As we approach 2026, businesses across the country are contending with an economic climate that is feeling increasingly constrained. The ongoing impact of the employers’ National Insurance increases which took effect in April, combined with the further pay rises announced in the latest Budget for implementation next spring, is applying additional financial pressure across virtually every sector.
Some large employers have already warned of significant extra labour costs, but for SMEs, who make up the vast majority of UK businesses, the strain is even more acute.
It is little surprise that the media has been reporting a marked slowdown or outright freeze in recruitment, with the ONS stating that vacancies are 12% down for August to October, compared to the same period last year.
It seems many organisations are choosing to “sit tight”, deferring hiring decisions, delaying expansions, and pausing investment in new roles. Even more concerning are the increasing numbers of business closures being announced, particularly in the hospitality industry, where rising wage costs, energy prices, and reduced consumer spending have created a perfect storm.
Although the Government continues to promote apprenticeships and invest in skills initiatives, these measures alone may not be enough to break the current economic deadlock. When organisations are fearful of committing to new spend, their suppliers, partners, and collaborators naturally experience knock-on effects. A sluggish hiring market becomes a sluggish trading environment; and the cycle continues.
Periods of organisational stagnation are not invisible to employees. When teams see recruitment frozen, budgets tightened, and development paused, speculation naturally grows. Morale can deteriorate quickly, productivity can slip, and high performers may begin to question their future with the organisation.
This makes it especially important for employers to demonstrate momentum, intent, and investment, even when trading conditions are challenging. One of the most powerful mechanisms for doing so is structured development, particularly leadership and management training. Not only does it support the performance and capability of the organisation; it provides reassurance to employees that the business remains committed to growth and to their long-term careers.
In a climate where every percentage point of productivity matters, organisations simply cannot afford the operational drag caused by managers who lack the confidence or skillset to drive team performance.
We often comment on how issues caused by undertrained managers, such as poor handling of difficult conversations and ineffective performance management will cause unnecessary distractions and harm productivity.
Leadership Training should be viewed as a strategic investment that is implemented continuously. It delivers three critical benefits for organisations navigating the current economic uncertainty:
- It signals commitment and stability.
Employees who see investment in training understand that the organisation is preparing for the future rather than retreating from it. This increases confidence, reduces anxiety, and boosts discretionary effort. - It strengthens capability exactly when it is most needed.
Challenging trading conditions demand exceptional leadership. Effective managers know how to address underperformance, maintain accountability, resolve conflict, and keep teams focused; skills that are rarely innate and must be developed through training. - It positions the business to accelerate when the market improves.
Organisations that invest in upskilling now will be the first to seize opportunities as conditions ease. Having managers and teams “primed and ready” ensures you can scale, recruit, or diversify faster than competitors who simply remain in a “holding pattern”.
If you have not yet scheduled leadership or management training for your managers, now is the time to act. Many of our most forward-thinking clients have already booked places on our training programmes commencing in January, and we are prepared to release additional places should demand require it.
By making this commitment before Christmas, you can ensure that your teams enter the New Year feeling valued, motivated, and optimistic; confident that their employer is investing not only in their development but in the future success of the organisation.
Now is the moment to act. Equip your managers with the skills to lead effectively, support productivity, and help pull your organisation out of the current economic stall. When the upturn comes, as it inevitably will, your business will be ready to move first.
Contact HR Champions today to reserve your training places for 2026. Call us on 01452 331331, or complete the contact form.
For decades, the office Christmas party has been an institutional fixture in the average company’s calendar and perhaps something of an expectation amongst employees. Venues canvassed for bookings increasingly earlier in the year advertising more varied Christmas party themes to offer something the same, but different. It could be described as a cultural hallmark of working life.
In recent years however, we have noticed a decline as many employers, and indeed employees question whether the traditional Christmas party still has a place in the modern workplace, or has it become something of a relic of a different economic era.
We should question what the Christmas party is really for. At best, it could be seen as a reward for a year of hard work; a collective “thank you” from employer to employee. It offers an opportunity to build relationships, strengthen team bonds and boost morale outside the constraints of day-to-day working life. For some organisations, however, it is simply tradition: an expected social event funded by the business to meet employee expectations instead of considered engagement or reward strategy.
