days a week instead of three?

• Could you agree to a short-term change, rather than permanently?

• If a weekly work pattern change is not possible, could a fortnightly pattern work?

What if you can’t agree to a flexible working request?

All decisions must be made fairly and using facts rather than personal opinion.

If you really can’t find a way to make it work, talk to your employee and explain the situation. Listen to their reasons for requesting the change and suggest other options where you can.

Ask them if they have any other ideas for future options.

You want your employees to feel happy and valued in their work. So even if you can’t accommodate their request, it’s important that they feel heard and understood.

Bear this in mind with any future hires

It’s important to communicate your flexible working policy, and the level of flexibility you can reasonably accommodate, when you’re hiring new employees - otherwise you could see your staff turnover rocket.

The employment landscape is changing, and jobseekers are keen to work for businesses that show that they value employee wellbeing. Flexible working opportunities are a great way of attracting the best new people to your team, so it’s in everyone’s best interest to make this work.

In conclusion

Your employees are now entitled to request a flexible working pattern from their first day of employment with you.

You must consider their request fairly and have a valid reason for turning it down.

If you're concerned about how this may affect your business, or worried about how to put it into practice, get in touch for an informal chat about how we could help you.

Step-by-step guide: How to set up your own in-house HR department

Sun, 12 May 2024 20:05:37 GMT

It’s TIME for your own in-house HR department. This is really exciting because it means your business is ready to take its next BIG step in your growth journey.

Hiring your own HR department is one of the costliest ways to get the HR support you need, so this isn’t a money-saving exercise. Let’s be clear about that.

Instead, your company has decided to make a strategic investment in your people and future.

You’ve decided to hire a team that is dedicated to looking after your people, their productivity and their success.

And by creating a happier, more productive workforce, you’ll see increased turnover and profits as a result.

This is the return on your investment.

However, hiring your own HR department is no easy task. Especially when you don’t know what makes a great HR professional.

That’s why we’re here to offer our expertise to bridge the gap and to take away the stress of this task.

We can help you hire, onboard and develop your new team until they’re ready to take over and be a success.

This guide talks you through our process and the steps we’ll take to do this for you.

Let’s get started…

The first two steps are all about getting your house in order.

Step 1: Goal setting

Before you hire your team, you need to be clear on what your company goals are, what your new HR team looks like and what your expectations of them are.

There are lots of things to consider here and we’ll be able to walk you through this process to ensure everything is thought through, giving us the best possible starting point.

We may consider completing employee surveys at this point to give us more insights into what needs to be worked on and prioritised. This will help us when it comes to creating your People Plan and Roadmap.

Step 2: Create a People Plan and Roadmap

A People Plan is an extension of a Business Plan – it’s an important, strategic document that outlines the management and development of your HR and people.

In other words, how are you going to use your people to help you achieve your business goals? This is what your People Plan will answer.

To that end, we’ll create a People Plan for you based on your goals.

This will not only create a Roadmap of things for us to work on, but it will also highlight what skills we need from your own HR team, which is important before we start hiring.

Are you looking for an HR strategist who works more with overseeing, or do you need someone who can be more involved in day-to-day responsibilities? Do you need them to be familiar with your particular industry and any specific regulations around that, or is this not important?

All of these things will be discussed with you and agreed upon before the hiring stage.

Step 3: Hiring

Once we know what type of team and people we’re looking for, we can then go ahead and start to recruit for the position.

We’ll sort everything for you: the job ad, initial screenings and interviews.

You can be involved as little or as much as you’d like, but it’s important for you to be part of the main interview process, as your new HR Director or Manager will be an integral part of the leadership team.

Our expertise throughout this process is crucial to help you find the best person for the job and negotiate the most competitive package.

Step 4: Onboarding

Onboarding your new HR team in the right way is super important.

Our first job is to help them learn more about you, as a company, and your vision, so that they can understand what is required of them.

Luckily this will be easy because we’ve created the People Plan. This will outline everything for them and will act as their Roadmap, ensuring that they’re onboarded as quickly and easily as possible.

The goal of onboarding is to get your new HR team to the point where they can run the show and start working on projects to achieve key objectives.

They’ll need to be involved in this process, but the outline of their work will already have been decided and agreed between us, so you’ll know what to expect.

Step 5: Training and development

Every day is a school day in HR. We never stop learning. And your new team may need some additional training and support to ensure they feel confident.

Throughout the hiring and onboarding process, we’ll keep a close eye on your new team to highlight any training and development opportunities that may be beneficial.

Once discussed with you, we can then go ahead and get this training organised.

Investing in your new team in this way, is a great way to show your support and to engage your new HR team.

Step 6: Handing over

Once your team are ready to take over, we’ll agree on a phased handing-over process to ensure there aren’t any disruptions to current operations and projects.

Step 7: Ongoing support

As your new team settles in, you may have some questions or concerns. Equally, they may have some questions and concerns too. That’s why we’re here, on call, to bridge the gap and to iron anything out that may need addressing.

Time for a chat?

Setting up an in-house HR department can feel daunting, but with the help of an experienced HR consultant, you can get your new team up and running in no time.

If you would like a confidential chat about this then please get in touch.

Performance Management

Mon, 06 May 2024 21:42:15 GMT

A HR Toolbox Tip on getting Performance Management right...

Check out our 4 stage process here .

May 2024 Newsletter

Sun, 28 Apr 2024 20:09:12 GMT

Is it TIME to set up your own in-house HR department? Here’s how to do it…

It’s TIME for your own in-house HR department within your business.

This is really exciting because it means your business is ready to take its next BIG step in your growth journey.

Let’s be clear though, you’re not doing this to save money. Hiring your own HR department is one of the costliest ways to get the HR support you need.

Instead, your company has decided to make a strategic investment in your people and future. And by creating a happier, more productive workforce, you’ll see increased turnover and profits as a result.

