People Matter – May 2025<\/h3>\n
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Catfishing in recruitment<\/h2>\n
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Have you ever exaggerated company perks to attract staff to your workforce? Or noticed how the new hire who boasted their strong time management skills is always late to the office? If so, you may have been involved in recruitment catfishing.<\/p>\n
Catfishing, in a general sense, refers to people intentionally misrepresenting themselves. So, in recruitment, it is when either party deceives in this way during the hiring process.<\/p>\n
This could be prospective employees exaggerating, or even lying, about their skill set or experience. For employers, catfishing could mean making false commitments about your company: like claiming prioritisation of work\/life balance when in reality your staff struggle to book time off.<\/p>\n
If any of this sounds familiar, that\u2019s because recruitment catfishing is on the rise. Recent research in the US found 13% of employees admit to catfishing \u2013 but this might not be accurate, as 67% of staff believe their coworkers have catfished! Surprisingly, 79% of employers interviewed also admitted to catfishing.<\/p>\n
Recruitment catfishing might seem harmless \u2013 but it can put you at risk of some serious consequences. If you\u2019ve embellished just how great your company is, staff will become disengaged when they discover your business isn\u2019t quite what you\u2019ve made it out to be.<\/p>\n
This will likely impact morale and work ethic: decreasing performance, productivity and your overall output. Retention will likely be an issue, with staff potentially leaving for companies that deliver on their promises.<\/p>\n
For successful recruitment, transparency from all parties is crucial. The truth will be revealed sooner or later, so it\u2019s important to cultivate an honest dynamic from the beginning.<\/p>\n
During the recruitment process, encourage candidates to be honest about their skills and experience, and keep your wits about you for any holes in their story.<\/p>\n
You should be transparent, too: ensure your recruitment team are honest about your positions and company culture \u2013 from the initial job listings to interviews.<\/p>\n
Catfishing is just one potential challenge during recruitment. From staying the right side of equality law to getting interview technique correct, there is plenty that busy SMEs can struggle with. If you would like to get better at recruiting, please get in touch and we can identify where we can help.<\/p>\n
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A limit on seizures…<\/h2>\n
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A company received negative media coverage after limiting an epileptic employee to only having \u201cthree seizures a month.\u201d This comment was made during a disciplinary meeting for her \u201cexcessive sick leave\u201d \u2013 where she received a second disciplinary when she tried to explain that she couldn\u2019t control the frequency of her seizures.<\/p>\n
This controversy sparked a wider discussion on the treatment of epileptic staff in the workplace, increasing pressures on employers to do more to support workers with serious health conditions. A UK study found 60% of workers with epilepsy claim to have experienced unequal treatment or discrimination at work due to their condition. Meanwhile, 42% of employers admitted they\u2019d be less inclined to hire someone with epilepsy to avoid potential challenges \u2013 despite knowing it is discrimination to do so.<\/p>\n
It’s a legal requirement to put reasonable adjustments in place for employees with health conditions which would constitute a disability. Failure to do so could land you in court. It\u2019s in your best interest to avoid discrimination claims at all costs: discrimination tribunals are expensive and could damage your company\u2019s reputation.<\/p>\n
If you employ staff with serious health conditions like epilepsy, you might be feeling pressure to get everything right. We understand that this can be difficult to navigate: you\u2019ll want to strike a balance between supporting your workforce, whilst ensuring targets are still met.<\/p>\n
Take the time to understand your employees\u2019 individual needs and requirements (with occupational health professionals where appropriate), cultivating a culture of open communication to do so. This approach will inform you when implementing reasonable adjustments to help your staff succeed.<\/p>\n
It is not to say that if they are not capable of doing a job you do not have other options, but it is essential to follow the proper process.<\/p>\n
If you\u2019re seeking more specialised guidance, get in touch today to see how we can help you stay compliant with legal requirements whilst supporting your staff and your business!<\/p>\n
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Supreme court ruling on women and sex<\/h2>\n![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2025\/05\/PM-May-25-1.png\")
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<\/h2>\nYou\u2019ve likely seen media coverage on the Supreme Court ruling by now, but do you know what it means for your business?<\/p>\n
On 16th April, the Supreme Court clarified the meaning of \u201cwoman\u201d and \u201csex\u201d in the Equality Act 2010: confirming that within the act \u201cwomen\u201d only refers to the biological female sex. This ruling doesn\u2019t affect a person\u2019s right to identify as a different gender and use different pronouns.<\/p>\n
There\u2019s still confusion around these changes, and the EHRC is currently updating its guidance. In the meantime, you should make clear that bullying, harassment or discrimination won\u2019t be tolerated. Gender reassignment is still a protected characteristic in itself, and a harmonious workplace is good for business.<\/p>\n
Toilets and washing facilities will be one of the most tangible elements of compliance. The HSE mandate minimum requirements based upon workforce size, ideally with separate facilities for males and females.<\/p>\n
Where this is not possible, unisex toilets, lockable from the inside, with hand basins will be okay. Any toilet used by women should have hygiene facilities.<\/p>\n
If you don\u2019t already, consider investing in well-being services to support your staff \u2013 potentially helpful for a variety of issues including this.<\/p>\n
If you\u2019re seeking further clarity or guidance following these changes, please get in touch with us.<\/p>\n
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The right to switch off – gone or on the backburner?<\/h2>\n
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You may remember Labour confirming plans to address the \u201cright to switch off\u201d if they were to be elected. However, the policy wasn\u2019t included in the Employment Rights Bill and Labour appear to have dropped any immediate plans to address it.<\/p>\n
The right to switch off policy would legally prevent you from contacting employees outside of work hours \u2013 unless in extenuating circumstances. Such a policy would set off alarm bells for many, especially if your workforce is across multiple time zones or if you\u2019re in an industry that requires frequent out-of-hours contact. As a general principle though, it is common sense that people (including you) need downtime and headspace away from work.<\/p>\n
The future of the policy remains uncertain. Some think it\u2019ll be picked up separately from the Employment Rights Bill. However, the Sunday Times reported that the government is actually planning to scrap the policy in an attempt to boost employer confidence following the increased NICs. You\u2019ll likely hear more about the policy in the coming weeks; and we\u2019ll be here to help you, either way.<\/p>\n
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Keeping the confidential, confidential<\/h2>\n
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Some things are better kept private. In the case of sensitive files about staff, it is the law.<\/p>\n
A business recently lost a tribunal after disabled employee, Liv, saw her manager\u2019s screen had an open document titled \u201cConcerns Re Liv\u201d in a large, bold font! In its decision, the tribunal found that leaving sensitive documents accessible like this disadvantages disabled employees; relating it to being a failure to make reasonable adjustments.<\/p>\n
It is an important reminder to consider how sensitive material is handled within your business. You should work with management to ensure any confidential material is not accessible \u2013 let alone visible \u2013 to employees. Have a process.<\/p>\n
These considerations are even more important if you have vulnerable staff in your workforce \u2013 as a simple managerial slip-up could be used against you in a tribunal.<\/p>\n
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Is 35 old?<\/h2>\n
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Is 35 old? According to employers in China, it\u2019s ancient!<\/p>\n
The Chinese workforce is currently facing the \u201ccurse of 35\u201d, which has employers openly expressing a preference for younger, unmarried workers. There\u2019s a perception that \u201colder\u201d workers are less willing to work long hours and can\u2019t adapt as well to new technologies. This stigma pervades several industries in the country, with many civil service departments even having an age limit of 35 and under for entrance exams.<\/p>\n
Whilst age discrimination does exist in the UK (and is illegal), this is to a very different extent! It\u2019s likely reinforced by China\u2019s 996 work structure: a 9AM \u2013 9PM, six days a week routine, which may seem more suitable for younger workers. Regardless of age, we\u2019re sure few will be complaining about their 9-5 hours after they have read this!<\/p>\n
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People Matter – April 2025<\/h3>\n
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Employment Rights Bill set to worsen the tribunal backlog<\/h2>\n
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The employment tribunal system is exhausted. Cases rose 18% last year whilst being disposed of at the lowest rates since the pandemic. This pressure has massively hiked wait times: there\u2019s half a million people currently waiting for employment tribunals in the UK, with some cases taking over two years to even reach a hearing.<\/p>\n
So the last thing it needs, is for new channels to be created from which cases can be generated. Enter the Employment Rights Bill. This seems certain to exacerbate this backlog as it is enacted.<\/p>\n
The newly introduced Fair Work Agency is a prime example of this. The Fair Work Agency has the power to initiate tribunal proceedings against your business on an employee’s behalf, even if the employee had no intention to take legal action themselves.<\/p>\n
Under the new bill, there are more ways than ever to fall foul of employment law \u2013 it reverts to becoming a day one right for all to bring claims, statutory pays are being broadened and zero-hour contracts are being heavily regulated\u00a0 to name but three.<\/p>\n
Many of the Government\u2019s proposed changes are deeply frustrating for employers. In times that are already challenging, the last thing you need are all these increased pressures \u2013 or the heightened risk of facing an employment tribunal.<\/p>\n
Even if you were to win a tribunal, the process is still extremely costly: with fees of up to tens of thousands of pounds and the risk of being prolonged for years due to the backlog.<\/p>\n
From the Employment Rights Bill to the overwhelming tribunal backlog, it\u2019s essential to stay in line with regulations. This is easier said than done, though, when you\u2019re busy running a business. That\u2019s where we come in.<\/p>\n
We\u2019re ready to equip you with the tools to overcome them. Whether you\u2019re looking to stay in line with regulations, or need help navigating a tribunal, reach out and discover how we can support your business. We provide cost-effective, retained advice with tribunal indemnity insurance included (terms apply), as well as one-off specialist projects and advice.<\/p>\n
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Boost your employee engagement<\/h2>\n
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Employee engagement isn\u2019t just a way to create a positive atmosphere in the office \u2013 it can directly boost the success of your business. Engaged teams show 21% higher profitability, driving stronger outcomes regardless of industry, business size or the overall economy.<\/p>\n
Disengaged staff decrease morale and productivity, and can lead to high turnover rates. Despite the importance of employee engagement, only 23% of employees worldwide fall into the engaged category. To keep your business ahead of the curve, you\u2019ll want to cultivate a culture of employee engagement \u2013 starting from the top of your business.<\/p>\n
Staff engagement isn\u2019t just down to the employees. It comes from the top.<\/p>\n
You\u2019ll need to equip management with the skills to encourage an open culture of communication: clearly sharing goals and values so staff feel actively involved in your company purpose. This helps with both current employees and in recruiting future staff aligned to your vision.<\/p>\n
Listening leadership styles are a good foundation for engagement. To be effective, it is important that feedback is not only encouraged, but perceptibly acted upon. Interestingly, this could also save you money on outsourcing idea generation \u2013 with specialised ideas coming from the staff who understand your business inside out. Talk to us about management training to improve this.<\/p>\n
Be creative and allow space for fun around all the work that takes place. Chocolate eggs for staff this Easter for example?<\/p>\n
Get in touch today to see how our HR services can help you: from data driven feedback resources to quality management training schemes. We\u2019ll leave you to buy the Easter eggs though!<\/p>\n
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Freedom of speech – where is the line in the workplace?<\/h2>\n![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2025\/04\/3-300x200.png\")
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<\/h2>\nWhether it\u2019s in the office, at after work drinks or on social media, you might have experienced staff with a desire to discuss controversial topics. The Human Rights Act deems individuals entitled to freedom of expression \u2013 unless it\u2019s hate speech \u2013 but there is a fine line to tread in the workplace.<\/p>\n
You need to balance freedom of speech with the Human Rights Act, whilst also managing conduct that could be deemed inappropriate, provocative or offensive.<\/p>\n
As an employer, you\u2019re entitled to indicate what is acceptable in your workplace \u2013 and it\u2019s good management to make this transparent with a code of conduct that is clearly accessible across your business. Politics and religion have long carried risk, and gender nowadays can be particularly divisive \u2013 with many a high-profile case going through the courts.<\/p>\n
Let\u2019s be honest \u2013 the alignment of workplace discrimination laws and the Human Rights Act is confusing at best, and a tribunal fuelled minefield at worst. To ensure you\u2019re in the clear, it\u2019s worth seeking specialised support, such as our handbook policy guidance.<\/p>\n
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Supporting sandwich carers on your team<\/h2>\n
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There\u2019s estimated to be a staggering 1.3 million sandwich carers in the UK: caregivers for both their children and their parents at the same time.<\/p>\n
As you can imagine, this is a stressful position to be in; with the routine demands of childcare juxtaposed with parental illness or immobility. Inevitably, these pressures could seep into your workplace and inhibit productivity.<\/p>\n
To counter this, you\u2019ll want to support sandwich carers where you can. How supportive is your management culture? Normalising discussions about caregiving, especially from senior figures, is one way to help sandwich carers feel supported. Being open to various forms of flexible working could be another. It\u2019s all got to work for your business too, though.<\/p>\n
It could also be worth investing in outside employee support as well, such as an Employee Assistance Programme (EAP) \u2013 the helplines available through these could be a valuable release valve for under pressure staff and provide them with coping mechanisms without you having to get involved.<\/p>\n
Fostering a culture of support goes beyond just supporting sandwich carers, it will help all of your employees at certain times of life: boosting morale, engagement and overall productivity for your company.<\/p>\n
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AI can make workdays shorter but more productive<\/h2>\n
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Love it or hate it\u2026 you definitely can\u2019t avoid it! It seems AI is percolating through every element of our lives – and that includes our workplaces.<\/p>\n
In fact, the increasing use of AI in the workplace is actually showing major productivity gains: making the average workday 36 minutes shorter, yet 2% more productive, apparently. One study even found worker productivity increased by 33% for every hour using generative AI. It seems AI can be an increasingly valuable tool to employ in your business \u2013 as long as it\u2019s used correctly.<\/p>\n
It is still a bit of a Wild West though; used incorrectly your employees could cause a lot of damage with AI \u2013 from giving away company secrets to devaluing your brand with poor content. We can help you implement clear guidelines for safe usage of AI. Get in touch today to find out more.<\/p>\n
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How symbolic gestures in the workplace could be (mis)judged<\/h2>\n
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Ever forgot to CC someone into an important email? Presumed they were already aware of a senior meeting? Or even reorganised where they sit in the office?<\/p>\n
These seemingly innocuous gestures could actually be drastically misinterpreted as something far more serious\u2026 like a demotion! A recent tribunal found that arranging a senior employee to sit on a desk associated with lower positioned employees could be a breach of employment law. This may sound ridiculous, but it\u2019s an important reminder of how people can get the wrong end of the stick!<\/p>\n
To avoid major misunderstandings, and nip any potential confusion in the bud, don\u2019t forget your communications skills, and thinking about how gestures are received as well as delivered.<\/p>\n
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People Matter – March 2025<\/h3>\n
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Achieving bank holiday balance this Spring<\/h2>\n
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There may be no extra bank holidays for coronations or jubilees this Spring, but because Easter is relatively late, it does mean there are four bank holidays within five weeks between 18th April and 26th May.<\/p>\n
Bank holiday bonanzas like this often bring the question of annual leave allocation to the front of mind, as staff scramble to efficiently book time off next to the bank holidays, achieving a longer spell of leave for fewer days taken (depending on the nature of your business, of course).<\/p>\n
It is a good time to review how you manage annual leave, and other leaves. The gold standard is to use a software package that comes with benefits like self-service reducing your admin burden; team visibility so everyone knows what\u2019s available; and analytics allowing you to look strategically at attendance \u2013 particularly helpful for sickness and unauthorised absence. Many businesses still rely on wall planners or spreadsheets, so if you are interested in an upgrade, get in touch and we can help.<\/p>\n
But however you choose to administer your annual leave, it must be underpinned by a policy which guides you and staff in how annual leave is allocated. Fairness and transparency is key, with expectations of how it works set from the outset.<\/p>\n
The business\u2019s needs must always be balanced against annual leave entitlement and many companies simply cannot operate if everyone wants to go on holiday at the same time.<\/p>\n
First come, first served is a well understood model, but not the only one available. At times where there is heavy demand for annual leave, you may consider a rotation system that allows someone who missed out one year, first dibs the following year \u2013 as always however: be consistent.<\/p>\n
You may have to consider other staffing factors too, especially as the government pushes for flexible working to become the norm: part time, term-time only and other approaches may all have an impact. We are here, if you want a policy review.<\/p>\n
One final point. Owing to the way Easter falls late this year, there are actually only seven bank holidays between 1st April 2024 and 31st March 2025. If your employment contract wording says \u201c28 days including bank holidays\u201d there is no problem. However if it says \u201c20 days plus all bank holidays\u201d they will be a day short. This is because the statutory minimum number of days in a year is 28 days and this is normally made up of eight bank holidays and additional leave.<\/p>\n
If affected, it is advisable to give them an extra day of leave before 31st March.<\/p>\n
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Time for a Spring clean?<\/h2>\n
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Despite the daffodils it has still felt pretty cold recently; but Spring is here! It is a time when people traditionally embark on some annual cleaning, freshen things up, out with the old \u2013 in with the new.<\/p>\n
This year, why not give your HR strategy the same treatment: ensure it is aligned with your business strategy and objectives?<\/p>\n
While business strategy is focused on turnover, profitability, products and services among other things; your HR strategy should deliver the people now (and in the future) to be able to come good on the business objectives.<\/p>\n
This means it is wide-ranging, encompassing:<\/p>\n
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- Recruitment<\/li>\n
- Training, learning and development<\/li>\n
- Compensation<\/li>\n
- Evaluation and performance management<\/li>\n
- Employee engagement<\/li>\n<\/ul>\n
\u2026maybe more, depending on your business. Translating this into the day-to-day workplace: are you attracting the right people to work for you? Are they productive? Are they being paid enough? Or too much? Are the right ones being developed into future leaders? What\u2019s workplace culture like?<\/p>\n
If you ask yourself these questions and the answers are not satisfactory, reviewing your HR strategy is likely to be the most direct way of addressing them.<\/p>\n
As independent experts with experience across so many sectors and scenarios, we help many businesses perform HR strategy reviews with clarity and pragmatism. If you would like to explore how we can help you, please get in touch to arrange a conversation.<\/p>\n
\nInternational working policies<\/h2>\n
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<\/h2>\nIt may read as a horror story for any company trying to accommodate an employee with health difficulties.<\/p>\n
But the case of a software firm who permitted a developer to have months (about two years) of career break, plus adjustments at work and the exploration of working remotely from rural Pakistan, ended in a judgement of unfair dismissal earlier this year.<\/p>\n
While the judgement itself was entirely based on how the final communications were issued to the worker (a compensation amount will be determined later in the year), we wanted to focus on the non-starter idea of the remote working. It was in a location where the employee herself ceded that there was a significant time difference and little infrastructure, leading to poor internet quality and speed, and even electricity downtime.<\/p>\n
In our post-pandemic world, it is important for companies to consider whether they need an international working policy. International working may embody living the dream for an employee And it could even offer some potential benefits for you as an employer \u2013 like hanging on to a good employee you would otherwise lose, or broadening a talent pool if you struggle to recruit locally.<\/p>\n
But it is much more complex than first meets the eye. Infrastructure and time difference cited above are important. There is also foreign employment and tax law to consider, productivity\/remote working concerns, data security and GDPR compliance to think about, to name a few of the issues. If you want to tighten up this area of your business, please talk to us and we can help you develop a policy that protects your business and lets everyone know where they stand.<\/p>\n
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\nHave a great day!<\/h2>\n
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<\/p>\n\u201cHave a great day\u201d, \u201cCheers\u201d, and \u201cBest wishes\u201d, are three of the most well-received ways in which to sign-off an email, according to a recent survey of 1,000 office staff by a retailer. If you want to end on a high, chances are you should use one of them or similar, rather than a jolly \u201ctata\u201d a nerdy \u201cMay the force be with you\u201d or even a tech default \u201cSent from my iPhone\u201d.<\/p>\n
Other email habits likely to peeve a recipient include unnecessarily cc\u2019ing people in, marking emails as urgent when they are not, using slang terms\/text speak like OMG and LOL, and riddling an email with spelling mistakes.<\/p>\n
Despite the explosion of digital communications channels, from Zoom to Slack to WhatsApp, the humble and 30ish-year-old email is still a staple of the modern workplace. The average worker receives about 100 a day! So encouraging good email etiquette could be a surprisingly easy way to improve workplace culture and help everyone to \u201chave a great day\u201d.<\/p>\n
\nHow responsible are you for your employees’ health?<\/h2>\n
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<\/p>\nThere is a lot made of employers encouraging or facilitating good health amongst their workforces, particularly through benefits packages \u2013 gym membership, cycle-to-work, free fruit, private medical cover in various guises. But how responsible should you actually be?<\/p>\n
There\u2019s a lot to consider. Many roles may intrinsically lead to aspects of an unhealthy lifestyle: long sedentary spells, stress, the potential for injury, exposure to hazards. Health and safety will manage some of this risk, but HR plays a part too.<\/p>\n
Poor health is likely to lead to poor productivity, higher staff turnover and absenteeism, so there is a mutual benefit as well as perhaps some moral duty to encouraging good health. Ultimately though, there is a limit to how much you can do. As the saying goes: you can lead a horse to water, but you can\u2019t make it drink.<\/p>\n<\/div>\n
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\t<\/p>\n<\/p>\nPeople Matter – February 2025<\/h3>\n
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<\/p>\nMiscarriage bereavement leave and the Employment Rights Bill<\/h2>\n
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<\/p>\nIt is well-reported in the news and our content that Labour\u2019s Employment Rights Bill is working its way through parliament. It\u2019s sweeping reforms touch upon sick pay, zero-hour contracts, unfair dismissal, flexible working and much more. But one thing that it doesn\u2019t cover is miscarriage bereavement leave and pay. Yet.<\/p>\n
This may change though, providing much needed clarity and a minimum entitlement to prospective parents who suffer a pre-24-week miscarriage.<\/p>\n
As you may know, currently there is provision for parents who lose a child or baby after 24-weeks of pregnancy to take two-weeks\u2019 paid leave. While the trauma may last a lifetime, this does provide vital time to process things in the immediate aftermath \u2013 a time when their minds will likely not be on work anyway.<\/p>\n
The entitlement currently takes the form of two weeks\u2019 leave which women and partners can use as two separate weeks or a single two-week block. The statutory parental bereavement pay is set at the lower of \u00a3184.03 or 90% of average weekly earnings. There will be a rate increase in April.<\/p>\n
Support in this area will be bolstered from 6th April by a new leave for parents whose newborn requires neonatal care \u2013 under the Neonatal Care Act. Where babies up to 28 days old are admitted to hospital and have a continuous stay of seven days or longer, the parents will be entitled to take up to 12 weeks of leave to manage this difficult time. Statutory neonatal care pay is available for employees with 26 weeks\u2019 continuous service who\u2019ve earned at least \u00a3125 per week on average.<\/p>\n
But leave for a miscarriage pre-24 weeks will be entirely dependent on employer discretion. Anecdotally, many will do what they can to offer support, but it may be messy with neither employee or employer confident in what\u2019s appropriate. A report by a health provider in 2024 found that only 12% of employers have specific pregnancy loss policies or leave.<\/p>\n
Having researched the matter, a group of MPs in the Women and Equalities Committee (WEC) will table an amendment to the Employment Rights Bill to include provision to support those who experience earlier miscarriages. Given that it is estimated more than 20% of pregnancies end prior to 24 weeks, and one in five women will experience a miscarriage, this will be an impactful change \u2013 helping many families but also something for employers to be fully up to speed with.<\/p>\n
As with everything else in the Employment Rights Bill, we will keep you posted on developments and are here to provide advice, policies and help where you need it.<\/p>\n
\nDon’t fall foul of “Right to Work”<\/h2>\n
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<\/p>\nBefore you employ anyone in the UK, it is a legal requirement that you check they have a right to work here. For many, even most, people this will be as simple as visually reviewing a current passport in their presence to ensure it is genuine and that they are a UK or Irish citizen. You must then keep a copy.<\/p>\n
But where no passport is available, or they are not a UK or Irish citizen, a robust process must be followed to confirm that a person has a right to work here, and demonstrate that you have made the required checks. There are online systems for doing this in most cases. If time limits to a right to work apply, then these checks will have to be repeated periodically.<\/p>\n
The consequences of getting this wrong and employing someone who does not have a right to work are severe for you: fines running into tens of thousands of pounds.<\/p>\n
