Today marks World Mental Health Day. It’s an international day for global mental health education, awareness and advocacy against social stigma that surrounds mental health. This year’s theme is ‘Mental Health is a universal human right’. Everyone has a right to the highest attainable standard of mental health.

Mental health issues can be complex, diverse and wide ranging. According to the Health and Safety Executive, anxiety and depression are the most common mental health problems.

The cost-of-living crisis continues to contribute to the cause for a lot of issues currently, particularly anxiety. But death of a loved one, physical illness or a sudden event such as a serious accident or a partner’s job loss can all be triggers. Whether work is causing the health issue or aggravating it, employers have a legal responsibility to help their employees.

Good mental health is vital to our overall health and well-being. Yet huge stigma still exists surrounding mental health. Trying to manage poor mental health in the workplace can be tough for both the person affected and the wider team.

In the workplace, there are some strategies that HR and the senior management team can implement to pre-empt and prevent a poor mental health situation.

Mental Health First Aiders
Building a team of Mental Health First Aiders creates a group of listeners. They can recognise poor mental health signs early in their colleagues. They know how to make colleagues feel comfortable when discussing poor mental health as well as the appropriate support services to sign post their colleagues to.

Support Line Managers to Support their Teams
Increasing line managers’ confidence ensures that they are happy to bring up potentially uncomfortable situations with employees. For example, a line manager might notice an increase in absence with an employee. A confident manager can approach the employee and find out what’s going on. It could be a simple explanation. But there could be alternative reasons for the sickness.

Safeguarding Good Mental Health
It’s important to take a positive approach within the workplace to reduce the risk of problems developing or being exacerbated. Creating a culture where people thrive and feel comfortable to open up about how they are feeling ensures that good mental health stays at the top of the agenda.

At HR Champions, we always say that prevention is better than cure. From managing mental health skills for managers to Mental Health First Aider training, we can work with you to overhaul your culture and create a safe working environment where employees thrive. Get in touch today by emailing This email address is being protected from spambots. You need JavaScript enabled to view it. or calling 01452 331331. 

Our HR and Employment Law helpline has proven to be quite a reliable bellwether over the years of current and imminent issues that employers are facing. Over the last week, the most consistent topic for support calls has been Covid. A number of clients from a variety of industries have had a rise in absences with Covid cited as the cause.

The ONS has stopped reporting on Covid cases since March this year but the Government has responded to the obvious need in making health information available to the general public; particularly after the high number of flu cases last year. At the end of September 2023, the UK Health Security Agency launched the Covid and flu Dashboard for England.

Judging by the number of queries we have dealt with recently, the timing for the launch of the new dashboard couldn’t be better. Indeed, the dashboard reports an increase in Covid cases of 29% in the last seven days.

With a rise in Covid cases practically an inevitability, we thought it a good idea to recap on employer responsibilities regarding the disease. Now that most of the country has been vaccinated, Covid doesn’t hold the ‘status’ it once did so it’s important that employers are aware of the position as there may actually be a tendency to overreact.

Firstly, as in all cases regarding health and wellbeing, the overriding consideration is the employer’s duty of care. We must be mindful of our responsibility to protect the health, safety and welfare of our employees and other people who may be affected by our work activities. Employers must do whatever is reasonably practicable to achieve this.

Guidance remains unchanged in that people who test positive or who have Covid symptoms should try to stay at home and avoid contact with other people for 5 days. They should also avoid contact with those that are higher risk from Covid for 10 days. This period starts the day after a positive test or when symptoms began.

Covid is notorious in that it affects people in different ways. Some people only suffer mild symptoms whilst others can feel quite poorly. If an employee has the option to work from home then our recommendation is that they can do so if they are genuinely well enough. If an employee is too ill to work for sustained periods or, say, to attend a meeting on Zoom or Teams, then they should declare themselves as sick and should not work.

This goes for all illnesses. Sickness absence is there to enable the ill to rest and recover. Working whilst not well enough to do so may only exacerbate the condition or prolong it. Indeed, some studies suggest that cases of Long-Covid are higher where infected individuals haven’t rested.

If an employee with Covid works in an environment where home-working isn’t an option, in a factory or on a construction site for example, and that person feels well enough to work, then the employer should have a stance that they stick to consistently. This might include allowing them into work whilst taking suitable precautions such as alerting all other workers and wearing a mask.

With the continuing tough economic climate, employees are likely to want to avoid being off sick as they will miss out on pay. They may be however, potentially putting their colleagues, customers, and your business continuity at risk. On the other hand, employers may struggle if they are short staffed.

