Clinging too tightly to traditional norms may lead organisations to unintentionally risk restricting their talent pool. Today's workforce is increasingly diverse, which we must embrace to bring a wide range of skills, experiences, and perspectives that can drive innovation and growth. In a multi-generational workforce, each generation will have a different expectations of what is acceptable and what looks smart.

Placing too much emphasis on appearance, and what many might consider to be a conventional look, particularly at interview stage, could result in companies overlooking highly qualified candidates who could bring substantial value to their teams. This is especially relevant in sectors facing skill shortages; which in the UK, is most industries currently.

First impressions are undeniably powerful and often shape our perceptions and decisions in a matter of seconds. In the context of a job interview, attire and personal appearance play a significant role in the initial interactions. However, we must consider that reliance on traditional standards may not only mean that we miss out on the best candidate for the job, but also perpetuates stereotypes.

In a society that has become dominated by globally reaching social media that rewards popularity and measures success in likes and followers, it is increasingly challenging for individuals to express their individuality. Younger generations are therefore more likely to embrace tattoos, piercings, and casual dress as forms of self-expression. This might put them at a disadvantage when it comes to job applications; not because of their skills or potential but owing to outdated perceptions of professionalism by the interviewing company.

In addition to missing out on potentially good candidates, placing too much emphasis on appearance could put organisations at risk of committing indirect age discrimination. 26% of the British public are reported to have tattoos with 11% have visible tattoos. Anecdotally, it tends to be the younger generations that sport visible tattoos and piercings, and who consider smart training shoes to be acceptable business-wear. Individuals also have tattoos to honour their religion or belief. A blanket approach that simply discounts any applicants with a certain ‘look’ could easily be challenged.

At the other end of the spectrum, older candidates might feel pressured to conform to modern aesthetics to appear "in touch” or up to date with modern trends and thinking. This approach may also risks adversely affecting job prospects with companies that don’t employ an open-minded approach.

Just as we have seen a trend towards omitting candidates’ dates of birth and names on job applications to avoid age discrimination and unconscious bias, interviewers will now have to develop the skill to be unphased and oblivious towards tattoos, piercings etc to demonstrate a truly inclusive culture.

Of course there are limits. Politically or racially motivated tattoos that are constantly visible, on the face or neck for example, probably aren’t the image you want your company to portray. We might expect an individual to be able to make that judgement and refrain from getting an offensive facial tattoo if they plan to pursue a career in a customer facing role such as sales or nursing.

Whilst first impressions will always play a role in the recruitment process, it's increasingly important for employers to look beyond the surface. By adopting more inclusive hiring practices, organisations can ensure they are truly accessing the full spectrum of talent available, thereby enriching their workforce and fostering a more dynamic, innovative, and inclusive workplace.

During the recruitment process, it would be acceptable for the employer to advise the candidate of their dress-code expectations, which is where we would expect to see the policy on visible tattoos to sit. It would then be up to the candidate whether they wanted to deselect themselves from the recruitment process or to adopt the code.

Fostering an inclusive culture that values diversity in all its forms can also enhance an organisation's appeal to a broader range of candidates making it seen as a desirable place to work, thereby attracting the best available talent, ahead of the competition.

For further support with your recruitment processes, organisational and workforce planning call us on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it. 

In last week's blog, we wrote about the importance of authentic leadership when fostering employee engagement. The ‘Taking Responsibility: Why UK plc needs better managers’ study by the Chartered Management Institute and YouGov found that one in three people have left jobs because of a “negative work culture”. At the same time, a study by the Society for Human Resource Management found that replacing an employee can cost as much as six-to-nine months’ worth of their salary.

Cultivating employee engagement is not a quick fix. Investing in it will save the business time and money in the long run. It will equally lead to more productive employees who have ‘oneness’ with the company i.e. they feel part of a community.

A myriad of predictors for good employee engagement exists. However, having effective management is an important step to cultivating genuine employee engagement. Effective managers know how to communicate and listen to feedback. This creates a safe space for employees to express themselves and feel heard. They can provide performance feedback, both good and bad. They don’t allow a performance issue to spiral out of control so that it negatively affects the rest of the team and business. Equally, they know how to value each contribution. When a manager is effective, they know how to motivate the team to be innovative. This creates quick problem solving, nurtures talent and enhances engagement. The manager is the first point of contact between the employee and the business therefore, they play a pivotal role in employee’s engagement level.

