Whilst we really enjoy the people development side of our business, as a provider of HR support services, we’re always happy to help out businesses that need advice or guidance with sticky people problems or issues. It’s accounts for quite a lot of our business. However, in over 23 years of providing our services, it’s fair to say that whilst the people change, the same issues seem to re-occur time after time.

In our experience, many of the HR issues that businesses face are really quite unnecessary and simply stem from a lack of proactive and effective management. These challenges, often costly and disruptive, could be significantly mitigated if managers were to embrace their duties more diligently, particularly when it comes to engaging in difficult conversations with staff and conducting regular, meaningful appraisals and feedback meetings.

We don’t have statistics, but just as the ONS puts a figure on the cost to the UK economy of employee sickness absence, there is probably an equally shocking number that could be recorded for the cost to business of avoiding tough conversations and neglecting regular feedback sessions. Both of which can lead to a plethora of HR issues, including unresolved conflicts, declining employee morale, and decreased productivity.

For instance, avoiding difficult conversations can allow minor grievances or misunderstandings to escalate into major conflicts, requiring HR intervention and potentially leading to legal disputes. Similarly, infrequent or ineffective appraisals can leave employees feeling undervalued and unclear about their performance expectations, contributing to a decline in motivation and work quality.

Such lapses in management can erode the organisational culture and lead to high staff turnover rates. Not only disruptive in itself, this in turn can also incur significant costs in terms of recruitment, onboarding, and training new staff. The financial implications are substantial, but the intangible costs, such as the loss of institutional knowledge and decreased employee engagement, can be even more detrimental in the long run.

One of the most critical skills a manager can possess is the ability to communicate effectively, especially when it comes to providing constructive feedback and addressing issues head-on. Regular and honest communication can prevent many problems from escalating, saving the organization considerable time and resources.

By encouraging an open and transparent dialogue, managers can help to create a positive work environment where employees feel valued and understood. This not only enhances individual performance but also contributes to the overall success of the organisation.

Regular appraisals and feedback sessions are not merely administrative exercises; they are opportunities for growth and development, both for employees and the business. These sessions allow managers to acknowledge achievements, address concerns, and set clear expectations for the future. They also provide employees with a platform to voice their aspirations and challenges, contributing to a more engaged and motivated workforce. By actively participating in this process, managers can identify potential issues early on and work collaboratively with their team to find solutions.

To overcome common HR challenges, organisations must reflect and establish if managers are given the right resources to truly deliver their people management responsibilities. For example, does the task element of their role equate to full time work and are they trying to squeeze their people management duties in.

The company leaders need to authentically invest in training and development programs that equip managers with the necessary skills to carry out their duties effectively. This includes training in leadership, communication, conflict resolution, and performance management. Furthermore, business should work towards a culture that values and rewards effective management practices, encouraging managers to take ownership of their roles and responsibilities.

The role of managers in preventing and addressing common HR issues cannot be overstated. A properly trained and equipped manager should be the first line of defence in people issues. Having to escalate problems further up the chain of command or to the HR department because they haven’t been dealt with properly first time should be seen as failure. By committing to higher standards of performance in managerial duties, businesses can create a more engaged, productive, and harmonious workplace.

This commitment not only mitigates costly HR challenges but also sets the foundation for sustainable growth and success. In the end, the investment in elevating managerial performance is an investment in the future prosperity of the organisation, demonstrating that effective management is not just about avoiding issues but about unlocking the full potential of the workforce.

If you’re not already putting your managers through effective development programmes so they can be held to account for their managerial responsibilities, then you should be talking to us. A people planning meeting will help to identify where your team’s training needs are and enable you to create a fully structured training plan. Call us on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it.

A straw poll of employers at a recent business event we attended revealed that organisations are struggling to manage and integrate those employees who moved out of education and into employment during the “Covid years”. The transition into work has been anything but what we might have considered traditional for these individuals.

Furthermore, the wider shift towards remote and hybrid working models has fundamentally altered their expectations of the workplace and posed a new set of challenges for employers. Indeed, we may never see a return to what was previously considered normal working practices, and so understanding the perspectives of the Covid generation and adapting strategies accordingly will become crucial.