Today, its decline appears to be driven by a combination of practical, cultural and economic factors. One of the most significant is the shift in how and where we work. With dispersed and hybrid workforces now the norm for many organisations, the logistics of bringing everyone together are more complex and less inclusive. When a significant proportion of employees work from home, are geographically spread or operate flexible hours, a single physical event no longer reflects the workforce as it once did.
There has also been a notable cultural shift. The traditional Christmas party grew out of a more manufacturing-based economy where colleagues worked fixed hours, side-by-side, often for many years. Today’s workforce is more transient, diverse and individualistic. Younger generations in particular are often more health conscious and less focused on alcohol-centred socialising.
The rise of social media has also changed behaviour; the fear of a drunken Instagram moment being captured and shared online has undoubtedly dampened enthusiasm for some. For others, there is simply an apathy towards socialising with colleagues at all; work is work, and personal life is personal.
Economic pressure cannot be ignored either. Many employers are still feeling the impact of the National Insurance increases, National Minimum Wage rises and ongoing cost pressures, with more to come next year. With this in mind, an office party complete with food, venue hire and a paid bar can add up to an unaffordable luxury. For organisations fighting to protect margins, a “nice-to-have” social event is often one of the first things to be crossed off the list.
There is also the growing burden of compliance and risk. Only this morning, HMRC issued an invitation to a webinar on how to treat social functions and staff parties for tax purposes, a reminder that even goodwill gestures come wrapped in regulation.
And of course, there are the well documented risks of alcohol-fuelled events: disputes between colleagues, complaints of inappropriate behaviour, and the need to consider employees who do not drink or do not celebrate what is ultimately a religious festival. For many employers, the potential aftermath, disciplinary issues, grievances or reputational damage, simply outweigh the perceived benefit.
In this context, it is hardly surprising if businesses opt for safer, simpler alternatives. A modest Christmas bonus paid through payroll, or an equal-value Amazon voucher for all members of staff. Such options are predictable, less risky, easier to administer and, possibly most importantly in this day and age, unlikely to offend anyone. However, they also lack the human connection that the Christmas party, at its best, once provided.
None of this diminishes the importance of recognising and rewarding employees. If anything, it reinforces the need to think more carefully about how we do it. Motivation and morale cannot be sustained through a single annual gesture that rewards everyone equally, regardless of contribution.
True engagement is built through consistent, meaningful leadership throughout the year, through feedback, recognition, development opportunities and supportive management.
Organisations should move away from relying on one seasonal event to do all the heavy lifting of employee appreciation. Instead, they should adopt an ongoing approach to motivating teams, encouraging collaboration and celebrating success in real time. This requires confident, empathetic managers who can lead people, not just manage processes.
Developing these leadership and management skills is precisely what we aspire to at HR Champions, through our progressive training programmes, including our soft-skills workshops and ILM-accredited courses.
To truly motivate and reward your team, invest in training your managers to deliver consistent, supportive and effective leadership. Contact us now to discuss your Leadership and Management training for 2026 and beyond. Call us on 01452 331331, or complete the contact form.
While political commentators have spent the past 24 hours or so dissecting the big-picture messages of this week’s Budget, we’ve taken a different approach. Rather than focusing solely on the headline economic gloom, we’ve tried to read between the lines a little and uncover several employer impacts that may not have been fully considered but could have significant consequences for UK businesses over the coming year.
One of the most notable of these is how another rise in the National Minimum Wage has closed the gap even further between the age bands, favouring younger workers.
At first glance, it may appear simply as a routine annual adjustment that is trying to be fair and progressive. However it risks changing the commercial logic behind entry-level hiring.
Furthermore, when combined with the forthcoming Workers’ Rights Bill, and the new rules regarding zero hours contracts and day-one rights, it has the potential to materially reshape recruitment decisions and workforce planning across the country.
If the cost difference between a 19-year-old and someone who is 35, or maybe 50 or 60, becomes marginal, many employers may potentially gravitate toward the older, more experienced option; particularly in sectors where every labour cost must justify its value.
