The BBC television programme Traitors has gripped the nation once again, combining psychological tension, strategy, and social politics in a way that only reality TV can. This has been heightened in the celebrity version because it’s people we know something about. But behind the drama of cloaks, clandestine gatherings and banishments lies a fascinating study in leadership, group dynamics, and human behaviour; lessons every manager and business leader could learn from.

At first glance, the game is simple: a group of “Faithful” contestants must identify and eliminate the hidden “Traitors” in their midst. Yet, just like in many workplaces, the absence of clear leadership and direction quickly leads to confusion, mistrust, and misplaced priorities.

In Celebrity Traitors, leadership is informal. No one is officially in charge, but everyone wants influence. Contestants naturally step up, trying to steer discussions, coordinate votes, or promote group harmony. Yet many hesitate, fearing that standing out might make them a target. In the show’s context, either option may result in being “murdered” by the Traitors overnight.

In the workplace, it’s not quite so dramatic, but the same pattern often emerges. In teams where leadership isn’t clearly defined, people hold back. Potential leaders self-censor for fear of conflict, being undermined, being perceived as too assertive or even intimidating. The result? A vacuum of authority where uncertainty thrives, progress stalls, and individuals are ‘in it’ for themselves.

When nobody takes ownership of direction or decision-making, objectives become blurred. Everyone’s working hard, but not necessarily together. Does any of this sound familiar?

Another interesting element of The Traitors is how heavily participants rely on body language. As suspicions grow, subtle gestures such as crossed arms, nervous fidgeting and forced smiles become sources of interpretation and often mis-interpretation. Faithful contestants often try to “signal” their innocence through exaggerated behaviour, over-smiling or speaking in overly calm tones, desperate to communicate that they are trustworthy.

It’s a fascinating reflection of the workplace. Managers and colleagues constantly read non-verbal cues: who’s engaged, who’s defensive, who’s hiding frustration or insecurity. But just as in The Traitors, those signals can be misleading. Overcompensating behaviour, nervous energy, or simply poor communication skills can create false perceptions, leading to poor judgements and decisions, misplaced trust, and unnecessary conflict.

Effective leaders know to look beyond body language. They combine empathy with objectivity; asking questions, observing patterns, and avoiding snap judgments. They understand that authentic communication, not guesswork, is the foundation of trust.

The “Traitors” themselves are fascinating from a leadership psychology perspective. They rarely need to take overt action to cause chaos. A quiet word, a subtle nudge, or a well-timed question is often enough to seed doubt and turn allies against each other.

In business, the same dynamic can occur. Not through malice necessarily, but through the absence of clarity. When leaders fail to set clear expectations, communicate strategy, or align their teams around shared and common goals, uncertainty will creep in. Minor misunderstandings grow into major disputes, and once cohesion is lost, productivity soon follows suit.

In The Traitors, this uncertainty is the traitors’ greatest weapon. In a workplace, it’s the silent killer of engagement and morale.

The truth is, there’s no guaranteed sustainable success, whether that’s in a castle or in a business, without clear, capable leadership. Defined roles, measurable objectives, and confident decision-making create stability, purpose, and trust. People follow leaders not because they have to, but because they believe in their competence and integrity.

Without it, even the most talented teams descend into finger-pointing and confusion, just like the Faithfuls turning on each other at the Round Table.

At HR Champions Ltd, we understand just how vital strong leadership is. Our ILM-accredited Leadership and Management courses equip managers with the tools, confidence, and mindset to lead effectively. Not just to make decisions, but to inspire others to follow them. We also offer targeted training in communication, conflict management, and emotional intelligence; the real-world skills that keep teams cohesive and productive.

Whether you’re in a boardroom or in a castle in the Scottish Highlands, clarity, confidence, and communication win the game every time.

Don’t Be a Traitor to Your Employees or your organisation; invest in proper, recognised training that produces positive outcomes. Contact HR Champions Ltd today to discover how our ILM and Leadership Development programmes can turn your managers into true leaders, the kind your teams will trust, follow, and respect. Call us on 01452 331331, or complete the contact form.

A story that caught our eye this week is that of Tom Boyd, a 27-year-old autistic man who volunteered at a branch of Waitrose for over four years, clocking up more than 600 hours stacking shelves and moving stock. His mother had asked if he could be offered a few paid hours In recognition of his work.