In one story from the news, we saw a car washing business in Lincolnshire fined \u00a320,000 for employing a Syrian and an Egyptian worker illegally. They went out of business with liabilities of more than \u00a344,000.<\/p>\n
In London, a local retail business received a large fine for employing someone who did not have the right to work in the UK. In this case, they had performed some of the checks but not all, and the employee in question had previously been employed elsewhere for twelve years, even holding a National Insurance number. But when investigators finally caught up with them, this was no acceptable excuse.<\/p>\n
The key is to understand this is an issue and have robust processes in place to check right to work before employment starts, and whenever else required. If you want a review, or help getting set up, please reach out to us.<\/p>\n
\nMore expensive than ever to employ low-wage workers<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2025\/02\/PM-5.png\")
<\/h2>\nWe all know that the government\u2019s decision to raise employer national insurance to 15% at the same time as lowering the threshold at which it is paid from \u00a39,100 to \u00a35,000 has gone down like a lead balloon. But did you know that combined with the inflation busting rises to the minimum wages, it has actually pushed the cost of hiring a low-wage worker to record heights?<\/p>\n
The combined amount of tax paid by employer and employee is calculated to be 21.3% of salary. And compared to 2024, the cost of hiring such workers is expected to cost \u00a32,367 more in 2025. The ramifications of this are not good for anyone.<\/p>\n
From a people management perspective, and general business management, it puts even more emphasis on knowing your numbers. Can you still afford to make the hire? Do you need to rejig your workflows? Are you recruiting people who will really deliver?<\/p>\n
\nBuilding your leadership team<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2025\/02\/PM-3.png\")
<\/p>\nFebruary 20th is National Leadership Day, and what better a reminder for checking in on the leadership development within your own business?<\/p>\n
Whether it is to help you grow, as part of an exit strategy or just to upskill your existing team members, instilling leadership skills is one of the most impactful ways to improve your business.<\/p>\n
Initiative, decision making, resilience, communications are all part of the skills mix that leadership training may touch upon. They can make your team more autonomous, adaptable to change and productive.<\/p>\n
At The HR Dept, we offer a range of leadership training courses, both in-person and as e-learning to suit different needs and budgets. Why not ask us about them today?<\/p>\n
\nRamadan and Eid in the workplace<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2025\/02\/PM-4.png\")
<\/p>\nRamadan occurs in the ninth month of the Islamic lunar calendar. It means that when this translates to the western Gregorian calendar it moves by about ten days each year. In 2025 it runs from 1st March to 30th, and is then followed by Eid al-Fitr.<\/p>\n
You\u2019ll probably already know that it is a highly significant time for Muslims. Depending on circumstances, it may involve fasting during daylight hours, prayer, spending time with friends and family and charitable activities.<\/p>\n
It is good management practice for it to be on your radar and make allowance for it where possible. Be sensitive and as with many aspects of management there is not a one-size-fits-all approach. For example, someone with a health condition or who is pregnant may not fast.<\/p>\n
By expanding cultural awareness it may be a good opportunity to bring your team closer together.<\/p>\n
If you are finding it difficult to get the right balance between operations and religious and cultural sensitivity, we are here to help.<\/p>\n
\nShould regional accents be a protected characteristic?<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2025\/02\/PM.png\")
<\/p>\nFrom a Cockney \u201cLet\u2019s have a butchers\u2026\u201d to a Geordie \u201cWey aye man\u201d, regional language and the accents that go with them are part of our rich heritage. They do come with a bit of ribbing too, though. Is this harmless fun or indicative of an undercurrent of prejudice against people who speak anything but the Queen\u2019s English?<\/p>\n
One recent survey found that a quarter of employees had been mocked for their regional accent at work, and 23% worried that they may face bias. Given that if an accent was from another country, such concerns would be relevant under the Equality Act on grounds of race, it begs the question: Should regional accents, too, be a protected characteristic?<\/p>\n<\/div>\n
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\t<\/p>\n<\/p>\nPeople Matter – January 2025<\/h3>\n
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<\/p>\nSwap your annual performance reviews for monthly 121s<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2025\/01\/1-1-300x200.png\")
<\/p>\nAlready dreading your annual performance reviews? Do these sessions rarely produce the results you want? Wish there was a better way to boost the productivity of your employees?<\/p>\n
There\u2019s another solution, a trend that has been around for a while. In recent years, many businesses (like Yahoo and AstraZeneca) have been switching from annual performance reviews to more frequent 121s, instead. Whilst it may seem counterintuitive to make reviews more frequent if you don\u2019t enjoy them \u2013 there are actually a whole range of benefits for doing so.<\/p>\n
The traditional review structure can often result in behavioural or performance issues being left unaddressed for months until the annual reviews come around. This can negatively impact overall business performance and productivity, as well as leading to employee disengagement if they find these highly anticipated, occasional sessions dissatisfactory.<\/p>\n
Frequent 121s and check-ins are a reliable alternative to traditional annual reviews. This structure provides you with more opportunities to discuss and address concerns as they arise \u2013 preventing minor mishaps from spiralling into more disruptive issues.<\/p>\n
And let\u2019s not forget the opportunity to more regularly praise a job well done, or mark someone going the extra mile, in a timely fashion.<\/p>\n
Regular check-ins allow you to better track your employees\u2019 productivity towards business goals, as it is easier to monitor progression. Simultaneously, employees are positively receptive to more frequent 121s: it gives them more sense of purpose, the ability to better voice their needs and concerns, and ultimately boosts company morale.<\/p>\n
The truth is in the statistics, in 2024 AstraZeneca found that 85% of their employees received regular coaching: correlating with a 70% increase in manager confidence for holding meaningful coaching sessions and a 12% increase in core capabilities.<\/p>\n
It\u2019s clear that forward-thinking businesses are evolving from traditional performance reviews to more regular, consistent 121s. But we understand that as desirable as this switch is, it can be hard to know exactly how to implement it: that\u2019s where we come in.<\/p>\n
Get in touch today to see how we can help you implement regular 121 reviews across your business: helping you to boost morale, productivity and performance.<\/p>\n
\nUpskilling staff with eLearning<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2025\/01\/2-300x200.png\")
<\/p>\nFor cutting edge business owners keen to stay ahead of the curve, eLearning can be an effective way to upskill your staff and heighten company performance.<\/p>\n
Running a business is expensive, and it can be tempting to cut training costs. This decision may provide short term financial alleviation, but could end up costing more in the long run: decreasing staff performance and retention, and risking lawsuits.<\/p>\n
For example, a dismissed employee recently received a \u00a329,000 payout following her dismissal being deemed unfair, including being singled out for wearing trainers. In this case there were a range of management issues and processes not handled correctly or fairly. It is a cost that could have been prevented through good quality management and HR training.<\/p>\n
Traditional, in-person classroom training provides practical learning that prompts high engagement. However, for some this training can be difficult to implement as it requires a physical location, uninterrupted sessions and potential transport arrangements. Alternatively, eLearning is a modern solution for HR training that may be better suited to your business needs.<\/p>\n
eLearning tends to be more accessible than physical training, both practically and financially. It can be completed at any time, from anywhere, by as many employees as necessary. eLearning also allows training to be staggered and paused as needed, allowing staff to complete it without disrupting their workload.<\/p>\n
Quality HR training is crucial to any business, boosting retention rates with 94% of employees less likely to leave their jobs if training opportunities are provided. Research has also found that companies that provide comprehensive training are 24% more profitable.<\/p>\n
If you\u2019re keen to invest in quality training for your business \u2013 from HR to health and safety \u2013 then eLearning could be the solution for you. Get in touch to see how we can help you effectively implement digital training across your business or, if you prefer it, we do offer a range of excellent in-person courses too.<\/p>\n
\nInvolving your staff in your business goals<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2025\/01\/3-300x200.png\")
<\/h2>\nIt may feel like a big step, but involving your staff in your business goals can be an effective way to elevate your business, providing a range of personal and business benefits.<\/p>\n
We are not talking about giving them the keys to the kingdom. You can involve staff by encouraging suggestions, educating them to optimise their ideas and utilising organisation tools, such as surveys. These efforts will make staff feel their opinion is valued, boosting commitment, morale and long-term retention.<\/p>\n
On a practical level, there are many perks to this. Your employees have a range of perspectives and a direct understanding of your company, meaning they may generate quality ideas for your business. Not only does this save you money on outsourcing for idea generation, it is also likely to increase their productivity by boosting their engagement.<\/p>\n
Contact us to see how we can help you optimise your staff to reach your business goals.<\/p>\n
\nWould your staff report misconduct?<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2025\/01\/4-300x200.png\")
<\/p>\nAcross UK businesses, a shocking one in three cases of staff misconduct go unreported. This is primarily caused by structural failures: from employees not knowing how to report incidents to concerns about not being taken seriously by management. Many employees also have privacy concerns \u2013 despite the anonymity of whistleblowing services \u2013 and worry that they may receive potential exposure to backlash.<\/p>\n
It is crucial to the health of your business that your company adopts a culture where reporting misconduct is encouraged: increasing performance, morale and staff retention. To do this, you need clear reporting procedures that are accessible across your company – alongside assurances of confidentiality.<\/p>\n
Encouraging an open culture of communication and speaking up will help to build employee trust. This is about walking the walk as well as talking the talk: take reports seriously, conduct thorough investigations and hold staff accountable for misconduct.<\/p>\n
This is a sensitive topic that should be approached with care. Contact us to see how we can help you implement effective reporting procedures across your company.<\/p>\n
\nRed weather warning<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2025\/01\/5-300x200.png\")
<\/p>\nEars still hurting after that Storm Darragh phone alarm?<\/p>\n
Across the past 20 years, the UK has faced a major storm roughly every four years. Not only are extreme weather conditions disruptive – impacting power and transport – they can also be dangerous.\u00a0 To counter adverse weather like this, it\u2019s helpful to develop a thorough adverse weather policy to protect your employees and minimise disruptions for your business.<\/p>\n
As an employer you have a duty of care and the obligations under The 1974 Health and Safety at Work Act are relevant here, and areas to consider include dangers associated with commuting as well as issues like heightened risk for pregnant or disabled employees.<\/p>\n
These guidelines should cover attendance expectations (including alternatives such as remote working), procedures for weather deterioration, and steps for staff that can\u2019t attend. Always communicate such policies clearly and make them accessible to staff at all levels of your business.<\/p>\n
\nWill you still need me, will you still feed me, when I’m sixty-four?<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2025\/01\/6-300x200.png\")
<\/p>\nSince the early noughties, the number of workers over the age of 65 has risen rapidly: with numbers doubling among women.<\/p>\n
Older workers are a pool of talent you may have previously overlooked: offering increased knowledge, experience and life skills for your business. From recruitment processes (like where you advertise) to workplace practices, are you set up to benefit from the skills and experience of this older demographic?<\/p>\n
Blind recruitment may be one way to overcome unconscious age bias. For older staff already on the books, consider incorporating mentorship schemes to help pass attitude and skills on to younger workers. Phased retirement options may provide the two-way flexibility necessary to retain them for longer than you might otherwise be able to.<\/p>\n<\/div>\n
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\t<\/p>\n<\/p>\nPeople Matter – December 2024<\/h3>\n
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<\/p>\nA festive flu? Managing fake sickness over Christmas<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/template\/wp-content\/uploads\/sites\/3\/2019\/09\/1-300x200.png\")
<\/p>\nWith extra social engagements, competition for annual leave, massively heightened or reduced workloads and plenty of real sickness all in the mix, absence management over Christmas can be a real challenge for some employers.<\/p>\n
What do you do if someone does not show up, claiming they are ill?<\/p>\n
At the time, there may be little you can do other than accept it at face value and reorganise your remaining team to cover the shift or workload. It may involve some paid overtime, or time off in lieu (TOIL) \u2013 in the future when it is quieter. Frustratingly for some employers, it may mean a late night at work for you.<\/p>\n
There are things that you can do beforehand, and after the fact, to manage this frustrating feature of Christmas.<\/p>\n
Before anyone phones in sick, you can set expectations. Remind everyone of their obligations \u2013 a hangover is not an acceptable reason for sickness absence, and neither is being refused holiday time; if they are to be absent that they must personally phone you to explain what\u2019s wrong each day, and that your process is to have a return to work interview when they come back. This kind of robust process will put off many from faking it.<\/p>\n
Longer term, you may also lower the chances of being left in the lurch by fostering goodwill amongst your staff: making it a nice place to work, laying on a good Christmas party, being accommodating where possible to issues that arise for them.<\/p>\n
But despite all of these actions, you may get an employee who tries it on. In these cases, don\u2019t just assume. You really need some evidence. This may be uncovered during an assertive return to work interview in which they give themselves away (there is no \u201cpleading the fifth\u201d in UK HR process). Or you may obtain a photo from social media showing they were out partying.<\/p>\n
Thinking longer term again, it shows the value of keeping good HR records on things like attendance. Because if you track absence and it shows a pattern of repeated sickness absence, say on 23rd<\/sup> December each year, this in itself may give you the data to act.<\/p>\n
If you want to take action, your disciplinary policy will guide you in the steps to take. If you would like expert help, talk to us.<\/p>\n
\nChristmas party pandemonium<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2024\/04\/2-300x200.png\")
<\/p>\nThe work Christmas party is intended to be a positive event where you can show goodwill to your staff and everyone has fun. As long, that is, that you plan it correctly and follow the HR tips we share every year to set expectations and minimise the chance of trouble.<\/p>\n
Of course, sometimes people don\u2019t plan correctly, or certain employees \u201cdon\u2019t get the memo\u201d; and festive fun turns into a Christmas crisis. Here are three stories from the Internet to make you smile (or shudder).<\/p>\n
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Two hundred\u2019s company\u2026 three hundred\u2019s a crowd<\/h3>\n
It is not uncommon for the company to pay the bill, but in this story staff had to pay their own party fee of \u00a350, or \u00a375 if they were bringing a partner.<\/p>\n
You\u2019d hope they were in for a good party, but when they arrived at the venue, they discovered that the hotel had double-booked the function room. With the hotel\u2019s contingency plan being to cram 300 people into a room only designed for 200, throw out the pre-orders and serve unordered, undercooked food ad hoc, a chaotic time was had by all\u2026 as well as a touch of food poisoning.<\/p>\n
Gallingly, the company got their deposit back but the staff received no such refund. And the employer booked the same venue next year after being offered a discounted rate!<\/p>\n
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It makes him feel sick<\/h3>\n
We always advise you encouraging your staff to exercise moderation when drinking at the Christmas party, but the same goes for you too.<\/p>\n
One employer found himself promising a promotion and a new dress to a female employee after he vomited all over her at the Christmas party. Nothing about that follows HR good practice!<\/p>\n
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Unjust desserts<\/h3>\n
As we\u2019ve said, the employer will often fund the Christmas party as a thank you to staff, and this is especially the case when they have already implied that they will do so.<\/p>\n
Imagine then, you\u2019ve sat down for a three-course meal, you\u2019re having a good time with colleagues and suddenly (conveniently), just as dessert is served, your boss and benefactor declares some private emergency and ups sticks. That was the fate at one Christmas party, leaving the employees to pay the tab.<\/p>\n
\nCould an employee experience domestic abuse this Christmas?<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2024\/12\/4-300x200.png\")
<\/h2>\nSadly, in some households, the change of routine at Christmas is a trigger for domestic violence \u2013 mainly but not exclusively directed towards women. More alcohol, being cooped up together, financial pressures are all considered factors.<\/p>\n
As an employer concerned for the well-being of staff, you will want to be part of the solution; but it can be hard to know what, or how much, to do.<\/p>\n
Unless they come directly to you, spotting signs and then broaching the subject is the start and it can be difficult in itself. Although witnessing harassing behaviour first hand is obvious, other signs may be more equivocal.<\/p>\n
Physical signs like bruising and injury could have a range of causes of which domestic abuse is one, and they can be masked. Similarly, changes in behaviour, poor time-keeping, unreliability and a drop in performance are all signs something is amiss\u2026 Whether it is domestic violence or another reason, a gentle, private exploratory conversation may help you start to understand.<\/p>\n
Give them space to speak further to you when it feels right for them. While if there is an immediate threat to their life you should call the police at once, in less urgent scenarios you may signpost third-party support like specialist charities, make adjustments to their work patterns and be a supportive figure. Be guided by them, and it is a highly sensitive subject so don\u2019t forget to respect their confidentiality.<\/p>\n
\nOff grid<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2024\/04\/3-300x200.png\")
<\/p>\nAs a general principle, it is not appropriate to contact employees whilst they are on holiday. Is this any different at Christmas when you may have more people away or just a lot going on?<\/p>\n
The reason for holiday is to unwind, decompress, switch off completely from work. So even a quick phone call or email query will interrupt this, even if a staff member says it doesn\u2019t. This will have consequences, ranging from not coming back to work rested or, more seriously, being a step towards burnout; to just becoming unsatisfied working for you, eventually leading to retention issues.<\/p>\n
So seriously do some countries take this that they have legislated for it, with a right to switch off. Our new government is considering this here, too.<\/p>\n
With all that context, Christmas is no different. If you anticipate a particular issue, you could agree a reasonable level of contact. If it is unanticipated you could, for now, just accept the consequences: a one off contact you consider essential to share some important information is unlikely to compromise an employee\u2019s well-being.<\/p>\n
\nTaking Secret Santa too far<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2024\/12\/6-300x200.png\")
<\/p>\nAn opportunity for some gentle office fun and team bonding or the chance to settle scores and have a joke at someone\u2019s expense?<\/p>\n
Most of the time Secret Santa is the former, but it helps to set the ground rules carefully to avoid the potential for trouble. Even the boss can get it wrong: in one case a project manager employee did not see the funny side of being bought Project managing for dummies <\/em>as her gift from the CEO.<\/p>\n
Whoever\u2019s organising should ensure that everyone is invited to join but that people can opt out. It is a good idea to set a modest budget, so people are not significantly put out financially, and remind the team that it is a work event, so work rules apply. If there is a problem, they should let you know as soon as possible.<\/p>\n
\nIs swearing at work acceptable?<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2024\/12\/5-300x200.png\")
<\/p>\nIn November it was reported that a claimant WON at their employment tribunal after being dismissed for calling a colleague an effing m***.<\/p>\n
If ever context is key, this is it. Just about everyone was at it (swearing), including managers. The judge noted that there was a toxic culture and it was lawless with no enforcement of expected workplace norms by leadership. So for one person to be singled out for disciplinary action was unfair.<\/p>\n
The trial heard that swearing is more acceptable in the North. But whether that is true or not, maintaining a level of professionalism and creating a culture where swearing is not the norm will likely be best for most businesses.<\/p>\n<\/div>\n
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\t<\/p>\n<\/p>\nPeople Matter – November 2024<\/h3>\n
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<\/p>\nWhat\u2019s up with using WhatsApp at work?<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2024\/11\/internet-3113279_1280-300x200.jpg\")
<\/p>\nWhatsApp is so popular and so convenient, that in many workplaces it has become a default channel for some communications. But hold on one minute! For all its convenience, it carries a fair amount of HR risk.<\/p>\n
In fact, between 2019 and 2024, the number of tribunal cases in which WhatsApp messages were used as evidence rose from 150 to 427. So what are the risks?<\/p>\n
You have got blurred lines between personal life and work life; an accepted degree of informality which can lead to inappropriateness; and a reduced or zero ability to monitor communications if they are on private accounts.<\/p>\n
Consider reputational damage. The public inquiry into events surrounding Lucy Letby\u2019s crimes is currently being reported on. Earlier this month, the enquiry heard evidence that a colleague had joked regarding sharing tips on getting away with murder in a WhatsApp conversation with Letby. This was a full year after concerns had first been raised about the danger she may have posed. It reflects badly on both individuals and the organisation.<\/p>\n
Whether it is the perceived privacy, the informality or something else, left unchecked WhatsApp is a problem. Sexual harassment, especially now more stringent obligations have fallen upon employers (since October 2024), is another danger.<\/p>\n
There is even an instance of someone winning a discrimination case for being excluded from a WhatsApp chat whilst on long-term sick leave.<\/p>\n
Thankfully (because WhatsApp is useful for many businesses), you can take measures to protect yourself through the creation and sharing of policies, and potentially training.<\/p>\n
Include acceptable WhatsApp usage in your social media policy, and if staff use their own devices, a bring-your-own-device policy can set expectations on these. Ensure these policies are shared with everyone at reasonable intervals, and log this and any training, too. This makes it easier for you, where any breaches occur, to instigate appropriate disciplinary procedures.<\/p>\n
For any help with policy preparation or disciplinary support, please get in touch.<\/p>\n
\nDo your employees suffer from financial stress?<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2024\/11\/iStock-1682733293-300x200.jpg\")
<\/p>\nWe all know that managing finances can be stressful, especially if you are a business owner. It may be surprising to learn, though, that as many as 36% of employees in the UK have recorded absence due to money worries, according to research by a financial well-being company.<\/p>\n
That\u2019s when other people\u2019s concerns can start to cost you, so for everyone\u2019s sake it is worth giving it some attention.<\/p>\n
A different survey, this time from a mental health charity, calculated the overall cost to British employers to be \u00a31,035 per employee, comprising \u00a3335 for absenteeism, \u00a3605 for presenteeism and \u00a395 for staff turnover.<\/p>\n
Of course, most SMEs cannot simply throw money at employees \u2013 we know how tight cash is for many British businesses, especially considering the planned hike to employer national insurance and national minimum wage increases.<\/p>\n
By the time absences are registering, it is already costing you (and your employees through anguish). A sustainable approach is to facilitate coaching and education. Partnering with a charity is one idea, for example The Money Charity<\/a>, who provide free resources; as well as paid for workshops and mentoring programmes.<\/p>\n
Local independent financial adviser firms may offer lunch and learns too (with the prospect of gaining some new clients), or some kind of drop-in sessions if they are looking after your pension scheme, so there are options if you seek them out.<\/p>\n
Another value option is to review your employee benefits package. There are always new options coming on to the market which can help. Including a benefit which provides high street store discounts, a health cash plan which contributes money towards medical treatments or death in service benefits can offer excellent value for everyone. If you are interested in a review, please just ask.<\/p>\n
\nEmployment Rights Bill \u2013 Spotlight on unfair dismissals
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<\/h2>\nWith the Employment Rights Bill set to have such a dramatic impact on managing workforces, we will spend the next few months shining a spotlight on individual aspects of it.<\/p>\n
Thankfully for SMEs, many of the changes will not come in until at least Autumn of 2026. Nevertheless, it is important to understand the changes and what action you need to take now, so that you are not playing catch-up later on.<\/p>\n
So first of all, we have significant changes to unfair dismissal law. Currently, employees do not enjoy any protection from unfair dismissal until two years of continuous service has passed. There is an exception to this for any claim related to statutory rights and discrimination under the Equality Act 2010.<\/p>\n
The intention is, when the new law is implemented, that unfair dismissal will become a day one right. This means it will carry more risk to dismiss new hires who turn out not to be a good fit for the business. There will be a consultation on the length of a statutory probationary period which may provide some mitigation for employers, but it is a good idea to have well documented probationary reviews in place.<\/p>\n
For you, it may mean amending the length of your probation period (when this becomes clear), and we\u2019d advise reviewing your hiring processes to ensure they provide you with fit-for-purpose employees as best as can be ascertained.<\/p>\n
\nManaging side hustles<\/h2>\n
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<\/p>\nWhat are your thoughts on side hustles \u2013 those extra income streams that some employees may have outside of work?<\/p>\n
On the plus side, they may make a big difference to any hard-pressed staff struggling to make ends meet on their remuneration from you; and\/or be a boost to mental health by easing financial stress (see financial stress article above) or being a creative outlet.<\/p>\n
However, there is plenty of potential downside, too: from leading to burnout through extra hours worked, to the risk of reputational damage due to the nature of the side hustle (a Hollyoaks actress left the show last year after opening an OnlyFans account). Other risks include a potential drop in productivity or even competition issues if the employee is offering the same service they perform for you on the side.<\/p>\n
In one eye-catching recent constructive dismissal case, a police body was ordered to pay a former sergeant \u00a31.1 million in compensation after they ordered her to cease a side hustle she was operating whilst on sick leave.<\/p>\n
Her side business was providing decorated party tents for events, and she had been advised to take up creative hobbies by occupational health as a counter-balance to her intense role in the police dealing with child sexual exploitation and drug exploitation. Initially permitted by her employers to do this, she was ordered to cease the activities while on a period of long-term sick leave.<\/p>\n
It was a complicated case, but shows the fine line that you may need to walk if you have an employee with a side hustle. A good place for any business to start is to make it clear what is and isn\u2019t acceptable within your terms and conditions of employment. We can help you think through the issues for your business and come up with suitable wording if you want a review, or don\u2019t have a policy in place.<\/p>\n