Older or returning workers typically bring:
- An understanding of the unwritten expectations between employer and employee
- Stronger appreciation of workplace boundaries, including personal phone use, breaks and behaviour
- Better-developed customer service instincts, including diplomacy and patience
- More reliable working habits, such as punctuality and notice for time off
- Greater health resilience, as they tend to experience fewer short-term illnesses
Younger workers have enormous potential, but also require more training, more supervision and more time to develop professionalism. If the wage difference no longer offsets this investment, employers may think twice.
How will young people learn the skills and ensure they are career ready and employable if they can't develop work skills whilst doing part time jobs.
It’s also important to remember that businesses are still dealing with the National Insurance increases introduced in the last Budget. Payroll costs have steadily climbed over the past 18 months, leaving many employers reworking budgets and hiring plans and even restructuring, just to stay afloat.
The new minimum wage rise adds yet another layer of cost pressure, particularly painful for SMEs, social enterprises and organisations with a high proportion of entry-level staff.
But the Budget’s impact does not stop with the workforce. It’s bound to shape consumer behaviour too.
With household finances tightening due to inflation, frozen personal allowances and rising living costs, customers now have less disposable income. This creates significant challenges for sectors such as:
- Hospitality
- Leisure and entertainment
- Retail
- Tourism
These industries rely heavily on discretionary spending, the very thing being eroded in real terms. Yet, with their own operating costs rising, businesses cannot simply cut prices to stay competitive. Something else has to give.
To stay competitive, businesses will need to focus on efficiency, productivity and performance management. AI and automation can play a role, but they cannot replace strong leadership.
Managers must be able to:
- Lead teams through uncertainty
- Set clear, ambitious but achievable objectives
- Motivate employees who may be feeling financial pressure
- Coach employees to perform to their best standard first time
- Hold staff accountable for productivity
- Maintain morale and engagement
- Communicate expectations confidently and clearly
These skills do not appear by accident; they must be learned and reinforced.
Our ILM Leadership & Management programmes are designed precisely for this purpose. They give managers the practical tools and mindset to get the best out of their teams and maintain performance even when economic pressures intensify.
The real impacts of this Budget will not unfold overnight; but they are coming. Businesses that invest today in strong, capable managers will be the ones best placed to adapt, compete and thrive through the challenges ahead.
Contact HR Champions now to discuss the best training options for your organisation and ensure your managers are fully equipped for the year, and challenges ahead. Call us on 01452 331331, or complete the contact form.
In any organisation, clear and consistent communication is fundamental. Businesses rely on it to coordinate teams, make decisions, build trust and maintain momentum. When communication breaks down, be that through mixed messages, vague instructions or sudden changes in direction, productivity suffers, confusion grows and people quickly lose confidence in their leaders.
In simple terms, no business can thrive, grow or function effectively without clear, unambiguous communication at every level.
We were recently, given a public example of what unclear communication looks like, when, during her unprecedented pre-budget speech, Chancellor Rachel Reeves strongly hinted that difficult decisions were coming and that Income Tax rises were very likely. Indeed, the media and political commentators were in no doubt.
Within days however, the messaging shifted. What looked like a firm warning was thrown into reverse. This triggered uncertainty in the markets. Bond yields jumped, the pound weakened, and investors lost confidence; with millions of pounds wiped off pension funds and portfolios.
This isn’t a political judgement. It’s an illustration of how inconsistent or premature communication can trigger uncertainty and undermine confidence. In this case, the mixed signals caused turbulence in the financial markets, and a degree of unnecessary alarm.
Now imagine the same pattern inside your workplace.
Inconsistent or unclear messages from management can have a profound impact on employees and organisational performance. When a manager says one thing on Monday, hints at something different on Wednesday and reverses course by Friday, the workforce will be thrown into disarray and problems are bound to arise:
- Decision paralysis: Teams cannot make confident choices when they are unsure of the direction of travel.
- Second-guessing and doubt: Employees waste time trying to interpret “what the manager really meant” instead of focusing on their work.
- Fear of getting it wrong: Ambiguity creates anxiety, which affects performance and morale.