This is the return on your investment.

However, hiring your own HR department is no easy task. Especially when you don’t know what makes a great HR professional.

That’s why we’re here to offer our expertise to bridge the gap and to take away the stress of this task, if this is something you’ve been thinking about.

Here is our process and the steps we’d take to help you:

Step 1: Goal setting

Before you hire your team, you need to be clear on what your company goals are, what your new HR team looks like and what your expectations of them are.

Step 2: Create a People Plan and Roadmap

A People Plan is an extension of a Business Plan – it’s an important, strategic document that outlines the management and development of your HR and people.

Step 3: Hiring

Once we know what type of team and people we’re looking for, we can then go ahead and start to recruit for the position. We’ll sort everything for you: the job ad, initial screenings and interviews.

Step 4: Onboarding

The goal of onboarding is to get your new HR team to the point where they can run the show and start working on projects to achieve key objectives.

Step 5: Training and development

Throughout the hiring and onboarding process, we’ll keep a close eye on your new team to highlight any training and development opportunities that may be beneficial.

Step 6: Handing over

Once your team are ready to take over, we’ll agree a phased handing over process to ensure there aren’t any disruptions to current operations and projects.

Step 7: Ongoing support

As your new team settle in, you may have some questions or concerns. Equally, they may have some questions and concerns too. That’s why we’re here, on call, to bridge the gap and to iron anything out that may need addressing.

20% of neurodivergent workers have experienced workplace discrimination

A report by the CIPD has found that a fifth of employees with neurodivergent conditions are facing a difficult working environment. A third of respondents said that their experience at work had a negative impact on their mental wellbeing, and 19% said that this had affected their intention to stay with their employer and the likelihood of recommending their employer to a friend.

Despite these figures, more than half of people surveyed for the Neuroinclusion at work report said that they felt their organisation was neuroinclusive.

This shines a light on workplace culture as a whole and the way we treat neurodivergent people in our businesses. Many organisations do not formally discuss neurodivergence and the report found that many had not disclosed their neurodivergence to their employer for various reasons.

The CIPD points out that neurodivergence needs to be a key part of businesses’ equality, diversity and inclusion work - but it is often overlooked and this is a significant missed opportunity when it comes to talent shortages and ironing out inequalities often faced by neurodivergent people.

How does your business approach the topic of menopause?

You may want to take note of a recent example of what not to do from Avanti West Coast. The train company’s employee support group handed out a staff gift bag containing such delights as a pencil “to write down things you might forget”, a paperclip “to help you keep it all together”, a tissue for “if you’re feeling a bit emotional” and a jelly baby “in case you feel like biting someone’s head off.”

The gift bag was apparently intended to help support conversations about menopause, but rail union representatives have described it as demeaning and insulting.

This raises the fact that all businesses need to include menopause in their diversity, equality and inclusion policies - and make sure they are doing it right.

There are 4 types of company culture. Which does your company have and does it need to change?

A strong company culture is crucial when it comes to a successful business. BUT, you may have the wrong culture for your business…

The Competing Values Framework is a tool first used in the 1980s; it outlines four types of company culture:

Clan culture

A clan culture is exactly what it sounds like. Employees are more like a family. Everyone gets on well and maintaining that strong company culture is a high priority.

A clan culture is common among start-ups and employees are given the freedom to work in a tranquil and collaborative environment.

The risk of adopting a clan culture is that there’s a potential for the work/fun balance to tip too far towards fun. Employees could become disengaged from their work given too much freedom.

Adhocracy culture

This type of culture is all about flexibility and innovation; it’s often found in modern tech companies. A business with an adhocracy culture is always developing new products and ideas, with a creative and energetic environment.

A potential downfall of an adhocracy culture is that things can begin to feel chaotic and employees may not have clearly defined roles.

Market culture

A market culture is performance-oriented and results-driven with high performance goals for everyone. The main focus is on profit and market share, with less consideration of community.

The downfall of a market culture is the risk of burnout when employees are being constantly pushed to achieve bigger, better things all the time. There can also be conflict between competing employees and the risk of dishonesty in order to appear successful.

Hierarchy culture

This is the most traditional type of culture in a business and is centered around a clear hierarchical structure. There are clear processes and procedures to keep everything running smoothly. There are often strict rules and close supervision of employees, with several layers of management.

So, which type of company culture do you think your business has?

If you’re wondering about the culture in your business, it’s a good idea to work with an HR consultant to survey your team.

Once you have answers, you can consider whether you want to change the culture of your business.

Q&A

My employee has been using AI to complete their work - what can I do?
First, check your terms of employment and contract to see what is said about employees carrying out their duties. Your terms of employment may have been violated, along with your trust, if your employee has used AI to do their job for them. There is a risk of copyright infringement and, depending on your area of business, there could also be a Data Protection issue here.

Treat this as a disciplinary issue and also as a chance to ensure your policies are up to date when it comes to using AI tools.

Do I have to agree to a sabbatical request?
The short answer here is no. There are no actual laws around employees taking a career break - it’s an agreement between you and them. Employees do have the right to request flexible working and they may use this to request a sabbatical. If you’re worried about this, it may be worth creating a formal policy covering sabbaticals.

Can I refuse time off for medical appointments if we’re short staffed?
You are not legally required to allow time off work for medical appointments. However, as an employer you do have a “duty of care” to your employees, meaning that you must take reasonable steps to ensure their health, safety and wellbeing while at work.

Double check your employee’s contract and any relevant company policies though, as this may be something that has been agreed previously.

This month's blog explores the sensitive subject of suicide rates in the construction industry.

Sun, 21 Apr 2024 20:45:29 GMT

700 construction workers take their own lives every year in the UK.

That’s a minimum of two lives lost, every single day, which is a really scary and awful statistic.

What a grim reality to remind us of the profound impact of mental health challenges within the construction industry.