\nAn inspector calls<\/h2>\n
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<\/p>\nAs frustrating as it may be to have members of your team off on long-term sickness absences, there are right and wrong ways to deal with it. The distinction may not always be obvious and that is something we help our clients with, reaching pragmatic decisions in the business\u2019s best interest.<\/p>\n
Many, though, will agree that a step too far (except maybe in some extreme cases), is to start paying surprise home inspections to those who are unwell, checking up on their fitness to work. According to the news, in Germany, Tesla is currently embroiled in a row with unions for doing just this.<\/p>\n
Any business will want to bring a level of robustness to absence management, but unless for good reason, such inspections smack of a breakdown of trust between employee and employer. The reports on the story suggest that Tesla has key statistics to show that some of their absence isn\u2019t genuine, whilst they are accused of poor general working conditions, overly long working hours and insufficient health and safety measures.<\/p>\n
If you are suffering from significant long-term sickness absence in your business, by which we mean anyone away for four weeks or more, getting medical advice as to how to get the employee back to work is essential. Get in touch for help if you need it.<\/p>\n
\nDealing with workplace \u201cicks\u201d<\/h2>\n
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<\/p>\nWhat\u2019s worse: microwaving a fish lunch in the office kitchen or gossiping about colleagues? It\u2019s probably down to personal choice; although while there is no \u201claw\u201d against microwaving aquatic lunches (there should be), a colleague could easily breach a disciplinary policy with malicious or persistent gossip.<\/p>\n
Other common \u201cicks\u201d include taking smoking or vaping breaks (and bringing the odours back in), leaving expired food in the fridge and bringing a stinking cold into the office. Generally, many of these kinds of behaviours can be avoided by instilling a good culture within your business. But it is essential to have this backed up with written policies which everyone is familiar with.<\/p>\n<\/div>\n
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\t<\/p>\n<\/p>\nPeople Matter – October 2024<\/h3>\n
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<\/p>\nHave you updated your tips policy?<\/h2>\n
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<\/p>\nIn one of the pieces of proposed employment law which was carried over from the previous parliament, rules on how tips must be distributed have become more stringent.<\/p>\n
The Employment (Allocation of Tips) Act 2023 is now in force, with an accompanying code of practice. If relevant, have you updated your policy and started following the code correctly? Here are the main points.<\/p>\n
All tips received by you as employer must now be distributed amongst workers with no deductions made. There is an emphasis in the legislation on fairness and transparency when you are in control of tip allocation. The code includes that you should consult with workers when arriving at your decision.<\/p>\n
Not all employees have to receive the same proportion of the tips, but you do have to have a clear and objective set of factors to decide how they are allocated. As you would expect, unlawful discrimination must be avoided.<\/p>\n
Other points to adhere to include regularly reviewing your allocation of tips, particularly in line with staff turnover, having a written and accessible tipping policy, and keeping a record of how all qualifying tips are allocated for three years. Employees have rights to view these records.<\/p>\n
So what happens if you don\u2019t comply? Well, these new tipping laws are enforceable at an employment tribunal, but before that you would seek to resolve them via internal processes and Acas. If a dispute goes to tribunal and is found in the employee\u2019s favour, the court can name and shame you, as well as order back pay of tips and compensation which applies not only to the complainant but other affected workers who did not complain.<\/p>\n
A few final points. The code is detailed but not exhaustive and does expect fairness and transparency to be an overarching principle. Not all tips are included in its scope, particularly cash tips paid directly to workers where no direct control is exerted by you. Non-monetary tips can fall within the scope if you exert control over them \u2013 the example of a casino chip being given as a tip is cited.<\/p>\n
We can help you get your business compliant with this new legislation or advise on any related disputes. So if you need help, please get in touch.<\/p>\n
\nWhat’s included in the employment rights changes?<\/h2>\n
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<\/p>\nAs you may have seen on our blog, or just in the news, we now have a clearer view of which employment rights changes promised by Labour are going ahead.<\/p>\n
Postponed but not cancelled are the consolidation of employment status, the \u201cright to switch off\u201d and reviews of the parental and carer\u2019s leave systems. Everything else we expected is proceeding, albeit with consultation periods and a passage through parliament that will last until at least Autumn 2026. Even so, it is important to start planning and budgeting for the following changes now:<\/p>\n
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- Protection for employers from unfair dismissal claims in the first two years will be removed. The government is consulting on a more limited nine-month probationary period instead but with processes to be followed.<\/li>\n
- Workers on zero-hour contracts will be entitled to additional rights including guaranteed hours (if they want to accept them) after a qualifying reference period which is expected to be 12 weeks.<\/li>\n
- Flexible working will become the default for all workers. However, the detail we have on this does sound more like a terminology change rather than a practical one. Just as is already the case, you will still have several reasons to reject flexible working for any given role but your refusal must be in writing and be \u201creasonable\u201d .<\/li>\n
- You will have to pay statutory sick pay from day one of an illness, and this is not reclaimable. Moreover, the lower earnings limit of \u00a3123 per week to qualify is being removed.<\/li>\n
- Parental leave and bereavement leave will become a day one right. Bereavement leave will be extended to cover all workers for all dependants. Currently, it is only for parents.<\/li>\n
- Trade union laws will be softened to give trade unions more powers.<\/li>\n
- The current collection of enforcement bodies will be amalgamated into one Fair Work Agency.<\/li>\n
- The remit of the Low Pay Commission will be expanded to include consideration of the cost of living, and minimum wage age bands will be scrapped.<\/li>\n<\/ul>\n
Naturally, we will keep you posted as the bill progresses through parliament. Our blog<\/a> on this topic goes into more detail, and we also have an Employment Rights Bill resource centre<\/a> on our website.<\/p>\n
\nThe UK’s work\/life imbalance!<\/h2>\n
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<\/p>\nAccording to an international study, the UK scores pretty poorly for work\/life balance. Riding high are Spain and France with ratings of 57.92 and 54.89 respectively (Kazakhstan is in third place). The UK languishes in 34th<\/sup> place out of 40 with a rating, coincidently, of 34. India, USA, China, Mexico, Switzerland and Canada were the countries with lower ratings.<\/p>\n
Many of the factors are legislative, relating to things like bank holidays and statutory maternity\/paternity pay and the like; or economic, such as the cost of living.<\/p>\n
Work\/life balance is important, not just for your own and your employees\u2019 mental and physical health and relationships, but also for productivity for your business. While you want people working hard for you, overdoing it consistently will result in errors, workplace cultural issues, retention, potential absenteeism due to stress and even burnout. These all become business problems eventually.<\/p>\n
While you cannot influence macro factors like the cost of living which would have a material impact on the UK\u2019s ranking, you can control your own employees\u2019 work\/life balance positively. In fact, all things being equal, addressing this will give you a strong competitive advantage in the recruitment market.<\/p>\n
\nManaging a multi-generational workforce<\/h2>\n
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<\/p>\nA recent report found that Gen Z (18-24) is the hardest to manage due to their attitudes towards authority, levels of professionalism and emotional intelligence. Their adaptability and creativity was praised in the survey, though.<\/p>\n
Workers of any generation can pose problems. Different attitudes, different priorities, different skillsets\u2026 it can be a challenge for busy SME employers like you. But get it right and you can unlock valuable benefits.<\/p>\n
The starting point should always be not to make age-based assumptions. These may not be helpful anyway, but especially as age is a protected characteristic under equality law. As an extension to this, make sure your team are respectful of each other \u2013 avoiding inside jokes and banter which may be hurtful, and being inclusive.<\/p>\n
With this foundation in place, think how workers of different generations can complement each other. It will vary from person to person (no assumptions, remember), but there will be opportunities for skills to be shared, mentoring and collaboration. Whether it is digital capability or softer skills like resilience and communication, your business is sure to be stronger for it.<\/p>\n
\nI’ll be watching you…<\/h2>\n
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<\/p>\nLike any business owner, you want to get good productivity from your employees. Since the pandemic, one challenge to this for many companies has been working from home. What do you lose in terms of business culture? How do you know they are putting in a full shift? How is experience passed down?<\/p>\n
Professional services giant PwC is cracking down. Reports say that from 1st<\/sup> January they will monitor staff working locations, requiring them to be in the office or with clients at least three days a week (an increase of 50% from the current two days). It is understood this will be reported back to each employee alongside their chargeable hours.<\/p>\n
It is right that business owners should defend productivity, and the key points are to be proportionate and transparent. Let staff know what you do and include it in employment contracts and company handbook. This will all help maintain mutual trust between you and your team.<\/p>\n
\nHealth insurance with a difference<\/h2>\n
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<\/p>\nWant to jump on the latest trend in employee benefits from the US? Then why not add pet insurance to your package? Purrfect for employees with cats, \u201cfetch\u201ding\u00a0 for those with dogs, gold dust for workers with goldfish (no, too far!) it could be a novel way to stand out.<\/p>\n
We are a nation of animal lovers and 57% of households own a pet; but they do not come cheap, even when they are fit and healthy. So having a pet insurance option available for when they are poorly could be a highly valued and canny way to show your team you care.<\/p>\n<\/div>\n
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\t<\/p>\n<\/p>\nPeople Matter – September 2024<\/h3>\n
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<\/p>\nGoing further with your pension responsibilities<\/h2>\n
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<\/p>\nFor years, auto-enrolment has ensured SME employers provide a pension scheme for almost all staff. It was introduced to drive up retirement saving rates, and it is working. It is thought 90% of workers have a pension today, compared to between 30-40% in 2012, when its roll-out began.<\/p>\n
Given that it\u2019s compulsory, and enforced with penalties including fines and prosecution, you are probably already complying with auto-enrolment as a minimum, and some employers will be going further.<\/p>\n
But once you have the scheme set up, the employees registered and the contributions going in, is there anything else you could be doing?<\/p>\n
There\u2019s a huge financial literacy gap in our country. Nothing to speak of is currently taught in schools; and in a vicious cycle, many parents are not equipped to teach their children either. It is NOT something that you MUST do as an employer, but with this gap needing to be filled for the good of everyone, you may just find it brings some benefits to your workplace, such as:<\/p>\n
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- Less stress amongst staff (financial worry is a leading contributor)<\/li>\n
- Better appreciation of the pension contributions you make<\/li>\n
- A more mature outlook<\/li>\n
- More ambition fuelled by a desire to create personal wealth<\/li>\n<\/ul>\n
A report from one retirement provider last year found that 58% of adults had a low confidence in their knowledge of pensions, and about two-thirds said they knew little or nothing about workplace pensions. But, in a testament to the impact of auto-enrolment, almost four in every five employees said they were used to regularly saving into a workplace pension.<\/p>\n
It also found that older, wealthier, males were demographically the most likely to say they knew about pensions.<\/p>\n
So, what could you do as an employer? Some business owners may have the knowledge and relationship with their team to softly impart knowledge and answer questions. But in many cases it may be best left to professionals.<\/p>\n
The good news is that many pension advisers will be happy to drop in and give talks, workshops or one-to-one advice as part of their service if they have set up or administered your auto-enrolment pension.<\/p>\n
They can explain why it is important to start early (compound interest), the tax benefits and the investment styles. You could pitch them as lunch and learns to your staff so they don\u2019t eat into the day if needs be, or have annual reviews.<\/p>\n
Why not talk to your current adviser, or if you would like a review of your auto-enrolment plan to check it is working best for you, get in touch.<\/p>\n
\nDo your employees have time to “slow think”?<\/h2>\n
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<\/p>\nBeing seen as decisive is generally regarded as a virtue in business. This often takes the form of making a quick decision, perhaps under pressure.<\/p>\n
However, in a highly regarded study, one which won a Nobel Prize, the difference between fast thinking and slow thinking was explored.<\/p>\n
Fast thinking is important, sometimes necessary and it could be a life-saver. However, it is characterised by an automatic response based on past experience of what has worked. This means it can be prone to bias, lack creativity and neglect novel approaches. It can also contribute to individual burn-out.<\/p>\n
Slow thinking, by contrast, allows more evaluation. It permits the thinker to explore beyond the boundaries of their experience. By drawing on a full range of knowledge, better decisions may be made, more innovation can take place and there is less room for bias.<\/p>\n
The problem with slow thinking, though, is that it takes time. Real quality time. The workplace has long championed people being busy, and seen to be busy \u2013 in meetings, sending emails, writing. This need to be busy kills the opportunity for slow thinking.<\/p>\n
Why not mull over how you could introduce more time for slow thinking in your business? Schedule time for walks in which you and staff members can clear your heads. Identify when big decisions will need to be made well in advance, so that proper consideration can be given. Get rid of the expectation that people always need to be doing \u201csomething\u201d.<\/p>\n
This definitely needs to come from the top. So if it appeals, lead by example and see what difference it makes.<\/p>\n
\nIs it ever okay to shout in the workplace?<\/h2>\n
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<\/p>\nA survey of about 1,000 UK employees exploring workplace bullying found that 57% believed shouting in the workplace was not bullying. While a majority, it still leaves a lot of people feeling that it is. It\u2019s fair to say that it splits the room.<\/p>\n
To a degree, whether or not it is okay probably comes down to the culture of individual workplaces. But even then, any given employee may take being shouted at badly \u2013 sparking confrontation, getting upset and going absent, or perhaps just quitting. Any of these scenarios will keep your HR busy at the very least, and possibly disrupt operations too.<\/p>\n
Understanding your individual employees and tailoring your approach to get the best out of them is a form of good personnel management, some may respond to a shout, others to a hug (although that could cause its own problems!). If you would like to change your approach or upskill a new manager, ask us about our locally-run management training workshops.<\/p>\n
\nHow to prepare for the upcoming Employment Rights Act<\/h2>\n
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<\/p>\nHeavily signposted before the election and initiated almost immediately via the King\u2019s Speech, it is time to get ready for the impact of the Employment Rights Act once it passes through parliament.<\/p>\n
We know what the expected changes are, the list is long. They include: a ban on some zero-hour contracts; the strengthening of statutory sick pay; dismissal protections; extra enforcement; additional day one rights; more flexible working facilitation; trade union enhancements and a move to a \u201cgenuine\u201d living wage.<\/p>\n
It is important now to get familiar with it all before it becomes law so that you are not caught out. To help, we have prepared a post-election impact hub<\/a> which explains what\u2019s coming in more detail and what you need to do. You can also download our whitepaper<\/a>. Our expert advisers are here to help if you want to talk.<\/p>\n
\nTinder leave!<\/h2>\n
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<\/p>\nWe are strong advocates of a well-designed employee benefits package. There are so many options to choose from and they can prove a highly cost-effective remuneration solution when considered against salary alone; as well as attracting, motivating and retaining staff, and boosting well-being.<\/p>\n
One company in Asia has really pushed the envelop though, introducing \u201cTinder leave\u201d. This features a sponsored subscription to Tinder, plus a day\u2019s paid leave per year to go on a date (or do something else fun)!<\/p>\n
Could this be the missing link in your employee benefits package? We think probably not! But we can review your employee benefits and check you are meeting your objectives and getting value for money. If you want to find out more, swipe right<\/span> just ask.<\/p>\n
\nIs an anti “anti-depressants” policy legal?<\/h2>\n
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<\/p>\nA woman in Scotland lost her dream job before she had even started it, when Police Scotland withdrew their job offer after finding out she was taking anti-depressants.<\/p>\n
She had breezed through other selection criteria, being described as impressive. But deep into the recruitment, after being made a provisional offer, the process was ended as she fell foul of a policy stating she must be clear of such medication for two years. Health checks can only be done after a job offer is made, except in very limited circumstances.<\/p>\n
On a personal level it is a sad tale, but the decision will now be tested in court. Equality law is applicable from before employment commences to protect those applying for jobs from<\/p>\n<\/div>\n
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\t<\/p>\n<\/p>\nPeople Matter – August 2024<\/h3>\n
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<\/p>\nSchool<\/s> workplace bullying<\/h2>\n![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2024\/08\/August-PM-300x200.png\")
<\/p>\nBullying is never acceptable, and while for many it is something they just saw or experienced at school, for others it is something they have to suffer at work. In fact, according to a survey by the Workplace Bullying Institute, as many as 30% have experienced bullying in the workplace.<\/p>\n
The impact can be devastating for the victim and your wider business. At a personal level, employees may develop anxiety, sleep or eating disorders and other health problems. This could lead to absence or them just leaving.<\/p>\n
Left unchecked, bullying can create a toxic culture involving cliques, absenteeism and increasingly unprofessional behaviour leading to drops in productivity. You may even develop a bad reputation in the recruitment market, making it hard for you to fill roles in the future. It is something you or your managers need to address, and fast.<\/p>\n
The first job is spotting it, that is if the victim is not confident enough to raise the issue themselves. Workplace bullying can involve a wide range of behaviours that go far beyond the old stereotypes. From the very obvious berating or belittling someone in front of colleagues, to more insidious spreading rumours or gaslighting, and everything in between.<\/p>\n
To give a more general definition it could be described as persistent unwanted behaviour directed towards one or more people, including verbal, physical, emotional and psychological actions.<\/p>\n
Every employer should already have a bullying and harassment policy and a discipline and grievance policy (if you haven\u2019t, talk to us). These will give you a framework to respond, including investigation and, if necessary, a disciplinary hearing and its outcomes. If it is possible, it is often worth trying to resolve informally first, setting boundaries, explaining that the next step will be the discipline and grievance procedure.<\/p>\n
This is more likely if you spot it early and are nipping it in the bud, but sometimes it will be too serious for this and you will have to proceed with the formal route.<\/p>\n
Even before any bullying occurs, there are things you can do to be proactive. If you have not done so already, why not attend a workshop on managing conflict? You can ask us about eLearning and in-person courses that we put on. Spending time developing a positive workplace culture is a great defence against bullying too: encouraging teamwork and collaboration, and having support mechanisms in place.<\/p>\n
\nSee them in court<\/h2>\n
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<\/p>\n\u201cIt could be you\u201d\u2026 or them. Much like the National Lottery there is a random process performed to select jurors. And if a name is drawn out of the hat, that person has to perform their civic duty and attend court as juror.<\/p>\n
Thankfully, on average, this is only for ten days. But it could be shorter, or much, much longer.<\/p>\n
The longest trial in British history was for fraud and lasted nearly two years. Some of the jurors needed counselling afterwards!<\/p>\n
As an employer your options are limited if a staff member is selected. If there is a really compelling reason, you may be able to defer it within a 12-month period (through an application made by your employee); but in most cases you will just have to accept the disruption and let them go.<\/p>\n
You can either pay them as normal, or help them claim a loss of earnings allowance (between \u00a332 to \u00a364 per day). Many employers do the latter and then top it up to their normal wage. Keep in mind, too, that they are protected from redundancy for jury-service-related reasons.<\/p>\n
If your employee works a nine to five they must be given the time off while they are on Jury service; and even if they work night shifts they should not be made to work before a day in court. For an SME, jury service can be a disruptive time with uncertainty over its full impact on the business. If you have any questions about managing jury service properly, please do not hesitate to get in touch.<\/p>\n
\nKeeping in touch with sick employees<\/h2>\n
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<\/p>\nEarlier this year, an employer was found guilty of harassment at a tribunal for sending a sick employee a birthday card. On the face of it that may sound shocking; but there was a complex background, involving a wide-ranging grievance, serious illness, specific requests not to be contacted and to be removed from a birthday card list. The birthday card was one of 11 instances of contact in just three weeks.<\/p>\n
There is no law stating you cannot contact employees on sick leave, and sometimes there will be a common-sense reason to do so, or it may be welcomed. However, treat each case on its own merits and in instances of longer sickness absences, setting some parameters is advised. If you agree how often contact should be made, in what form (e.g. telephone, email, face-to-face etc.) and with whom, you should be well on the path to retaining a positive working relationship.<\/p>\n
\nYou’re having a laugh<\/h2>\n
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<\/p>\nMost employers, we are sure, would like to foster a happy workplace; one where all the work gets done but people have a good time along the way. Well, in one region of Japan it has just been made the law!<\/p>\n
A regional government has passed a law ordering everyone to laugh at least once a day and for employers to create workplaces filled with laughter.<\/p>\n
We\u2019re not joking! It is inspired by university research over there which has found that people who laugh regularly are less likely to suffer heart disease.<\/p>\n
This is not on the horizon here, but how can you strike the right balance so that you benefit from a happy workplace? There are so many ways to do this, and many are relatively simple: from taking the time to show gratitude to sharing a common vision for your company that staff can align with. Going a bit further you could introduce team-building activities and social events, and develop a sense of purpose amongst your team, perhaps tied in with corporate social responsibility.<\/p>\n
If there is not enough laughter in your workplace, why not give us a call and we can help you come up with a tailored plan?<\/p>\n
\nInterview questions – What NOT to ask<\/h2>\n
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<\/p>\nIf job interviews are traditionally seen as a nerve-wracking experience for candidates, they are not always a walk in the park for employers either. Not only do you have to take time out of your day for the interview itself, but careful planning is required to find the right candidate, and ensure you don\u2019t slip up yourself.<\/p>\n
You could inadvertently paint your company in a bad light, put a good candidate off by being late or not able to answer a question, or worse say something which breeches equality law. One such case was reported recently when a job offer was withdrawn after the question \u201cHow old are your children?\u201d was asked during interview. It led to a sizeable claim being made and won in a tribunal. Many people don\u2019t realise that equality law applies from the moment a job advert is placed.<\/p>\n
If you are new to recruiting or would just like a professional review of your process and interview questions, we can help. Please get in touch with your local HR Dept office.<\/p>\n
\nSix-day working week!<\/h2>\n
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<\/p>\nNot a fan of the concept of a four-day working week? How about going Greek? Their government has just introduced a six-day working week.<\/p>\n
With a declining population and low economic growth (hangovers from the 2008 financial crisis), the Prime Minister wants to kickstart the economy, but the drive has not been well-received by workers.<\/p>\n
Ironically, it is argued it will benefit them, ensuring they get remunerated for work they were already doing as unpaid overtime. They get to choose an additional two-hours a day or work an extra eight-hour day \u2013 with a 40% wage uplift. With four-day weeks being trialled elsewhere, it will be interesting to see which approach leads to greater productivity.<\/p>\n<\/div>\n
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\t<\/p>\n<\/p>\nPeople Matter – July 2024<\/h3>\n
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<\/p>\nNavigating the school holidays<\/h2>\n
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<\/p>\nThe school holidays: a six week break for children; but six weeks of added stress to many working parents! And what about employers? Business must go on!<\/p>\n
Navigating the school summer holidays will generally call for a bit of pragmatism all round.<\/p>\n
Annual leave should address some of this period. In most cases, due to strict school rules, families are limited to going on holiday when school is shut down, so many may seek to take one or two weeks\u2019 leave for some time away from home anyway.<\/p>\n
Such holidays will normally be planned well in advance, and whether your holiday request policy is first come, first served or something else, make sure everyone is well acquainted with the rules so that no one is left disappointed.<\/p>\n
Working from home should not be considered as an opportunity to childmind, so be wary of this \u2013 when they are on the clock for you, work should be their sole occupation. However, agreeing to some flexible working arrangements may be a way forward for some. This could be adjusted hours to dovetail with a partner\u2019s working pattern, or to tie in with dropping kids off at a childcare provider for instance. Temporarily shortened weeks may be an option, too.<\/p>\n
You and your employees can keep emergency dependants leave in mind, which cannot be used in a pre-planned fashion, but if there is something that comes up at short notice \u2013 a reasonable amount of time to deal with such a situation must be granted. Unpaid carer\u2019s leave and unpaid parental leave may also be options and should be planned in advance.<\/p>\n
When accommodating the needs of the parents, don\u2019t forget to balance the needs of your business. Think how workflows can be adjusted prior to the school holidays to ensure everything goes smoothly. Can certain projects be postponed over the summer? Could you draft in reinforcements, such as someone who has recently retired but who would appreciate some temporary work and is up to speed, or running a summer internship scheme for example?<\/p>\n
Whatever the approach, make sure you work closely with your affected staff \u2013 offer insufficient support and you may lose productivity due to them worrying about their children or financial concerns, be over-accommodating and it may be you who is stressed out because your business cannot function sufficiently. If you need help finding a solution, please get in touch.<\/p>\n