Waitrose head office responded by halting his volunteering, citing the reason that they were worried about the implications if he were to join the payroll.

At first glance, the reaction seems cold and harsh, and Waitrose certainly received some flak on social media and forums. However, from a business compliance perspective, we have some sympathy with what Waitrose did.

The tragedy here is that there is no provision in UK employment law for a middle ground. No mechanism to pay a token allowance or stipend to volunteers with disabilities who contribute meaningfully but cannot fulfil the full duties of a role independently.

There are some Government backed schemes and initiatives available that try to bridge the gap and Mr Boyd may have been utilising one of these or possibly a charity run scheme. But, in terms of how employers must treat workers in such situations, it’s pretty much a binary choice:

• Either maintain a strictly unpaid volunteer relationship, or
• Employ the individual fully under all statutory obligations.

This rigid framework means that businesses, large or small, must take steps to protect themselves. Waitrose almost certainly ended Tom’s volunteer arrangement to avoid a potential compliance time bomb. It may look heartless, but the alternative could have been a financial and reputational disaster.

In the UK, a volunteer does not have the same employment rights as a paid worker. Volunteers, by definition, will work for free and so are not entitled to the minimum wage or many of the protections afforded to employees. The law draws a clear line: if an individual is paid (or becomes a “worker” or “employee”), minimum wage and employment status protections apply, such as working time regulations, obligations around health & safety and access to sick pay.

Furthermore, it is our understanding that, in Mr Boyd’s case, he required constant supervision in his volunteer role and this would most likely extend to an employed position too if he was offered a permanent role. This raises the concept of “reasonable adjustments” under the Equality Act 2010.

Without knowing the full details, it is probably unlikely that Waitrose would see providing constant supervision as being a reasonable adjustment to make.

There’s no denying the value of work for an individual’s mental health and sense of purpose. According to the Office for National Statistics, more than 2.8 million working-age people are now economically inactive due to long-term health conditions, a figure that has risen sharply since the pandemic. Individuals without the structure, social contact or purpose that a job brings, are more likely to suffer from depression and anxiety, underlining the vital link between work and wellbeing.

However, this case illustrates the often unworkable balance employers face between inclusion and compliance. Businesses that want to do the right thing risk being penalised by a system that provides them with no safe way to do it.

Let’s be frank; if a small business found itself in Waitrose’s position, would it have the legal expertise or HR capacity to navigate the risks? Would managers know what legislation says, what constitutes “employment,” and what the consequences of getting it wrong could be? It’s a treacherously grey area, and that’s where the real danger lies.

At the end of the day: while it is deeply disappointing that Tom Boyd’s volunteering role was terminated when he asked to be paid, the situation highlights a lack of legislative flexibility rather than a lack of goodwill. Ultimately, businesses need to make money and so must ensure that any efforts to be charitable and support individuals, doesn’t expose the business to risk.

Interestingly, whilst writing this post, it has come to light that in response to the news story, the local Asda store has offered Mr Boyd a position comprising two, five-hour paid shifts per week. This is a very generous offer from Asda who, one assumes, has made the necessary risk assessments and are comfortable making any required reasonable adjustments.

In the meantime, perhaps this story will inspire somebody in Government to propose legislation that enables people like Mr Boyd to work and earn fair compensation for the contribution that they make, whilst benefiting from the positives that having a job brings.

At HR Champions Ltd, we strive to ensure that managers understand the boundaries. Our Mental Health for Managers course helps managers support wellbeing while remaining compliant. Our Mental Health First Aider training builds understanding and empathy in nominated employees, and our ILM-accredited Leadership and Management courses give managers the fundamental grounding in employment law they need to avoid costly oversights or mistakes.

When good intentions meet bad legislation, knowledge is the only real protection.

Contact HR Champions today to learn how we can help your managers build confidence, capability, and compliance through our comprehensive suite of training solutions. Call us on 01452 331331, or complete the contact form.

News this week that the case against two British government employees accused of spying for China has collapsed, has left many of us bewildered. The Crown Prosecution Service dropped the charges, not because there wasn’t a case to answer that secrets were being shared, but because the government couldn’t, or wouldn’t, firmly state that China is an “enemy” or “threat.” The mind boggles.

Surely, if there is reason to believe that sensitive government information has been handed to a foreign power, whether that case goes ahead or not should not depend on a legal technicality about how that foreign power is defined.