- Conflict and misalignment: Different people interpret vague instructions differently, leading to inconsistency, friction and finger-pointing.
- Loss of trust: When communication repeatedly shifts, employees lose faith in the message: and often in the messenger.
Modern workplaces amplify these risks. With email, Teams chats, instant messaging, WhatsApp groups and hybrid working, leaders must be even more deliberate and disciplined in how they communicate. A quick message sent “on the fly” can cause real confusion when employees rely on accuracy to do their jobs.
Just as importantly, people have different communication styles. Some favour detail and structure; others prefer brevity and directness. Some need verbal explanation, while others want written confirmation. A one-size-fits-all approach is rarely effective, especially in a diverse team.
Good communication, therefore, isn’t just about what you say. It’s about how, when and to whom you say it.
Here are five principles of clear workplace communication; essential habits every manager should master:
- Be Clear and Unambiguous: Say exactly what you mean. Avoid vague language or assumptions. Take the view that if an instruction can be misinterpreted, it will be.
- Be Consistent in Your Messaging: Stick to decisions once communicated and, if circumstances change, explain why. Consistency builds trust. Explanations of why helps educate others to understand your decision process and rationale.
- Consider Your Audience: Adapt your style to match the needs of the individuals you are communicating with.
- Choose the Right Channel: Whilst an audit trail can be desirable, not every message belongs on WhatsApp or in a rushed email. Use the most appropriate and reliable medium.
- Check Understanding - Don’t Assume it: Invite questions. Confirm clarity. Ensure everyone understands the same message.
Clear communication is not simply a “nice to have”, it is a core leadership competency that shapes performance, culture and success.
At HR Champions, communication skills run through the heart of our Leadership & Management programmes. Whether we are discussing leadership styles, team dynamics or staff motivation, the ability to communicate clearly underpins everything.
We also offer a dedicated Workplace Communication workshop, ideal for in-house delivery. This allows organisations to establish shared communication standards, agree protocols and develop a consistent approach that works across the whole business.
If your managers would benefit from stronger communication skills, structured leadership development or a clearer understanding of how to convey messages with confidence and consistency, get in touch with today to arrange a Workplace Communication Workshop or explore our ILM Leadership & Management programmes. Call us on 01452 331331, or complete the contact form.
It’s been another lively week in Westminster, with headlines once again dominated by the subject of leadership. Press briefings from some anonymous sources in Downing Street suggested that Prime Minister Keir Starmer was prepared to “stand up to any challenges” to his position.
The news sparked rumours of an imminent leadership challenge, which has not been forthcoming. It has however reignited debate over Sir Kier’s leadership credentials.
Was this story a genuine sign of strength, a leader showing resolve? Or was it a political distraction from the more pressing issues of the week, such as the prisoner release scandal or the growing speculation over the forthcoming Budget and the prospects of broken manifesto pledges?
Whichever side of the argument one takes, news such as this raises questions about the nature and perception of leadership itself.
It’s pretty standard on our (and I suspect other providers’) Leadership & Management training courses, to generate discussion amongst delegates about what traits and characteristics make a good leader.
When we ask the question, we hear familiar words — vision, integrity, self-belief, charisma, passion. But without fail, one phrase always emerges: the ability to create followers.
A leader, by definition, must have followers. They inspire belief, trust, and commitment in others; not through authority alone, but through credibility and purpose. Which, in the sphere of the current media storm, leads us to the question, has Keir Starmer truly created followers?
That’s not a political critique but a leadership one. Is his style inspiring people to rally behind a shared vision, or are they simply following out of necessity or party loyalty? The distinction is subtle, but in leadership terms, it’s everything.
Analysing leadership isn’t always comfortable. When we ask delegates to name “great leaders,” one of the most controversial names that often comes up is Adolf Hitler. Nobody, of course, supports his ideology or actions, yet his name surfaces time and again because, from a purely leadership perspective, he demonstrates a key quality: the ability to create followers on a massive scale.
This example usually triggers a passionate discussion, but it underlines an important truth. Leadership isn’t inherently good or bad, it’s neutral. The morality comes from how it’s applied.