\nIs your working from home policy up to scratch?<\/h2>\n
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<\/p>\nA US bank has fired more than 12 employees for simulating work by deploying a mouse mover \u2013 a gadget that makes it appear someone is active at a computer when in fact they are absent and doing something else.<\/p>\n
The whole episode suggests a breakdown in trust where the employer feels the need to perform surveillance on their team whilst staff feel it is okay to act with such deception.<\/p>\n
Working from home, whilst a necessity for many businesses during the pandemic, has persisted ever since. It has offered a welcome flexibility for some businesses and workers, whilst presenting serious productivity and cultural issues for many organisations, too.<\/p>\n
We advise that you should only permit working from home if it works for your business. If you do offer it, you should do so fairly (although if some roles lend themselves to it and others don\u2019t, then there is no escaping that reality). It should definitely be underpinned by a robust working from home policy, which sets out expectations and consequences where the practice is abused. Talk to us if you need a review.<\/p>\n
\nHiring ex-cons<\/h2>\n
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<\/p>\nGood for them. Good for society. Good for you?<\/p>\n
Earlier in the year, the Ministry of Justice promoted a campaign encouraging companies to hire ex-offenders. Professional services giant KPMG is on board and extolling its virtues. In a surprise appointment, the new Labour government has installed James Timpson as prisons minister. As boss of the Timpson Group he has a reputation for hiring ex-prisoners and has said publicly that only a third of people in prison should be there.<\/p>\n
While, in many cases, a criminal record will legitimately be a red flag during the recruitment process; the opportunity for redemption is one of the principles of our society. It is rare that we lock people up and throw away the key.<\/p>\n
An associated survey of 5,000 people found 59% of respondents felt companies who hired ex-offenders were making a positive contribution to society. This is no surprise when seen in the context that re-offending costs the UK economy \u00a318 billion per year, and that full-time employment significantly reduces the re-offending rate. If you are worried about the effect that it would have on your workforce, 79% of respondents said they would be comfortable working alongside someone recently released from prison.<\/p>\n
Of course, the nature of the crime, and sometimes the industry you work in will have a bearing on your decision making. As is normal in any hiring process, vigorous vetting is essential to ensure you are getting the best person for the job. It might not work out, but that could happen with any hire. In a jobs market where it has proven hard to fill vacancies in recent years, this could be an interesting way to broaden your talent pool.<\/p>\n
If you\u2019d like professional advice on the pros and cons for your business, talk to us.<\/p>\n
\nManaging office relationships<\/h2>\n
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<\/p>\nThe former CEO of BP is the latest in a long line of senior executives at large corporates dismissed for inappropriate office relationships \u2013 it was reported he missed out on \u00a332 million of remuneration having been found to have misled the board.<\/p>\n
Office relationships are fraught with difficulty for employers. Most serious is when one party feels coerced by another, with the widespread damage this can cause and the potential for an expensive employment tribunal. But other serious problems include conflicts of interest, crossing boundaries between work and private life, loss of productivity and a toxic culture developing.<\/p>\n
The paradox is that, even in an age of dating apps, many people meet a future spouse in the workplace \u2013 a recent Forbes Advisor survey found that 43% of respondents had married someone they met at work. Indeed, a committed worker may not have much other opportunity to find love. Banning office romances outright is often perceived as too blunt a response: nature finds a way.<\/p>\n
But that does not stop you from having a policy which can help manage office relationships. Key things to address are when relationships should be disclosed, retaining professionalism, and banning relationships where there is an imbalance of power or conflict of interest.<\/p>\n
\nLifelong learning<\/h2>\n
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<\/p>\nA recent survey found that less than half of over 55s had received any management or leadership training workplace training in their current role, comparing unfavourably to the 23-38 age bracket, where two-thirds had done so.<\/p>\n
More than 30% of the UK workforce is over 50, representing a huge resource for employers. Are you ensuring you get the most out of these experienced workers? With new technologies transforming the world of work, it is important that you keep good staff competent with the latest technologies such as AI, to aid retention and productivity.<\/p>\n
If you would like to offer more training, why not check out our eLearning platform, which has a range of accessible, professional and cost-effective courses to upskill any employee.<\/p>\n
\nCostly clich\u00e9s<\/h2>\n
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<\/p>\nAn employment tribunal recently fired a warning shot over the use of clich\u00e9d language relating to protected characteristics. The specific claim, which wasn\u2019t upheld as there was no evidence to support it, related to the use of the phrase \u201cback in your day\u201d spoken by a younger worker to a much older colleague.<\/p>\n
The judge said this could have amounted to unwanted conduct describing it as a \u201cbarbed and unwelcome\u201d term. There are nine protected characteristics under The Equality Act, and while comments about sex or race may stand out more as inappropriate, be careful that your workplace culture does not leave space for such language relating to other characteristics which are protected.<\/p>\n<\/div>\n
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\t<\/p>\n<\/p>\nPeople Matter – June 2024<\/h3>\n
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<\/p>\nWhat will happen to the employment law changes which were already in progress?<\/h2>\n
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<\/p>\nAs you\u2019ll know, years into a Conservative government, there was a steady stream of employment legislation that has come to pass, or was in progress \u2013 from new right to work rules to shared parental leave.<\/p>\n
For any legislation that was not over the line when the election was called on 22nd<\/sup> May, the future is uncertain; although there is more chance for some new laws than others.<\/p>\n
What is the wash up? <\/strong>The wash up is a term for any active business that the government and other parties agree to prioritise before parliament shuts down for the election process. It doesn\u2019t guarantee that the legislation will proceed, but it gives it a better chance and shows a broad political consensus.<\/p>\n
Included in the wash up were:<\/p>\n
- \n
- The Employment (Allocation of Tips) Act 2023 \u2013 subject to a code of practice being approved this should still come into force on 1 October 2024.<\/li>\n
- The Paternity Leave (Bereavement) Act \u2013 which is expected to allow fathers of newborns whose partner dies enhanced paternity leave rights. The detail, including a start date is unknown.<\/li>\n
- The Statutory Code on Fire and Rehire \u2013 This code was written to provide pragmatic guidance on avoiding conflict relating to fire and rehire, or managing and resolving it if avoidance was not possible.<\/li>\n
- Non-disclosure agreements \u2013 These may be banned where the disclosure is related to criminal activity. It is a provision within the Prisoners and Victims Bill.<\/li>\n<\/ul>\n
There were several other employment law related changes which were being worked on but did not make the wash up. This makes their future much less certain \u2013 at the mercy of the new government and their priorities.<\/p>\n
These concerned neonatal leave and pay; the right to request a more predictable working pattern; limits on the length of post-termination restrictions (i.e. non-compete clauses); and changes to TUPE and European Works Councils.<\/p>\n
You may presume that should the Conservatives pull off a shock victory, more of this will go back on to the agenda; whilst if Labour win, they will prioritise their own manifesto content. If you would like help planning for the uncertainty, please ask your local HR Dept office.<\/p>\n
\nWhat would national service mean for employers in practice?<\/h2>\n
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<\/p>\nIt was the kind of policy which makes you sit up and take notice \u2013 the reintroduction of national service for 18-year-olds.<\/p>\n
Compulsory military training and duties are adopted in dozens of countries around the world, and indeed were in Britain too, in the early years of the Cold War. But it is a bit of a culture shock to us in the 2020s. Of course, should the Conservatives lose, it is likely it will never come to pass; but what could it look like?<\/p>\n
There is very little detail other than there would be two streams: a year\u2019s solid military service or a weekend a month for 12 months of community service. So at this stage, the best thing to go on may be the model for the Army Reserves.<\/p>\n
For the military service, this could see employees take unpaid time off (for which they are paid by the Army), and have the right to return to their job on the same terms and conditions when mobilisation is finished. If their role no longer exists, a reasonable alternative role should be offered. Furthermore, their employment may be protected for a period of time after their return. Fines or compensation awards may be charged to employers should they not comply.<\/p>\n
As the starting point is 18 when they would be called upon, some (or many) may not have a job anyway, which would make it a moot point for employers. But if an employee was seconded away from you and it follows the reservists\u2019 model, you may be compensated by the State for a range of costs you incur. If there is a severe impact on your business, you may even be able to apply for a delay or cancellation.<\/p>\n
It\u2019s all hypothetical, but perhaps that paints a picture.<\/p>\n
\nProposed trade union laws \u2013 how could they affect your business?<\/h2>\n
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<\/p>\nA theme of Conservative employment legislation over the past ten years or so has been degrading the power of the trade unions. Labour promises this will be reversed and some \u2013 if they get into power.<\/p>\n
Areas that Labour will look at include repealing the Trade Union Act 2016 and the restrictions on industrial action it prescribed; making the process of trade union recognition more simple; introducing sectoral collective bargaining; and creating new rights and procedures for trade unions to conduct their operations.<\/p>\n
It sounds wide-ranging and it is. Directly, it could expose you to dealing with trade unions on matters such as pay and your disciplinary process where you have not had this exposure before. Depending on the size and nature of your business it could also impose on you in terms of access that trade unions have and time your employees spend on union activity.<\/p>\n
Indirectly, your business could be disrupted by more general strike action: staff struggling to get into work on time because of transportation strikes, more sickness absence because of NHS strikes, and so on.<\/p>\n
With all that said though, trade union membership has been on the decline for decades with less than a quarter of the workforce a member of a union. Time will tell if such a shot in the arm for the unions would change this.<\/p>\n
\nThe difference between workers and employees<\/h2>\n
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<\/p>\nTo simplify matters for SMEs and workers alike, we have long campaigned for the abolition of the \u201cworker\u201d status \u2013 we even went to Westminster to lobby.<\/p>\n
Now Labour has said they will do just that if they come to power. Why is it important?<\/p>\n
There are currently three working statuses (although confusingly only two are recognised in tax law \u2013 employed and self-employed). In employment law, the third status is \u201cworker\u201d status.<\/p>\n
A worker is like an employee-lite. They enjoy some but not all of the rights of employees, so technically there may be a cost benefit to a company of hiring workers. But it is not always fair on the worker and we think the confusion it causes cancels out the benefits. We have seen high-profile case law brought about by Uber drivers and others with worker status who have successfully argued for more rights.<\/p>\n
Currently, there are three key tests to be considered an employee and all must be satisfied: delivering a personal service<\/strong> \u2013 they must do the work themselves, not be able to sub it out; there must be mutuality of obligation<\/strong> \u2013 the employer must give work and the employee cannot turn it down; the employer must exercise a strong degree of control<\/strong> over how the work is carried out.<\/p>\n
If someone satisfies some but not all of the tests, they would normally be a worker. If they satisfy none, they would normally be self-employed. A single employee status (alongside genuinely self-employed) will make the employee status significantly smoother, aligned with tax law, and give everyone understanding of the employment rights they have.<\/p>\n
\nWhat should your business be doing now?<\/h2>\n
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<\/p>\nNothing is set in stone yet, but there are prudent steps you might take to position yourself for change. Acting in certain areas now may help you get ahead of the game.<\/p>\n
With Labour\u2019s promises of giving workers more day one rights, such as protection from unfair dismissal and an extended time period for employees to bring tribunal claims, you should consider bringing forward any decisions regarding staff changes \u2013 particularly if they affect staff members with less than two years\u2019 service. Doing this now while it is still permitted could save you a lot of grief down the line.<\/p>\n
Think also about company reorganisations, management training and the kind of contracts you will bring new recruits in on; given Labour\u2019s views on zero-hour contracts and worker status, and the greater influence that trade unions may have in the future.<\/p>\n
Always consult with an HR consultant like us before making any big decisions though, to ensure you do it right by the current rules.<\/p>\n
\n100 days, longer or never\u2026<\/h2>\n
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<\/p>\nBefore the election it is all eyes on the polls and manifestos. After the election it is time to see if the victorious party can stay true to the promises made.<\/p>\n
Labour tells us of a whirlwind of employment law changes starting within the first 100 days of government. History forewarns, though, that for one reason or another, government\u2019s often find it difficult to enact all their promises.<\/p>\n
From a hung parliament where political compromise must be made to a jarring reality shock when a party gets a proper look at the books, there are many reasons that manifesto promises don\u2019t come to pass.<\/p>\n
Sometimes it is a matter of time. Theresa May only had two and a half years to get busy; David Cameron, in 2015, one year; Liz Truss, well\u2026 49 days. Even after winning a sizeable majority in 2019 Boris Johnson\u2019s plans were derailed by the pandemic months later.<\/p>\n
You need to plan, but keep this in mind.<\/p>\n<\/div>\n
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\t<\/p>\n<\/p>\nPeople Matter – May 2024<\/h3>\n
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<\/p>\nAI in job applications<\/h2>\n
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It is a huge fear for SME owners and managers that they invest lots of time and money into the recruitment process, only to find out down the line that they have made a bad hire.<\/p>\nWhile this has long been a danger, the rise of AI since 2023 has brought a whole new level of complexity; with candidate use of AI in CVs, covering letters and other parts of the application process. One candidate even got busted for using AI live in a video interview to help them answer the questions!<\/p>\n
For employers, the big problem with the use of AI by candidates is that it may misrepresent their skillset. It leads you to think they will be perfect when, in fact, there were stronger candidates available.<\/p>\n
Looking at the flipside, AI will undoubtedly empower some excellent candidates who would have missed out through poor written communication \u2013 a win for you and them. Used well and honestly, AI can showcase the creativity and problem-solving abilities of candidates.<\/p>\n
With its pros and cons, the AI genie is out of the bottle, but that does not mean you can\u2019t be savvy in your recruitment.<\/p>\n
At the extreme you could decide to ban or limit the use of AI in applications (this is still only as effective as your enforcement though) \u2013 some of the largest professional services firms have done this.<\/p>\n
An alternative is to build in some stages to your recruitment where it is hard for AI to have an impact \u2013 a face to face interview, well designed questions which require unique answers which AI cannot really help with\u2026<\/p>\n
You can also learn to spot the signs of AI use: convoluted sentences; odd, overly descriptive word phrases; and striking similarities in content between different candidates.<\/p>\n
\nQuitTok<\/h2>\n
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Just when you thought social media couldn\u2019t possibly give employers any more headaches, we have a new phenomenon for you: QuitTok.<\/p>\nThis is when a disgruntled employee covertly films a disciplinary meeting or performance review conducted by video call and posts it online. Hoping to cause as much reputational damage as possible, some have hit the mark and gone viral.<\/p>\n
As well as the direct reputational damage, these acts can cause other problems like a breach of confidentiality, and the sapping of morale. So, how can you lower the chances of this happening to you?<\/p>\n
If it is possible to hold such meetings in person, rather than on Zoom, this is a good first step. With you and ideally an HR representative present, it would take some skill (and gumption) to covertly film. If you have no choice but to hold a meeting virtually, you can ask them not to record it which may be sufficient deterrent for some, but is unlikely to put off a determined trouble maker.<\/p>\n
Your policies play an important role too. If you have not got a social media policy in this day and age, you should get one. Among other things, ensure it states that employees must not share business information on social media, including internal discussions and business meetings. Reinforce this in your disciplinary and grievance policy by explicitly stating that posting a recording of a meeting on social media would be classified as gross misconduct.<\/p>\n
Staff training may help. Data protection training for all staff will assist employees in understanding confidentiality and the reasons behind it. This may encourage them to stop and think in some instances. And for managers, training on handling difficult conversations and conflict will help them stay in control and show appropriate empathy, diminishing the impact of a recording.<\/p>\n
One final point. While it may be hurtful and damaging for such a video to be posted; getting in a mindset where you regard this as a possibility may help you conduct difficult meetings with a greater degree of professionalism and compassion. Some managers who have featured in these exposure posts have actually been praised for the way they have conducted themselves, backfiring on the intentions of the poster.<\/p>\n
\nCleanliness is next to godliness<\/h2>\n
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Cleanliness has long been held in high regard, but is this still true in the workplace of today?<\/p>\nThe benefits of a clean and tidy workplace are plentiful: it creates a good impression when clients or suppliers visit, aids the smooth running of a business and contributes to good health and safety. One study found a controlled increase in the quality of cleaning led to a 12.5% decrease in sickness absence, while another (which looked at 351 office buildings) correlated cleanliness with employee satisfaction.<\/p>\n
Unfortunately, many businesses have not got the memo, as new research suggests that a growing number of workplaces are in a poor state of hygiene. This month it was reported that having invested more than \u00a31 billion into Manchester United, Sir Jim Ratcliffe has sent a scathing email to all staff demanding better standards of tidiness, and calling one area a disgrace.<\/p>\n
If you take a look around your workplace and feel it is not quite up to scratch, it\u2019s clear that encouraging a cleaner office culture could have a positive impact on productivity and performance.<\/p>\n
\nBeing more productive<\/h2>\n
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A detailed report by Xero, the accountancy software provider, revealed that SME productivity has still not fully recovered since it went backwards during the COVID-19 pandemic.<\/p>\nIf this is the case in your business, profitability may be impacted which in turn limits your ability to enjoy the fruits of your labour and grow.<\/p>\n
There are many strategies you could pursue to drive up productivity, from introducing new technology to reviewing your sales and marketing. HR is certainly an area in which you should give careful thought.<\/p>\n
How good is your recruitment and retention? Does your appraisal system drive improvement in your team? Thinking of carrot and stick, do you sufficiently recognise your good performers and not let poor performers drift?<\/p>\n
From training to upskill your staff to professional assistance with the difficult task of performance management, we are here to help. So if you have a productivity issue in your business, talk to your local HR Dept office.<\/p>\n
\nEnding the \u201csick note culture\u201d<\/h2>\n
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Last month, Rishi Sunak announced a flagship policy to end the sick note culture \u2013 telling people what they can do, not what they can\u2019t, and moving the issuance of fit notes away from GPs.<\/p>\nSteering clear of the politics of it all, there is much that good HR can do to counter absenteeism in the workplace; starting with having a robust absence management process in place.<\/p>\n
This includes requiring absent staff to confirm over the phone (not text or email) themselves that they will not be in, return to work interviews when the absence ends and proper monitoring of sickness absence to detect patterns.<\/p>\n
If you have a problem with absenteeism, it may be time to look at your workplace culture. Is there a problem with stress? Are there cliques or have you had incidents of bullying? Any of these could be an underlying cause.<\/p>\n
Another government policy is to facilitate flexible working, and there is growing demand for this amongst employees. It may be that it does not work for you, but it is worth exploring just to check. For some employees, it could give them the balance they need to perform their role well, rather than seek out a fit note.<\/p>\n
\nSacked for opening the wrong doors<\/h2>\n
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If you think it sounds harsh to be sacked for opening the wrong doors, you are not alone. An employment tribunal upheld just such a claim for unfair dismissal; although it should be noted that the doors in question were those on a Tube train!<\/p>\nThe train wasn\u2019t moving, but it is still possible that passengers could have fallen out, so it was a serious incident. Both the employee\u2019s parents had recently died, and she cited the stress of this as a contributing factor to the incident.<\/p>\n
The judge considered that Transport for London did not carry out a sufficient investigation leading up to the dismissal, but awarded no compensation due to the gravity of the underlying employee mistake. When health and safety protocols are paramount, it is always wise to ensure your staff are in a fit state of mind to perform their duties.<\/p>\n<\/div>\n
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\t<\/p>\n<\/p>\nPeople Matter – April 2024<\/h3>\n
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<\/p>\nCelebrating success<\/h2>\n
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<\/p>\nRunning a business, you may put a heap of effort into managing your team, leading them through the highs and lows. But how good a boss are you to yourself?<\/p>\n
When it is your own business, it is easy to be completely immersed in it all hours of day (and in extreme cases, night). The harder you work the better your returns is the thinking. Or, \u201cIf I don\u2019t get this done the wheels will come off!\u201d<\/p>\n
While this can work in the short term, it is not sustainable over a prolonged period of time. Something\u2019s got to give and if you leave it too long it could be your health, relationships or, paradoxically, your passion for your business.<\/p>\n
Here is a quick list of good practices for maintaining a healthy work\/life balance. How well do you score on each of these?<\/p>\n
Creating boundaries<\/strong> – You are at an immediate disadvantage to someone who works 9am-5pm in an office when you run your own business. It\u2019s much harder to switch off, and perhaps you continue working at home. Be strict with downtime and, if you work at home the physical space you operate in.<\/p>\n
Time management<\/strong> \u2013 It is far from unusual for business owners to be pulled from pillar to post with the amount they have to do. To avoid being a busy fool, work on getting your time management down to a tee. Approaches like the Pomodoro Technique (25 minute focused sprints) and Eisenhower Matrix (prioritising the important tasks) are helpful here.<\/p>\n
Delegation<\/strong> \u2013 For some, delegation is one of the hardest skills, but it is important to scaling a business. Whether it is a trust issue or something else, building up this skill is fundamental to achieving work\/life balance. As a starting point, it is often helpful to delegate in small steps just outside your comfort zone to build up the confidence required.<\/p>\n
Taking breaks<\/strong> \u2013 Less speed more haste, there is usually wisdom in the old sayings. Whether we are talking 15 minutes to clear your head after a long meeting or staring at a screen, or ensuring you take proper \u201cswitched off\u201d holidays \u2013 it will help you stay refreshed, think more creatively and avoid burn-out.<\/p>\n
Focus on sleep<\/strong> \u2013 It is easy to take sleep for granted, but it is essential to operating effectively during the working day and for your overall health. Your cognitive function, emotions and physical health will all be dictated to by the level of sleep you achieve. A regular schedule, relaxing environment, avoidance of stimulants like caffeine and blue light from screens will all help you establish a good sleeping pattern.<\/p>\n
\nAchieving work\/life balance<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2024\/04\/pm-2-1-300x207.png\")
<\/p>\nEvery April, we see updates to employment law following the passing of legislation over the previous year. April 2024 is a busy one. We have produced a full factsheet which we would encourage you to download here<\/a>.<\/p>\n
In the meantime, here are some of the headline changes to watch out for:<\/p>\n
National Minimum Wage<\/strong> \u2013 The annual rise to minimum wages kicks in on 1st April. There is a big change this year with the National Living Wage applying for those aged 21 or older (previously it was 23). The new rate increases from \u00a310.42 to \u00a311.44. Minimum wages for younger workers and apprentices rise too.<\/p>\n
Carer\u2019s leave<\/strong> \u2013 This is a new statutory leave that comes in from 6th April 2024. It gives employees a day one right to take one week of unpaid leave in each 12-month rolling period to look after a dependant such as a child, or anyone else who reasonably relies on them for long-term care.<\/p>\n
Flexible working<\/strong> \u2013 The right to request flexible working is being extended, and weighted more in the employee\u2019s favour. From 6th April it becomes a day one right as opposed to an entitlement after 26 weeks\u2019 continuous service. It can be requested twice within 12-months instead of once, and your response time as an employer is reduced from three to two months. The employee no longer needs to explain the effect of the change requested, but your permitted reasons for refusing a request have not changed.<\/p>\n
Enhanced redundancy protection<\/strong> \u2013 The Protection from Redundancy (Pregnancy and Family Leave) Act extends rights already in place for new mothers significantly \u2013 again from 6th April. It widens the beneficiaries of protection to include adopting parents and those using shared parental leave, and for mothers applies from the moment an employee informs her employer she is pregnant, to 18 months after the birth.<\/p>\n
Download the factsheet<\/a> for more detail, and if you need bespoke help with any of these employment law changes, please contact us as soon as possible.<\/p>\n
\nManaging redundancies effectively<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2024\/04\/pm-3-1-300x207.png\")
<\/p>\nManaging redundancies will usually be a difficult and complex process \u2013 certainly for many who are leaving, but also for some who are staying who may have survivor syndrome, and the people in charge of the process.<\/p>\n
In the States, one company got it wrong when a virtual town hall meeting was abruptly cut short when staff started to voice their displeasure\u2026 or rather display it via a torrent of emojis.<\/p>\n
The incident went viral and the company was criticised for running away from the problem instead of listening to concerns.<\/p>\n
There is a statutory process to follow when instigating redundancies and doing it with a human touch will generally help. At The HR Dept, we are experts in helping companies through such challenging times, so if you may need to make redundancies, seek our professional help<\/p>\n
\nSharing staff data during a mental health emergency<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2024\/04\/pm-4-1-300x207.png\")
<\/p>\nIf a member of staff experiences a mental health emergency in the workplace, it is likely to be a highly stressful time for them, colleagues and you. There may be a thousand thoughts racing around your head, including what you need to say to help ease the situation.<\/p>\n