This bizarre and frustrating outcome perfectly illustrates how a case, no matter how serious, can fall apart on a technicality; when the evidence, definitions, or underlying logic simply don’t hold up under scrutiny. And while most of us won’t be dealing with matters of national security, the same principle applies in the workplace. We’ve seen it happen.

When conducting a workplace investigation, such as an alleged misconduct, a grievance, or a disciplinary issue, every detail matters. Facts must be clear, procedures must be followed, and conclusions must be supported by evidence.

If an investigation is based on opinion, assumption, or incomplete information, the organisation risks making poor decisions, facing legal challenges, and losing the trust of its employees.

Effective workplace investigations, when they are required, are crucial in delivering fair and consistent management. Done well, they protect both the employer and the employee. Done poorly, they can lead to chaos. Just as the CPS’s failure to prepare a watertight case resulted in embarrassment for the government, a company’s failure to prepare properly can result in tribunal claims, reputational damage, or even the reinstatement of a dismissed employee and potentially, a compensation payment.

In modern, lean businesses, managers are often the first line of defence in dealing with issues of conduct or grievance. Yet in our experience, many lack the confidence or training to handle investigations effectively. Too often, they simply “wing it,” relying on instinct rather than proper process.

Those with the luxury of an HR department, might choose to delegate entirely to HR, on the assumption that only HR professionals can handle investigations correctly. This not only slows down a process that is best dealt with at the ‘coal face’, but can increase the risk of inconsistency, as more work is dumped on what is probably an already busy department.

Organisation need to develop a workforce where investigating managers are able to approach each case with clarity, discipline, and an evidence-based mindset. The key skills they must develop include:

• Fact-Finding and Objectivity: Managers must focus on verifiable facts rather than workplace gossip or personal perceptions or opinion.
• Effective Questioning: The ability to ask open, neutral questions that reveal the truth without leading the witness.
• Analytical Thinking: Assessing statements, identifying contradictions, and recognising when something is at cross-purposes or doesn’t add up.
• Confidentiality and Compliance: Protecting all parties by handling information sensitively and lawfully.
• Structured Report Writing: Producing clear, logical, and legally compliant investigation reports that can stand up to challenge.

Inadequate preparation or unclear evidence can completely undermine even the most serious of allegations. Just as the CPS discovered, you can’t reach a fair or defensible conclusion without absolute clarity about the facts and your ducks lined-up. In a business context, that could mean the difference between a justifiable dismissal and a costly unfair dismissal claim.

At HR Champions, we’ve seen time and again how untrained managers can become a liability simply because they weren’t equipped to handle investigations correctly. That’s why we deliver a cost-effective, one-day Workplace Investigations course, which can be run in-house for all managers and support staff; people you rely upon for note taking, for example. The training equips delegates with the skills and confidence to conduct professional, unbiased, and legally compliant investigations, ensuring that the truth is uncovered and decisions are defensible.

When it comes to investigations, “that’s near enough” just won’t cut it. Whether it’s a national security trial or a misconduct hearing, cases succeed or fail on the strength of their evidence, preparation, and process.

So, before you have a case arise, and it collapses under the weight of uncertainty, make sure your managers are pre-armed and have the skills they need to investigate effectively and fairly already in their arsenal.

Contact HR Champions today to discuss how we can help your organisation develop confident, capable managers who can unearth the facts, not the fiction. Call us on 01452 331331, or complete the contact form.

We’ve been talking a lot lately about the upcoming Workers Rights Bill, and for good reason. It represents one of the most significant changes to UK employment law in recent years. At the heart of the legislation is the “day-one rights” clause, which will extend protection against unfair dismissal to employees from the very start of their employment.

This is a significant shift from the current legislation, where employers have up to two years to dismiss an employee without the risk of an unfair dismissal claim. What you need to know is that the proposed change will be retrospective. This means it will apply not just to new recruits but also to existing employees who are currently within their first two years of service.

What this means for employers is that underperforming or disruptive staff who are still within the two-year window could soon become much harder, and more expensive, to dismiss.

This legislation is not a distant possibility. The concept of day-one rights for workers was a Labour Party manifesto pledge, which means the Government will not want to be seen rescinding on their promise and so is committed to making it become law. Despite strong resistance in the House of Lords, the measure was eventually accepted with the caveat of what is being described as a “light-touch” dismissal option within the first six months of employment.