So, what happens when managers are ineffective? Firstly, the aforementioned survey by Yougov and the Chartered Management Institute found that half of respondents who rated their manager as ineffective are planning on leaving the organisation within the next 12 months.
According to the study, 46% of respondents cited ‘accidental managers’ for the cause of ineffective management. Accidental managers are those managers that are promoted without preparation. For example, the business is growing fast therefore it needs a quick solution to manage a growing team and responsibilities. Moreover, you may have an excellent employee who reaches all their targets and want to promote them. So, you promote them based on their current skill set rather than them showing a knack for leadership and people management, the skill set of a people manager.

In a nutshell, effective management is key to creating a team of motivated, committed and innovative employees. This level of employee engagement does not happen overnight, but training people managers to lead, inspire and be effective is a good place to start.

Come along to our free seminar ‘Accidental Managers: Promotion Without Preparation’ where you will learn how to avoid the ‘accidental manager trap’ receive insightful strategies you can take back to your business. Click here to book your free place/s. Do you know an accidental manager? We have set dates for our First Time Manager course. Click here to book your managers on.

Alternatively, get in touch by giving us a call on 01452 331331 or emailing This email address is being protected from spambots. You need JavaScript enabled to view it..

According to Mind, poor mental health can affect one in four people at some point in their life. In the workplace, supporting mental health sustains employee satisfaction and employee engagement. Supporting mental health should be part of a wider employee wellbeing initiative. Investing in employee wellbeing increases resilience, retention and reduces absenteeism. Simply put, employees are of course more productive when they are happy.

But supporting mental health in the workplace doesn’t just come from an employee satisfaction angle. According to Deloitte, the cost of poor mental health to UK businesses is £56billion annually. Poor mental health means teams cannot be high performing therefore profit is affected. Implementation of a workplace mental health and well being strategy is an investment that will reap rewards in productivity, attendance and staff retention.

The Business Case
The UK Government’s 2017 Thriving at Work report concluded that the ‘Mental Health at Work’ challenge was much larger than previously thought. In the near seven years since that report, the statistics haven’t improved. According to the Health and Safety Executive, poor mental health accounts for more than half of all work-related illnesses. Around 51% of long-term sick leave is due to stress, depression, or anxiety. At the same time, a survey carried out by MHFA England demonstrates that a third of managers feel out of their depth supporting the team with their mental health concerns. These numbers show that poor mental health is affecting our workforce yet a large number of managers do not feel confident in supporting them. This has of course exacerbated the challenge that is supporting mental health in the workplace.

By not knowing what to say, when to say it or what the boundaries are, managers cannot create high performing teams without being confident in speaking to their employees.

Equally, under the Health and Safety Act at Work Act, employers have a ‘duty of care’ towards their employees. They must treat mental and physical health as equally important. It is therefore imperative that the workforce has an awareness of mental health in the workplace. Moreover, managers should be confident to know what to say to their employees. This combined will proactively pre-empt a poor mental health situation at work. This in turn will allow businesses to meet their legal obligations as well as reducing staff absenteeism, increasing the chances of keeping a mentally healthy team and balance wellbeing as well as commercial targets.

The Solutions

Within our society and workplace, there is still stigma and misunderstanding about mental health. Increasing awareness of mental health and building confident managers can help break taboos and create an inclusive culture.
At HR Champions, we propose a few solutions:

- Looking at the Organisation’s Culture
Business should support an open culture around mental health to reduce the stigma. They can promote awareness of mental health issues across the workforce, train people managers and spotlight support services. Equally, job design should be reviewed to ensure employees are not working long hours and remain fresh and productive.

- Mental Health First Aiders
Mental Health First Aiders are trained to spot the early signs of mental health issues and can sign post individuals towards appropriate support services. MHFAs shouldn’t just be HR or the SLT but also members of the team. Colleagues may feel more comfortable opening up to someone at their level.

- Wellbeing Policy
Having a wellbeing policy commits the organisation to creating an environment that supports employee health and wellbeing. It should be endorsed by the senior management team and visible to the rest of the workforce.

- Mental Health Skills for Managers
This course is designed to build the manager’s confidence in understanding mental health conditions and holding conversations with team members around mental health. It is vital that managers are confident and know what to say to their team to avoid an escalation of issues.

Changing a company's culture, reducing the stigma around mental health and building confident managers does not happen overnight. For help and advice or information on mental health in the workplace training, we're here and happy to help. Get in touch by calling 01452 331331 or emailing This email address is being protected from spambots. You need JavaScript enabled to view it..

We must accept that the Covid pandemic was a major disrupter of our previously accepted view and understanding of working life in the UK. Mostly we travelled to a place of work where we spent mostly conforming hours working with set time for breaks. Covid changed all that, and now we have a myriad of working arrangements including home working, part-time and hybrid working. Some even work from abroad.