Of course, some of the pertinent information may be personal data, such as a pre-existing condition or a history of behaviour, casting doubt on what you are free to say. The Information Commissioner\u2019s Office (ICO) has recently released detailed guidance to help.<\/p>\n
Broadly speaking, they advise that you should share proportionate and relevant information with emergency services and health professionals to prevent anyone coming to serious harm. They confirm that you will not get into trouble for doing this.<\/p>\n
When reaching out to next of kin or an emergency contact though, they suggest a more cautious approach, case by case. This is because you may not know the exact nature of an employee\u2019s relationship with this person.<\/p>\n
The ICO also advises planning ahead for sharing information in a mental health emergency. Contact us if you would like help doing this compliantly.<\/p>\n
\n\u00a330 million payroll system can\u2019t pay staff correctly<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2024\/04\/pm-5-1.png\")
<\/p>\nYou\u2019d like to think that if you invested \u00a330 million in a payroll system, you would have that bit of your to-do list ticked off. On to the next thing. Yep, you definitely don\u2019t have to worry about the workforce getting paid.<\/p>\n
That has not been the case for Surrey County Council, who are reported to have spent just that sum replacing a 20-year-old legacy system only to find out they are effectively worse off than before.<\/p>\n
And so are their staff; with some being underpaid, some being overpaid and all kinds of knock on effects like mortgage payments missed and benefits payments messed up.<\/p>\n
With no end in sight it is not a happy place. You probably already know that payroll is a non-negotiable to get right. If you want an upgrade, we have a tried and tested system \u2013 and it won\u2019t cost you \u00a330 million.<\/p>\n
\nUneasy bedfellows<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2024\/04\/pm-6-1.png\")
<\/p>\nIt may beggar belief, but some companies have actually tried to cut costs by asking colleagues to share a bed on a business trip.<\/p>\n
While team-building exercises are generally a good idea this is definitely a step, no, a giant leap, too far. Even requiring a room share with separate beds is potentially fraught with difficulty \u2013 you never know what medical conditions someone might have which require privacy, or if someone is a massive snorer.<\/p>\n
At best you may be looking at a fight over a duvet. More likely you will get workers performing below par after an awkward night, and the legal risk of some kind of harassment claim is simply not worth the saving you may achieve.<\/p>\n<\/div>\n
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\t<\/p>\n<\/p>\nPeople Matter – March 2024<\/h3>\n
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<\/p>\nWhat policies do you have in place for start and end times?<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2024\/03\/pm-1-300x207.png\")
<\/p>\nHave you ever had a member of staff clock in for work in their underwear, only to go home again to get dressed? Unlikely, but that is exactly what happened at an Italian police station.<\/p>\n
The incident made international headlines when CCTV exposed (if you will pardon the pun) one policeman\u2019s practice in 2014. By way of justification, he argued that dressing in his uniform was part of his daily duty.<\/p>\n
However, he was embroiled in a much wider case where public servants were accused of chronic absenteeism, with one council worker clocking on and then going kayaking for the day. The image of cop-in-Y-fronts sealed the policeman\u2019s fate as a scapegoat though, and as well as losing his job, he became an international laughingstock.<\/p>\n
There was a twist to this tale. An Italian court eventually ruled that dressing in uniform was part of his daily duty and ordered he be paid \u20ac250,000 in compensation and have his job reinstated!<\/p>\n
We are not suggesting that this will encourage a flurry of underwear clad workers at your office, but do you actually have policies dictating the protocol of start and finish times at your workplace? This may include specifying times of day, and that employees arrive ready to work for example. Then there can be no doubt what is and isn\u2019t acceptable.<\/p>\n
If you have such policies, how are they policed? Do you need clocking-in software, do you monitor lateness or other unprofessionalism? Where there are transgressions are these addressed, and addressed fairly across the board?<\/p>\n
Increased remote, hybrid and flexible working uptake may raise the risk of unprofessional practices. In fact, there is much more chance of someone working in their pants in this scenario. One survey found that 10% of work-from-home employees work in pyjamas every day. You can only assume that in these instances other professional standards may be slipping.<\/p>\n
For some businesses an informal approach may fit the culture, but for others stricter standards are essential. If you would like help creating start and end of work policies or addressing poor standards, please ask.<\/p>\n
\nEmployment law updates this April<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2024\/03\/pm-2-300x207.png\")
<\/p>\nEvery April, we see updates to employment law following the passing of legislation over the previous year. April 2024 is a busy one. We have produced a full factsheet which we would encourage you to download here<\/a>.<\/p>\n
In the meantime, here are some of the headline changes to watch out for:<\/p>\n
National Minimum Wage<\/strong> \u2013 The annual rise to minimum wages kicks in on 1st April. There is a big change this year with the National Living Wage applying for those aged 21 or older (previously it was 23). The new rate increases from \u00a310.42 to \u00a311.44. Minimum wages for younger workers and apprentices rise too.<\/p>\n
Carer\u2019s leave<\/strong> \u2013 This is a new statutory leave that comes in from 6th April 2024. It gives employees a day one right to take one week of unpaid leave in each 12-month rolling period to look after a dependant such as a child, or anyone else who reasonably relies on them for long-term care.<\/p>\n
Flexible working<\/strong> \u2013 The right to request flexible working is being extended, and weighted more in the employee\u2019s favour. From 6th April it becomes a day one right as opposed to an entitlement after 26 weeks\u2019 continuous service. It can be requested twice within 12-months instead of once, and your response time as an employer is reduced from three to two months. The employee no longer needs to explain the effect of the change requested, but your permitted reasons for refusing a request have not changed.<\/p>\n
Enhanced redundancy protection<\/strong> \u2013 The Protection from Redundancy (Pregnancy and Family Leave) Act extends rights already in place for new mothers significantly \u2013 again from 6th April. It widens the beneficiaries of protection to include adopting parents and those using shared parental leave, and for mothers applies from the moment an employee informs her employer she is pregnant, to 18 months after the birth.<\/p>\n
Download the factsheet<\/a> for more detail, and if you need bespoke help with any of these employment law changes, please contact us as soon as possible.<\/p>\n
\nBusiness jargon\u2026 What is it good for?<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2024\/03\/pm-3-300x207.png\")
<\/p>\nNot \u201cAbsolutely nothing\u201d as the song continues. It does though have a bad rep and may be a source of amusement as people \u201cPush the envelope\u201d or \u201cRun an idea up a flag pole\u201d.<\/p>\n
But for those in the know, jargon can be an effective technique for communicating complex concepts effectively, and contributing to a sense of company cultural identity \u2013 with pet names for processes or equipment, or simply creative tongue-in-cheek use of language.<\/p>\n
If you find yourself drawing on business jargon in your company there is a balance to be struck, though. Research conducted by BRITA found that one in four office workers feel disconnected when colleagues use jargon.<\/p>\n
If you have new recruits, take the time to translate company jargon until they get up to speed. This will help integrate them and ensure they work at peak productivity instead of having to Google what to \u201cBoil the ocean\u201d means and why it is not a good idea.<\/p>\n
\nIs obesity an HR matter?<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2024\/03\/pm-4-300x207.png\")
<\/p>\nIn Japan, companies are legally required to measure the waists of employees every year, and can be fined if too many staff are overweight. The obesity rate in Japan is just 4% compared to about 30% in the UK.<\/p>\n
Despite obesity being much more of an issue here, there are no such legal mandates in the UK, meaning there is no way it is on HR\u2019s radar to the same extent. But should it be? Obesity can be a significant factor in all manner of health conditions including sleep apnoea, hypertension, joint troubles and, of course, Type 2 diabetes.<\/p>\n
In turn, these can impact productivity through short and long-term sickness absence and even a reduction in the talent pool. While we are not advising getting the tape measure or scales out, there are plenty of ways you can more softly encourage good health: cycle to work schemes, corporate gym memberships, a well-stocked fruit bowl\u2026 but not too many Easter eggs!<\/p>\n
\nHow highly do you value soft skills?<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2024\/03\/pm-5-300x207.png\")
<\/p>\nIf you are like the majority of UK employers in 2024, \u201cvery highly\u201d will be your answer. Research by LinkedIn showed that soft skills accounted for four of the top five skills employers valued.<\/p>\n
Number one was communication followed by customer service, management, leadership and teamwork.<\/p>\n
In a world where every other conversation seems to be around AI or automation, this surely represents a key way in which humans will add value as the years roll on.<\/p>\n
Technology can perform many repetitive and time-consuming tasks more quickly and more accurately than people. So having staff who can complement this by building rapport with customers, inspiring colleagues and managing workflows effectively may be the perfect combination for your business.<\/p>\n
If you would like to reimagine the workforce you need in the future to work alongside technology, we can help. Our services like person specifications, psychometric testing and management training could be just what you need.<\/p>\n
\nBeige flag for employer is a red flag for French court<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2024\/03\/pm-6-300x207.png\")
<\/p>\nWhile the beige flag has become a thing in dating, signalling that someone is too boring to become romantically involved with, a company in France has discovered it is not a legitimate reason to dismiss someone from their job.<\/p>\n
The employee steered clear of frequent business social events in which heavy drinking, promiscuity and other excesses were encouraged. He also voiced his disagreement with various management practices and decisions. He was dismissed and took his case to court for what was described as the \u201clegal right to be boring\u201d.<\/p>\n
The Court of Appeal in Paris ruled that he could not be blamed for his \u201clack of integration in the fun environment\u201d and that his employers could not force him to participate. The court awarded him \u20ac496,000 in compensation.<\/p>\n<\/div>\n
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\t<\/p>\n<\/p>\nPeople Matter – February 2024<\/h3>\n
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<\/p>\nManaging exits to avoid reputational damage<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2024\/02\/Untitled-design-32-300x207.png\")
<\/p>\nMost business owners will have enough on their plate trying to manage existing staff, without having to worry about ex-employees.<\/p>\n
Unfortunately, the rise of platforms like Glassdoor, Trustpilot and Google Reviews has given a mouthpiece to disgruntled former employees who feel they have an axe to grind. And the truth is that, rightly or wrongly, they can get away with saying an awful lot without much recourse.<\/p>\n
Bad reviews on such platforms have the potential to cause you much damage, particularly reputationally. This is bad enough on its own, but the knock-on effects may include loss of revenue, decreased staff morale and greater difficulty in hiring future recruits \u2013 not to mention harm to your own mental health and the time, energy and resources spent on countermeasures.<\/p>\n
Sorry for the grim picture. We should balance it out by saying old and current staff can leave wonderful reviews, too.<\/p>\n
But back to problem cases and exit interviews for departing staff are your first, and maybe strongest, line of defence. It is more important than ever to conduct full and inclusive exit interviews for everyone.<\/p>\n
If they are leaving on bad terms, they at least give you the chance to draw out the bad blood in person. Hearing them vent may not be a pleasant experience but is probably less harmful than if they leave feeling the only way to be heard is on a review platform (of course, they may do this anyway).<\/p>\n
Stay professional yourself and keep in mind your overall aim of such interviews may be damage limitation.<\/p>\n
Sometimes, a bad review may come as more of a surprise as you didn\u2019t know how they felt. Conducting good exit interviews may nip these in the bud. If you give them the opportunity to provide genuine feedback and communicate that you take it on board and will perhaps effect change, that might be all they wanted to achieve.<\/p>\n
If you would like help developing a process for exit interviews (and broader management of staff leaving) please ask us. Our experience could save you a lot of stress and the risk from reputational harm.<\/p>\n
\nLunch is for wimps?<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2024\/02\/Untitled-design-33-300x207.png\")
<\/p>\nWhile the line from Wall Street<\/em> \u201cLunch is for wimps\u201d may encapsulate 1980s machoism and an extreme sense of work ethic, many people now would recognise that it doesn\u2019t ring true.<\/p>\n
Sure, it is a positive if your dedicated team willingly works through a lunchbreak occasionally to hit a deadline. Making a habit of it, though, will probably lead to more harm than good.<\/p>\n
A break halfway through the day is important for so many reasons \u2013 for them and for you.<\/p>\n
Avoiding burnout \u2013<\/strong> The most obvious reason for taking regular breaks over the long term is to avoid stress and eventually burnout. If employees really don\u2019t feel they can ever take the lunchbreak they are entitled to, tiredness and stress will build up. This may lead to mistakes, grouchy behaviour and eventually symptoms of burnout which could end up with long-term absence or their looking for another job.<\/p>\n
A legal requirement \u2013 <\/strong>Under Working Time Regulations if someone works for six hours they must have a twenty minute break. This cannot be at the beginning or end of the shift and must be away from their workstation. If they are under 18, this break is required on a four-hour shift.<\/p>\n
Healthy eating \u2013<\/strong> The lack of a lunchbreak may lead to unhealthy eating habits. As well as contributing to long-term health risks, they again may perform poorly in the afternoon if they are not getting the right nutritional intake.<\/p>\n
Reducing back pain, eye strain and repetitive work injuries \u2013<\/strong> We all know that sitting down all day is bad for your back, so missing the lunchbreak is an opportunity lost to have a proper stretch and reset your posture. It is the same for staring at a screen – which employees should have regular breaks from – and breaking up repetitive routines that can cause injury. As with the other points these will have short-term and long-term consequences which may impact them and you.<\/p>\n
Inspiring creativity \u2013<\/strong> Stuck in a rut it can be difficult to think of new ideas, solve problems and see other perspectives. A short walk and some fresh air as part of a proper lunchbreak is a tried and tested way to come up with some new ideas, reach a decision or think a little differently.<\/p>\n
Nothing says \u201cwork through your lunch hour\u201d more than watching the boss do so every day. So lead by example on this and make sure you are seen to take a proper lunch break\u2013 after all, all these benefits apply to you too. And if someone on your team is still regularly working through lunch, explore how you can help them change their ways.<\/p>\n
\nOut of office<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2024\/02\/Untitled-design-34-300x207.png\")
<\/p>\nYou\u2019ve met your deadline, handed over some urgent tasks, put your mug in the dishwasher\u2026 wait you still need to set your out of office! Out of office (OOO) messages split opinion. What\u2019s your style?<\/p>\n
Do you like a Dad-joke style quip, like a Simpsonesque: \u201cHi, I\u2019m Troy McClure. You may remember me from such automated responses as \u2018I\u2019m on vacation\u2019 and \u2018I\u2019m not here right now\u2019. I\u2019m currently out of the office until [date]<\/em>.\u201d<\/em>?<\/p>\n
Or do you prefer a last-minute rush job littered with typos and the wrong date for your return?<\/p>\n
Hopefully it is neither, and you are well-prepared with a brief note that thanks people for their message, offers an alternative contact or a promise of a response when you return on a specified date.<\/p>\n
Guide your staff in this, too. Left unchecked, you never quite know who may see a poor out of office message; or not receive one at all when it would have been helpful.<\/p>\n
\nNational minimum wage for domestic live-in workers<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2024\/02\/iStock-1475039301-300x207.jpg\")
<\/p>\nA small loophole in the national minimum wage legislation will be closed on 1 April 2024.<\/p>\n
Dating back to 1999, it allowed live-in workers who were treated as part of the family to be exempt from the national minimum wage. It was principally designed to facilitate au pairs \u2013 where accommodation and meals were provided in return for light housework and childcare.<\/p>\n
However, following an employment tribunal in 2017 and a subsequent investigation by the Low Pay Commission, it was found that some unscrupulous employers were exploiting the loophole, with migrant workers and women at particular risk. Long hours and duties beyond what the government considered reasonable for an au pair to perform were found to be being imposed in some cases.<\/p>\n
The amended legislation does not outlaw au pairs; but it does mean they will need to be paid the appropriate minimum wage.<\/p>\n
\nWould you promote someone who works from home?<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2024\/02\/Untitled-design-35-300x207.png\")
<\/p>\nA recent survey found that four out of ten employees feel they are less likely to get promoted or receive a pay rise if they do not spend enough time in the office.<\/p>\n
While this in itself should not be a determining factor for pay rises and promotions, assuming they are operating within your rules, it may be that indirectly it has an influence.<\/p>\n
To protect your business, it is important to treat employees fairly and a strong foundation to this is having clear policies and processes in place which set expectations for them. They can also give you a framework for handling things like promotions and pay rises consistently so that everyone is judged on the same criteria.<\/p>\n
If you would like a review of current policies, please get in touch.<\/p>\n
\nSoz UR sacked \u2639<\/h2>\n
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<\/p>\nIt may sound more like the behaviour of a teenager dumping their boyfriend or girlfriend, but believe it or not some companies have chosen to dismiss employees by text message.<\/p>\n
As far back as 2003, only a few years after texts had become popular, a personal injury claims company dismissed 2,000 staff by text; while much more recently a holiday resort firm is alleged to have done the same.<\/p>\n
Unless other more orthodox channels have been exhausted, firing by text is illegal and indicative of an unfair dismissal as there is a process to be followed. Needless to say, it is also pretty insensitive.<\/p>\n
If you want to add an aggravating factor to such an unfair dismissal, why not use text speak too\u2026 and emojis? OMG ?!<\/p>\n<\/div>\n
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\t<\/p>\n<\/p>\nPeople Matter – January 2024<\/h3>\n
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<\/p>\nAre you carrying out thorough background checks?<\/span><\/h2>\n
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<\/p>\nIt\u2019s the kind of horror story no employer wants to read; but a former participant on Secret Millionaire (the TV show) had to sell their company and make six staff redundant when their accounts assistant stole \u00a335,000. She\u2019d been employed for less than a month.<\/p>\n
She did it by setting up a fake supplier with a similar name to a real one in order to bypass internal controls. She then transferred the money in a series of payments.<\/p>\n
There are all kinds of good accounting practices that can help manage such risk, but we want to use the story to highlight your first line of defence: taking the time to conduct thorough background checks during your recruitment process.<\/p>\n
You\u2019ll want to do this with any new hire to a degree; but for accounting roles and other sensitive jobs it pays (or in some cases is a legal requirement) to dig deeper.<\/p>\n
By law, you must carry out a \u201cright to work\u201d check on all employees and there are heavy fines for non-compliance.<\/p>\n
It is normal good practice to request references from past employment or, if these are not available, character references.<\/p>\n
When recruiting for accounting or other financial-related roles, there are a number of other checks which we would advise performing. These include a DBS check to flag certain elements of a criminal record, credit references to see if their personal finances are in a poor state (which could be a sign of incompetence or a motive for theft), and proof of qualifications. Some FCA-regulated jobs require additional checks as well.<\/p>\n
There are, of course, other types of role that call for more thorough checks \u2013 in particular working with children or within healthcare, and where certain skills fundamental to the job are required, like DVLA checks for drivers.<\/p>\n
But almost anyone could have the potential to dupe you if they are so minded. A warehouse worker was jailed for two years and ordered to repay John Lewis more than \u00a355,000 for industrial-scale theft of products which he was then reselling online.<\/p>\n
Protect yourself and your business by being thorough with your background checks.<\/p>\n
\nThree unusual tribunal cases from 2023<\/h2>\n
![\"\"](\"https:\/\/www.hrdept.co.uk\/reading-thames-valley-south-oxfordshire\/wp-content\/uploads\/2024\/01\/Untitled-design-25-300x207.png\")
<\/p>\nWhile there is nothing funny about being taken to an employment tribunal, there are a few cases every year which will raise anyone\u2019s eyebrows when reading about them with a certain detached curiosity. Here are three of the best from 2023.<\/p>\n
Jump scare! Creepy crawlies no cause for dismissal<\/strong> \u2013 Not for the squeamish, one train driver made a successful unfair dismissal claim when he was sacked for playing two practical jokes on a colleague. The pranks involved placing the shed skin of first a tarantula, and then at a later date a snake, in her locker to make her jump. The judge gave a detailed dissection of the nature of the prank, concluding that dismissal for gross conduct was too strong a response in this case, whilst noting that in different circumstances it may have been appropriate.<\/p>\n
Accidentally sacked whilst on annual leave<\/strong> \u2013 This one is a story of administrative error. A supermarket shop assistant, blissfully ignorant whilst on annual leave, was sacked for supposedly being AWOL. Needless to say, she did not respond to any of the letters inviting her to a disciplinary hearing regarding her absence, or to appeal the eventual dismissal because, quite simply, she was on holiday. The large retailer did offer to reinstate her, but she declined. The judge upheld her claims of breach of contract, unlawful deduction from wages and unfair dismissal, awarding \u00a35,000.<\/p>\n
Big break: \u00a3147K awarded<\/strong> \u2013 Having already won an unfair dismissal claim, a judge had to decide how much should be awarded to a former employee of a prestigious British car manufacturer for loss of earnings. The employer argued strongly for a lower sum as there was plenty of opportunity for the man to find work; but against a backdrop of caring for a young daughter, the pandemic, and a lack of transport, the judge sided with the ex-employee, who had found limited work as well as retrained as a plumber. A substantial \u00a3147,000 was awarded.<\/p>\n
Don\u2019t forget, our Advice Line comes with significant tribunal protection features. Contact us to find out more.<\/p>\n
\nVaping at work \u2013 Are your policies up to date?<\/h2>\n
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<\/p>\nYou can\u2019t have failed to notice the steep rise in vaping recently; whether it is the number of vape shops on the high street, or catching a tropical whiff when standing in a queue.<\/p>\n
At The HR Dept, it is bringing an issue to light: that many SME smoking policies do not make provision for vaping, and the law is vague to non-existent.<\/p>\n
As the practice becomes more prevalent, it becomes more important to have a policy; because although popular there will still be a silent (or not so silent) majority who do not like the impact on them. And although e-cigarettes do not contain tar, there is no conclusive understanding of the long-term effects.<\/p>\n
We would not advise permitting vaping without limits. So if you don\u2019t want to impose an outright ban, you should think about where it will be allowed without impacting others or your operations. If you would like help preparing a vaping policy or any other policy for your employees, get in touch.<\/p>\n
\nIs it okay to monitor staff?<\/h2>\n
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<\/p>\nThe Information Commissioner\u2019s Office (ICO) has fired a warning shot across the bows of employers who monitor their staff, issuing guidance on required standards.<\/p>\n
With flexible working becoming much more common since the pandemic, invasive forms of monitoring have become more of an issue, with employers not having as much day-to-day visibility of their teams. Use of intrusive technology like webcams, keyboard tracking and email\/call logging can erode trust and harm well-being.<\/p>\n
The ICO has emphasised that monitoring must have a clearly defined purpose; be necessary, proportionate and respectful of rights and freedoms; that staff must be informed in an easy-to-understand format; the least intrusive path should be followed; and that all data should be processed in line with data protection laws.<\/p>\n
If you feel that some form of monitoring is necessary, but want advice on the best course of action, we are just a phone call away.<\/p>\n
\nShould \u201cheat of the moment\u201d resignations be ignored?<\/h2>\n
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<\/p>\nYour employee has a strop, storms out saying they\u2019ve had enough and resigns. Should you take that at face value, or give them an opportunity to retract?<\/p>\n
As tempting as it might be to accept such a resignation as suddenly as it was issued, a more tempered approach is advised. An employment appeals tribunal overturned an earlier hearing which had given the employer discretion to summarily accept such a resignation.<\/p>\n
The judge gave a number of guidelines for future reference, including that every case should be judged on its merits, that how a reasonable bystander would interpret the resignation was key, and that it was not sufficient to solely rely on the subjective understanding of the recipient, although this understanding would have a degree of relevance.<\/p>\n
As in many aspects of life it is best not to make big decisions when emotions are running high. Allowing for a cooling-off period will often help you both reach the best outcome.<\/p>\n
\nPyjamas pandemic<\/h2>\n
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<\/p>\nYou\u2019ve heard of dress down Fridays but just how \u201cdown\u201d are your employees dressing?<\/p>\n
According to one survey, 33% of employees confessed to wearing pyjamas whilst working (we assume from home). The average number of days in this attire was 46, but nearly 10% claimed to wear their pyjamas every working day.<\/p>\n
Some employers may not care but, like many, you might feel this is going too far \u2013 a lack of professionalism that may be borne out in falling productivity, too.<\/p>\n
If you need a reset on your hybrid or flexible working policies, we can help.<\/p>\n<\/div>\n
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\t<\/p>\n<\/p>\nPeople Matter – December 2023<\/h3>\n
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<\/p>\nManaging burnout in 2024<\/h2>\n
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<\/p>\nWork-related mental health issues shot up after the pandemic and have remained persistently high compared to pre-pandemic levels.<\/p>\n
Burnout sits at the more serious end of the mental health spectrum, a consequence of prolonged stress, long hours and lack of support.<\/p>\n
One survey found that nearly 70% of full-time employees claimed to have felt burnt out at some point, while a recent study by Deloitte reported that more than nine out of ten professionals work beyond their contracted hours.<\/p>\n
In America, it\u2019s said that employees experiencing burnout were 63% more likely to take a sick day and two to three times more likely to be actively looking for another job. In other words, if an employee is struggling with burnout, the impact is likely to be felt by colleagues and the business as well, eventually.<\/p>\n
Many believe that this issue of burnout will hang around in 2024, so do you have a plan to address it?<\/p>\n
First up, you need to be able to recognise the signs of burnout when it strikes, or preferably beforehand. These may include exhaustion, pessimism, negativity and reduced effectiveness.<\/p>\n
If you think you may have a case, or one is brewing, schedule a 121 meeting in which you can start to address the issue. Talk to them to find out how they are feeling and if they recognise that they may be at, or near, burnout.<\/p>\n
If they agree, the chances are they\u2019ll say it is because of a combination of an unmanageable workload, a lack of communication or support from their manager (maybe you), impossible deadlines and trouble with colleagues or customers. It could of course be connected with a personal issue, too.<\/p>\n