The trouble is, no one has been able to define what this “light-touch” approach really means, and probably, no-one one knows. It just sounds like a good phrase that will keep the resistors appeased.

Without clear guidance however, employers will be unable to plan with confidence. What we do know is that once the bill receives Royal Assent, potentially as soon as next month, employers will have to comply. The uncertainty only adds urgency for employers to act now.

Employers have long relied on the two-year window as a safeguard against poor hiring decisions or underperforming staff. Whilst we have always condoned and promoted a robust and properly implemented probation policy, the two-year rule has always been something of a backstop. Removing this buffer though, could lead to several consequences:

• Reduced appetite to recruit: Employers are likely to become hesitant to take on new staff for fear of being stuck with someone unsuitable.
• Increased tribunal risk: The scope for unfair dismissal claims will expand overnight. Compensation awards in unfair dismissal cases averaged nearly £14,000 last year, with maximum payouts reaching almost £180,000. Discrimination awards can be even higher.
• Employees playing the system: No-one wants to dismiss a good and productive employee, but there are those who deliberately do the bare minimum, or less. Knowing they will be difficult to dismiss gives no incentive to new employees to perform well and excel in their roles.

If you currently employ staff who are within their first two years of service and you have doubts about their performance, behaviour, or overall fit, now is the time to examine them closely, and where necessary, act. Waiting until after the new law takes effect could mean these individuals gain unfair dismissal rights overnight, leaving you exposed to legal claims if you try to remove them later.

However, employers still need to tread carefully. Tribunals will still expect to see evidence that employees were given a fair chance, appropriate feedback, and support. Managers should ensure that they have carried out training, appraisals, one-to-one meetings, and documented performance discussions. This evidence not only demonstrates fair treatment but also strengthens the employer’s position if dismissal becomes necessary. And to be fair, it’s what good managers and employers do anyway.

On an individual level, dismissing someone is rarely easy. Managers need to be prepared to hold difficult conversations about performance, suitability, and more sensitive issues such as personal conduct. Avoiding or delaying these conversations risks leaving problematic employees in place, which will soon be much harder to reverse.

The reality is that too many managers have never been properly trained to handle performance concerns, probationary reviews, or disciplinary conversations. That’s where targeted training becomes essential.

At HR Champions, we deliver specialist training to equip managers with the confidence and skills to tackle underperformance head-on. Our “Holding Difficult Conversations” programme helps managers address sensitive issues directly, constructively, and fairly; whether the problem is poor performance, lack of suitability, or even something as awkward as poor personal hygiene.

We also provide training on recruitment, probation, induction and performance management, ensuring managers know how to spot potential underperformers before they join, and how to set up new recruits for success during their first few months. Strong recruitment and induction practices are the best defence against costly mismatches.

The new Workers Rights Bill will fundamentally change the balance of power in the employment relationship. Employers who fail to act now risk being left with staff they cannot easily dismiss, leading to costly legal disputes and disruption within their teams.

Now is the time to review your workforce, take action on underperformers, and most importantly, train your managers to handle these challenges effectively. Give your managers a fair chance to be able to confidently manage their people in line with your company policies and procedures.

Contact HR Champions Ltd today to discuss our extensive suite of training programmes and how they meet your company needs. Give your managers the tools to manage confidently, protect your organisation, and ensure you are ready for day-one workers’ rights when it hits. Call us on 01452 331331, or complete the contact form.

We’ve been talking about it for over 12 months now, but the workplace really is on the brink of significant change as the Workers Rights Bill will soon to receive Royal Assent and become law. When it does, the demands on and responsibilities of employers will increase considerably. The bill will strengthen protections for employees, introduce new expectations around fairness, and place additional compliance requirements on organisations.

Businesses must ensure their managers are ready. They will be at the frontline of implementing and reacting to the coming changes and ensuring that your business remains compliant. If they are not up to speed and properly trained, they risk becoming liabilities rather than assets.

With new legislation around the corner, HR departments and those responsible for HR in organisations are likely to see increases in their workload with casework, compliance checks, and policy revisions. But we cannot expect HR to be everywhere at once.