Entrants to the workforce post-Covid have had limited, if any, exposure to a conventional work environment. Their academic and early work experiences were predominantly virtual, shaping their expectations around flexibility, work-life balance, and digital communication. While this has equipped them with strong digital literacy skills, it has also created gaps in experiencing traditional workplace dynamics, such as in-person teamwork, office etiquette, and direct supervisory relationships.

Employers are now facing the challenge of bridging this experiential gap. The expectation for flexible working arrangements is no longer a perk but practically a standard demand from the newest workforce entrants. Government legislation to allow day-one flexible working requests has enshrined it. This shift challenges employers to balance operational needs with the evolving expectations of their employees, all while maintaining productivity and cohesion within their teams.

We should not expect the move towards more flexible working arrangements to be a temporary trend. Generation Covid may just be the start of an inevitable shift in the nature of work. As such, businesses might consider these changes permanent and adapt their long-term strategies accordingly. This adaptation is not just about accommodating the demands of new employees but also about leveraging their skills and perspectives to drive innovation and growth.

Some steps that employers might consider taking include:

• Hybrid work models that work for the employer: Take the initiative and adopt and refine hybrid working models that offer a balance to employees but work in the employer’s favour. Consider an approach that satisfies the desire for flexibility among new employees while still providing them with the in-person mentorship and team interaction they missed during their education.
  
  
• Onboarding and Training: Enhance onboarding processes to include comprehensive training on workplace etiquette, communication skills, and team dynamics. Generation Covid can lack some basic human interaction skills that employers will need to impart and develop in order to build functioning teams.
• Mentorship Programs: Implement mentorship programs pairing new recruits with experienced employees. These programs can facilitate the transfer of tacit knowledge not easily communicated through digital channels, fostering a sense of belonging and accelerating professional development.
  
  
• Adaptive Feedback Mechanisms: Regular feedback mechanisms should already be part of your management strategy to help understand the needs and concerns employees. Look at how these can be adapted and adjusted to better suit the evolving workforce. A more digital or gamified approach perhaps.
  
  
• Train Your Managers to Manage Hybrid Workers: New ways of working call for new ways of managing. Adapting to meet the demands of an evolving workforce will only be effective if managers are equipped and on board and are given the necessary time and space to manage them. Management adaptation needs to consider both the practical and mindset aspects.
  
  
• Fostering a Sense of Community: Create opportunities for social interaction, both virtually and in-person, to build a strong company culture and community. We know that social bonds make for good team cohesion. Ensuring inclusivity can also help to mitigate feelings of isolation among remote workers.

We suggest that pro-activity is the key for employers when facing the challenges and expectations of Generation Covid. By taking the initiative and implementing strategies that meet the demands of new workforce entrants whilst working in the employer’s favour, we can not only promote a positive employer brand and maintain competitive advantage.

Talk to us about turning potential challenges into opportunities for growth and innovation. Call us on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it. to start a conversation.

Ever wondered how your values, self-confidence and experience impact your team members?

Ernest Hemingway coined the Iceberg theory, but it was Sigmund Freud who was responsible for making it popular, especially within the realm of psychology. Freud developed a topographical model of the mind describing its features. The use of the iceberg presents the idea of three levels of the mind: conscious, preconscious and unconscious. He stipulated that the unconscious mind is the primary source of human behaviour.

Within the workplace, the Iceberg theory is a practical model for leaders to understand, connect with and motivate their teams. The model demonstrates that a leader’s values, self confidence, experience and knowledge (unconscious behaviour) drives their attitude (preconscious behaviour) and behaviour (conscious behaviour).

Within the workplace, effective and authentic leadership is not just about observing what is visible but rather delving into the depths of what drives those behaviours. For a leader, understanding their bottom iceberg entails recognising their own emotions, motivations and personality traits as well as that of their team members.

This self-awareness is pivotal for problem solving, developing interpersonal relationships and communication therefore making it a fundamental aspect of effective management.

Authentic leadership cultivates high employee engagement within the workplace. Authentic leaders create an environment of trust by being honest and transparent in their communication. They can empower their teams by providing them with autonomy and opportunities for growth. By trusting their employees, authentic leaders encourage employees to take ownership of their work and foster a sense of purpose amongst the team. They lead by example demonstrating the values and behaviours they expect of the team. By building authentic relationships with colleagues, business leaders create an emotional connection fostering a sense of belonging and loyalty which enhances employee engagement.