Even this very act of communication is a start to resolving the issue \u2013 a problem shared is a problem halved as the saying goes. They\u2019ll feel less isolated. Your next move will depend on the exact \u00a0causes, and the resources available to you.<\/p>\n
Some good ideas may be to check they are using their annual leave (its primary purpose is to give employees a break), encourage better teamwork and perhaps a restructuring of workload. You could also explore training and development if you both think it could help.<\/p>\n
We often advise an Employee Assistance Programme (EAP) as part of a benefits package, which includes access to confidential helplines which can also be a useful and cost-effective tool in tackling mental health issues like burnout. Ask us if you want to find out more.<\/p>\n
\nThree HR issues to look out for between Christmas and New Year<\/h2>\n
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<\/p>\nThe Christmas period makes for an unusual time to manage a workforce. While many people, including business owners, like to unwind, there will still be some work to be done unless you have a complete shutdown. And of course in some industries, Christmas is the busiest time of year.<\/p>\n
Here are three particular challenges that may arise, with suggestions on how to manage them.<\/p>\n
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Travel disruption<\/strong> \u2013 Train companies running a Sunday service midweek, engineering works or bad weather all combine to make travel more difficult around Christmas. These are things out of your (and your staff\u2019s) control, so you\u2019ll need to plan workarounds if employee commutes are impacted.<\/p>\n
Fortunately, forewarned is forearmed and it does happen every year so you can plan. What you do depends on your business, but agreeing to remote working or flexitime, swapping shifts around or getting extra staff in could all be options.<\/p>\n
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Unfit for work<\/strong> \u2013 Christmas is a time of excess and that does extend to alcohol and late nights for many. It\u2019s down to your staff what they do outside of work and not your place to cramp their style \u2013 so long as they show up on time and do their job properly when required. If you have a track record of trouble, you may issue staff a reminder of expectations beforehand.<\/p>\n
If they do cross a line though, it\u2019s time to take a stand (remember to be fair, no favourites).<\/p>\n
There\u2019ll be little to gain from giving someone who is a tad off form a hard time. But if their excess results in some serious poor performance, you\u2019ll need to address it. Most seriously, if there is a safety issue, or they have shown up to work clearly under the influence of drugs or alcohol, then your formal disciplinary process should start, including possible suspension. Do, though, \u00a0get advice to ensure you follow the correct procedure.<\/p>\n
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Lack of productivity<\/strong> \u2013 Sometimes there may genuinely not be much to do between Christmas and New Year. Other times, those that come into work may be too distracted to get stuff done if not tightly managed. Either way, it\u2019s a loss of opportunity and productivity for you.<\/p>\n
This is a time to be proactive in your line management. If it is quiet, plan to set some extra tasks which wouldn\u2019t normally get done but will help the business get off to a flyer in 2024 \u2013 an office cleanout or some 121 appraisals for example. If there\u2019s a lot to get done, could you keep in the Christmas spirit with some work-based challenges and rewards for the top performers?<\/p>\n
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If you find yourself facing an HR issue over Christmas, don\u2019t forget that we are only a phone call away – and our job is to prevent people problems for you.<\/p>\n
\nDiscussing Christmas<\/h2>\n
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<\/p>\nIt is fair to say that Christmas has transcended Christianity for years, decades even. As an employer though, it is important to consider its Christian roots when managing your team.<\/p>\n
This doesn\u2019t, of course, mean cancelling Christmas; but it does mean giving people of other faiths safe space to opt out if they do not wish to take part in the Christmas routine like party or jumpers, without being pressured by colleagues.<\/p>\n
A welcoming workplace may also give a friendly acknowledgement to their own religious festivals around this time \u2013 Hailing a \u201cHappy Diwali\u201d, for example, which passed in November.<\/p>\n
Other employees may have more personal reasons for not getting in the Christmas spirit, such as suffering a bereavement at this time of year, being estranged from family or they simply dislike the fuss. Be in-tune with your whole team, and mindful of this in the build up to Christmas and when people return from festivities keen to chat about how wonderful it has all been.<\/p>\n
\nSupreme Court ruling: Deliveroo drivers remain self-employed<\/h2>\n
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<\/p>\nThe Supreme Court has become the fourth court in the land to rule that Deliveroo drivers are self-employed. It is a decision in contrast to that made on Uber drivers previously who did win workers\u2019 rights in court.<\/p>\n
A trade union had brought the case, seeking collective bargaining rights for its members. But the court found that owing to important factors like the right to refuse work, to appoint a substitute and work for competitors, that there were fundamental inconsistencies with any notion of an employment relationship.<\/p>\n
The rise of the gig economy has muddied the waters of employment status, and who is and is not entitled to rights such as holiday pay and minimum wages. We would always argue for treating people who work for you fairly and to do that you must decide their employment status correctly. If you would like clarity on the employment status of staff and your compliance with employment law, please contact us.<\/p>\n
In the case cited in our title above, \u00a315,000 was awarded specifically for injury to feelings after being left out of a WhatsApp group \u2013 it was part of a larger \u00a3134K settlement. In another example, a supermarket worker was awarded nearly \u00a39K after being made to feel extremely upset. She had been asked to return to work from an extra break she was taking due to stress.<\/p>\n
A case of a delivery driver suing for unfair dismissal after being sacked for stealing packages did not stand. So a line in the sand is drawn \u2013 just not where many rational people may think.<\/p>\n
All claims are expensive in terms of time and legal fees before you think of any award payment. Our Advice Line comes with tribunal indemnity insurance that can protect you from the costs of such cases, so long as you act on our advice from the outset. If you are not already signed up to it, ask us for more details.<\/p>\n
\nWorking through Christmas!<\/h2>\n
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<\/p>\nFor those that have to work through Christmas, new legislation coming in 2024 may make things better next year. Why not position your business as if it is law now, tackling two of the issues that can make working over Christmas difficult?<\/p>\n
A new law is coming into force in October 2024 which puts a duty on employers to take reasonable steps to protect their workers from sexual harassment. You may already do this, but if you recognise you need to be more robust, this is a good time of the year to make sure your staff know you will not accept any inappropriate customer behaviour, and empower your managers to deal with any incident.<\/p>\n
Another new law, the Employment (Allocation of Tips) Act is expected to come into force in May 2024. This means employers must share 100% of all customer tips, including those paid by credit card, without a deduction. Now could be a good time to reward staff on festive duty by introducing this before Christmas, if you have not already done so.<\/p>\n
\nDon\u2019t forget to review your own year<\/h2>\n
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<\/p>\nGood line management dictates that you probably give your team 121 annual appraisals. It\u2019s your time to review the year with them, assess the successes and failures, look to the future and set goals.<\/p>\n
But do you take the time to do this yourself? It may be the kind of activity that you do if you are signed up on a business coaching programme, but even then it can be hard to find the time.<\/p>\n
It is worth following through with, though. It is important to recognise your accomplishments, and check that you are on course with what you want to achieve \u2013 making adjustments if necessary.<\/p>\n
And unlike many an employee, you don\u2019t need to dread that meeting with the boss!<\/p>\n<\/div>\n
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\t<\/p>\n<\/p>\nPeople Matter – November 2023<\/h3>\n
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<\/p>\nManaging moonlighters<\/h2>\n
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<\/p>\nSince the pandemic, there has been a growing trend of people secretly working two full-time jobs. One report by a management consultancy suggested that as many as 5% of employees may be doing this.<\/p>\n
Flexible and remote working becoming more prevalent, the cost of living crisis, and now the rise of AI and automation are all factors that have combined to make such moonlighting more attainable for those who have the graft (and maybe gumption) to go for it.<\/p>\n
Is it legal, though? Is it ethical? Would you have a problem if you discovered one of your employees was working a second full-time job?<\/p>\n
To address legality first, there is nothing specifically in law that prevents someone working two jobs at once. There may be an issue around Working Time Regulations, although if the additional job is kept secret from you there is not much you can do about that; and there is provision for an opt-out on number of hours anyway.<\/p>\n
A second income will, of course, alter their tax code which they are ultimately responsible for \u2013 a new tax code may be a clue to you that they have a second job if you were to notice it. A second employer will register them for tax and it usually ends up being at an emergency rate and then reclaimed at the end of the year.<\/p>\n
The one point that should stop the practice dead in its tracks is if you specifically have a clause in your employment contract prohibiting them working another job \u2013 particularly not working for your clients or being in competition with you.<\/p>\n
That brings us onto the other two questions we posed earlier. Is it ethical and do you care?<\/p>\n
There could be an issue of trust at stake here, and also whether they are performing to their best for you. Any employer is bound to be unhappy if they discover they are paying someone who is shirking their responsibility, performing inadequately or not available at key times; could they be using company resources (especially the time you are paying for) for personal gain? This is clearly underhand behaviour that breaks the bond of trust.<\/p>\n
On the other hand, if an employee is doing everything that is asked of them, and performing well for you whilst working out-of-hours for someone else, maybe it is not such a problem \u2013 so long as they do not burn themselves out!<\/p>\n
Whether it is an issue now for you or not, going forwards you might look at whether your job specifications accurately reflect technologies like AI, that you have a company policy on remote work and second jobs and that employees understand what is expected of them.<\/p>\n
If you want more protection from this phenomenon, ask us for a review of your employment contracts.<\/p>\n
\nMaking reasonable adjustments for chronic illnesses<\/h2>\n
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<\/p>\nWhen resources are tight in an SME, one of the most challenging situations to deal with is when a member of staff is absent due to a chronic illness, severe injury or another long-term malady.<\/p>\n
It is a situation fraught with complexity. You need to balance how the business copes with a person potentially absent much more often than usual against how much the employee can give; the emotional strain on them and you; and, importantly: equality law.<\/p>\n
A recent case caught the headlines when a lawyer working at a bank was awarded more than \u00a31.1 million by a tribunal after being dismissed for taking time off sick and requesting to work from home.<\/p>\n
She suffered with asthma and complained about the office air conditioning affecting her breathing. She would not stay late in the office like colleagues but did further work when she got home. Her boss deemed that she did not fit the company culture which included working long hours in the office.<\/p>\n
In another case, an NHS employee won a discrimination claim when his request for a part-time role was denied. He had successfully applied for a full-time promotion, but a long-term health condition flared up before he could start. He was told by a senior that they did not feel they could rely on him.<\/p>\n
Looking to make reasonable adjustments for people with a disability is law. This means that you put in place ways that allow the disabled person to work as effectively as everyone else.<\/p>\n
Aside from the legal consequences, the benefits for your business of making reasonable adjustments are that you can retain talented staff that you might otherwise lose, empower staff to work at their best and have a more diverse workforce bringing wider skills and perspective.<\/p>\n
The key word though is \u201creasonable\u201d. It doesn\u2019t mean you have to write a blank cheque. The legal requirement only extends to adjustments which are practical, affordable and don\u2019t harm the health and safety of others \u2013 and they should be shown to reduce or remove the disadvantage from disability. Approaching Access to Work for funding for special equipment is really helpful.<\/p>\n
Don\u2019t make assumptions. Talk to any staff who are struggling with what may be deemed a disability and find out what they think they need. That will give you a good starting point for making reasonable adjustments. We are always here to help you stay on the right side of employment law, too \u2013 whether they are ultimately to stay or go. So if in doubt, contact us.<\/p>\n
\nHandling divisive topics in the workplace<\/h2>\n
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<\/p>\nThe tragedy unfolding in the Middle East has raised societal tensions in many countries around the world. Some employers have already faced challenging scenarios where employees voicing sentiment for one side or the other have gone too far.<\/p>\n
A bank worker was sacked after writing a post on Instagram endorsing the Holocaust, whilst a train driver was suspended for pro-Palestinian chanting when on the clock.<\/p>\n
While everyone in the UK has a fundamental right to free speech, this is curbed in certain, mainly obvious, instances \u2013 like using violence.<\/p>\n
Managing free speech in the workplace adds an extra layer of complexity. First and foremost workplaces should be professional environments where strong personal views are not appropriate (unless aligned with the business\u2019s values).<\/p>\n
You do also have to consider the Equality Act 2010, where anyone made to feel uncomfortable because of their religious beliefs or because of their race could lodge a complaint of discrimination \u2013 certainly the case with events in Israel and Gaza.<\/p>\n
Many companies choose to have an explicit policy governing what level of political discussion can take place at work. This will guide them in how to respond when someone gets overly political, and stresses that above all we should be tolerant of other views. If you would like to prepare such a policy for your business, get in touch.<\/p>\n
\n\u00a315,000 for hurt feelings<\/h2>\n
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<\/p>\nIf your eyebrows are raised, good because so are ours. It is a troublesome aspect of being an employer, though, that you can get taken to a tribunal for all manner of trivial matters. Some will get thrown out, but others do result in penalties.<\/p>\n
In the case cited in our title above, \u00a315,000 was awarded specifically for injury to feelings after being left out of a WhatsApp group \u2013 it was part of a larger \u00a3134K settlement. In another example, a supermarket worker was awarded nearly \u00a39K after being made to feel extremely upset. She had been asked to return to work from an extra break she was taking due to stress.<\/p>\n
A case of a delivery driver suing for unfair dismissal after being sacked for stealing packages did not stand. So a line in the sand is drawn \u2013 just not where many rational people may think.<\/p>\n
All claims are expensive in terms of time and legal fees before you think of any award payment. Our Advice Line comes with tribunal indemnity insurance that can protect you from the costs of such cases, so long as you act on our advice from the outset. If you are not already signed up to it, ask us for more details.<\/p>\n
\nNo such thing as a free lunch!<\/h2>\n
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<\/p>\n\u2026So the old saying goes and that was certainly the case for a banker who bought lunches on expenses for his partner (albeit, just sandwiches and the like) whilst away on a business trip in Europe.<\/p>\n
He was dismissed for misrepresenting the truth when challenged on why he was buying two of everything whilst away. He took his employer to court and lost, due to his initial misleading behaviour.<\/p>\n
It is a sad story but one which highlights the importance of clearly communicating an expenses policy, having a control process to pick up irregularities when authorising expenses and the bond of trust between employer and employee \u2013 no matter how big the company.<\/p>\n
\nWhen AI goes wrong<\/h2>\n
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<\/p>\nWhile there can be no doubt that AI will have a profound impact on the future of the workplace, there are, right now, plenty of anecdotes of AI going a little bit awry\u2026<\/p>\n
Like the AI programme which was too keen and confirmed its acceptance to a staff drinks reception. We are not sure what its tipple of choice would have been!<\/p>\n
Or how about the candidate supposedly busted on social media for using AI live in a job interview to answer some of the questions that were posed to her.<\/p>\n
Maybe one AI programme which we could all get behind is that one promising to attend boring meetings in your place; as long as it does not then start moaning about them!<\/p>\n<\/div>\n
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\t<\/p>\n<\/p>\nPeople Matter – October 2023<\/h3>\n
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<\/p>\nHR Horror Stories<\/h2>\n
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<\/p>\nDid someone say the \u201cH\u201d word?<\/p>\n
It is that time of year again, Halloween, when there\u2019s a scary movie on the box, children are trick or treating and we at The HR Dept share a few HR horror stories to send a shiver down your spine.<\/p>\n
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The witching hour<\/h3>\n
As understanding grows about the impact of stress at work and the right to switch off, more employers are sensitive to contacting staff out of hours and expecting an immediate response \u2013 especially not at gone midnight!<\/p>\n
However, one banking executive, upon being warned by a colleague that his employee was not being paid enough to receive such a call, had a simple if somewhat diabolical solution \u2013 we\u2019ll call him to give a pay rise, then ask our question!<\/p>\n
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Horrible bosses<\/h3>\n
In this tale from the US, two car mechanics were being repeatedly bullied because of their sexuality (here, a protected characteristic). Horrifyingly, rather than support them, the shop manager said he would sack anyone who reported the matter to HR. Needless to say, a law suit ensued.<\/p>\n
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Expensive mistakes<\/h3>\n
While certainly a difficult time for women experiencing it, the menopause can also present a challenge for employers trying to balance the well-being of employees against productivity for the business. One UK insurance company who got this balance wrong was ordered to pay \u00a364,000 in damages. The tribunal noted that they could have altered the performance criteria for the employee and considered offering a change of role.<\/p>\n
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Adding insult to injury<\/h3>\n
As if sexual harassment wasn\u2019t bad enough on its own, one tech CEO complemented that by trying to force feed one of his female employees. It happened on one of the many hedonistic parties encouraged by the company culture. Thankfully, despite his position, the internal HR department did take robust action in this instance and he was forced to stand down, losing $110 million of stock options in the process!<\/p>\n
While all extreme examples, they do show what can happen when good HR is not established in a business. At The HR Dept, we\u2019ll protect you from people and productivity problems before they get out of hand and turn into your very own HR horror stories.<\/p>\n
\nDevelopment plans for staff<\/h2>\n
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<\/p>\nDevelopment plans for staff go further than just offering training to get them up to speed with their jobs. They are a structured framework to move employees along their career path, improving their productivity and the level of responsibility they can take on for you.<\/p>\n
It could be just what you need if you are struggling to get rough diamonds to shine, or stay with you; or you have a dearth of internal candidates on hand when promotion opportunities arise.<\/p>\n
Offering staff development plans may also help you stand out in competitive recruitment markets, if candidates see that you will invest more in them and their aspirations than other employers.<\/p>\n
A staff development plan will be tailored to each employee, looking at where they are now, and what they need to learn and experience in order to get to higher levels.<\/p>\n
During the course of annual appraisals and one-to-one sessions, work with them to identify how their personal goals align with what you need as an employer, and agree on what CPD needs to take place to achieve this. Make sure this is a two-way process and the employee can give their feedback too.<\/p>\n
There will of course be a cost to you in making this investment, but balance this against the opportunity cost of not making it. Research in America suggested that the US economy takes a half trillion dollar hit every year because of disengaged staff.<\/p>\n
Some of the benefits of investing in employees in this way will be gradual, but you may really start to notice it when promotion opportunities come up and you need look no further than candidates from your existing team, saving you time and money on the task of making key hires.<\/p>\n
Our experts can help you put a staff development programme in place; or if you already have one but are looking to source high quality eLearning courses, ask us about the range of professional, cost-effective courses that we offer.<\/p>\n
\nUnhappy Birthday<\/h2>\n
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<\/p>\nDepending on your workplace culture, you might see the value of small gestures to make employees feel valued: things like an \u201cemployee of the month\u201d award, the marking of staff birthdays or a monthly team lunch.<\/p>\n
Relatively small outlays show that you care, develop camaraderie and foster loyalty.<\/p>\n
We are all for this where appropriate, but it is essential that you carry out the gestures equally and fairly.<\/p>\n
In one recently reported case, an employee lamented the fact that she was the only member of staff who did not receive cake and a card on her birthday. She even knew that it wasn\u2019t a simple oversight as her boss had teased her about her age and birthday the day before.<\/p>\n
If you don\u2019t treat employees equally, at best you will create tension and discord. At worst, you could open yourself up to a discrimination claim if the treatment is perceived to be based on a protected characteristic.<\/p>\n
\nHair raising dress code<\/h2>\n
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<\/p>\nFor many busy business owners, a dress code may be something of an afterthought.<\/p>\n
Perhaps it was, too, for one larger firm which took issue with a newly hired receptionist who sported bright pink locks on her first day. Feeling strongly that it was not a suitable look for a front-of-house role, they came up with a compromise: a wig!<\/p>\n
Her response was to wear a series of purposefully terrible wigs to draw attention to the issue, posting on social media.<\/p>\n
To avoid such confrontational situations, think very carefully about where you draw the line in your business; covering everything from hair colour to tattoos and piercings, as well as clothes and footwear.<\/p>\n
Be mindful of cultural or heritage considerations, where certain hair styles could be related to, for instance, racial identity and therefore fall within the scope of the Equality Act.<\/p>\n
Make sure your policy is clearly explained in your company handbook, so that there can be no doubt in anyone\u2019s mind, and no room to make a scene.<\/p>\n
\nThe right to request predictable working patterns<\/h2>\n
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<\/p>\nA new law \u2013 the Workers (Predictable Terms and Conditions) Act 2023 \u2013 has just received royal assent, and may affect you if you employ people on zero-hour contracts or other occasional\/temporary bases. It is not expected to come into force, though, until late 2024.<\/p>\n
When live, it gives such workers a right to request a predictable working pattern, once they have 26 weeks of qualifying service. As an employer, you will have to respond to a request within one month, but you do have six grounds on which to reject one.<\/p>\n
These include: an additional cost burden, your ability to meet customer demand, the effect on recruitment, the effect on other areas of your business, a lack of work in the requested periods and any planned structural changes.<\/p>\n
If you want help planning so that you are well prepared to deal with such requests when the new right is implemented, please get in touch.<\/p>\n
\nPaternity test<\/h2>\n
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<\/p>\nWe\u2019ve all heard of employees throwing a sickie to get an extra day off work here and there \u2013 it may be the bane of your life as an employer (if so, talk to us and we\u2019ll get it sorted). But one man apparently did the same thing \u2013 except for paternity leave. Four times in five years!<\/p>\n
We are not even sure what you call that, but there must be some serious systematic errors in his workplace to allow that to slide.<\/p>\n
Apparently, he took precautions – by featuring a different Google image of a newborn baby on his phone home screen every time he claimed a child.<\/p>\n
As he was single and child free the whole time you would have thought the lack of bags under his eyes and grey hairs may have given it away.<\/p>\n<\/div>\n
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\t<\/p>\n<\/p>\nPeople Matter – September 2023<\/h3>\n
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<\/p>\nUp to \u00a360,000 fine for employing an illegal immigrant<\/h2>\n
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<\/p>\nThere have long been penalties for employing illegal immigrants, but they are about to get much tougher.<\/p>\n
Currently, a first offence of employing an illegal immigrant can land an employer with a fine of \u00a315,000; with repeat offences earning fines of \u00a320,000. Under the proposed changes, those figures would triple, rising to \u00a345,000 and \u00a360,000 respectively.<\/p>\n
For unscrupulous employers, hiring illegal immigrants gives them a commercial advantage by allowing them to bypass the minimum wage and other employment rights. This is exploitative towards vulnerable people, whilst unfairly allowing such businesses to undercut legitimate employers who play by the rules.<\/p>\n
So it is understandable that the government is trying to stamp out the practice. Since 2018 they have issued 4,000 civil penalties totalling \u00a374 million.<\/p>\n
It is possible you could employ an illegal immigrant inadvertently, and the key to avoiding this is following the government\u2019s \u201cright to work\u201d checks. You should do this as standard every time you hire, and doing so properly will provide you with a statutory defence against the fines. There are different ways in which you can perform the checks.<\/p>\n
You can conduct a digital right to work check. This may be the most common way of conducting your checks and there are a number of methods. The simplest may be asking your recruit to generate a \u201cshare code\u201d from the Home Office\u2019s online service which when passed to you allows you to log in and view their right to work status.<\/p>\n
Alternatively, there is an option to outsource the task using Identity Document Validation Technology (IDVT) through a certified digital identity service provider (IDSP) who will carry out the checks on your behalf.<\/p>\n
If, for some reason, neither of the above are possible (and the employee cannot provide manual documentation, see below) you may be able to go directly to the Home Office and use their online Employer Checking Service.<\/p>\n
You can complete a manual check. To do this compliantly, you must meet your prospective employee in person with them bringing documentation from prescribed Home Office lists. You need to check the documents give them a right to work (for instance a UK citizen holding a UK passport), and that they are not obvious forgeries. Inconsistencies, like name changes after marriage, should be explained.<\/p>\n
You\u2019ll need to take copies of the documentation and retain them for the duration of the employment plus two years. For help ensuring you are compliant, just ask us.<\/p>\n
\nJob titles gone crazy<\/h2>\n
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<\/p>\nEveryone has noticed the monetary inflation that has set in over the past couple of years. Apparently it has spread to job titles, too; with younger generations in particular demanding ever more lofty job titles, regardless of their experience.<\/p>\n
We do have a bit of fun looking out for weird and wonderful job titles.<\/p>\n
There is the classic \u201cmedia publications administrator\u201d for which you can read \u201cpaperboy\u201d.<\/p>\n
One well-known hospitality chain (whom we won\u2019t name) advertised for \u201csandwich technicians\u201d \u2013 which most would agree was a bit over the top if you knew what they served.<\/p>\n
Still, at least with that one it was clear what they did, or aspired to do.<\/p>\n