Line managers, who operate at the coal-face of employee relations, will need to be the first line of defence. They must be able to manage issues correctly from the outset; resolving problems fairly, apply policies consistently, and minimise the number of cases that need to be escalated. CIPD research suggests that around 80% of tribunal cases stem from businesses failing to comply with employment law, often due to managers’ lack of knowledge or consistency. Every mistake or oversight creates risk for the wider organisation, both financial and reputational.

Employment Tribunal statistics underline just how expensive those risks can be:

• 11,568 claims were received in Q1 2024/25, with 45,000 cases still open at the end of the quarter.
• The average award for unfair dismissal in 2023/24 was £13,749, with a maximum award of £179,124.
• Discrimination claims are even costlier. In 2023/24, the highest sex discrimination award was £995,128, and a disability discrimination award reached £964,465.

And these figures are before the new legislation comes into effect. Furthermore, they don’t reflect the thousands of cases settled through settlement or compromise agreements that don’t ever reach a hearing.

The reputational effects are equally damaging. Tribunal cases attract negative publicity, erode employee trust, and harm both recruitment and retention.

Research from the Chartered Management Institute (CMI) found that 82% of UK bosses are “accidental managers”; a phrase we have coined before describing individuals who are promoted or defaulted into management roles without formal training. Unsurprisingly, poor management is a leading cause of staff turnover, with one in three employees citing it as the reason they quit their jobs.

The Chartered Institute of Personnel and Development (CIPD) has also highlighted the direct impact of poor management on employee wellbeing. Half of employees with low-quality managers reported that work negatively affected their mental health. In contrast, 72% with high-quality managers were willing to go the extra mile. The media constantly reports on the high number of economically inactive individuals in the UK because of Mental Health issues, but these figures show that trained managers deliver healthier, happier, and more productive teams.

Training managers is not just about compliance; it is about creating a culture of consistent, fair, and effective leadership across your organisation. Good training ensures:

• Consistency of approach: Managers at all levels role-model “what good looks like” and apply policies fairly.
• Legal awareness: Managers understand the foundations of employment law and their responsibilities under the new legislation.
• Confidence in difficult conversations: From disciplinary action to grievance handling, trained managers make decisions that protect the organisation.
• Improved employee engagement: Skilled managers treat people fairly, provide feedback effectively, and build trust.

With the Workers’ Rights Bill imminent, we recommend a number of priority training areas for managers:

• Employment Law: Ensure managers understand the legal framework they are operating within and the effects and potential consequences of their decisions.
• Equality, Diversity and Inclusion (EDI): Particularly dignity at work and sexual harassment. Expecting employers to show they have trained managers and general staff in these areas is pretty much non-negotiable as far as Tribunals are concerned.
• Leadership and Management Skills: Build confidence to lead teams effectively, hold those difficult conversations and make effective decisions.
• Communication: The root cause of many issues, some escalating to grievances, and a skill that requires continual development.
• Emotional intelligence: Equipping managers to understand and respond to employees’ perspectives with empathy.

At HR Champions, we have solutions for all of these priority areas along with bespoke Leadership & Management Development programmes that can be designed to meet your organisations specific needs.

We’ve been consistently running ILM-accredited Leadership and Management training courses for over twenty years, because they are an effective and proven solution. They are designed to bring managers up to speed quickly, help them interpret and apply employment law correctly, and give them the confidence to act without exposing your organisation to risk.

AI, automation, and new technology may be changing the way we work, but effectively managing people remains at the core of business success. With the Workers’ Rights Bill around the corner, the need to ensure managers are trained, confident, and capable has never been greater.

Contact us to discuss how we can prepare your managers for the future, protect against potential costly mistakes, and generate growth through productivity. Call us on 01452 331331, or complete the contact form.

It’s impossible to ignore Artificial Intelligence (AI) these days. Whilst we’re seeing a lot of use on social media and creative industries it is also, undeniably the next great revolution in the workplace. We are seeing it transform the way we do business, and the opportunities it presents are vast.

From speeding up administrative processes to supporting decision-making, improving efficiency, and enhancing customer service, the benefits of AI are difficult to ignore. Tools such as large language models like Chat-GPT can help draft reports in minutes, analyse data more quickly than any human, and even generate marketing content at the click of a mouse.

However, while AI has an impressive array of advantages, it is not a silver bullet for all organisational challenges. There are less apparent effects of AI use in the workplace that must be considered; particularly for mangers and HR professionals who are tasked with managing people, culture, and compliance.