This disruption has had a major impact on attitudes to work. Most business strive to engender an engaged workforce but the landscape has changed dramatically and we must adapt to achieve this since Covid. For businesses, understanding and effectively fostering employee engagement is crucial for the success and sustainability. But let's be clear: true employee engagement can't be bought with just a higher salary or quirky office perks. It requires genuine and authentic leadership.

Employee engagement is the emotional commitment an employee has towards their organisation and its goals. Engaged employees don't just work for a salary or the next promotion; they work to meet the organisation's goals. They are motivated, committed, and invested in their work. Cultivating this level of engagement is the key, but not easy. Some quick wins might be:

• Transparency and Open Communication
  
  Transparency is the foundation of trust and a key factor in building an engaged workforce. Share your business goals, challenges, and progress with your team. When employees are kept in the loop, they feel valued and part of the bigger picture. Encourage open communication, where employees feel safe to express their ideas and concerns. This not only empowers them but also brings diverse perspectives to the table.
  
  
• Recognise and Appreciate Efforts
  
  Recognition doesn’t always have to be about big bonuses or public accolades. Even a simple ‘thank you’ or acknowledgment in front of peers can boost morale significantly. Recognise not just the results, but also the effort and dedication. Create a culture where every contribution is valued and appreciated.
  
  
• Provide Growth and Development Opportunities
  
  Investing in your employees' growth is a powerful way to engage them. Offer training sessions and workshops including a budget for external courses. When employees see that you are invested in their career development, they feel more committed and engaged with the organisation.
  
  
• Foster a Positive Work Environment
  
  A positive and inclusive work environment encourages employees to be their best selves. This involves everything from a respectful and supportive culture to a physically comfortable workspace. Remember, a positive environment nurtures creativity, collaboration, and overall engagement.
  
  
• Lead by Example
  
  As a leader, your attitude and behaviour set the tone for the entire organisation. You must embrace and display the values and ethics you want to see in your employees. Authentic leadership involves being approachable, consistent, and empathetic.

Employee engagement is not a one-time effort but a continuous process. It’s about creating a workplace where employees feel connected, valued, and part of a community. Engaged employees are not just more productive; they are the ambassadors of your business, and their enthusiasm and commitment can be the driving force behind your business’s success.

However, we must have the appropriate organisational design, that fits modern business and working arrangements. We must find new ways of engaging our hybrid and at-home workers with a strategy that meets the needs of the post-covid workforce. We’ll be discussing this in more detail at our forthcoming breakfast clubs. Make sure you’re booked on. And if you would like to discuss this subject on a mor intimate level, call us on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it. 

The recent proposal to revamp how holiday pay is calculated for irregular part-time workers in the UK reveals a chink of common sense at last in the way Government thinks about legislation. The need for reform arose following the 2019 case of Harpur Trust v Brazel which resulted in a ruling that workers on part-year contracts with irregular hours must receive the full statutory minimum 5.6 weeks’ paid holiday entitlement per year.

Without boring you with the detail, the result was that part-time workers with irregular working patterns would be entitled to proportionately more paid holiday than permanent full-time staff or part-time staff who worked regular hours. Clearly a nonsensical, and at face, unfair arrangement. But one that the Supreme Court ruled was just, in July 2022.

The blatant unfairness of the court ruling spurred the Government into action, and now, 18 months on, legislation to rectify the situation is on the verge of being implemented. For holiday years commencing after April 1 2024, employers will be able to “roll-up” holiday pay for irregular workers into their hourly rate.

The roll-up method of calculating holiday pay used to be fairly common practice. It’s an easy and workable solutions and makes sense because if an employee doesn’t want to do work for you for a period of time because they are going away or because they just want a break, then they just have to say no thanks and they don’t work. Their holiday pay has already been paid.

The calculation for rolled-up pay is simply to increase workers’ pay by 12.07%; assuming a statutory holiday allowance. So effectively, every time an employee does any work, the employer is simply adding in their holiday pay at that time.

The 12.07% rule is a straightforward and simple solution, but because of the Supreme Court ruling, businesses have been left in doubt, and we’ve had an obligation to advise organisations on the correct legal calculation to make sure they would be on the right side of any tribunal cases should they arise.

There has been not insignificant opposition to the implementation of the legislative changes. The most pressing of concerns is the potential for workers to lose track of their actual holiday entitlement. With pay rolled up into their regular wages, there's a risk that workers might not take the leave they're entitled to, leading to burnout and a work-life imbalance. This concern is particularly relevant in sectors where part-time and irregular work is common, like retail or hospitality.