When a business can boast high employee engagement, the organisation reaps several rewards. Engaged employees are naturally more productive and committed to achieving organisational goals. When employees feel valued, they are less likely to seek opportunities elsewhere. This reduces turnover costs and allows businesses to attract top talent. When employees aren’t micromanaged, they are free to be innovative and creative. This allows the business to stay ahead of the competition and drive sustainable growth. Overall, this increases customer satisfaction and loyalty because employees can provide better customer service.

Would you like to build authentic leadership and increase employee engagement within your business?

As part of our workplace series, we are running two free seminars on Tuesday 19th March. Click the links below to book your free place/s.

• Authentic Organisational Leadership Book Now
• The Case for Employee Engagement Book Now

Sickness absence management is one of those unavoidable jobs that comes with the territory when you become an employer. There’s a long and varied list of ailments that we, as humans, are susceptible to, so it would be very rare to never have anyone go sick from your entire workforce.

The health and well-being of employees is paramount to the success of any organisation so it makes sense to have a considered a formalised approach to how sickness and associated absence is managed. One of the elements of a strategic approach to managing employee health , that we sadly see lacking amongst many employers, is Return to Work interviews (RTW).

RTWs, conducted after an employee's period of sickness absence, are often eschewed by employers as they can sometimes be seen as a means of checking up on their employees thereby engendering feelings of mistrust. However, executed consistently and competently, such interviews offer a wealth of benefits that not only support the individual but also contribute to the strengthening of the business as a whole.

Facilitating Open Communication: Return to work interviews provide a structured opportunity for open dialogue between managers and employees. This communication channel helps in understanding the reasons behind the absence and any ongoing health concerns. By expressing empathy and showing concern for their well-being, businesses can foster a supportive work culture, enhancing employee loyalty and trust. This level of openness ensures that employees feel valued and understood, a crucial factor in boosting morale and employee engagement.

Identifying Underlying Issues: One of the key advantages of RTW interviews is their ability to uncover underlying workplace issues that may contribute to sickness absence. Whether it's work-related stress, physical strain, or environmental factors, these interviews can highlight areas that require attention and may not have otherwise come to light. Addressing these issues not only helps in reducing future absences but also in creating a healthier and more productive work environment.

Tailoring Support and Adjustments: Every individual's health needs are unique, and RTW interviews allow businesses to tailor support and make necessary adjustments where reasonable and sustainable. From modifying workloads to offering flexible working options or ergonomic adjustments, these interventions can significantly aid in the employee's recovery and reintegration process. By adapting to the needs of their staff, businesses demonstrate a commitment to employee welfare, leading to increased satisfaction and reduced staff turnover.

Enhancing Legal Compliance and Risk Management: Conducting RTWs also serves as an essential component of legal compliance and risk management strategies. These interviews help ensure that businesses are aware of and can accommodate any health-related limitations, thereby reducing the risk of potential legal issues related to workplace health and safety. Furthermore, having documented discussions can provide valuable records should any disputes arise, protecting both the employee and the employer.

Boosting Productivity and Reducing Absenteeism: Ultimately, the goal of RTW interviews is to support employees in their return to work, thereby minimising the impact of absence on productivity. By addressing health concerns and making necessary adjustments, businesses can help employees return to their roles more quickly and efficiently. This proactive approach not only reduces short-term absenteeism but also contributes to a more resilient and adaptable workforce.

Consistency is vital here, not only for the reasons above, but also to ensure that no individual feels singled out or victimised if they are interviewed following a period of absence and other employees are not. We recommend that an RTW is undertaken for every period of absence, even if it is just one day. If employees expect it, they won’t feel they are being picked on.

The key to realising effective return to work interviews is for managers to be confident and competent in handling the conversation. They should have an appreciation of what they can and cannot say, feel confident in the approach they take and deliver the right amount of empathy.

We have a range of documents relating to absence and Return to Work Interviews in our Attendance Toolkit. Including letters, forms and checklists. They’re available to buy and download and of course they’re free for our EmployerGuard clients. Additionally, we can offer training so that all of your managers feel confident and comfortable requesting and holding return to work interviews.