For example, an issue already emerging is the impact of AI on recruitment. We have come across several organisations noticing the effects, specifically where job applications are strikingly similar in theme, style and messaging. This is because large language AI models are trained to predict what an employer is looking for based on the vacancy description.

This results in dozens, if not hundreds, of almost identical applications that clog up recruitment systems wasting time and resources.

Far from streamlining the process, AI-written applications can actually slow it down. Employers still need to sift through these templated CVs and cover letters, only to reject them for lack of originality or authenticity. For managers who are recruiting, a difficult and time consuming task as it is, this creates an additional administrative burden and makes identifying the genuine, high-quality candidates even more challenging.

Another concern is the tendency of employees to rely on AI-generated work without adequate checking. AI systems generate content by processing vast quantities of information from across the internet, crucially however, they cannot reliably distinguish fact from fiction. The web is full of questionable and biased content, and AI tools have no innate ability to filter fact from fiction.

This means an employee who submits AI-generated work without reviewing it risks producing something that is factually inaccurate, misleading, or of poor quality. In the best case, this means extra work for managers or colleagues who must double-check and correct it. In the worst case, it results in sloppy, unreliable work that damages credibility with colleagues, clients or customers.

Such risks are not merely theoretical. There have already been legal cases where AI tools were used to draft documents and cited legal precedents that it had itself made up. Consequently, the results completely undermined the credibility of the professional involved.

Law and HR practice are fields that rely on interpretation and nuance of legislation. For instance, Employment Law is rarely black and white; context, precedent and company culture all play critical roles in decision-making. Asking AI to decide the outcome of a disciplinary process or to draft policies without careful oversight risks overlooking key factors such as mitigating circumstances or organisational values.

Without structured protocols for AI use in the workplace, businesses risk exposing themselves to compliance failures, reputational harm, and legal liability.

None of this is to say that AI is not useful. It is here to stay, and when managed carefully it can be a powerful tool. But we must use it with caution. AI is still a long way from replicating human qualities such as humour, empathy, or emotional intelligence. And crucially, it cannot manage people.

Organisations will always need strong, capable managers who can navigate complex human dynamics, exercise judgement, and apply empathy. The best leaders will harness AI for its benefits, but will also understand its limits and maintain a people-centred approach to management.

That is why keeping your managers at the top of their game is more important than ever. At HR Champions, our management training, and in particular our ILM-accredited Leadership and Management programmes, equips managers with the skills to manage people effectively, maintain productivity, and set the right frameworks for responsible AI use.

AI may help with efficiency, but only well-trained managers can deliver engagement, growth, and a positive workplace culture. By investing in your leaders, you ensure that technology serves your organisation rather than the other way round.

Contact HR Champions today to book some top-quality management training for your team and keep your leaders ready for the future. Call us on 01452 331331, or complete the contact form.

Freedom of speech has been making headlines recently. One of the claims of the thousands of demonstrators who marched through London was that the right to speak freely is being increasingly stifled. We have also seen what some see as a heavy-handed responses to social media posts.

Similarly, Donald Trump visit to the UK, has seen demonstrations from free speech enthusiasts determined to make their views heard, regardless of how controversial or unpopular those views might be.

At its heart, free speech is one of the cornerstones of a democratic society. It allows for debate, the exchange of ideas, and the challenging of authority. However, we must be aware that freedom of speech does not come without its complications, particularly in the workplace.

In every organisation, employees need to feel that they are able to express their views. Whether it is about workplace processes, strategic direction, or even political and social issues that affect them, giving people space to speak freely fosters trust and engagement. A culture where staff are silenced or feel unsafe sharing their opinions risks breeding resentment and disengagement which will ultimately result in low moral and high turnover.

As a manager, even when disagreeing with an employee’s stance, allowing them to be heard signals that their perspective is valued. This does not mean the manager has to agree, but it does mean the employee’s right to have their say is respected. In fact, many of the best ideas for innovation or cultural change come from voices that challenge the status quo.

That said, free speech in the workplace does have its boundaries. Respect, dignity, and professionalism are non-negotiable. Managers must be vigilant to ensure that freedom of expression does not stray into harassment, bullying, or behaviour that undermines equality and inclusion.