Some unique factors might be contributing to high suicide levels in construction, including:

Male-dominated industry: Exacerbated by outdated beliefs that “men should be tough” and that showing any kind of vulnerability is somehow “weak” or “unmanly”, male-dominated industries are shrouded in stigma around openly talking about mental health, stress and similar challenges.

Physical demands and high-risk environments: This industry is inherently stressful, and the demanding physical expectations can further contribute to physical and mental health challenges.

Long working hours: Extended working hours compromises work-life balance and can mean not getting enough rest, which also increases the health and safety risks.

Job insecurity and financial instability: Seasonal fluctuations and market instability create personal financial instability, adding pressure to personal life.

So, as business leaders, what can we do to take positive steps to reduce stress at work and destigmatise mental health challenges?

Here are 3 areas to focus our efforts on:

Raise awareness and educate:
Increasing awareness and educating staff about mental health challenges and the signs of burnout are crucial for dismantling the stigma and encouraging employees to seek help early.

Regular check-ins:
Establishing a system of monthly check-ins between managers and their team members is great for improving employee engagement. Asking some wellbeing-related questions during these meetings creates opportunities to provide support.

Promote work-life balance:
We shouldn’t need legislation to force companies to promote a better work-life balance or offer more flexibility for their people. Limiting excessive overtime and promoting a healthy work-life balance are essential for reducing stress in any industry - not just construction.

Providing employees with access to wellness resources such as an Employee Assistance Programme (EAP) is not always financially affordable for small businesses.

Fortunately, there are many charities and free resources available in the UK.

● Mind: Mind offers a range of resources, including information on mental health conditions, tips for well-being and access to their Infoline for support.

● Samaritans: A helpline available 24/7, Samaritans provide confidential emotional support for anyone struggling to cope.

● CALM (Campaign Against Living Miserably): Focused on preventing male suicide, CALM provides support through a helpline and webchat.

● Headspace: An app offering guided meditation and mindfulness exercises, Headspace can be a helpful tool for stress reduction.

● Woebot: A free app offering assistance with stress, anxiety, sleeplessness and depression, using proven Cognitive Behavioural Therapy (CBT) techniques.

● My Sante App : A budget friendly health and wellbeing app that offers a variety of personal support services to aid with life’s challenges, including 24/7 Digital GP, Counselling Helpline and much more; be sure to quote "HR Toolbox" when you contact them;

Let’s work together to enhance well-being within your workplace. Together, we can break the silence surrounding mental health and help prevent suicide.

Four BIG employment law changes coming into effect in April 2024

Sat, 13 Apr 2024 06:50:05 GMT

This April, we see a huge wave of employment law updates coming into effect.

We haven’t seen so many updates happening at once for a very long time.

For this reason, it’s incredibly important for you to be aware of these changes and take the necessary action to ensure you stay compliant and that you, your business and your employees remain protected.

Here is a list of employment law updates that you need to be aware of:

1. Protection from Redundancy (Pregnancy and Family Leave) Act 2023

This Act expands protection for pregnant employees, offering coverage from the date of pregnancy notification to 18 months post-childbirth. It also includes protection for those on maternity/adoption/shared parental leave who might be facing redundancy.

You will need to update your policies and procedures accordingly and offer training to everyone, particularly those who manage staff, to recognise and respond to any operational issues which may impact employees who qualify for redundancy protection.

2. The Paternity Leave (Amendment) Regulations 2024

New parents will have more flexibility to choose when to take statutory paternity leave. Under the new rules, employees will be able to take statutory paternity leave at any point in the first year (up from the first eight weeks) and will be able to split it up into two separate blocks of one week (rather than having to take two weeks together).

The notice requirements are also changing so that dads/partners will only have to give 28 days' notice of the leave they intend to take, rather than the previous 15 weeks.

You will need to update your policies and procedures and communicate through the business accordingly.

3. Employment Relations (Flexible Working) Act 2023

This Act grants employees the right to request flexible working from day one. Furthermore, a provision is made to increase the limit to two requests per year.

Wherever possible, consider allowing more flexibility and ensure all managers are trained to assess and respond to flexible work requests promptly and fairly. Update employment contracts and all applicable policies to reflect the new rules.

4. The Carer’s Leave Act 2023

With a rise in the number of people in the UK who are caring for loved ones with long-term needs, this Act ensures carers will qualify for one week of unpaid leave per year, available from day one of employment.

Communicate this through the business and ensure that all contracts, policies and payroll fields are updated accordingly. Consider how to handle these requests fairly and make alternative arrangements to ensure that business isn’t negatively impacted.

Other changes coming into effect this month

Calculating holiday pay and leave – for leave years starting on or after April 2024

The government has recently announced that businesses can offer the previously banned “rolled-up holiday pay” (which involves including holiday pay in an employee’s hourly rate) to workers who have irregular hours, like zero-hour and part-year employees.

This means that employers will be able to calculate annual leave for such workers using the 12.07% accrual method, which was previously banned.

National minimum wage rises

The national minimum wage increases annually, but in April 2024, there will be a change beyond the usual adjustment.

Here are the new rates you’ll need to make note of…

● For those over compulsory school age but not yet 18 - £6.40 per hour (up from £5.28).
● For apprentices aged 19 and under (or 19 and over and in the first year of their apprenticeship) - £6.40 per hour (up from £5.28)
● For those aged 18 to 20 - £8.60 per hour (up from £7.49)
● National living wage (anyone aged 21 and over) - £11.44 per hour (up from £10.42)

It's important to ensure that you pay your employees the right wage, especially if they earn the national minimum wage or something close to it. Failing to do so, even unintentionally, could result in you having to pay substantial compensation, and may even mean you’re named and shamed by the government.