One of the hardest conversations to have at work can be when someone’s life is affected by a terminal diagnosis or a life limiting condition. Claire Davis, CEO of Longfield Community Hospice, will be covering this topic during our Employment Law Update Breakfast Meetings scheduled for May.

Call us on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it. to start a conversation about any of the issues raised here and visit our events page to book onto our breakfast meeting or any of our other events.

When we avoid difficult conversations, we trade short term discomfort for long term dysfunction. If this was a business deal, we wouldn’t trade a long-term investment for a short-term win. So why would we do the same with communication in the workplace? Especially when there is so much to gain from having confidence during what is perceived to be a difficult conversation.

There are many reasons why a conversation can be perceived to be ‘difficult’. Feeling uncomfortable is the main reason. It’s not fun to provide constructive feedback or to challenge someone’s behaviour. Equally, there is a fear that the conversation won’t go well, or the employee might become emotional. The expectation of conflict may prevent the manager or employer having that conversation. Overall, what makes a conversation difficult is being ill equipped to deal with such communication.

So, who pays for these conversations when they don’t take place?

Ultimately it is the business that pays for a lack of difficult conversations. One of the most significant risks of avoiding a difficult conversation in the workplace is the potential for litigious action. The Worker Protection Act 2023 means that employers will need to comply with a new duty to take ‘reasonable steps’ to prevent sexual harassment of employees. This subject creates potential uncomfortable situations where employers, managers and the team will need to be briefed on what constitutes sexual harassment and their responsibilities to this law. Managers will need to have the confidence to stop the team when undignified conversations are taking place. When managers fail to intervene and address inappropriate behaviour, they not only perpetuate a toxic work environment but leave the organisation vulnerable to legal repercussions and financial penalties.

The team pays for a lack of difficult conversations through low productivity. Providing performance feedback may include conversations surrounding poor performance, missed targets and behavioural problems. A manager may view this subject matter as difficult. When managers fail to provide timely feedback and coaching, the entire team suffers. This poor performance will persist, drag down morale and impede progress within the team. As a result, not only does the team ‘morale’ suffer but the organisation can potentially pay the price in terms of missed deadlines, suboptimal outcomes and not reaching targets.

Conversations create workplace culture. Transparent communication ensures a culture where all employees are on the same page, feel appreciated and valued. All communication is important to create a safe and open culture. Avoiding difficult conversations takes a toll on employee engagement because there is an erosion of morale within the organisation. When concerns go unaddressed, it creates an environment where gossip, hear say and rumours can manifest. The business pays for this with high turnover rates, difficulty attracting top talent and a toxic workplace.

We can translate these negative effects into financial figures. Missed deadlines leads to delayed product deliveries and strains relationships with customers. Having unhappy customers shortens their life cycle and prevents repurchases. High employee turnover rates speak for itself. Recruitment is expensive. Training is expensive. If employees are actively looking for another job, then it is highly likely that they are not being productive in their role. They are ‘quiet quitting’. This lack of productivity alongside these costs further impacts the business’ finances negatively.

The true cost of avoiding a difficult conversation is far greater than the temporary discomfort the manager or employer might feel. By embracing these conversations as part of a healthy communication cycle, businesses can ensure high productivity, engaged employees and prevent litigation risk. This ultimately improves the financial output of the business.

Having confidence in these conversations is not easy. Come along to our free one-hour seminar on Wednesday 6th March 09:30-10:30am where we will provide HR professionals and business leaders strategies to harmonise the workplace. Click here to book your free place.

The discussion around managing menopause in the workplace was re-ignited this week following guidelines released by the Equality and Human Rights Commission (EHRC). The commission’s guidance was translated in the media as ‘menopause is a disability', and employers must make reasonable adjustments for women going through menopause.

There’s a much wider discussion here regarding the steps that an employer should take to accommodate and enable anybody to be able to do their job effectively, in the face of obstacles and barriers to do so. Labelling menopause as a disability however might even disturb or annoy some people. Indeed, Kate Muir, Women's health campaigner and author of Everything you need to know about the menopause (but were too afraid to ask) said on the BBC’s Today programme, "It's not a disability. It's something every woman goes through, and legislation is not going to give you your missing hormones back."