For example, comments that target a colleague’s race, religion, gender, or sexuality under the guise of “just expressing an opinion” are unacceptable. These are not matters of free speech; they are issues of workplace dignity and compliance with the law. Similarly, aggressive or intimidating behaviour cannot be justified simply because someone is “speaking their mind.”

The manager’s role is therefore a balancing act; allowing freedom of thought and expression while ensuring that employees feel safe, respected, and able to thrive in their working environment.

Finding this balance isn’t always easy. It requires a confident leadership style, strong communication skills, and a clear understanding of the legal and cultural frameworks that shape workplace behaviour. Managers need to:

• Encourage open dialogue while setting boundaries around respectful behaviour.
• Distinguish between constructive challenge and harmful conduct.
• Intervene early when speech risks escalating into bullying or harassment.
• Lead by example, modelling both openness and respect.
• Provide regular training and opportunity to discuss the impact of voicing views on others
• Demonstrate confidence in dealing with potentially difficult situations

Such skills are rarely innate, and so this is where effective leadership and management training fills the void.

At HR Champions, we specialise in helping managers develop the skills needed to navigate complex challenges such as managing free speech and expression in the workplace. For example, our ILM accredited training courses in Leadership and Management include tools that equip leaders to balance openness with professionalism, ensuring teams feel heard while maintaining a safe and respectful environment.

Our Dignity at Work programme also educates team members to know where the line should be drawn. Courses are available to book now, and they provide practical, real-world strategies for managing diverse teams, handling conflict, and fostering a culture of trust and engagement.

Free speech is becoming a hotly debated issue in wider society, and it is equally relevant within the workplace. As leaders, we must ensure our employees have their voices heard while also safeguarding dignity and respect for all. Getting this balance right is crucial, and with the right training, it is entirely achievable.

Book your ILM Leadership and Management training or a bespoke Management training / coaching solution with HR Champions today, and empower or managers to lead with both fairness and confidence. Call us on 01452 331331, or complete the contact form.

The resignation of Angela Rayner last week has thrown further uncertainty over the forthcoming Workers’ Rights Bill; something we have been discussing for a while now.

This flagship piece of legislation has for months been the subject of heated debate, dividing opinion between those who see it as a vital for safeguarding employee rights versus those who fear it risks undermining businesses and, by extension, the wider UK economy.

Now, with the Labour Party preparing to appoint a new deputy leader, we are left wondering what might happen next.

We don’t have official statistics, but anecdotally, it would appear that most businesses in the UK are not in favour of the bill in its current form. Regular readers of this blog will know that there are several elements which we believe could be particularly damaging for employers.

The ongoing uncertainty of what will and will not become law, coupled with the increases in National Insurance contributions earlier this year, seems already to be having an effect. We’ve seen reductions in UK vacancies alongside rising unemployment over recent months, both indicators of a labour market under strain.

While we agree that the employment relationship should be a two-way street, fair to both employer and employee, some elements of the bill, as we have discussed in earlier blogs, appear weighted too heavily in favour of employees.

For example, proposals to introduce day one rights for unfair dismissal claims and sick pay from the very first day of absence would significantly increase employer costs.

Indeed, it seems we never hear a member of the Government utter the words “zero hours contracts” without prefixing the phrase with word “exploitative”; as if to dismiss entirely their value to both businesses and workers who seek flexibility.

Evidently, there are members of the Government who recognise that the bill, in its current form, could go too far and risk damaging the fragile economy. Since Angela Rayner’s departure, commentators have openly discussed the likelihood of the legislation being “watered down.” Indeed, Justine Madders, one of the key architects of the bill and Employment Rights Minister, was quietly dismissed by Keir Starmer at the weekend, a strong signal that compromises may be ahead.

Meanwhile, the leadership race to replace Angela Rayner as deputy leader could prove decisive. Education Secretary Bridget Phillipson is considered one of the frontrunners, and her rousing speech at the Trades Union Congress this week made clear her commitment to enforcing the bill as it currently stands, should she win. This pledge appears to be a direct attempt to secure the backing of trade unions, whose influence in the deputy leadership vote is significant.

With a Government so on the hook to the unions, the timing of union activity is notable. London Underground staff strikes this week have caused major disruption in the capital, while junior doctors remain locked in dispute over pay and working conditions. For a government already grappling with fragile economic conditions, trying to push through divisive legislation while also appeasing unions looks like a delicate balancing act. The risk is that, in trying to satisfy all sides, the Government pleases no one. Turmoil seems almost inevitable.