Hitler’s rise was partly a result of circumstance; economic depression, national despair, and public disillusionment. But his ability to communicate a vision and unite people behind it was undeniably powerful; although it transformed to a regime of fear over time. As disturbing as it may be, this example helps us understand how influence, timing, and conviction shape leadership outcomes.
The reason we examine leadership traits, both positive and negative, is to recognise what influences people to follow others. Once we identify those behaviours, we can assess which exist within ourselves and which we need to strengthen or manage differently.
By cherry-picking the best qualities from respected leaders, confidence, empathy, authenticity, decisiveness, we can build our own leadership styles that fit the needs of our organisations and the people we lead.
Leadership development isn’t a one-time exercise. It’s a journey, one of constant learning, reflection, and adjustment.
At HR Champions, this philosophy underpins all of our training. Across our ILM Leadership and Management programmes, we help managers and emerging leaders explore their personal leadership styles, test their assumptions, and develop practical tools to lead confidently and authentically.
Through lively discussion, real-world examples, and peer-to-peer interaction, delegates discover that leadership isn’t about hierarchy, it’s about influence, integrity, and the ability to unite people behind a common purpose. Our ILM training provides a framework for that journey, from foundational management skills to advanced strategic leadership. Whether you’re leading a team, a department, or an entire organisation, our courses help you become the kind of leader others choose to follow.
One of my favourite phrases is that promoting your best salesman will produce your worst sales manager. This is because the two roles require very different skills and characteristics. Creating rapport and relationships with customers is very different from the inspiring and leading a team behind a common goal.
With continuing economic uncertainty and Royal Assent of the Workers Right’s Bill imminent, Leadership matters now more than ever. If you want to build a culture of trust, purpose, and motivation in your organisation, invest in developing confident, capable leaders who can truly inspire.
Talk to us about how our ILM Leadership & Management programmes can support you and your managers through the leadership journey. Call us on 01452 331331, or complete the contact form.
Next course dates:
29th January & 5th February 2026
Course Price:
£649 + VAT + ILM Registration Fee £112
Who should attend this two day course?
This course is perfect for the first time manager and team leaders. It will provide an excellent understanding of the essentials for those who oversee day to day operations within the business.
Why should you attend?
Managing others to deliver the business goals and objectives requires a set of skills that cannot be substituted by enthusiasm and dedication. This two-day course provides the essential management skills and know-how for employees stepping up and transitioning to a Team Leader or supervisory role. It will impart tried and tested managerial practices and recognised techniques to enable your new Team Leader to get the most from their team. Accredited by the ILM, delegates will achieve a a widely recognised qualification upon which they
can build and progress.
Dates:
Next course dates: 29th January & 5th February 2026
Get in touch to find out more or Book Online Now
Day 1
Leading Your Work Team:
• Difference between leadership and management
• Understand what leading your team means
• Understand a range of leadership styles
Workplace Communication
• Understand the importance of effective communication
• Know when and how to use different methods of communication
• Understand the importance of maintaining accurate records of communication
Day 2:
Improving Performance of the Work Team
• The organisation's requirements in relation to team performance
• Addressing team performance with SMART objectives
• Using motivation to improve performance
Understanding Change in the Workplace:
• Reasons for change
• Dealing with different attitudes to change in the workplace
• Implementing, supporting, and maintaining change in the workplace
Assessment for this course is by a set of 2 short-answer questions to be written following each day of the course. Deadlines are communicated during the enrolment stage.
Delegates will be required to attend both training sessions.
Get in touch or book now
Next course dates:
5th, 12th, 24th February & 3rd March 2026
Course Price:
£1250 + VAT + ILM Registration Fee £143
Who should attend this four day course?
This course is perfect for the first time manager and team leaders. It will provide an excellent understanding of the essentials for those who oversee day to day operations within the business.
Why should you attend?
Managing others to deliver the business goals and objectives requires a set of skills that cannot be substituted by enthusiasm and dedication. This four-day course provides the essential management skills and know-how for employees stepping up and transitioning to a Team Leader or supervisory role. It will impart tried and tested managerial practices and recognised techniques to enable your new Team Leader to get the most from their team. Accredited by the ILM, delegates will achieve a a widely recognised qualification upon which they
can build and progress.