Other changes expected in 2024 also include…

Changes to statutory maternity pay and sick pay rates

● Statutory maternity pay, maternity allowance, paternity pay, shared parental pay and adoption pay - £184.03 per week (or 90% of the employee’s average weekly earnings, if this figure is less than the statutory rate)
● Statutory parental bereavement pay - £184.03 per week
● Statutory sick pay - £116.75 per week

Changes to the age criteria for being auto-enrolled in a pension scheme

The lower age limit for auto-enrolment will be reduced from 22 to 18.

Need help keeping your business up-to-date?

There are so many employment law updates happening this month, we understand that it can feel very overwhelming.

If you have any questions or concerns, we’re here to help.

If you aren't a customer of ours, feel welcome to get in touch and let’s have a confidential chat.

Why are HR policies SO important

Sun, 07 Apr 2024 21:54:15 GMT

In our latest video, we discuss 3 ways you can improve your policies by making sure they’re 100% transparent. ��

Check it out here .

Newsletter - April 2024

Tue, 02 Apr 2024 23:48:34 GMT

URGENT ACTION REQUIRED:

Four BIG employment law changes coming into effect in April 2024...

This April, we see a huge wave of employment law updates coming into effect.

We haven’t seen so many updates happening at once for a very long time.

For this reason, it’s incredibly important for you to be aware of these changes and take action to ensure you stay compliant and protected.

Here is a list of employment law updates that you need to be aware of:

1. Protection from Redundancy (Pregnancy and Family Leave) Act 2023

Extended protection for pregnant employees and the introduction of one week of unpaid leave for carers. Employers may need to update policies and train staff accordingly.

2. The Carer’s Leave Act 2023

This Act ensures carers will qualify for one week of unpaid leave per year, available from day one of employment. Employers should update policies and consider how to handle these requests fairly.

3. Employment Relations (Flexible Working) Act 2023

Employees gain the right to request flexible working from day one, with an increased limit of two requests per year. Employers should update policies, train managers and promote a supportive, flexible working culture.

4. The Paternity Leave (Amendment) Regulations 2024

Employees will be able to take statutory paternity leave at any point in the first year (previously it was only allowed during the first 8 weeks) and will be able to split it up into two separate blocks of one week. You will need to update your policies and procedures and communicate through the business accordingly.

Other changes include:
● Calculating holiday pay and leave
● National minimum wage rises
● Changes to statutory maternity pay and sick pay rates
● Changes to the age criteria for being auto-enrolled in a pension scheme

Our latest guide covers everything you need to know about these changes. Get in touch for your FREE copy.

Your own oxygen mask first?

A recent study highlighted that 53% of self-employed workers and freelancers admitted to ‘over-servicing clients’ by providing extra time and services that they did not charge for. And this got us thinking about how business owners are guilty of the same, either by working long hours, taking minimal time off and over-servicing their business.

We get it, your business is precious, but overworking can quickly lead to increased stress, burnout and both physical and mental health problems. Remember to put your own oxygen mask on first, before you try to help others. Your health and wellbeing is important. Talk to us about free resources to manage stress and mental health and some of the strategies you can employ to take better care of your wellbeing.

Flexible work arrangements are here to stay.

Around 30% of employers have seen an increase in staff working from home over the past 12 months, Acas has said, and it looks like this number isn’t likely to decrease anytime soon.

Flexible working is a broad term used to describe any working arrangement that meets the needs of both the employee and the employer regarding when, where and how an employee works. Examples include, but are not limited to, part-time working, homeworking, hybrid working, flexitime, job sharing and alternative hours.

With new legislation and more protection for employees seeking more flexible working arrangements, flexible working is expected to become more flexible than ever. Talk to us today about how we can help you navigate the legislative changes and explore what ‘flexible work arrangements’ might look like in your business.

More than half of UK employees believe handing in their notice came as a shock to their managers, according to a recent survey. But really, managers shouldn’t be feeling shocked when an employee hands in their notice, as they should be constantly temperature-checking overall sentiment by having regular, open and honest check-ins.

5 ways to reduce stress in your business

April marks Stress Awareness Month, making it the perfect time for business owners to prioritise employee well-being.

After all, stress reduction is not only beneficial for individuals, but can significantly impact productivity and profits.

By acknowledging and actively addressing stress, businesses can create a healthier and more productive work environment.

Here are some things you should be doing:

1. Promote open communication: Encourage employees to express concerns and provide a platform for open dialogue. A transparent environment breeds trust and reduces anxiety.

2. Implement flexible working: Offer flexible working arrangements to accommodate personal needs. This promotes work-life balance and reduces stress associated with rigid schedules.

3. Provide well-being resources: Offer stress-management workshops, counselling services or wellness programs to support employees in managing stress effectively.

4. Establish clear expectations: Clearly communicate roles, responsibilities and expectations. Uncertainty contributes to stress, so providing clarity helps employees feel confident and secure.

5. Encourage breaks and relaxation: Encourage regular breaks and provide spaces for relaxation. Short breaks can enhance focus and alleviate the build-up of stress throughout the day.

Adopting these simple strategies will reduce stress amongst your team, leading to a healthier, happier and more productive workforce. If we can help you with implementing them, get in touch.

Q&A

Can I suspend someone while investigating a grievance or disciplinary?

Yes, y ou can suspend an employee while investigating a grievance or disciplinary matter. However, it should only be considered if there is a genuine concern that allowing the employee to remain in the workplace could be detrimental to the process or pose a risk to the company or other employees.

Can I make changes to the contracted days for my part-time staff?

This generally requires their agreement, as it involves a variation of their employment contract. Consult with the affected employees, explaining the reasons for the proposed changes and considering any impact on their work-life balance. If an agreement cannot be reached, you may need to follow a formal consultation process.

Does a promotion need to be advertised within the company?

While there is no legal obligation to advertise a promotion internally, doing so is considered good practice and promotes transparency and fairness. Internal promotion opportunities should be communicated to employees to allow individuals to express interest and apply.