Where there are vulnerable individuals in the workplace and cases of Covid are known, the vulnerable could be offered home working where possible or offered a segregated area to work in. Vulnerable individuals should also be taking their own measures.

Covid remains a highly transmissible disease that poses a significant risk to business continuity when it is identified in the workplace. To summarise, our advice therefore is:

• If a person has Covid symptoms or tests positive, they should work from home where this is possible to act in line with current Government guidance and for at least the 5-day period.
  
  
• If an infected employee’s position is one where they are able to work from home, but they are too ill to work, then again, they should be on sick leave. Their absence should be used to rest and recuperate.
  
  
• If the infected employee’s job is one where they are not able to work from home, but they feel well enough to work then they can come into work should their employers policy allow it.
  
  
• Employers who allow Covid positive individuals into the workplace potentially put their colleagues at risk (particularly the vulnerable which includes those who are pregnant) and expose themselves to having more employees being sick.

In terms of sick pay, Covid is now treated in the same way as any other sick absence and the normal sick pay rules apply. This includes waiting days prior to SSP being activated, but of course company sick pay, where it is paid, will have different rules depending on the employer.

We think this should cover most scenarios but if you have situation that isn’t covered here, were available to help on 01452 331331 or via email e-mail at This email address is being protected from spambots. You need JavaScript enabled to view it.

According to the Chartered Institute of Personnel and Development (CIPD), line managers play a key role in supporting long-term absence in 61% of organisations and supporting short-term absence in 70% of organisations*.

Last week, we shared with you that sickness absence in the UK is currently the highest it has been for ten years. Minor illness is most commonly responsible for short-term absence while mental health, and stress are among the leading causes of long-term sickness absence.  

The CIPD equally states that a lack of manager skills and confidence are the most common challenges for employee wellbeing. Although they are responsible for supporting sickness in organisations, line managers appear to be lacking the confidence to fulfil their role.

Often, employees experiencing mental health challenges are struggling silently. It’s often the responsibility of their line manager to provide support and create a safe space for them to open up. However, this can be intimidating for the line manager to initiate such conversations. Equally, the employee might not be in the right frame of mind to open up.

A check in conversation is a simple method to demonstrate support. Whether the employee is ready for it or not, most will appreciate the line manager’s care and support for trying to start the conversation in the first place.

We would recommend:

• Choosing a private and quiet place to have the conversation avoiding interruptions.
• If you are unsure how to open the conversation, use “are you okay, I’ve noticed that…”.
• Ask open and non-judgmental questions.
• Encourage the person to talk, maintain good eye contact, listen actively.
• Focus on the person and not the condition.
• Seek advice and escalate if you need to.
• Ask what support the person may need from the line manager.
• Remember to follow up with the person through another meeting or catch up.

We would avoid:

• Making assumptions.
• Trying to guess what symptoms someone has or diagnosing illnesses.
• Using phrases such as “it can’t be that bad, cheer up, don’t worry about it”.

In all cases, if the person is in a state of crisis. Call 999 or go directly to A&E if they are experiencing serious suicidal thoughts or feelings, thinking about harming themselves or someone else or experiencing symptoms of an acute underlying medical condition.  

Initiating check in conversations might be daunting but through empathy, understanding and support, line managers can help create a workplace culture that promotes good mental well-being and fosters a sense of belonging for all employees.

Equally, it is important that the managers receive adequate training to conduct regular check ins. Understanding the personal and professional challenges they can face can aid better overall support. Click here to take a look at our collection of mental health training for managers and the team to foster a mentally healthy culture. 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..

*Health and Wellbeing at Work, Chartered Institute of Personnel and Development

This week, research by the Chartered Institute of Personnel and Development (CIPD), which analysed rates of absence in more than 900 organisations, reported that sickness absence in the UK is currently the highest it has been for a ten years. On average, staff took an average of 7.8 days sick in the last year, up from 5.8 days pre-Covid.

The numbers underscore the impact of external influences such as the aftermath of the pandemic and the ongoing cost of living crisis. Such an increase in absences, largely attributed to stress and anxiety, carry profound implications not only for the employees directly affected but for their colleagues and ultimately the employers.

Whilst Covid is still very much amongst us, and we are continuously informed of potential new strains whose impact is as yet unknown, we cannot attribute the spike in sickness absence purely to the virus. Apart from people being physically affected by the virus, the ongoing psychological and emotional toll has been profound. Changes to work environments, personal relationships, and general uncertainty have amplified feelings of stress and anxiety for many.