One police force once advertised for an \u201canti-social behaviour coordinator\u201d. Seeing this from the outside you could be mistaken for thinking the role involved the organising of kicking in bus stops and drinking strong cider in the park!<\/p>\n
This raises a more serious point, though. Simple and clear with job titles is far better \u2013 not only will people outside your company understand what it is your team members actually do, but no one needs to stay up until the wee hours thinking of ever more inflated titles.<\/p>\n
It does go both ways though, and sometimes a bit more thought to the semantics could go a long way. One poor graphic designer privately bemoaned the fact that his official job title was \u201cback-end manager\u201d. Now that\u2019s unfortunate!<\/p>\n
\nEmployees behaving badly (outside of work!)<\/h2>\n
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<\/p>\nYou know that you must instigate your disciplinary process for bad behaviour within the workplace.<\/p>\n
But what about employee behaviour outside of work? When do you decide to step in if they transgress in their personal life? Often, it will be none of your business, but if it develops and imposes on you, then you could be within your rights to act.<\/p>\n
There are many ways it could become your business, including: they attract negative publicity which is linked to your company and causes reputational damage; they denigrate your brand, colleagues or customers on social media or some other public forum; it is a criminal case which is so bad their position is untenable or they are no longer able to perform their role \u2013 say they are remanded in custody or lose their driving licence.<\/p>\n
When one of these scenarios plays out, you really do need to get professional advice to ensure a fair and reasonable disciplinary outcome is achieved.<\/p>\n
\nIs Elon Musk going to sue you?<\/h2>\n
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<\/p>\nElon Musk recently tweeted a call to arms for any employees who felt they had been unfairly treated by their employers for posting or liking something on Twitter (now called X). He said he would fund their legal bills. No Limit.<\/p>\n
To what extent he would ever do this, who knows? There are several tribunal claims currently in progress where people claim they have been unfairly dismissed for expressing what they think is their right to a religious or philosophical belief.<\/p>\n
This can be a highly contentious area and as we have already stated do take professional advice before reacting. If you find yourself in this position, please don\u2019t hesitate to call your local HR Dept office to get your expert opinion.<\/p>\n
\nBest of enemies?<\/h2>\n
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<\/p>\nIt\u2019s great when your team bonds so well they are productive in the workplace and friendly outside of it. It is not uncommon that some employees may have been buddies before they ever started working for you.<\/p>\n
Such friendships do, though, run the risk of blurred lines and personal dramas brought into the workplace \u2013 as one care home has found out to its cost.<\/p>\n
Two childhood friends were employed at the care home, with one managing the other. A work-related row erupted, which resulted in the manager using strong expletives, threatening language and remarking \u201cNo wonder you have no friends\u201d.<\/p>\n
The employee quit and successfully brought a constructive unfair dismissal charge against the company. With so much upset, distraction and cost caused by personal remarks, it is a reminder how important it is to have well written and clearly communicated behavioural policies in the workplace.<\/p>\n
\nPay blunder<\/h2>\n
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<\/p>\nIf you have ever had anything to do with payroll, you\u2019ll know that mistakes do happen. But for one Hungarian company, it was rather a large one. Meant to pay a short-term employee \u20ac260, they accidentally transferred \u20ac92,549.<\/p>\n
The mistake was a currency error and transpired because the worker gave a foreign bank account. His \u20ac226 was meant to be paid in Hungarian Forints, of which the correct number was, you\u2019ve guessed it: 92,549. The police are now involved because the company has only been able to recover about \u20ac70,000.<\/p>\n
Do you have the payroll processes in place to avoid such a fiasco? If you are unsure, talk to us about our outsourced payroll service.<\/p>\n<\/div>\n
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\t<\/p>\n<\/p>\nPeople Matter – August 2023<\/h3>\n
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<\/p>\nIncluding employees in decision making<\/h2>\n
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It is said that leaders are paid the big bucks because they make big decisions; but could one of the best decisions you make be to involve your team in the decision making?<\/p>\nWhile you will trust your own judgement, and always reserve it for certain matters, there is so much upside to involving employees in some decisions.<\/p>\n
Psychologically, you confer trust on them, helping them to feel valued and with a greater sense of control over their role. This is known to be a good thing, leading to higher engagement and increased motivation \u2013 both great for productivity. You\u2019ll also get better buy-in on the outcomes of decisions, with employees appreciating that they are listened to.<\/p>\n
Company decisions should, on balance, be better informed; with a range of perspectives introduced leading to more rounded outcomes. Differing perspectives may not always influence your overall decision, but they might temper it or help you understand where you\u2019ll face resistance.<\/p>\n
In some businesses, the employees will be closer to your customers than you. So accepting their input could help provide vital insight into how your customer base will respond.<\/p>\n
Opening up the decision-making process could be an effective tactic for upskilling employees, helping them to think more broadly about issues and their wider effects. Working alongside you on such matters allows them to learn, whilst you can monitor their progress and judgement as you go.<\/p>\n
As they improve, it may lead to faster decision making, and save you time through delegation. You are nurturing problem solvers in your business.<\/p>\n
So how do you involve staff in decision making? It may well depend on the size of your business.<\/p>\n
If it is just you and one or two others, mentoring might be a good approach, holding informal conversations to discuss issues, get their input and share how you do things.<\/p>\n
If your team is a little larger you may still do this, but perhaps add a suggestion box, either a physical one or by way of an email address where ideas can be posted. When doing this it is important to check on suggestions regularly and respond to them, so that it does not appear an empty gesture. Employee surveys could be a good idea, too: for getting ideas, canvassing opinion and finding solutions.<\/p>\n
There are some areas of employment law where staff have to be informed and collectively consulted: TUPE, 20 or more redundancies, and health and safety. In 2005, the ICE regulations came into force; and in 2008 extended to employers with 50 or more employees. They say that where 2% of employees request so, the employer must set up a consultation group.<\/p>\n
Not many go the formal route, but having elected representatives is a good idea and can speed up formal consultation processes. Sharing information does improve employee engagement and no one person has all the bright ideas.<\/p>\n
\nCSR in SMEs<\/h2>\n
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<\/p>\nCSR, or corporate social responsibility to spell it out, can be an important part of your overall strategy as an SME.<\/p>\n
While it takes effort and resources, the investment can pay dividends in marketing, recruitment and retention, not to mention the positive impact you can have in the community.<\/p>\n
There are many different ways in which you can implement a CSR strategy.<\/p>\n
You\u2019ll want to make it aligned to your business, and it is essential for it to be authentic (if it is perceived as a ruse or hollow gesture it could do more harm than good). To really leverage its power, ensure your team are involved \u2013 in the delivery yes, maybe too in shaping your policy so you have their full buy-in and engagement.<\/p>\n
Volunteering staff time, fundraising or donating skills and materials are all great approaches to consider, depending on the set up of your business. For example, a building firm may help fix up community assets for free, or a caf\u00e9 may donate unused food to a foodbank.<\/p>\n
Across our nationwide HR Dept network, our new CSR initiative is called HR Dept in the Community.<\/p>\n
Each individual office (we have over 70) has the opportunity to raise money for a local charity of its choosing, performing whatever events or activities suit them best. Our aim is to bring each of our teams together, get out into our local communities and, through group effort, raise money for local charities.<\/p>\n
At a national level we look forward to reporting on a significant collective sum which we will have given to charities across the country, whilst uniting our team with a sense of purpose.<\/p>\n
\nStudent loan repayments are becoming more onerous?<\/h2>\n
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<\/p>\nContinuing a long-term trend, the overall cost of studying at university is increasing \u2013 considerably.<\/p>\n
The cost is borne, of course, once students enter work and start earning a certain salary. Currently, it is \u00a327,295; but for new university students this will drop to \u00a325,000. With 9% of everything earnt over this threshold taken as a loan repayment, that will slap an extra \u00a3207 per annum onto every graduate.<\/p>\n
More significantly, though, the repayment period (before which the debt is wiped) is increasing from 30 years to 40 years. This means that most graduates (unless very higher earners) will be paying this additional 9% their entire working life without ever clearing the debt.<\/p>\n
Psychologically, could this be a tipping point, putting off many more young people from studying for a degree?<\/p>\n
If you have always required a degree as part of your recruitment criteria, it may be time to embrace other pathways into the workforce to get the right talent. Generously funded apprenticeships will be a stand-out choice for many businesses.<\/p>\n
\nEmojis in the workplace: ? or ??<\/h2>\n
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<\/p>\nLong a favourite for use in social media, emojis, GIFs and memes are growing in popularity as a tool within business communications, too. They are not for everyone, though.<\/p>\n
In their favour, they can effortlessly convey tone in written comms where otherwise there could be room for misinterpretation. They can also be good for team spirit \u2013 with colleagues able to capture shared cultural references, or praise someone with added gusto.<\/p>\n
They can certainly speed up communication, with reacjis (single emojis sent in reply to a message) often now used. A survey conducted by Slack and Duolingo found that 58% of respondents felt they could communicate with greater nuance in fewer words, whilst 54% said it sped up workplace communication.<\/p>\n
For the case against, they may fall below the standard of professionalism or gravitas companies in certain industries want or need to meet. GIFs and memes can be quite edgy, whilst some emojis can have double meanings \u2013 innuendos which are not suitable for the workplace. Misuse of either could contribute to harassment or bullying, leading to disciplinary action.<\/p>\n
Ultimately, it will come down to your own discretion as to how they are used. If you want or need to impose boundaries, do so.<\/p>\n
\nBack to school\u2026 and a return to work<\/h2>\n
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<\/p>\nWhile the kids go back to school, in September working parents also have to readjust from holiday mode \u2013 whether they went somewhere exotic or not. More than a few may be breathing a sigh of relief!<\/p>\n
Even so, it is not always easy to switch gears. So to make sure everyone hits the ground running, here are some tips to get them focused.<\/p>\n
Catching people in this transition is an effective time to hold 121s focused on the months ahead. If they have been away you can check in with them to see how the summer was, but most importantly share your plans for the next quarter and set individual goals for them to work towards.<\/p>\n
If your team has been fragmented while people take their holidays, it may also be productive to plan a small team-building activity to bring everyone back together. Strengthen bonds, upskill and make everyone feel welcomed back and ready to get down to business.<\/p>\n
\nGoing green?<\/h2>\n
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<\/p>\nEvery company can do its bit to go green, but one business in Gloucestershire went a little further. Well, 600ft further to be precise!<\/p>\n
They introduced a small potted cutting of ivy in 2009, and come 2023 it has grown to 600ft, truly making a mark on their office space, and their company culture to boot.<\/p>\n
The ivy is low maintenance, requiring just a little food and water once a week. The biggest challenge is in supporting its growth. Like a good team player though it contributes to the business. As well as being an emblem of the company culture, it has also attracted its own sponsorship deal!<\/p>\n<\/div>\n
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\t<\/p>\n<\/p>\nPeople Matter- July 2023<\/h3>\n
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<\/p>\nKeeping employees cool in a heatwave<\/h2>\n
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<\/p>\nWith one heatwave already been and gone in 2023, but still plenty of summertime left for another, having a plan in place to keep employees cool is not only good for them, but good for business, too.<\/p>\n
An American study found that heatwaves account for $44 billion of lost productivity each year across 12 of the World\u2019s largest cities, including Athens, New Delhi and Los Angeles. They predict this will rise to $84 billion by 2050, unless greenhouse gas levels fall.<\/p>\n
Closer to home, and you probably experience first hand the symptoms of a hot and stuffy office: Irritation; more human error; and rows about fans, air conditioning (if you have it) and whether it is better with windows open or closed\u2026<\/p>\n
There is no legal maximum temperature for the workplace, although employers are expected to keep working conditions reasonable.<\/p>\n
Many businesses do not have the luxury of air conditioning, so smaller measures will be necessary.<\/p>\n
If you have a dress code, relaxing it, whilst still maintaining the appropriate air of professionalism for your industry, should be an easy first step for most businesses. If you have uniforms, can you design regular and summer versions?<\/p>\n
It\u2019s generally considered that windows or doors being open is preferable (assuming no air conditioning), to allow fresh air in, although this may spark some debate. Additionally, be careful not to breach any fire door regulations, though.<\/p>\n
Office fans are a life saver. Nowadays individual workers can get mini ones which plug into their laptops. These may add a little extra firepower precisely where it is needed.<\/p>\n
You could consider rearranging seating plans temporarily, too. Some people may struggle to cope more than others in the extreme heat, including older workers, pregnant women or those experiencing the menopause.<\/p>\n
If you employ outside workers, the risks are even more acute, with sunburn, skin cancer, dehydration and heat stroke all a threat. Consider rearranging shifts so that workers are kept out of the midday highs; and supply suncream, adequate PPE (like brimmed hats), and plenty of drinking water.<\/p>\n
\nFocus on mid-year reviews<\/h2>\n
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<\/p>\nIn many businesses, the summer months have a slower pace.<\/p>\n
These are great for setting up individual mid-year reviews to: assess work over the past six months, acknowledging accomplishments, identifying any areas where an employee is under-performing, providing constructive feedback and goal setting for the following six months. It may also be the appropriate time to discuss any pay rises or promotions.<\/p>\n
These are all practical areas to cover, but you may find it beneficial to also use the opportunity to get feedback from the employee on their role as well as the wider company; and reinforce your business\u2019s culture and values.<\/p>\n
You may be an old hand at such reviews or relatively inexperienced in delivering them. Either way we have some tips which we hope you will find useful as a refresher or new advice.<\/p>\n
- \n
- Ensure you prepare adequately for each employee, and also give them the time and guidance they need to prepare.<\/li>\n
- Schedule sufficient time and a private space in which to conduct the reviews.<\/li>\n
- Cover strengths as well as weaknesses for everyone so that they feel encouraged but know how to develop.<\/li>\n
- Draw on objective data to appraise, so performance is known to be judged by matters of fact, not just opinion.<\/li>\n
- Make sure it is a two-way conversation, by encouraging your employee to contribute.<\/li>\n<\/ol>\n
Regular employee reviews are a key element of line management, contributing significantly to the success of the people in your business. If you would like more targeted support with mid-year or annual appraisals, please get in touch with your local HR Dept office. We have a great deal of expertise in this area and would love to help you.<\/p>\n
\nDo you survey staff satisfaction?<\/h2>\n
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<\/p>\nIf you saw the results of Meta\u2019s recent internal study, it would be understandable if you wanted to run a mile from the notion of a staff satisfaction survey. A 70% majority of employees said Mark Zuckerburg is an unfit leader. For context, Meta is initiating wave after wave of redundancies at present.<\/p>\n
Furthermore, here in the UK our employee engagement is amongst the lowest in Europe according to Gallup\u2019s State of the Global Workforce<\/em> report.<\/p>\n
While that all sounds like doom and gloom, it may not be something to shy away from. The surveys themselves are not the cause of dissatisfaction, they are just reporting it. By understanding any issues, it gives you a chance to address them by taking tangible action.<\/p>\n
By investing in your workforce relations in this way, it should translate into an improvement in solid business metrics like output, absenteeism, recruitment and retention and ultimately productivity.<\/p>\n
\nMy flight\u2019s been cancelled!<\/h2>\n
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<\/p>\nSadly, there\u2019s been no shortage of holiday disruptions since the pandemic. From airlines cancelling flights due to over-selling seats, to air traffic controller strikes.<\/p>\n
What, then, if an employee becomes stranded overseas? If you get that call, it is important to adopt a balanced stance. Even if you are left short-staffed, the employee may not be in control of the situation.<\/p>\n
Good dialogue is important, ensuring you are kept up-to-date with events which may be fast-moving. The issues of workflow and pay could be the top priorities in your relationship.<\/p>\n
Assuming you have no contractual obligation, you do not need to pay them while they are absent, but they may be short of cash, and a light pay packet could exacerbate their predicament.<\/p>\n
Could they work remotely while they wait it out? Or take further annual leave? Some employers may even consider offering a short-term loan to be repaid once compensation is received. If you are prepared to offer this, you must put your terms in an email and they must agree to it before proceeding. Acting kindly in a crisis will normally be repaid in good will over the long term.<\/p>\n
\nSummer socials<\/h2>\n
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<\/p>\nLike the work Christmas party, the summer social is a staple for many businesses. It brings the team together, is a token of thanks for their hard work, and allows everyone to have fun.<\/p>\n
Just like the Christmas party, though, it is an event to be planned carefully, to ensure that you are not nursing more than a hangover the next day.<\/p>\n
Vicarious liability is one of the main risks \u2013 where you as employer are held responsible for the bad behaviour of staff. Alcohol is often a root cause of trouble.<\/p>\n
Reminding everyone in writing that it is an extension of the workplace, and therefore the usual company policies relating to things like harassment and discrimination, is good as both a deterrent and a line of defence for you should anything untoward occur. Think also about the balance of access to alcohol, food and soft drinks, ensuring you are not encouraging excessive drinking.<\/p>\n
One way to subtly create a positive vibe could be to link the social to any charitable fundraising you undertake. Not only is it efficient use of precious time in planning both initiatives, but it adds an extra layer of propriety to your party.<\/p>\n
\nBless me, Father, for I have sinned!<\/h2>\n
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<\/p>\nIn what the US Department of Labour described as amongst the \u201cmost shameless\u201d schemes it has ever investigated, the owners of a Mexican restaurant in California were recently ordered to pay $140,000 in damages and back pay to staff.<\/p>\n
One of their ruses was to hire a fake Catholic priest to conduct confessions which had an unusual focus on potential workplace misdemeanours. \u201cHave you done anything to harm your employer?<\/em>\u201d, \u201cAre you ever late to work?<\/em>\u201d were two of the lines of questioning from the supposed priest.<\/p>\n
If you have concerns about the ethics of your workforce, we\u2019d suggest a more conventional disciplinary and grievance procedure. And if you need help from a higher power \u2013 call The HR Dept!<\/p>\n<\/div>\n
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\t<\/p>\n<\/p>\nPeople Matter – June 2023<\/h3>\n
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<\/p>\nPensions pay gap<\/h2>\n
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Attention has rightly been put on the gender pay gap in recent years. With annual reporting required for larger companies this gap is closing, albeit slowly.<\/p>\nBut the same endemic issues which cause the gender pay gap \u2013 a greater childcare burden, the cumulative effect of lower rates of pay, a lack of access to senior positions \u2013 have also led to a pensions pay gap even more stark.<\/p>\n
Throw into the mix a lack of financial confidence (generally speaking) in women compared to men and the problem is exacerbated. A survey by UBS found that 63% of UK millennial women deferred long-term financial planning to their husbands or male partners; 85% felt that men know more about investing than they did.<\/p>\n
Analysis between 2018 and 2020 found that for every \u00a3100 which men accumulated in private pensions, women accumulated only \u00a365. That puts the gap at 35%, although there are other ways of measuring it.<\/p>\n
So what can you do as an employer, who wants to foster equality in your business and attract the best talent, be they male or female?<\/p>\n
The same actions that you would take to address the gender pay gap are a good place to start \u2013 ensuring compliance with the Equality Act on pay rates for men and women doing similar work; checking that your recruitment, retention and promotion processes operate on a level playing field; running a supportive workplace that women do not feel forced to drop out of at key stages of family life.<\/p>\n
Some businesses facilitate \u201clunch and learns\u201d for their employees. These may even be offered for free by third-parties happy to impart knowledge in return for potential customers. Partnering with a local financial adviser could be an excellent way to make all your employees more confident about long-term financial planning.<\/p>\n
\nCompany expenses – how long do you take to pay?<\/h2>\n
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The cost-of-living crisis has put sharp focus on a perennial bugbear for employees \u2013 the repayment of company expenses which they have had to fork out for from their personal funds.<\/p>\nIt is not uncommon for expenses to be repaid at the end of the month, so long as all receipts and other paperwork are accounted for. If there are problems with this bookkeeping, it could take longer. This may result in weeks when employees are out of pocket.<\/p>\n
A recent survey carried out by a payroll firm found that during the cost-of-living crisis a quarter of respondents had struggled to pay their own essential bills while waiting for reimbursement of company expenses.<\/p>\n
For some employees the sums we are talking about will amount to thousands of pounds over the course of a year.<\/p>\n
Such problems for employees can quite easily translate into problems for you. They could manifest as work-related stress which impacts performance; difficult conversations and conflict if the employee thinks that they are being taken advantage of; or higher turnover of staff as dissatisfied employees seek a new job where this will not be an issue.<\/p>\n
If you recognise some of these challenges, there are simple, cost-effective measures you could consider. For instance, making your expenses runs more frequent \u2013 say fortnightly instead of monthly. Or allowing employees to book hotels and train fares with a company account and so skipping the issue of expenses altogether for these types of payment.<\/p>\n
\nMaternity redundancy<\/h2>\n
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As you will know, women on maternity leave have a number of protections enshrined in law, one of which is protection from redundancy.<\/p>\nThis protection is in line to be extended following the royal assent granted to the Protection from Redundancy (Pregnancy and Family Leave) Act 2023.<\/p>\n
Any employee on maternity leave, shared parental leave or adoption leave must be provided with a suitable alternative job (if available), should their role become redundant. Currently this protection lasts until the day they return from the leave.<\/p>\n
When the new law comes into force (not before April 2024) the protection will last from the day you are informed of their pregnancy to 18 months after the birth. This may add up to another six months in total to what they already have.<\/p>\n
Processing maternity leave and pay, and managing the changes to your business at this time is an important part of HR to get right. If you need support, your local HR Dept office can help.<\/p>\n
\nBring your dog to work day<\/h2>\n
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As a nation of pet lovers, we jump at the chance to spend more time with our furry friends or show them off to those around us.<\/p>\nSo National Bring your Dog to Work Day (Friday 23rd June), may be a crowd-pleaser in your office.<\/p>\n
If you are keen to take part, it is not as simple as just inviting everyone to bring in their pooch, though. There is legwork to do first, and for some workplaces, it will not be possible.<\/p>\n
If there are hygiene reasons which prevent you from taking part, you\u2019ll probably be aware of them already \u2013 for example if you run a food preparation business. What may not be so obvious is where you have staff with chronic allergies or a phobia.<\/p>\n
For this reason, it is important to ask staff for their approval. If one or two are not happy, could they be offered to work from home? You may be able to find a workaround.<\/p>\n
If dogs will be coming through the door, a risk assessment will help you think through the safety issues. Is each dog suitable for a workplace? Where can and can\u2019t they go? What is the procedure if something unexpected happens \u2013 like a dog bites someone?<\/p>\n
Finally, remember work still needs to get done. So all dogs should be house trained, socialised and well behaved. Uncontrollable scrappers and yappers can stay at home.<\/p>\n
\nRight to switch off<\/h2>\n
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There is no \u201cright to switch off\u201d in the UK for employees at present. It may be coming though. There is such a right in countries such as France and Ireland. And Labour has indicated that they may introduce this right should they win the next election, although by a voluntary code at first.<\/p>\nThe thinking behind this is that as technology and working patterns have upset the work\/life balance for many people, there is a heightened risk of stress or even burnout. Employees may find it harder to build a family life and may look to change jobs to remedy the situation themselves. So businesses may need to create working patterns that relieve stress: such as \u201cthe right to switch off\u201d.<\/p>\n
While it is essential for businesses to ensure their employees are productive, good employers will want to respect the work\/life balance. To give an indication of what a right to switch off might look like, the Irish model is based on three tenets:<\/p>\n
- \n
- A right not to routinely work outside of work hours.<\/li>\n
- A right to not suffer penalty for refusing to work outside of normal hours.<\/li>\n
- An obligation to respect each other\u2019s right to switch off.<\/li>\n<\/ol>\n
There does need to be balance, though, in any new approach.<\/p>\n
For instance, some employees, working from home, may have arranged to take a break for child-care cover and then work a few hours early in the morning or later in the evening. Any legislation needs to allow flexibility and choice.<\/p>\n
There are also situations where out of hours contact is important. For example, a change of a morning meeting or an emergency situation.<\/p>\n
\nDrinking on the job<\/h2>\n
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A \u00a310,000 pint? Not quite, but an engineer who was disciplined for drinking beer on a Zoom call and eventually dismissed for persistent poor behaviour was ordered by a judge to pay \u00a310,000 to cover his ex-employer\u2019s legal costs. He had brought a tribunal claim against them for unfair dismissal which he lost.<\/p>\nAnd quite right, too \u2013 the judge noted how fairly they had treated the employee while they managed his behaviour. It was reported he even told the CEO to \u201cDeal with it\u201d as he sipped his pint! While many people have a favourite tipple, there is a time and a place \u2013 and \u201con the job\u201d will not be it in most businesses.<\/p>\n
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\t<\/p>\n<\/p>\nPeople Matter – May 2023<\/h3>\n
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<\/p>\nCan workcations actually work?<\/h2>\n
A recent industry survey revealed that 76% of employees would be more likely to work for a company with a \u201cwork from anywhere\u201d policy.<\/p>\n
How would you feel about letting your employees work from anywhere in the world?