To be clear, there has been no amendment to the Equalities Act 2010 to specifically include menopause as a disability. Under the Act, workers are protected from discrimination, harassment and victimisation on the basis of protected characteristics including disability, age and sex. However, it seems the EHRC is relying on the clause that any condition that has a long term and substantial impact on an individual’s ability to carry out normal day-to-day activities, could be considered a disability.

Menopause typically affects women between the ages of 45 and 55, but it can begin earlier or later. Symptoms vary widely among individuals but can include hot flushes, sleep disturbance, mood swings, and concentration difficulties or brain fog. These symptoms can significantly impact an individual's work performance and well-being and because of how long symptoms last, it can indeed, fall under the description of what a disability is under the terms of the Equalities Act.

Despite its prevalence however, menopause has historically been a taboo subject, often leaving those experiencing it to suffer in silence, without support from their employers. In fact there are numerous reports of women who are so unsupported they feel forced to leave their jobs. Such failure from employers could be construed as a squandering of talent and experience; something few businesses can afford to do in the current climate.

The broader implication of the EHRC’s recommendations is the need for workplaces to adopt a more inclusive approach to all kinds of conditions, not just those currently recognised as disabilities. Employers have the opportunity to lead by example; re-evaluating workplace policies and culture to ensure they support the diverse needs of all employees. For example, implementing flexible working hours, providing access to private, comfortable rest areas, or offering support and creating an open culture where employees feel comfortable discussing their needs can make a significant difference to employees dealing with a variety of conditions, including menopause.

The well-being of employees is paramount to a productive and positive work environment. Recognising and accommodating the needs of employees going through menopause or facing other health challenges, is not just a matter of legal compliance but also a reflection of a company's commitment to diversity, inclusion, and employee health.

Employers who proactively address wellbeing issue can improve morale, reduce absenteeism, and retain valuable, experienced staff members, ultimately benefiting the entire organisation.

Furthermore, this approach challenges the notion that adjustments should only be made when a condition is legally classified as a disability. It encourages a shift towards early intervention and support, which can prevent conditions from worsening and foster a more inclusive and supportive work environment. By focusing on the specific needs of employees, employers can create a more adaptive and responsive workplace culture.

Experience tells us time and again that creating a supportive workplace environment benefits everyone involved. It's not just about legal compliance or ticking boxes; it's about building a workplace culture that genuinely supports the well-being and success of every employee.

We can support businesses with training that helps to build a constructive and positive organisational culture. We can also support managers with practical training in managing employee health issues to keep businesses legally compliant. Call us on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it. 

By now, you will know that an accidental manager is someone promoted to a management position without necessarily having good leadership skills. Employees find themselves promoted into a management role more for their technical strength in their junior position rather than their people management abilities. More importantly, they are now people managers who do not have the required skill set nor have received training to develop their people management skills. The Chartered Management Institute believe that some 2.4 million of 3.4 million managers are ‘accidental managers’. This means that 70% of managers are then let loose on the workforce.

Of course, accidental managers can harm productivity, employee engagement and create a toxic workplace. However, what is the true financial cost of having accidental managers in the workplace?

Employee Retention Costs
When employees feel inadequately supported or led, they are more likely to seek opportunities elsewhere. Ineffective leadership creates dissatisfaction amongst employees. Accidental managers may struggle to provide the essentials of leadership i.e. coaching, direction and effective communication resulting in disengagement and attrition. For the business, replacing an employee can cost between six to nine months of their salary. According to PwC, 1 in 5 employees are job searching. Take a team of 10. By not training accidental managers, a business risks wasting two employee’s salary for six months trying to replace them.

The Cost of Communication
Accidental managers often lack the communication skills necessary to convey expectations, provide feedback and resolve conflict effectively. As a result, miscommunication and misunderstanding become common leading to decreased productivity and morale. According to a Linkedin report, UK companies spend 17 hours per week clarifying communication. That means that half the working week is wasted on trying to communicate effectively rather than being spent on business output. Projects are slow, deadlines are missed, and frustration increases due to accidental managers not having the confidence to communicate.