Case Study: Reasonable Adjustments

Sun, 04 Feb 2024 23:06:51 GMT

We helped Steve save hundreds of thousands of pounds, find out how in this case study...

Our client Steve is a small shop retailer and has been in business for many years.

One day we got a call from him and he told us a member his team had recently been diagnosed with a long term degenerative physical condition.

Steve told us his colleagues' physical ability to carry out all tasks would gradually degrade, meaning adjustments to their physical working environment would need to be made.

Steve showed us a recent Occupational Health report that confirmed all of this. On the matter of recommended adjustments, there was a proposal to close his retail store for around 6 to 8 weeks whilst certain adjustments to the shops' layout were made. Steve told us he had costed these proposals and for the shop fit-out, he was looking at over £100,000. He also estimated that his lost trade over the same period would be broadly a further £100,000.

Steve then showed us the fit-out quotes and his management accounts which confirmed what he had told us; it's important we say Steve's shop was a physically secure environment, which is why the quoted fit-out costs were so high.

Steve was conflicted when he first rang us. On the one hand he wanted to do all he could to keep his colleague in employment for as long as they could work. On the other hand he told us his business simply couldn't afford what was being suggested by the Occupational Health practitioner.

In all honesty, Steve was really worried when he called us because the colleague had also recently lodged an Employment Tribunal claim for a failure to make reasonable adjustments.

On the legal claim side of things, thankfully Steve had "Employment Practices Liability Insurance" (or EPL), so the first piece of HR advice was for Steve to immediately notify his insurer of the claim and pay the claim excess in accordance with his insurance policy terms. We also recommended Steve instruct us to become the primary point of contact between Steve's business and the lawyer who would be appointed to look after the Employment Tribunal claim.

When we talked to Steve over the next few days, it was clear progressing the Occupational Health suggested adjustments had stalled because Steve was so worried about the costs and the risk to his business. He just couldn't see a way out of it; he was even talking about having to close the business if the worst were to happen.

Thankfully we've dealt with lots of situations like and more complicated than this before.

We immediately worked with Steve to pull together a HR action plan which needed some involvement from his colleague and the Government Access to Work Scheme. Working with Steve and in collaborative partnership with the legal team who were looking after the Employment Tribunal claim, we planned in a couple of HR meetings with the colleague and coached Steve on the key points he should cover; we even wrote him a bullet point type script prompt so Steve was sure to cover everything we recommended.

The outcome to those HR meetings was the colleague agreeing to engage with Access to Work, who in turn arranged a workplace assessment.

The outcome to the Access to Work workplace assessment was a different set of suggested workplace adjustments, most of which could be covered by a Government grant and none of which would see Steve needing to close his shop. In the end the Access to Work recommended adjustments cost Steve just under £1,000; so giving him a saving of £199,000!

Steve was understandably very relieved by this news; he saw it as a win win for everyone involved, especially as Steve was lucky enough to employ a number of other colleagues who were potentially indirectly affected should the worst happen.

The Access to Work adjustments weren't able to be completed by the time the Employment Tribunal hearing date came around, however what Steve was able to tell the Employment Tribunal was where things were upto, what was going to happen next and by when.

On the Employment Tribunal side of things and based on what Steve told the panel, the colleagues' claim was dismissed and within around a month of that happening, all the workplace adjustments Access to Work had suggested were put into place.

The happy ending to all this is Steve's colleague was very happy to be able to work with him for many more years with all the adjustments they needed in place. Also Steve's business was able to survive and continue to support all the colleagues he is fortunate to be able to employ.

The works Christmas party...

Wed, 29 Nov 2023 22:07:59 GMT

Some top HR Toolbox Tips employers to be thinking about...

Christmas is a fantastic time of the year for many people, so before the drinks start flowing, here are our top HR Toolbox Tips for UK employers who are planning a works Christmas party...

HR Toolbox Tip 1 - Invite ALL employees:

It's super important that absolutely everyone within the Company is invited. Don't make any assumptions about who will or won't be attending, invite everyone and let the team decide if they are/aren't coming. The last thing you want is to accidentally miss someone off the invite list and the next thing you know you have a grievance to manage through.

HR Toolbox Tip 2 - Think carefully about the timing:

If the day after your Christmas party is usually a working day, have a look at if another day might be better, or if it must be that day, can you close or open a touch later the following day? The last thing you want is colleagues turning in with a heavy hangover, or not turning in at all.

HR Toolbox Tip 3 - When a free bar isn't a free bar:

Most of the HR queries we deal with around Christmas parties tend to revolve around people drinking too much alcohol and behaving inappropriately in some way; so telling the boss they are a d***, or declaring their unwanted undying love for a colleague.

These sorts of things and many more can open up a potentially costly world employers want to do all they can to try and avoid, so consider alternatives to a free bar like buying everyone a Company gift (not booze), or if it must be a free bar, setting a spending/drinks limit.

HR Toolbox Tip 4 - Remind the team the Christmas do is a work event:

Right let's get this on the table, no employers want to be like The Grinch, however it's worthwhile reminding colleagues well in advance that the Christmas do is an organised work related event and that all the Company HR policies and procedures apply to it.

HR Toolbox Tip 5 - Nominate a couple of senior business leaders to stay sober and present throughout the event:

These colleagues are more likely to spot if someone has had a bit too much to drink and their behavior is getting out of hand. If that sort of thing happens, you want to be consistent, nip things in the bud and have a quite word with the people involved to get the party back in full swing.

If that doesn't work, you might need to move to asking a colleague to leave early and call them a taxi home.

If none of that works, or despite your best efforts you miss something on the night, deal with whatever is reported to have happened as soon after the event as possible; unless of course exceptional action is needed on the night.

HR Toolbox Tip 6 - Remember the employer can be liable:

We won't bore you with the details, however trust us there is a whole load of case law that shows employers can be liable for the actions of their colleagues immediately before, during and after a works Christmas party; so we'd urge you give some good thought to the above points and after that, have a fantastic time with your team!