Moreover, just as we seemed to be moving towards recovery, the cost of living crisis has reared its head. For many UK residents, the basic act of making ends meet has become a relentless source of pressure. With increased prices on essential goods and services, paired with stagnant or even reduced income in many sectors, financial stress has become a constant backdrop to daily life.

The relationship between financial wellbeing and mental health is well-documented. A tough economic position goes further than disposable income and can result in disrupted sleep, strained relationships, and reduced capacity to handle other life stresses.

As employers, we must take note of our employees’ wellbeing to overt the potential business impact that sickness absence threatens, such as:

• Reduced Productivity: Obviously, with employees absent, tasks get delayed, and overall productivity diminishes. This can be particularly challenging for smaller businesses where every team member plays a pivotal role.
• Financial Strain: Businesses often face direct costs due to employee absences, be it in the form of sick pay or hiring temporary staff. Moreover, the indirect costs, such as lost sales or reduced service levels, can exacerbate the financial effect.
• Team Morale: Regular absences can place added pressure on the rest of the team, leading to overwork and, consequently, even more potential sickness absences, setting off a vicious cycle.
• Reputation: In client-facing roles or businesses where meeting deadlines is paramount, frequent absences can impact client or customer satisfaction, potentially tarnishing a company’s reputation.

Clearly then, doing more in attempting to avert instances of sickness absence in their own organisations can only be beneficial for employers. Some pro-active steps to consider include:

• Prioritising Mental Health: Instigate mental health initiatives and support within the company. You may already have insurance or a group health scheme that provides ancillary counselling services. Look up our own mental health training courses too.
• Flexible Work Arrangements: Laws around flexible working will be changing soon so don’t get caught out and maybe be a little more pro-active in your approach.
• Open Communication Channels: Create an environment where employees feel comfortable discussing their challenges. This can help in early identification of potential issues and allow timely interventions. Confidentiality is crucial here.
• Financial Guidance: Given that the cost of living crisis is a source of stress for many, offering financial literacy workshops or providing resources for personal financial management can help alleviate some concerns and help employees to plan.
• Regular Check-ins: Managers should regularly check in with their teams, not just about work, but also about their well-being. Understanding the personal and professional challenges they face can aid better overall support.
• Training for Leadership: Equip leaders and managers with training to identify signs of stress and anxiety in their teams. Again, our Mental Health for Managers workshop is a good starting point.
• Encourage Breaks: Something as simple as promoting a culture where taking short breaks is normalised can have surprisingly positive outcomes.

Stress and anxiety-related sickness absences poses a continual challenge for UK businesses. However, with a proactive and empathetic approach, employers can make strides in not only reducing these absences but also fostering a healthier and more supportive work environment.

We offer a range of solutions that can support you with this. Just get in touch for a conversation about what we can offer you. Call 01452 331331 or email supportThis email address is being protected from spambots. You need JavaScript enabled to view it.

Last week, we went viral. On TikTok, a 25 second clip of Immy O’Donoghue listing behaviours of poor managers was viewed by 1.4 million people! Click here to watch the TikTok. The astonishing figure demonstrates the effect that poor managers have on employees because this amount of people can resonate. People shared their experiences with poor management in the comment section. Their frustrations focussed on a lack of good management accountability, directionless leadership and toxic leadership.

At HR Champions, we have a favourite saying: your best salesperson is not necessarily your best sales manager. That is because leadership is not always a natural ability. A change in expectations without training employees creates a vicious cycle of untrained managers delivering poor leadership to their employees. If these employees then receive a promotion, they will mirror what leadership has been shown to them. Effective management not only benefits the employees but also contributes significantly to a thriving and successful organisation.

So what does an untrained manager do?

• Don’t have regular catch ups: Regular catch ups with agendas ensures that everyone is on the same page. Catch ups are also an opportunity to check in with your employee to find out if they need any direction or coaching on a project. Equally, to check in on their wellbeing.
• Communicate poorly: Poor communication decreases employee morale and efficiency due to misunderstandings and misaligned goals. It also affects employee morale and engagement as they feel unheard and undervalued.
• Don’t hold employees accountable: This leads to employees being unsure about what they’re responsible for. This reduces efficient working. Equally, bad behaviour goes unchecked which creates a toxic work environment reducing employee morale.
• Don’t measure progress: Without KPIs and a review of these KPIs, employees are left guessing about whether they are achieving goals, improving and unsure of the direction of their work. Moreover, the team cannot celebrate successes if they don’t know that they are winning.
• Expect employees to complete unachievable tasks: By not communicating, measuring progress or having regular catch ups, managers are not aware of their employees’ skillset. This means they will just expect them to understand their role and not provide direction.