Productivity Costs Engagement
Accidental managers create uncertainty and inefficiency which impacts on the team achieving their goals. Without clear direction and support, employees are unsure of their roles, how to prioritise and the business vision. Gallup states that organisations with highly engaged employees are 17% more productive. Ultimately, that would create a 17% increase on the company’s bottom line at the end of the year. Accidental managers need to receive training on increasing their confident to inspire and motivate the team.

The Lack of Leadership Cost
Leadership goes beyond simply overseeing tasks. It entails inspiring, motivating and empowering teams to achieve success. Accidental managers, lacking in essential leadership skills, may struggle to direct, coach and support the team. According to the Organisation for Economic Co-operation and Development (OECD), poor leadership costs UK businesses £84 billion annually. This is manifested in employee attrition, low customer satisfaction and a lack of innovation.

The Cost of Mental Health
Accidental managers lacking fundamental leadership skills can create a toxic work environment characterised by stress, anxiety and low morale amongst the team. Employees may feel undervalued and unsupported leading to increased unexplained absenteeism, burnout and a mentally unhealthy team. According to Mind, poor mental health can cost UK businesses £1,300 per employee per year. The combination of sickness absence, low productivity and low morale manifests into serious financial implications for a business.

The commercial cost of accidental managers within a business is substantial. Recognising the signs of accidental management and investing in leadership development are essential to mitigating these costs. By spending a little now, you save a lot in the future. Employee engagement, productivity and innovation dictates a business’ success.

If you are conscious of accidental managers within your business, come along to our free one-hour seminar on Tuesday 27th February via Zoom where we will discuss the solutions for identifying and overcoming the accidental manager trap. Click here to book your free place.

And, if you have identified accidental managers within your business, book them on to our ‘First Time Manager’ workshop. This one-day course provides the essential leadership skills including communication and confidence to all accidental managers. Click here to find out more.

Ensuring your team is not only compliant but also capable of working collaboratively to achieve business goals is a must. Investing in the development of the business’ most valuable asset – it’s people – is a driving factor to business success. By providing comprehensive training opportunities, companies foster an environment of growth, empowering employees to reach their full potential and contribute meaningfully to the organisation’s goals. One of the most effective ways to achieve this is through training tailored to the needs of your team and business. By investing in high quality training, businesses can demonstrate to their employees what good looks like, develop their personal skills, enhancing them as a human and for the cherry on the top, remain compliant. 

High performing teams are created through targeted development strategies and nurture. By aligning our training programmes with your organisation’s specific goals and cultural identity, we can empower your teams to reach their full potential and drive results.

To find out more about this course or to book on, just get in touch. 

From discussions with our clients and local businesses recently, it appears that there is still an inappropriate reliance on the two-year dismissal rule. Managers are still relying far too heavily on the fact that employees do not accrue rights for two years in order to make dismissals. This is rather than managing their under-performers or disruptive staff properly and/or having the necessary performance management or difficult conversations with them in an appropriate timescale.

To be clear from a legal perspective, employee rights do not accrue until two years’ service have been fulfilled. So, an employer could, strictly speaking, dismiss an employee without any reason if their service is less than two years. However, we think this is neither ethical nor admirable; and if proper management processes are carried out, it isn’t necessary either.

There are also some other factors to consider: 

• If the employee has a protected characteristic, there is always the risk of unfair dismissal and a discrimination claim, even under two years
• If the employee’s notice period takes them over the two-year period then they would accrue rights
• A tribunal may find a dismissal made close to two-years’ service without just cause, cynical
• If an employee has officially passed probation, then a due process for dismissal should be undertaken and tribunals take a dim view if it has not been
• Other than in some rare instances, employees should be granted dignity and respect
• Having a culture of under two-year dismissals may affect engagement, retention and recruitment

Realistically, it should be a rarity for an employee to be dismissed shortly before they reach two-years’ service. A redundancy situation might be the exception. Those with under two-years’ service are going to be dismissible for the lowest cost. It may not always be desirable to get rid of the newest employees during a redundancy process, but the fact that no statutory redundancy payment will be due is certainly going to be a consideration.

Otherwise, you should be asking yourself, “How did it get to this?”

Your probationary period should be your first tool. Three months is pretty standard, and during probation employees should be undergoing an effective induction programme, to both the company and their job, and should receive regular and numerous feedback and review meetings. These meetings should be used to check understanding, assess training needs and set objectives. They’re also an opportunity to evaluate aptitude and capability for the job. If things aren’t working out, during probation is the most appropriate time to dismiss.