In most cases your works Christmas party will be a cracking event that you and your team have a great time at with you all talking positively about it for weeks to come.

Merry Christmas everyone from all of us at HR Toolbox!

Deliveroo riders are not employees

Tue, 21 Nov 2023 21:26:10 GMT

The decision is a win for gig economy companies...

The Supreme Court said people working for Deliveroo couldn't be considered employees because they don't have specified hours, can work for rival companies, and can appoint someone to work in their place.

The arrangement between Deliveroo and its riders is "fundamentally inconsistent with any notion of an employment relationship", its judgment said.

Deliveroo riders had sought collective bargaining rights and the case was brought by the Independent Workers Union of Great Britain (IWGB).

They had tried to negotiate pay and conditions with the company, but were refused in 2017 as the members did not meet the definition of a worker under UK law.

A series of appeals were launched, culminating in the Supreme Court decision, which said they cannot benefit from union membership as they do not meet the definition of a worker or employee.

The IWGB had argued Deliveroo unlawfully interfered with riders' human rights by denying their application to be recognised for collective bargaining purposes.

Workers, under UK employment law, cannot be discriminated against nor have unlawful wage deductions - but don't receive the full range of legal rights conferred on employees.

Just over two years ago, Uber lost it's Supreme Court challenge and drivers were recognised as workers, not independent third-party contractors, meaning they are entitled to basic employment protections such as the minimum wage.

In the Uber case, judges concluded that drivers are "in a position of subordination and dependency to Uber, such that they have little or no ability to improve their position through professional or entrepreneurial skills".

The IWGB said it was disappointed at the Deliveroo ruling and was considering its options.

"Whether reflected in legislation or not, couriers are joining the union in ever bigger numbers and building our collective power to take action and hold companies like Deliveroo to account," a statement said.

"Our strength lies not in court rulings but in our unity as a workforce coming together to demand change."

A Deliveroo spokesperson said: "UK courts repeatedly and at every level have confirmed that Deliveroo riders are self-employed, and this now includes the Supreme Court, the highest court in the country. This is a positive judgment for Deliveroo riders, who value the flexibility that self-employed work offers."

Rolled up holiday pay is coming back...

Fri, 17 Nov 2023 16:30:31 GMT

The Government will re-introduce rolled up holiday pay for workers with irregular hours or part year contracts.

Rolled up holiday pay is currently unlawful, however lots of employers have been calling for it to be made lawful again, as they see it as the most practical way to deal with holiday pay for these sorts of workers:

Casual workers with variable hours
Workers on zero-hour contracts
Employees with irregular shift patterns

The Government has said it will legislate to introduce an accrual method to calculate entitlement at 12.07% of hours worked in a pay period for irregular-hours workers and part-year workers in the first year of employment and beyond.

The draft Regulations set out clear definitions of irregular hours workers and part-year workers, so when the new Regulations come in, it will be important that employers check whether a worker is in scope before adopting rolled-up holiday pay.

Why 12.07%?

For each holiday year, a worker is entitled to 5.6 weeks’ leave according to the statutory minimum under the Working Time Regulations. When calculating holiday entitlement, 5.6 weeks of the year will not be worked. The pay is therefore calculated as 52 weeks minus 5.6 weeks, so 46.4 weeks. 5.6 weeks divided by 46.4 weeks is 12.07%.

When does this new rule start?

The Regulations are set to start on the 1st January 2024, leaving employers with a few weeks to adjust and prepare. Employers would be well advised to start taking action soon to ensure their systems and calculation methods are compatible with the proposed changes.

This re-introduced 12.07% rolled up holiday pay method will be allowed for holiday years from 1 April 2024. The 12.07% payment must be paid at the same time as the pay for work performed and be itemised separately on a payslip.

The Government has said it is considering making more changes to the rate of holiday pay, meaning further changes may be on the horizon. We will update you as and when we know more.

If you are not a retained client and you would like more detailed support on this or any other HR matters, please get in touch with us here .

Employee engagement: what is it and why does it matter?

Tue, 01 Aug 2023 09:14:29 GMT

Introduction:

Employee engagement is more than just a buzzword; it's the backbone of a successful and productive workforce. In this article, we'll explore what employee engagement is, why it matters, and how you can foster it within your business to create a motivated and thriving team.

Defining Employee Engagement:

Employee engagement refers to the emotional commitment and dedication employees have towards their work and the business they work for. Engaged employees are passionate, enthusiastic, and deeply invested in their roles, going above and beyond to contribute to the company's success.

With a highly engaged workforce, your people want to help each other, your customers and ultimately the business.

Why Employee Engagement Matters:

1. Boosts Productivity: Engaged employees are more focused and driven, leading to increased productivity levels. When individuals genuinely care about their work, they are more likely to put in extra effort for themselves and each other to achieve outstanding results.

2. Enhances Job Satisfaction: Employees who feel engaged are more satisfied with their jobs. This satisfaction translates into higher levels of loyalty and reduces staff turnover, saving your business time and ultimately recruitment fees in the long run.

3. Sparks Creativity and Innovation: Engaged employees are more likely to work effectively & collectively, offering creative solutions and innovative ideas. They feel comfortable sharing their thoughts without fear of retribution and they actively contribute to a culture of continuous improvement.

4. Improves Customer Satisfaction: Engaged employees deliver the very best customer experiences. Their enthusiasm and dedication positively impact how they interact with your customers, leaving a lasting impression of your business with them. Remember above all else, your customers can be your biggest cheerleader for new business opportunities “if” you can make them feel happy.

5. Fosters a Positive Work Culture: A team of engaged employees creates a positive work culture. This uplifting environment helps to attract top talent and promotes collaboration and camaraderie among team members. You will generally find businesses with a largely engaged team have lots of positive reviews on Glassdoor which is becoming ever more important in the hunt for top talent.