These are all descriptions of bad managers. However, a bad manager could just be an untrained manager. As we stated previously, a promotion without training is setting up the employee for failure. Excellent leadership and management training makes the manager aware of their leadership responsibilities. They understand what good looks like and what is expected of them.

This isn’t just the case for newly promoted managers. Aspiring managers might see poor leadership behaviour as the norm and will present this when they become manager. Equally, experienced managers might have become ‘stuck in their ways’ and need a reminder of good leadership behaviours.
That’s why we’ve created the Leadership Investment Fund (LIFt) to upskill, reskill and lift your management team to their full potential. These packages are key to your growth plan, people strategy and workplace culture.

Take a look at our packages or email This email address is being protected from spambots. You need JavaScript enabled to view it. or call 01452 331331.

We’ve had a flurry of enquiries this week from clients asking us about recovering training costs from employees when they leave; what are the legalities and how to go about it. With price and interest rate rises squeezing margins ever tighter, it’s no surprise that businesses are looking for cost savings wherever they can.

It’s also no surprise that we’re seeing more instances of this situation arising as a new generation of workers are generally more transient in their careers and move between jobs and employers a lot more readily than employees in the past. A job for life in terms of requisites for workers has been replaced more latterly by career progression opportunities and variety.

A concern for employers when discussing training for their employees is that the employees might leave soon afterwards, and so the employer does not fully benefit from the expense. Such arguments don’t really carry any weight as research strongly suggests that employees are much less likely to leave an employer who invests in them through initiatives such as training.

However, we recognise that not all employees fit that mould and that employers want some reassurances that their staff aren’t going to jump ship as soon as they’ve been given the opportunity to improve their CVs with a qualification. Or if they do, that the money they have invested can be reclaimed.

Previously, a formal training agreement would have been the route for this, but since the introduction of the Government’s Good Work Plan 2020, what monies will be recovered and how needs to be a contractual clause.

Employers should note that not all training costs are recoverable. Common ‘on the job’ training from a colleague that doesn’t incur an external cost can’t be recovered, neither can training that is required for the employee to do their job such as forklift driver training for a warehouse operative. Equally, compulsory Health & Safety training can’t be recovered. This might include working at heights for a scaffold company or manual lifting for a care worker.

Some soft skills training or training that enables delegates to gain a professional qualification that they can add to their CV and so may be useful outside an employee’s existing job, can be subject to a recovery. As mentioned, this is now contractual so a clause needs to appear in your employee’s contract of employment rather than in your staff handbook where it may have resided previously.

Your training cost recovery clauses can’t be applied retrospectively; so make sure it’s in contracts prior to training commencing. A consultation period may be relevant for existing employees as you’ll be fundamentally changing terms.
Cost recovery should be reasonable and so should on a reducing, sliding scale on the basis that some benefit of the training will be garnered by the employer over time. We usually recommend that 100% is recoverable if the employee leaves in the first three months following the training, gradually reducing to zero after 12 months have past.

You can take the costs out of your employees final pay when they leave. Be sure to show a clear calculation of any deductions which in addition to training costs might include holiday that has been taken but not accrued. Remember though that there are rules around ensuring that the employee’s pay doesn’t fall below minimum wage, so be sure to bear this in mind.

Finally, because this is now a contractual matter, you may want to make it clear at interview stage that this is a policy you enforce. It will give candidates the option to deselect themselves if they don’t want to be bound by it and won’t lead to any surprises for them on the first day. Going forward, if the training falls within the potential repayment category, ensure you are clear about this with the employee prior to the training commencing.

For further help and support with all matters relating to contacts of employment and staff handbooks, call us on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it.

Last week, on World Suicide Prevention Day, the global community came together to shed light on a crucial issue that affects millions of lives worldwide. This year's theme underscored the significance of using appropriate language when discussing suicide – a small change in words, but huge advance in the fight against stigma that still exists around suicide. Addressing this issue is not just a moral imperative but a societal responsibility.