At the end of the initial probationary period, if your employee hasn’t made the grade then you should be considering dismissal. If there is potential for them to attain the required standard, with some further training perhaps, then you can extend probation to give them a further chance. If they have demonstrated competence, ability and aptitude and your happy with them as an employee then you should officially sign-off their probation, preferably in writing.

Following probation, if concerns arise about any aspect of the employee’s work, attitude or attendance, then it should be dealt with at that time. This may simply require an informal chat, or a more formal disciplinary process. Leaving issues unchallenged or not dealt with is likely to be a sign that the line manager isn’t confident in how to approach the situation.

Unchecked persistence of the issue is where we are likely to see a manager wanting to make a summary dismissal with the two-year time frame.

There are times when an employee does fall off the rails following their probation sign-off, but we should investigate why this has happened. Perhaps they have become disgruntled or discontented after being overlooked for a promotion, or they may just have become bored with their job or not get on with another member of staff. Again, there are management skills and processes that, properly executed, can recover such a situation and remove the need to look for dismissal as the only solution.

Tackling the two-year dismissal mindset amongst your managers carries a number of benefits. Primarily there will be cost savings as the recruitment, training and lower productivity in the early stage of employment all come with a price tag. More importantly though is the improved morale and employee engagement you’ll get from staff who are effectively managed, which will by default improve productivity and therefore profit.

As a first step, why not talk to us about undertaking a People Plan and Training Needs Analysis. An hour or two discussing your plans and the training needs of your team could pay dividends. And if you or any members of your team are in Worcestershire, we have access to some funding that could assist. Call us on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it. 

In December 2023, the Health and Safety Executive published a report titled ‘Work-related stress, depression or anxiety statistics in Great Britain, 2023’. The report highlighted how many working days were lost due to stress, depression or anxiety. Equally, it provided insight into how many workers are currently suffering from work related stress, depression or anxiety.

According to the report, 875,000 workers in the UK are currently suffering from work related stress, depression or anxiety. At the same time, work related stress, depression or anxiety accounted for 49% of all work-related ill health as well as 54% of working days lost in the 2022-2023 economic year. The report also states that 17.1 million working days were lost. This suggests that the UK workplace is suffering from a productivity loss due to poor mental health in employees.

For a business these statistics demonstrate numerous challenges. With that amount of workers suffering from work related stress, depression and anxiety, productivity is affected. These conditions impact an individual’s ability to concentrate, make decisions and perform effectively at work. Overall, it can have a ripple effect across the organisation leading to missed deadlines, reduced output which would ultimately affect the company’s bottom line. Mental health challenges can stifle innovation and creativity within an organisation. Employees may find it difficult to think creatively hindering the business’ ability to stay competitive. Moreover, there is a legal risk to a business when it doesn’t care for its employee’s mental health. Employers have a legal duty of care to provide a safe physical and psychological environment for their employees. Otherwise, there is a litigation risk. Not only does this affect the company financially but can also impact its reputation. Customers and prospects may hear about legal cases through their network and the media. This decreases customer loyalty.

By investing in the mental well-being of their employees, businesses can mitigate the commercial cost of mental health issues whilst fostering a healthier, more productive and resilient workforce.

At HR Champions, we believe that simply starting a conversation with a colleague or employee can increase a business’ chance of keeping a mentally healthy team.

During Covid-19, supporting the team’s mental health was high on the agenda of businesses. We qualified hundreds of Mental Health First Aiders. Poor mental health hasn’t gone away so it’s time to refresh and upskill you workforce with high quality mental health first aid training.

Mental Health First Aiders can recognise the early signs of work relates stress, depression or anxiety in their workmates and feel confident in initiating and holding conversations with vulnerable colleagues. This creates a team of listeners in the business who can sign post colleagues to the right support services. Businesses can avoid long-term sickness and reduce the amount of working days lost thanks to early intervention from Mental Health First Aiders.

Our next course is full. But we have just scheduled dates for our next Mental Health First Aider course; click here to book either yourself or team on. Alternatively, give us a call on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it. and find out about the mental health training opportunities we can offer you.