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<\/p>\nIt may sound unrealistic and nomadic; and for many it will be \u2013 but if it is possible it doesn\u2019t have to mean your employees working abroad full-time. Many just want the option to work remotely when on holiday, to extend their time away.<\/p>\n
First, let\u2019s not blur the technical lines between holiday and work. Working time regulations make it clear that everyone must have four weeks holiday \u2013 so an employee must be either \u201con the clock\u201d or not.<\/p>\n
That said, it has long been a practice for people to tag a couple of days (proper) holiday onto the end of a business trip. The workcation is the reverse \u2013 some time properly available and working for the business, but from the location of the holiday. It may be to fit in with an itinerary, get the benefit of a few extra days sunshine or, say, manage the interval between long-haul flights.<\/p>\n
So now we are clear what we are talking about, what would the practical considerations be to facilitate it, should you wish to?<\/p>\n
Time zones, connectivity and data protection should all be considered, and any one of these may make such working impracticable or impossible. For longer-term arrangements, issues like visas and taxation become an issue and specialist advice would be recommended.<\/p>\n
Holidays don\u2019t have to be abroad of course, and things become simpler when people want to \u201cwork from anywhere\u201d domestically. It\u2019s got to work for your business though. Weigh up the practicalities to you and your operations, your staff relations, how important such flexibility is for recruitment and retention and fairness across all staff.<\/p>\n
A clear, consistent remote working policy will help your business deal with requests, and keep things fair for all employees. Just get in touch if you\u2019d like any help updating a policy, or putting one in place.<\/p>\n
\nSickness absences are at an all-time high<\/h2>\n
The number of fit notes issued in the UK hit a record high last year – 10.4 million. In part, the increase has been attributed to the economic crisis and also to the impact of the pandemic, which
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has led to more stress-related absences.<\/p>\nIf you\u2019ve been noticing increased absences, it might be having negative effects on productivity, as well as increasing costs. It is important to manage them proactively.<\/p>\n
Begin by ensuring you have a robust absence policy, so expectations are clear and phoney sickness days are discouraged. The HR Dept can help you implement a comprehensive policy, as well as introducing return-to-work interviews and measuring tools. For long-term absences, we can work with occupational health therapists to plan adjustments and phased returns.<\/p>\n
If stress or anxiety is at play you\u2019ll want to be supportive, but it\u2019s not yours or your managers\u2019 jobs to act as counsellors.<\/p>\n
You can bring in tools like the Bradford Factor (see article below) to underpin your enforcement of absence policy objectively. You may also find employee assistance programmes (EAPs) good value for the business. They provide expert, independent support services for mental health and other issues like debt advice \u2013 taking the burden away from you.<\/p>\n
Check that your culture encourages a healthy work-life balance. Both our physical and mental health are heavily impacted by work-life balance. Ensuring that workloads are evenly distributed, and that staff know when to switch off, will reduce the risk of stress.<\/p>\n
In the face of so much absence a robust approach is important \u2013 not least so that those who do show up every day don\u2019t get burnt out covering for persistently absent colleagues. If you\u2019d like support, just get in touch.<\/p>\n
\nI can\u2019t work, I\u2019m having a haircut!<\/h2>\n
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<\/p>\nIf you wanted further proof that working from home is less productive than the office, recent payment data shows a rise in midweek expenditure at salons, whilst mobile phone data in the US showed a whopping 300% increase in 4pm Wednesday tee off times on the golf course.<\/p>\n
So if everyone is sinking a putt or having a trim, who is manning the phone and getting the proposal finished?<\/p>\n
Teams benefit from personal contact so that they can build trust, communicate efficiently and collaborate together. So getting everyone in one place at work is best.<\/p>\n
If you can\u2019t get everyone back in full-time, though, make sure you set very clear expectations about what is expected from them when working from home. While some employers may be comfortable basing this solely on output rather than having someone tied to a desk, it can be easy for standards to slip.<\/p>\n
Repeated delays in returning phone calls while someone is out running errands or skipping a Zoom meeting because they are late back from lunch could end up costing clients or missing deadlines.<\/p>\n
You could assess whether your own management style for home workers is too distant, not accounting for the lack of direct supervision and accountability that physical presence brings.<\/p>\n
If you are worried they are doing their nails instead of working in sales and you would like help reviewing the standards that you expect from home workers during office hours, we can help.<\/p>\n
\nHave you heard of the Bradford Factor?<\/h2>\n
The Bradford Factor is a formula used to measure employee absence. It works by calculating how many instances of unplanned absence an employee has in a year. As the number increases with each instance of absence, rather than the length, it assumes that repeated absences are worse for business than long-term illnesses.<\/p>\n
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Here\u2019s the formula:<\/p>\nS\u00b2 x D = B<\/strong><\/p>\n
S is the number of instances of absence. You multiply this number by itself.
\nD is the number of days absent in a 52 week period.
\nB is the Bradford Factor score.<\/p>\nStaff scores are applied to a framework of trigger points for warnings and ultimately dismissal.<\/p>\n
So is it helpful? It\u2019s arbitrary nature has pros and cons, but there are too many nuances for it to be the sole reference for judging the significance of absence levels. Better to have it in the background to help inform your decision-making, alongside good line management, such as return-to-work interviews.<\/p>\n
\nThe Great Unretirement<\/h2>\n
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<\/p>\nWe recently blogged about the opportunity to recruit over-50s, following the Chancellor\u2019s Budget announcements to encourage this demographic back to work.<\/p>\n
Boosted by the impact of the cost of living crisis, this appears to be a very real trend which you can harness to help meet your staffing needs.<\/p>\n
Figures from the Office for National Statistics show that in the 12 months to March 2023, the number of people younger than 64 who are in retirement fell by 93,000. It means the UK has the lowest number of early retirees since 1994.<\/p>\n
From a strong work ethic to, some might say, greater resilience than younger generations there is much that over-50s hires could bring to your business. Give thought to how you might attract them, from what retraining might be required to where you advertise the roles.<\/p>\n
For any help with recruitment, speak to your local HR Dept office.<\/p>\n
\nYou\u2019re having a laugh.<\/h2>\n
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Can laughing at an employee count as harassment? One employee recently thought so, after taking his boss to tribunal for laughing when he slipped on a patch of oil at work.<\/p>\nThe employee lost the case, with the judge deeming his accusation \u201cridiculous\u201d, putting the laughter down to the \u201cslapstick element of a fall\u201d.<\/p>\n
A sense of fun in the workplace is important for helping to create an enjoyable and collaborative environment. But setting boundaries is key to prevent bullying or discrimination claims – avoid controversial or inappropriate jokes, and ensure your company has a staunch conflict resolution process and anti-bullying stance.<\/p>\n<\/div>\n
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\t<\/p>\n<\/p>\nPeople Matter – April 2023<\/h3>\n
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<\/p>\nAn over-long recruitment process could cost you talent…<\/h2>\n
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While it is important to take your time when hiring, adding unnecessary delays to recruitment could cost you talent.<\/p>\nAccording to a 2022 recruitment report, 65% of employers worldwide lost out on their favourite candidate as their hiring process was too long.<\/p>\n
As an SME, you may admire the recruitment processes that big corporations are able to develop; but if you can emulate their rigour whilst adding your nimbleness, this is a chance to beat them. Good preparation can unlock this, so planning is key.<\/p>\n
The survey reported that 50% of all UK professionals have declined a job offer because the hiring process was too long. So in order to attract the best talent, you\u2019ll want to keep it short and sweet whilst not missing the important parts. Here are some simple ways to keep your application process engaging…<\/p>\n
Stick to tight timescales, and line up all those involved within your company so they are free to do the CV screening and interviews (factor in fall-back dates in case candidates are not available on the first interviews you offer). Hiring is often held up because managers are on holiday or busy.<\/p>\n
If you know that you will get a good response, include a short cut-off time for applications.<\/p>\n
Transparency with your candidates is key. In the invitation to the first interview, outline how the application will progress and the timescales involved. For example, how many interviews will there be? Will there be a task involved? If you can provide approximate dates for each stage, even better.<\/p>\n
Initial telephone interviews generate momentum and save time as they are quicker to implement. They mean that face-to-face interviews are reserved for seeing only the best.<\/p>\n
Stay in communication with your candidates throughout the process. Even if decisions haven\u2019t been made yet, actively communicating with candidates will ensure your company appears a switched-on and engaging place to work.<\/p>\n
Finally, don\u2019t forget to respond to unsuccessful candidates: It\u2019s simply good manners.<\/p>\n
Ultimately, the best recruitment process is one that is thorough and works for you, but that keeps the applicant fully engaged. If you\u2019d like more bespoke advice, just get in touch.<\/p>\n
\nMake way for May \u2013 and its three bank holidays!<\/h2>\n
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<\/p>\nMay is looking to be a manic month of bank holidays, with dates in the diary for the 1st, 8th, and 29th May. The extra holiday for the King\u2019s coronation may be very welcome for your employees, but you might be wondering how to manage productivity with all the extra time off…<\/p>\n
First, it\u2019s crucial to know the rules \u2013 both in the law, and your own holiday policy. Bank holidays off are not necessarily a legal entitlement, it depends on how your contracts are worded.<\/p>\n
Make sure employees know how much notice to give so you can plan ahead. It is common where bank holidays cluster together for some staff to request additional annual leave to achieve a long block of time away with relatively little holiday allowance expended.<\/p>\n
If you are concerned that you will not have sufficient resources to operate fully during May, you do not automatically need to accept such time off requests.<\/p>\n
If you foresee issues, talk to all staff \u2013 some may not be fussed whether they have time off in May or not; others may be glad of some overtime if you are prepared to offer it.<\/p>\n
Whatever the needs of your business, a little planning now will help May pass smoothly and ensure that all the work that needs to be done is completed satisfactorily.<\/p>\n
If, despite your best efforts, May turns into mayhem for you The HR Dept is just a phone call away to help you work out what you can do to fix it.<\/p>\n
\nSpring clean your HR in three simple steps<\/h2>\n
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Despite all the April showers, spring is definitely in the air. So why not freshen up your HR practices for the new season? Here are three easy ways to start:<\/p>\n- \n
- Dust off your policies and procedures. It may have been a while since you last updated these, so take the time this spring to re-read and make key updates \u2013 particularly if things have changed in your business.<\/li>\n
- Want an easier way to keep organised? Consider HR software, like our HR Toolkit. This\u2019ll help you keep everything in one place, from carrying out day-to-day HR tasks, to tracking employee records and reporting.<\/li>\n
- Brighten up your benefits and training. To help engage and retain employees, consider boosting your benefits package, or incorporating a new training initiative.<\/li>\n<\/ol>\n
Just get in touch if you\u2019d like any help updating your handbook or putting a unique package in place.<\/p>\n
\n88% of businesses affected by payroll errors in 2022<\/h2>\n
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<\/p>\nPayroll \u00a0\u2013 it\u2019s complicated, time-consuming and tedious\u2026 but kind of important to your employees! A 2022 industry survey reported that 88% of businesses were affected by payroll errors, resulting in delays or incorrect pay. Surely there\u2019s a way to steer clear of this common pitfall?<\/p>\n
Incorporating better technology could be the answer. According to the report, you could save 18 working days of payroll time by using digital payroll technology – well worth the investment. Using payroll software systemises and streamlines your pay processes, so errors should become rare.<\/p>\n
Or, you could make things even simpler with a payroll service. At The HR Dept, we offer a payroll partner service to help with all aspects of payroll – from setting up employees, to pension enrolment and sending payslips. For a professional and error-free payroll, just get in touch.<\/p>\n
\nPreparing for maternity cover<\/h2>\n
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Being ready to manage maternity leave is part and parcel of running a business. It is the law but it doesn\u2019t have to be daunting. In fact, it\u2019s an opportunity to show that your workplace values equality and retains experienced staff.<\/p>\nHere\u2019s how to help things go smoothly.<\/p>\n
It\u2019s best to plan straight away. As soon as your employee lets you know, it\u2019s time to get all the information and start planning how you\u2019ll cover their role. There are some statutory timescales to adhere to on both sides.<\/p>\n
Decide whether you\u2019ll employ a temporary maternity cover, or outsource. Our own recruitment service can help you attract the best candidate, especially if maternity cover is new to you – just get in touch!<\/p>\n
For a smooth handover, ensure there\u2019s ample time to train the covering employee, and for them to be briefed by the departing staff member.<\/p>\n
For any more guidance, feel free to contact our friendly team.<\/p>\n
\nPlease find attached… embarrassing email fails<\/h2>\n
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<\/p>\nHave you ever been trying to sleep, and suddenly all your most cringeworthy memories flood into your head? Let\u2019s hope they\u2019re not as awkward as these email mishaps from the web…<\/p>\n
One agency worker accidentally sent a job application to a sister agency under the same umbrella company. Needless to say her boss soon found out she wanted to leave!<\/p>\n
How often have you sent an email to the wrong person? It\u2019s even worse if it is someone you are criticising! At another company, an employee emailed the very person they were complaining about. They were lucky though; they deleted it off their computer just in time!<\/p>\n
A jarring reminder to never rush an email… and make sure you\u2019re not replying all unless you mean too!<\/p>\n<\/div>\n
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\t<\/p>\n<\/p>\nPeople Matter – March 2023<\/h3>\n
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<\/p>\nGrievance season<\/h2>\n
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<\/p>\nAn industry survey conducted towards the end of 2022 shows we truly are in grievance season, with 30% of employers seeing a rise in grievances over the last two years.<\/p>\n
There is the usual dissatisfaction about workplace conditions, including a broken or unusable toilet and kitchen facilities, problems with workplace temperatures and perennial arguments about parking.<\/p>\n
However, the survey reported the main cause of grievances in recent times to be relationships with managers or colleagues. Broken down, the top three reasons for grievances were:<\/p>\n
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- Bullying or harassment (67%)<\/li>\n
- Relationships with managers (54%)<\/li>\n
- Relationships with colleagues (49%)<\/li>\n<\/ul>\n
More topically, 37% reported pay and grading as their primary cause of grievance. With rising costs of living and surging inflation, this will come as no surprise. The recent winter of discontent, which continues to see industrial action, is a glaring reminder of employee pay dissatisfaction.<\/p>\n
When it comes to resolution of these issues, four in ten respondents said managers were ineffective at resolving complaints before they reached a formal grievance level.<\/p>\n
Have you noticed an uptick in complaints? It\u2019s not all doom and gloom – there are steps that can be taken to resolve grievances and improve employer-employee relations.<\/p>\n
Fostering a supportive business culture which offers open communication to employees is key.<\/p>\n
Your employees should feel comfortable that they can raise complaints informally at first, in the knowledge they will be addressed and discussed fairly. When you establish this trust, and support those involved at every stage, complaints are more likely to be resolved than if they\u2019re escalated to a formal level.<\/p>\n
The survey also shows some managers feel lacking in the training required to deal with complaints. To be a successful manager, it\u2019s crucial to have the skills and knowledge to handle and resolve complaints. Our training courses can help to provide these skills.<\/p>\n
When a grievance does arise, it\u2019s essential that you have a proper grievance policy in place. This will include the structured steps you will follow to resolve it fairly. If you\u2019d like support in producing a grievance policy, please get in touch. In this season of grievances, it\u2019s best to be well prepared.<\/p>\n
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\nFour-day-week?<\/h2>\n
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<\/p>\nIt will seem radical to many, but the results are in for early trials of a four-day working week. They\u2019ve been a resounding success. At the end of the six-month trial, which ran from June to December of 2022, almost all of the 61 employers involved are sticking to the four-day pattern.<\/p>\n
The idea isn\u2019t to squeeze five days\u2019 work into four, but to maintain 100% of salary and productivity over 80% of typical hours. The key for it to work is productivity. So far, the majority of companies taking part have reported that they are happy with performance levels, and many employees have noted increased productivity.<\/p>\n
The main benefit of the shortened week was found to be employee well-being. With staff happiness up, employees are less likely to quit, and sick days and absenteeism have reduced. The financial benefits of higher staff retention are undeniable, when the total costs of hiring can easily run into thousands of pounds, depending on the role.<\/p>\n
A four-day week doesn\u2019t always mean a long weekend, with either a Monday or Friday being freed up. Businesses that provide services all week, for example a brewery and fish and chip shop involved in the trial, could opt for a rota pattern, with the extra day off being mid-week for some instead.<\/p>\n
Whether the four-day week will maintain long-term productivity is unclear. But the trial\u2019s success in creating happier workplaces is testament to the importance of a true work-life balance.<\/p>\n
Of course with budgets tight, the four-day pattern is not feasible for many businesses right now, and may require quite a mindset shift for you as an employer and your employees. If it is something you wish to explore, please do get in touch.<\/p>\n
\nIs AI taking over?<\/h2>\n
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<\/p>\nAI has been taking over in the news recently, and there are fears it may take over creative job roles too.<\/p>\n
The emergence of tools like ChatGPT and Midjourney has proven AI\u2019s capacity to generate complex written and visual content, ranging from articles and graphics, to songs and award-winning artworks.<\/p>\n
The question this raises for employers and employees alike: could AI ultimately replace creative job roles?<\/p>\n
The jury\u2019s still out. Although AI is quicker and cheaper than a human workforce, it isn\u2019t perfect. AI works by mining the Internet\u2019s existing content, so copyright issues are a concern. And AI output still requires editing by human minds, so can\u2019t replicate human flair.<\/p>\n
AI\u2019s encroachment in the creative industries seems inevitable, so perhaps the best approach is to embrace it. If employees work alongside AI, human and computed creativity could be combined for the better, helping businesses work smarter, instead of harder<\/p>\n
\nWhat to look out for when a employee leaves<\/h2>\n
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<\/p>\nNever underestimate the importance of tying up loose ends when an employee leaves.<\/p>\n
Something as simple as an employee taking documents away could escalate into a more serious security issue – take Donald Trump as an extreme example, his properties raided after being suspected of retaining classified White House documents once his presidency had ended.<\/p>\n
To protect your business after an employee leaves, particularly an unhappy one, thought needs to be given to the contract when they join. Do you need a restrictive covenant to protect the business from customers and staff being poached? \u00a0Restrictive covenants must be properly drafted to be effective so do take professional advice.<\/p>\n
There should be a process for ensuring that keys, laptops, mobiles and all company information is returned before they leave the building. IT access should be immediately switched off and door codes changed.<\/p>\n
To ensure correct procedures are followed every time, talk to us about a leaver\u2019s checklist – so all bases are covered.<\/p>\n
\nThe Lionesses lead the way<\/h2>\n
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<\/p>\nOn International Women\u2019s Day, it was announced that the England women\u2019s team secured a victory off the field to add to the many they have won on it.<\/p>\n
An open letter to government, sent after winning the Euros, called for girls to be given equal access to all sports in PE. On 8th March this was granted – with up to \u00a3600 million earmarked to improve PE and sports in Primary School.<\/p>\n
After decades of gender inequality in football, the Lionesses have shown that with fair opportunity and investment, women can, of course, deliver just like men.<\/p>\n
Businesses can create the same opportunity and make big productivity gains if they harness all the talent available to them. Have you got the best team you could hope for or would you like to explore new ways to attract the best talent? We can help by reviewing how your roles are structured, advertised and filled.<\/p>\n
\nHands off!<\/h2>\n
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<\/p>\nWhether it\u2019s a stolen sandwich, milk levels mysteriously waning, or chocolates disappearing, few workplaces are free from the office thief.<\/p>\n
One milk theft victim sought vengeance by spiking the carton with laxatives. Others have padlocked their lunch, or set noisy traps to catch the thieves.<\/p>\n
Revenge is a dish best served\u2026 with MSG? One employee with an alleged MSG allergy was mortified when she dug into Chinese leftovers without checking the ingredients first.<\/p>\n
One simple solution? Keep the peace by investing in communal milk for your kitchen.<\/p>\n<\/div>\n
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\t<\/p>\n<\/p>\nPeople Matter – February 2023<\/h3>\n
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<\/p>\nSupporting employees going through divorce
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<\/h2>\nThe findings of a recent study by the Positive Parenting Alliance provide some useful insight to SMEs on the impact that divorce can have on employees in their workplace.<\/p>\n
Almost all respondents said that their performance suffered (90%) and mental health declined (95%). Nearly 40% said that they had needed to take time off, and less than 10% said their employers had specific support measures for this difficult time.<\/p>\n
An earlier study, undertaken in 2021, found that one out of eight people who experienced divorce left their company within a year, too.<\/p>\n
With drops in productivity, recruitment costs and the desire to help valued colleagues during a low point in their life, the case for offering more support is clear.<\/p>\n
So what might employer support look like?<\/p>\n
It could simply be good line management in exercising discretion based on the needs of the individual. Gestures like additional flexible working while the school run is sorted out, or solicitor\u2019s meetings need to be attended, and signposting of separation support services which charities provide.<\/p>\n
Running an employee assistance programme (EAP), so useful in a variety of scenarios, will come into its own when a staff member experiences divorce. It will take some of the pressure off line managers who may feel a little out of their depth. At only a few pounds per month per employee, we really do think they are a way to deliver real value in a benefits package.<\/p>\n
Of course, your support could be more formalised by recognising separation as a life event within your policies which deal with employee well-being, and may be linked to compassionate leave \u2013 whether paid or unpaid.<\/p>\n
Great line management, whether coming directly from you as a business owner or from managers you employ, is key to delivering empathetic and effective solutions during adversity. If you would like to explore the training options we can provide, please get in touch. We can also tell you more about EAPs if you are interested.<\/p>\n
\nConsidering women\u2019s safety and work
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<\/h2>\nHealth and safety legislation should ensure that a workplace itself is a safe environment for everyone, male or female, young or old.<\/p>\n
However, the steady stream of grim news concerning women\u2019s safety more generally in society may lead you to consider if there is more you can do.<\/p>\n
Obviously, there are boundaries to what is possible or practicable, but here are two ideas which may be achievable.<\/p>\n
A 2022 survey of 1,008 working women in the UK found that 40% of respondents felt vulnerable about commuting in the dark and 32% felt unsafe. As much as 88% of the women said they felt companies should be more open to flexible working options.<\/p>\n
Since the pandemic, there has been much more discussion and indeed implementation of flexible working. However, safe commuting is often not what is driving the discussion.<\/p>\n
Simple steps such as well-lit car parks, escorting someone to their vehicle or bus stop can make a difference.<\/p>\n
Moving on, domestic violence is another big issue. Ensure a domestic violence policy is available to all staff and train managers to learn the signs and flag support. These could include unexplained absences, changes in behaviour and accidental injuries (often dismissed as the individual being accident prone).<\/p>\n
If you have suspicions, discretion is advised and confidentiality essential. Make it clear your door is always open for them to come to you. An employee assistance programme (EAP) can help: either by your referring them to the counselling services provided, or a victim calling upon it privately, if they aren\u2019t ready to discuss what\u2019s going on with colleagues.<\/p>\n
You could also flag specialist charities like Safe Lives<\/a>,\u00a0Refuge<\/a>\u00a0and\u00a0Men\u2019s Advice<\/a> (men can be abused too).<\/p>\n
If you don\u2019t have one already, introducing a company policy is a great way to communicate that you care and raise awareness. We can help with this and with training.<\/p>\n
\nQuiet hiring \u2013 is this the new HR catchphrase?
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<\/h2>\nQuiet hiring is actually a term for a long-established HR practice of redeploying existing staff (and sometimes augmenting the team with contractors or part-time workers). It\u2019s a bit of a buzzword at the moment due to the pressures that so many companies are feeling when trying to get the right staff in place.<\/p>\n
It could be a useful tactic if you are experiencing recruitment and retention problems. Reskilling existing team members to be able to help out where they are needed most may take away some of the acute need for recruiting.<\/p>\n
Moreover, if you can match the right people to the right new roles, you may find it actually helps with retention by shaking things up for staff who felt they were stuck in a rut (and even quiet quitting themselves).<\/p>\n
It may not provide the long-term equilibrium you need and you should be careful of things like staff burn-out if your team is stretched too thin. As a short-term solution, though, it could be the catchphrase you have been looking for.<\/p>\n
\nReturn of the office worker
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<\/h2>\nIt\u2019s taken a perfect (snow) storm of cold weather, feelings of isolation and rising household bills, but there has been a certain shift in people rejecting working from home.<\/p>\n
A survey from the recruitment sector revealed that one in five workers are returning to the office because of the cold snaps we have been experiencing.<\/p>\n
Opinion is divided over how the pros and cons of remote or hybrid working stack up, but if you have a desire to bring your team together this could be a golden opportunity.<\/p>\n
We\u2019d suggest being really clear about what you are trying to achieve by having people come in, and also, crucially, what it is they most appreciate in a workspace. Is the equipment up to spec? Is it comfortable and conducive to working? Are there separate spaces to concentrate and collaborate as the need arises?<\/p>\n
Create the right environment and culture to keep people wanting to come back to the office.<\/p>\n
\nDo you truly stand for women?
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<\/h2>\nInternational Women\u2019s Day is approaching \u2013 it is on 8th March. It is a timely moment to consider whether women\u2019s equality truly runs through your business.<\/p>\n
Last year, many big brands faced an uncomfortable public shaming as the inspirational tweets promoting women in their business were blindsided by someone highlighting their gender pay gap.<\/p>\n
It could be worse in 2023. Recent data from the Office for National Statistics shows that the gender pay gap has widened from 7.7% to 8.3% amongst full-time employees.<\/p>\n
Companies with fewer than 250 employees don\u2019t have to report their gender pay gap. Even so, International Women’s Day is the perfect opportunity to reflect whether you have a gender pay gap yourself and how you might address it, before posting your support on social media.<\/p>\n
\nEmployee Appreciation Day \u2013 Is a pizza party cutting it?
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<\/h2>\nWhatever you do, don\u2019t throw a pizza party on Employee Appreciation Day (first Friday of March)! While it may be well-intentioned, those things are taking a hammering in Internet memes and cartoons. They have become a symbol of an empty gesture to an under-appreciated workforce.<\/p>\n
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