Regardless of what the final version of the Workers’ Rights Bill looks like, employers must be ready to adapt quickly. Whilst there may be some phasing in of key legislative points, you don’t want to be the one that sets the case law because you ended up in tribunal. Managers should be prepared to understand, interpret and implement any new rules correctly or risk leave companies exposed to unfair dismissal claims, employment tribunals, and reputational damage.

At HR Champions, we strongly recommend ensuring your managers are prepared and confident to navigate whatever form the legislation eventually takes. Our ILM Leadership and Management training courses are designed to equip supervisors, managers, and senior leaders with the skills and knowledge needed to manage effectively in today’s challenging business landscape.

More importantly, our training ensures that your leadership team is forearmed with the ability to interpret new legislation accurately and apply it in practice, reducing your risk and strengthening your resilience.
A modest investment in training today could prevent costly mistakes tomorrow and position your business to weather the potential coming storm. Contact HR Champions Ltd now to explore our tailored training solutions and ensure your management team is ready for whatever lies ahead. Call us on 01452 331331, or complete the contact form.

I’ve been reading an excellent book over the summer. ‘Alchemy’ by Rory Sutherland. It’s a book for marketers and advertisers really, but it gives some interesting insights and observations into human behaviour that I’m sure I’ll be referring to in coming weeks.

One observation that particularly caught my attention was that, by paying an employee their wage or salary, an employer shows that they want that individual to work for them today. However, investing in training for that employee, demonstrates that the employer wants that person to work for them for the long term.

On one hand, such investment could be seen as costly signalling that the employee is valued and the employer wants them to stay in their employment. However we should note that appropriately selected training pays off for the employer too, creating a win-win situation.

The UK labour market continues to show signs of volatility, with employers facing sustained pressure from rising costs, not least the increases in National Insurance contributions. Many businesses are already feeling the impact, with vacancy levels falling, especially in hospitality and leisure, as organisations decide not to replace leavers in order to reduce overheads. In an economic climate such as this, the need to maximise the productivity of existing employees is paramount.

We know that replacing staff is expensive, not only in recruitment fees but also in the time it takes for new employees to reach full productivity. Retaining good employees has never been more important.

There are a number of tools that employers have at their disposal to reward staff and encourage performance: bonuses, additional holiday entitlement, experiences, and other financial or material incentives. While all of these have their place, none is as effective or impactful as investing in employee training.

Incentives usually come with a cost that benefits only the employee, but training, as we have already pointed out, uniquely provides a mutual benefit. The employee feels valued because their employer is investing in their future, while the employer gains directly from the new skills, knowledge, and efficiencies that the training delivers. Improved productivity and profitability are the natural outcomes.

When an organisation invests in training, employees understand that their development matters. It shows commitment to their career progression and instils loyalty. Staff are far more likely to remain with a business that clearly demonstrates it cares about their growth. In turn, employers enjoy reduced staff turnover, lower recruitment costs, and higher morale. With an effective succession plan in place, there’s also the advantage of being able to promote from within, with staff who already live and breathe the organisation’s culture.

It is recognised however, that when finances are tight, training budgets are often one of the first casualties. This is a short-sighted and misplaced view. Cutting training spend may deliver a small short-term saving, but it undermines the organisation’s ability to thrive in the long term. Investment in training during challenging times not only supports employees but also signals the resilience and ambition of the business itself. By continuing to develop motivated, educated staff, organisations position themselves to emerge stronger and more competitive when economic pressures ease.

At HR Champions Ltd, we have seen this played out many times in nearly 25 years of delivering effective training solutions. Our wide range of programmes, including our flagship ILM management development courses, are designed to equip managers and teams with the skills needed to lead effectively, remain motivated, and drive business success.

We understand that training budgets are precious, which is why we focus on delivering real value programmes that are designed pay for themselves many times over in improved productivity, reduced staff turnover, and greater employee engagement.

So, while paying wages ensures your employees are working for you today, investing in training ensures they are working for you tomorrow; and for many years to come. In the current economic climate, that long-term view is critical.

Now is the time to review your training strategy. Contact HR Champions Ltd today to discuss our full range of training solutions. Let us help you develop and enhance your people and ensure that your gaining real value from your training spend. Call us on 01452 331331, or complete the contact form.