In the UK, suicide remains a significant public health concern. According to recent statistics, 6,800 people tragically lose their lives to suicide each year. What's even more concerning is the gender disparity – males in England are 2.9 times more likely to die by suicide than females. These numbers underscore the urgent need for greater awareness, understanding, and support for those in crisis

One of the key takeaways from last week’s World Suicide Prevention Day was the importance of using sensitive and respectful language when talking about suicide. Rather than saying someone "committed suicide," it is far more appropriate to say they "took their own life" or "died by suicide." Similarly, phrases like "failed suicide" or "suicide bid" should be replaced with "suicide attempt." Language plays a significant role in shaping public perception and attitudes towards suicide. By using appropriate terminology, we can reduce the stigma surrounding this complex issue.

World Suicide Prevention Day is a vital opportunity to challenge the stigma that continues to surround suicide. While some countries like Japan, France, and the United States formally recognise work-related suicide, the UK does not. Nevertheless, employers in the UK have a legal duty of care towards their employees, necessitating that they take all reasonable steps to ensure both physical and psychological safety.

One of the most effective ways to prevent suicide is through early recognition of signs and creating a supportive workplace environment. Employers can play a pivotal role in this effort:

Mental Health First Aiders: Having designated mental health first aiders in the workplace can be a lifeline for employees in distress. These trained individuals can provide immediate support, connect individuals with appropriate resources, and foster a compassionate atmosphere. Click here to take a look at our Mental Health First Aider courses to create a community of helpers within your workplace. 

Manager Training: Providing managers with training on how to recognise signs of mental distress and, more importantly, initiate empathetic conversations can be invaluable. Knowing what to say and how to respond can make a significant difference in an employee's well-being.

Promoting Appropriate Language: Encouraging the use of appropriate language related to suicide within the workplace is essential. This helps create an environment where individuals feel safe discussing their struggles without fear of judgment.

Open Culture: Fostering a culture of openness and psychological safety within the workplace is crucial. When employees feel comfortable discussing their mental health concerns, it can lead to early intervention and support. Book onto our upcoming seminar to understand how you can create a culture where these difficult conversations aren't so hard. 

In November 2023, the second reading of the Mental Health First Aider bill will take place. World Suicide Prevention Day serves as a stark reminder that there is much work to be done in addressing the issue of suicide. It has never been more pertinent to raise awareness of and support mental health in the the workplace. In the UK, where thousands of lives are lost each year, it's imperative that we embrace the power of appropriate language and prioritise mental health in our workplaces.

If you need any more support, give us a call on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it.. 

This week, the Government has launched its new national suicide prevention strategy, through which it pledges to reduce the number of suicides in England in two and a half years. The five year strategy, which also aims to improve support for those bereaved by suicide and for people who have self-harmed, was announced after an estimated 5275 deaths by suicide were registered in 2022.

The UK Government has embarked on several initiatives focused on improving the holistic well-being of its citizens. From earlier mental health programmes to the broader ambition of promoting healthier lifestyles, the government's dedication to creating a resilient, content, and prosperous society is evident.

One of the action points laid out in the Suicide Prevention Strategy is that the Department of Health and Social Care (DHSC) will look for opportunities to improve the government’s role in supporting employers to improve the support they provide for the mental wellbeing of themselves and their employees. Options include the revision of first-aid guidance to bring parity to managing the risks of mental and physical health in the workplace.

Indeed, later this year, the second reading of the Mental Health First Aid bill will be heard in the house of commons which will make it a legal requirement for employers to appoint a nominated Mental Health First Aider.

Another bill that will receive it’s second reading in the coming months is the Bullying and Respect at Work Bill. Bullying is seen as one of the main drivers for suicide and in order for the government to achieve their pledge, far more stringent measures to tackle workplace bullying will be laid at the door of employers.

Historically, matters of bullying and harassment in the workplace were treated with a degree of scepticism or simply passed off as banter, often resulting in victims feeling unheard or afraid to come forward. Recognising the detrimental impact of such behaviour, not only on individual victims but also on the broader workplace environment and morale, the proposed bill is designed to make employers more accountable.

The central concept of the bill is the idea that employers should be culpable for instances of bullying and harassment within their institutions. The result will be workplaces that are not only more respectful and inclusive but also more productive and healthy.

To meet the requirements of the bill, employers will have to implement stricter anti-bullying policies, offer training programmes to employees, and actively work on fostering a culture where every individual feels valued, safe, and heard. Employers will also need to ensure that they have clear reporting mechanisms in place and that managers are able and equipped to follow them.

We may also see a task force put into place who are granted powers to close down organisations where a toxic workplace environment exists. Whilst this may seem extreme, it is a testament to just how seriously the government is taking the matter.