Course dates:
21st & 28th May 2026
Course Price:
£649 + VAT + ILM Registration Fee £142
Who should attend this course two day course?
This course is designed for senior managers who have a strategic responsibility for the business. Those that need to act as mentors to drive innovation and lead the team to achieve organisational goals.
Why should you attend this course?
This is a comprehensive qualification designed to support practising and aspiring middle to senior managers to improve their performance and strategic awareness in the delivery of their senior management responsibilities. Line manager to senior manager is a big step up. Senior managers still have people management responsibility however, they also need to provide direction, facilitate innovation and manage the effectiveness of the wider business. Senior managers need technical knowledge, strategic insight and practical expertise which is not something a senior manager gains over night. Our course, accredited by the ILM, will provide an in-depth understanding of the nuances of people management, leadership and business best practice whilst also analysing the aspiring senior manager’s ability to take on the role of people management and strategic responsibility.
Get in touch to find out more or book now
Course dates:
21st & 28th May 2026
Day 1: Leading Innovation and Change
- Propose innovative solutions to improve organisational performance
- Assess, justify, implement and evaluate innovative opportunities to deliver business objectives
- Create and introduce a change management plan monitoring progress against targets and meeting stakeholder needs
Day 2: Managing Individual Development
- Conduct a performance gap analysis in your area of responsibility to determine development needs
- Assess suitability of different development vehicles considering the individual
- Devise, justify and monitor a personal development plan to meet individual needs
Get in touch to find out more or Book Now
Assessment for this course is 2 assignment papers to be written following each day of the course. Deadlines are communicated during the enrolment stage.
Delegates will be required to attend both training sessions.
Next Course Dates:
9th & 16th April 2026
Course Price:
£649 + VAT + ILM Registration Fee £123
Who should attend this two day course?
This course is perfect for line managers and aspiring senior managers. The course has been redesigned to develop the areas that others see as good manager traits and characteristics. Delegates will learn the skills and behaviours that will build their reputation as a manager to aspire to be like.
Why should you attend?
This two-day ILM course is designed to support those in senior positions raise self awareness of their own leadership abilities and shortcomings. The course highlights the characteristics and behaviours of what people consider to be good manager abilities. Delegates will be challenged to view situations differently and will learn tolls and skills to mitigate stress, develop others and capitalise on opportunities through innovation. This course is also aimed at aspiring senior managers who want to be successful in their next endeavour. How can a manager ensure that the business needs are met whilst doing more behind the scenes to ensure the future is also catered for and taken care of. On this ILM course, the senior manager will learn key skills to do just that.
Next Course Dates:
9th & 16th April 2026
Get in touch to find out more or book online now
Understanding the Management Role to Improve Management Performance
- The importance of managers understanding the goals and objectives of the organisation and how to effectively communicate them to relevant Stakeholders
- Effective communication styles to build respect and trust and how to overcome communication challenges
- Recognising different leadership styles and their effects on situations and individuals
- Personal development planning using self-assessment and feedback to plan for development and training.
Delivering Change through Innovation and Organisation
- The role of change in the survival and prosperity of an organisation
- Organising and co-ordinating resources and activities to achieve planned change
- Dealing with resistance and barriers to change
- Innovation and creativity in the change process
Completion of this course entails delegates submitting 1 assignment within the deadline communicated at the enrolment stage.
Delegates will be required to attend both training days.
Get in touch to find out more or book online now
Next Course Dates:
5th & 12th March 2026
Course Price:
£649 + VAT + ILM Registration Fee £115
Who should attend this two day course?
This course is perfect for aspiring as well as established line managers to receive an understanding of the essentials of line management. It provides development on the fundamentals of what it takes to be an effective line manager.
Why should you attend?
Effective Line Managers are able to maximise their team’s performance by recognising individual team member’s capability for any given task and applying appropriate management techniques. This two-day course will provide managers with the skills and know-how to develop their own high performing team and who can confidently deliver the organisational objectives. ILM accredited, this is an engaging and participative course that encourages group debate and discussion. Line managers can share and listen to experiences of best people management practice.