Ways To Improve Your Employee Engagement:

1. Transparent Communication: Establish open communication channels with your entire team. Keep employees informed about company updates, goals, and challenges. Encourage two-way communication to ensure that employees' voices are heard and valued. If something is raised and it can’t be done now or in the future, let your team know why that is as soon as possible and actively listen to any feedback you might receive on that.

2. Provide Growth Opportunities: Offer employees opportunities for professional development and career advancement. Invest in training programs and mentorship initiatives that help them expand their skills and knowledge.

3. Recognize and Reward: Acknowledge employees' efforts and achievements regularly. Implement recognition programs. This could literally be as easy as an employee/team of the month email from the Managing Director to everyone in the business that celebrates individual and team accomplishments, reinforcing a culture of appreciation.

4. Empower Decision-Making: Encourage autonomy and ownership over tasks and projects. Empowered employees feel trusted and valued, which motivates them to take initiative and be proactive.

5. Work-Life Balance: Promote a healthy work-life balance. Offer flexible work arrangements and support employees in managing their personal and professional commitments wherever possible.

6. Engage Leadership: Ensure that leaders actively demonstrate engagement and enthusiasm. Leaders who lead by example set the tone for the business and inspire employees to follow suit.

7. Solicit Feedback: Seek regular feedback from employees about their experiences within the business. Use surveys or feedback sessions to gather insights and identify areas for further improvement.

Conclusion:

Employee engagement is a critical component of building a thriving and successful workforce, especially in today’s fast moving modern society. When employees feel connected, valued, and motivated, they are more likely to contribute their best efforts, leading to enhanced productivity, job satisfaction, and innovation.

By fostering open communication, providing growth opportunities, recognizing achievements, and supporting work-life balance, you can create an environment where employee engagement thrives, benefitting both your organization and its talented team members.

Remember, employee engagement isn't just a lofty goal or achievement badge; it's an investment in your businesses future growth strategy.

A guide to navigating the recruitment process

Tue, 01 Aug 2023 09:06:36 GMT

Introduction:

The recruitment process is the lifeblood of any successful business. Finding and hiring the right talent is crucial for driving growth, fostering innovation, and achieving business objectives. In this article, we'll walk you through the key steps of the recruitment process, offering insights and tips to ensure you attract and retain top-notch candidates.

Define Your Role Requirements Clearly:

Before you dive into the recruitment process, take the time to outline the specific qualifications and skills you need for the role. Be precise about the job description, responsibilities, and expectations. A clear understanding of what you need will help streamline the process and attract candidates who truly fit the bill.

Job Posting:

Write an attention-grabbing job posting that really sells your business. Avoid buzzwords and jargon, and be transparent about the role and the potential challenges it presents. A well-written job posting will not only attract more candidates, but also filter out those who don't align with your requirements.

Streamline the Application

A straightforward and user-friendly application process can make a world of difference. Avoid asking for excessive and irrelevant information, which may deter potential candidates from applying. Focus on collecting essential details relevant to the job, allowing applicants to showcase their skills and experience effectively.

If you are asking people to upload a CV, try to avoid using a further system that either doesn’t populate the CV data into the correct fields and/or asks your candidate to

A really useful exercise is walk through the application process yourself and if you like it and it’s straightforward great, if it’s painful, it’s time to change it!

Screening and Shortlisting:

Make sure you have booked time in your diary to review applications promptly and rigorously to shortlist candidates who best match your role requirements. Be respectful of applicants' time and respond to them either to invite them to an interview or to let them know you won’t be progressing their application promptly. A prompt response reflects well on your business and leaves a positive impression, even on candidates who might not be selected.

Conduct Effective Interviews:

Prepare well-structured interview questions that assess technical skills and the candidates fit with your business values. Example based questions can provide valuable insights into how candidates handle real-world situations, so think of situations that will come up in the role and craft questions that ask candidates to give you examples of how they have/would deal with a situation of x, y or z.

Make sure against each question you have a model answer and points allocated for each answer.

Interviewing with ideally the Line Manager and perhaps an existing member of the team and/or a peer of the Line Manager and/or the Line Managers’ Manager asking the questions can offer varying perspectives and prevent biases in the selection process. Try not to go with an interview panel of more than 2 or 3 people, this process can be nerve wracking enough as it is.

Think carefully about how many stages to the interview process you want to have. Is this a role that would benefit from a technical question and answer session over the phone and if successful with that stage, an in person interview?

Above all else, be entirely consistent in your interview process, ask the same questions of everyone, use the same scoring method for everyone and document your process thoroughly.

Evaluate Softer Skills:

Don't underestimate the importance of soft skills, such as communication, adaptability, and problem-solving. These skills are vital for successful collaboration and can significantly impact a candidate's performance in the role. Assessing softer skills during the interview process will help you identify well-rounded candidates.

Check References Thoroughly:

Take the time to check references provided by the candidates. A candidate's past performance can be an excellent indicator of their future success within your business but remember, there are always two sides to every story so try to be as open minded as possible.

Don't rush this step, as it can provide valuable insights that may not be evident during the interview.

Make Timely Offers:

Once you've identified the ideal candidate, make a competitive and timely job offer. Delaying an offer can create an impression of disinterest and lead the candidate to explore other opportunities. Show genuine enthusiasm for having the candidate on board, making them feel valued from the very start.

In sending out the candidates offer, be sure to include their Contract of Employment and anything else you would like them to sign. If things like training fees repayment agreements would benefit from an explanation before they land in the post so you can sell the benefit into the candidate, pick up the phone and explain everything through first.

If there were other candidates who almost but didn’t quite make it, consider if you are likely to have similar roles for the future and could potentially pop them in a talent pool such that if the further role does come up within say 6 months, you could go straight to offer with that candidate without having to re-interview them.