Before we jump to accusations of a ‘Nanny State’, let’s not lose sight of the fact that a proactive approach to combat bullying not only protects employees but also can lead to numerous benefits for the organisation. A positive, inclusive environment can lead to increased productivity, higher employee retention rates, and a stronger company reputation and brand.

Initiatives concerning mental health and workplace bullying and harassment form just a part of the UK Government's broader strategy to improve the overall wellbeing of the nation. Several other programmes aim to address other issues and they have launched campaigns to promote physical activity and healthier eating habits, thereby attempting to tackle the rising cases of obesity and lifestyle-related illnesses.

It may be only a matter of time before employers are expected to take a role in supporting these areas too as the Government strives to improve the overall physical and mental health of the nation.

In the meantime, talk to us about our Preventing Bullying and Harassment at work training, the first step to promoting an inclusive and welcoming workplace environment to get you ahead of the competition in delivering your employer responsibilities. Cal us on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it.

September marks the return of children to school, backpacks filled with textbooks and eager minds ready to learn. But perhaps it's time for leaders, particularly in the business world, to consider going back to school too. From politicians to CEOs, recent high-profile controversies in the UK have illuminated the importance of leadership capabilities.

In recent years, the business landscape has seen its fair share of high-profile controversies. These incidents have not only damaged the reputations of the organisations involved but have also raised questions about the competence and ethics of their leaders. Ian Marchant of Thames Water, John Allan of Tesco and Tony Danker of the CBI are just a few names that have notoriously been in the press this year. Their lack of integrity created leadership vacuums in their respective fields.

So, what is the solution?

Leadership development is a powerful tool that can help line managers, the senior team and C-suite professionals navigate the complex challenges of today's business world.

Leadership development is crucial for:

• Employee Engagement and Retention: Engaged employees are more productive and committed to their organisations. Effective leaders can inspire and motivate their teams, leading to higher levels of engagement and, consequently, better retention rates. When leaders are equipped with the right skills, they can create a positive workplace culture that fosters loyalty among employees.
• Talent Pipeline: Developing leadership skills is essential for ensuring a steady supply of capable leaders within an organization. By investing in leadership development, businesses can identify and groom potential leaders from within their ranks. This proactive approach reduces the risk of leadership gaps and ensures a smooth transition when key leaders depart or retire.
• Cost Savings: High turnover rates can be costly for businesses, especially during the current climate. The recruitment and training of new employees, along with the disruption to workflow, can take a toll on a company's bottom line. Leadership development can reduce turnover by creating a more supportive and engaging work environment, ultimately saving businesses time and money.

One effective way for businesses to invest in leadership development is through the use of HR Champions’ Leadership Investment Fund. This fund allows organisations to strategically develop the talent pipeline against the company’s growth plans through accredited ILM training.

Here's how it works:

• Accredited Training: The Leadership Investment Fund provides valuable training accredited from the Institute of Leadership and Management (ILM) at a lower price. The ILM offers a wide range of qualifications designed to upskills employees and provide people with a solid foundation in their formal development.
• Minimised Business Disruption: Thanks to HR Champions’ flexibity, organisations can minimise disruption across departments. This means that leaders can undergo development without causing significant interruptions to daily operations.
• Continuous Improvement: Leadership development is not a one-time event but an ongoing process. The fund provides a mechanism for businesses to continually upskill their leaders and aspiring leaders, ensuring that they stay current and effective in their roles.

The Leadership Investment Fund is a valuable tool for businesses looking to upskill their leaders effectively. By taking this proactive approach, organisations can secure their future success, reduce turnover-related headaches, and ensure they have the skilled leaders necessary to navigate the challenges of the modern business landscape. So, this September, let's encourage leaders to embrace the opportunity to learn, grow, and lead their organisations to new heights.

Click here to find out more about the Leadership Investment Fund.

In today's dynamic and interconnected business landscape, it is crucial for HR professionals to recognise their pivotal role in shaping not only the strategic direction of the company but also the culture that permeates throughout. As stewards of both company vision and workforce morale, HR professionals and senior managers play an indispensable role in driving a culture of openness, understanding, and support. During this course, we will explore the profound impact that strategic decision-making and cultural evolution can have on fostering an atmosphere where individuals can have good mental health and thrive both professionally and personally.  

Who should attend?

Suitable for any senior manager or HR professional who has a responsibility for creating a positive workplace culture and supporting employee’s mental health. 

Course Content

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