Onboarding for Success:

The recruitment process doesn't end with an acceptance letter. A well-structured onboarding process is essential for integrating new hires smoothly into the organization. Keep in touch with your new hire from the offer acceptance date to day one in the new role. Make sure they and their Line Manager have everything they need ready for their first day and have a well documented and organised induction and onboarding plan ready for them. This stage of the process is all about integrating them into your business successfully so that they will pass their probationary period with ease!

One thing we would recommend avoiding is lining up multiple meetings with multiple people over the course of their first two weeks. Consider pulling together a chart detailing who people are, what they do, why they are important to get to know and let the new colleague do the rest if the role allows for that.

Is this a role that would benefit from a colleague mentoring them into your Company, someone they can go to for answers to all those minor detail questions you might not have thought of?

Conclusion:

By following all these top HR Toolbox Tips, you can attract and retain top talent for your business. Remember, a good recruitment process can lay the foundation for a thriving and successful team, driving your business towards greater heights of achievement!

Flexible working update

Tue, 01 Aug 2023 08:57:31 GMT

2023 Flexible Working Update

We don’t have a date for when the changes will happen, however we can tell you exactly what is changing:

Employees will be able to make 2 flexible working requests in any 12-month period (currently 1)
You have to deal with requests within 2 months of receipt (although you can agree an extension if necessary)
You can't refuse a request without consultation with the employee (although there’s no guidance as to what that consultation looks like in terms of duration)
Employees will no longer have to explain what effect they think their request will have and how to mitigate those effects

As things stand the changes will not make flexible working requests a day 1 right, employees will still need 26 weeks’ service (although the Government has said there will be other day 1 changes coming). There’s also no legal requirement to offer an appeal if you reject a request (although ACAS Code of Practice on Flexible Working still suggests this is good practice).

As soon as we know the date for these changes, we’ll update our flexible working policy and corresponding forms and letters. If you’re a retained client you don’t need to do anything as these will get sent to you. If you are not a HR Toolbox retained client and you would like some support on flexible working, or any other HR matters, please contact us.

Handling grievances

Tue, 01 Aug 2023 08:57:30 GMT

Navigating Workplace Grievances: A Guide to Resolving Issues

Introduction:

In any workplace, conflicts and grievances can happen. Ignoring or mishandling them can lead to toxic work environments that negatively affect productivity. As a responsible business owner, it's crucial you address grievances promptly, effectively and in line with your Company policy; this article will show you our HR Toolbox Tips on how.

Acknowledge the Problem:

The first step in addressing any workplace grievance is acknowledging its existence. Pretending that issues don't exist will only make a difficult situation worse. Employers must acknowledge relevant concerns and be honest with themselves about how they impact individuals and the wider team.

Open Communication:

Encourage open communication between all parties involved. Create a safe and respectful space where employees can express their concerns without fear of retribution. As a manager or colleague, actively listen to grievances and make a conscious effort to understand the emotions and perspectives behind them.

Focus on Facts and Evidence:

When addressing grievances, emotions can and will naturally feed into the process. Whilst acknowledging emotions and taking an empathetic approach to them, it's important to focus in on the factual information and evidence. Gather relevant data, documentation, and witness accounts to objectively evaluate the situation and be sure to make decisions based on the facts you are able to establish.

Address Issues Early:

Don't wait for grievances to escalate. Address them as soon as they come to your attention. Early intervention can prevent minor problems from snowballing into major conflicts. Prompt action demonstrates your commitment to a positive and proactive work environment. Many grievance policies refer to seeking to informally resolve grievances in the first instance.

Confidentiality and Sensitivity:

Maintain confidentiality throughout the grievance handling process and consider engaging outside independent HR Consultants if necessary. Respect the privacy of all parties involved and refrain from discussing the matter with unrelated colleagues. Treat each grievance with sensitivity and empathy, ensuring a supportive environment for those involved.

Actively Encourage Constructive Feedback:

Actively encourage employees to be vulnerable with each other and to engage in positively intended constructive feedback regularly. The output from these sorts of conversations should be a set of agreed action points against which each person should be encouraged to be accountable for. All of theses steps should be openly explained are in promotion of a workplace that wants to do all it can to avoid grievances in the first place.

Constructive feedback can lead to positive changes and enhance overall job satisfaction.

Collaborate on Solutions:

Involve all parties in finding a resolution. Collaborative problem-solving can lead to more sustainable and mutually beneficial outcomes. When employees actively participate in resolving grievances, they feel heard and valued, fostering a sense of ownership and accountability. Workplace mediation is a very effective method to achieve this.

Implementing Solutions:

Once a resolution has been reached, act promptly in implementing it and perhaps seek external advice & guidance in certain cases. Clearly communicate the agreed-upon actions to everyone involved wherever possible and ensure these are followed-through. Demonstrating commitment to resolving grievances shows that the organization takes employee concerns seriously.

Document the Process:

Be sure to keep good records of evidence, meetings held and letters sent. It's important to remember the Acas Codes of Practice set the minimum standard of fairness that workplaces should follow. They are used by employment tribunals when deciding on relevant cases.

Monitor and Evaluate:

Keep a close eye on the situation even after the grievance has been resolved. Monitor how the implemented solutions impact the work environment and employee satisfaction. Perhaps it's time to conduct a short employee survey. Above all else, be prepared to reassess and adapt if necessary to prevent a recurrence of similar issues.

Conclusion:

Handling workplace grievances demands a prompt and proactive approach. As business owners, it is your responsibility to address these issues effectively, fostering a positive and supportive work environment. By acknowledging problems, promoting open communication, and focusing on facts, you can work together with your team to resolve conflicts and create a more harmonious workplace for everyone. Remember, addressing grievances is not just a matter of policy or legislation; it's a crucial aspect of maintaining a thriving and successful organization.

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