There is also a fear that workers will deliberately forgo their holiday entitlement as they see more benefit in earning an enhanced wage than taking their holiday. However, under the Working Time Directive, there is a legal responsibility for employers to ensure their workers are taking the requisite amount of leave, as failing to do so could lead to legal challenges.

Clearly the changes will require employers to educate their staff about how their holiday pay is being calculated and integrated into their regular wages, and the necessity for staff to take their holidays for both legal and wellbeing reasons.

Whilst the change seems a relatively small one, we should not undersell some significant implications. We mustn’t, for example, lose sight of the need for ongoing dialogue and education to ensure that the rights and wellbeing of workers are safeguarded, while also supporting the operational needs of employers.

As with any major policy shift, its success will largely depend on its implementation and the collaborative efforts of all stakeholders involved. If you have any questions or queries regarding this or any other HR or Employment Law issue, we’re here to help as usual on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it. 

Last week we discussed the Great UK Post Office Scandal. We outlined that recognising the importance of knowing where the buck stops minimises an escalation of business issues. For business directors and HR professionals, ensuring that their managers are accountable is not just a matter of good practice but a strategic must.

The Post Office Scandal demonstrates that a lack of accountability impacts the integrity of a business and damages employee engagement.

Accountable managers are essential for driving organisational performance. When managers take responsibility for their actions and decisions, it fosters a culture of efficiency and effectiveness, ultimately contributing to the achievement of strategic goals.
Moreover, employees are more likely to be motivated and engaged when they witness a commitment to accountability from their managers.

Accountable managers act as a crucial line of defence against potential business risks. By being responsible for their areas of oversight, they can identify and address issues before they escalate, protecting the organisation from financial, operational, and reputational harm.

For business directors and HR professionals, it is worth asking yourself the following questions:

• Do managers clearly define and communicate expectations?
Effective communication of expectations is fundamental to managerial accountability. Business leaders should assess whether their managers provide clear guidelines and expectations to their teams, fostering a shared understanding of goals and responsibilities.

• Do managers take ownership of mistakes and learn from them?
Accountable managers acknowledge mistakes, take responsibility, and learn from them. Business leaders should reflect on whether their managers embrace a culture that values learning and growth over blame.

• Is there a culture of accountability throughout the organisation?
Accountability should permeate the entire organisation. Leaders should assess whether their managers actively promote and reinforce a culture of accountability, both within their teams and across the organisation. At the same time, they should address how they demonstrate accountability.

• Are performance metrics aligned with organisational goals?
Business leaders should ensure that managers set and measure performance metrics that align with broader organisational objectives. To know this, organisational goals should be communicated across the business. This alignment reinforces the strategic direction of the company and ensures that individual and team efforts contribute to overarching goals.

It’s important that managers should know where the buck stops with them. That comes with being a confident and effective manager.

Our ILM Level 3 Leadership and Management course is the ideal opportunity for managers to learn these fundamental skills. The course shines a light on management communication, understanding leadership and performance management. Equally, we have put together a one day workshop called ‘The Developing Manager’ which focusses on building manager’s confidence to manage the team’s performance.

Call us on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it. to book your places.

We originally discussed the Great UK Post Office Scandal on our blog nearly 2 years ago. The recent television dramatisation has now bought the issue to the fore and it’s been the main story in the media for the past two weeks and questioned many judicial practices. The scandal stands as a stark reminder of the catastrophic consequences of leadership failure.

The scandal, which wrongfully accused numerous postmasters of theft and fraud, has exposed deep flaws in senior management and leadership practices within the Post Office. This episode not only reflects a miscarriage of justice but also highlights how ignoring typical HR protocols can escalate issues to disastrous levels.

At the heart of the Horizon scandal was the Post Office's unwavering trust in its flawed computer system. Despite numerous reports from postmasters about discrepancies, the management’s response was marked by a lack of openness and a refusal to investigate the system's accuracy. This failure in leadership, characterised by a rigid adherence to faulty technology over human input, starkly contrasts with what we would consider as best practice HR policies, which underscore the importance of listening to employees and validating their concerns.

In a standard HR framework, when an employee raises an issue, it is promptly and thoroughly investigated. This approach not only helps in resolving the issue but also in maintaining trust and morale within the workforce. The Post Office's senior management, however, dismissed the postmasters’ claims, leading to unjust prosecutions. This action, or rather inaction, represents a severe deviation from the ethos that we recommend of transparent and responsive management.

Furthermore, the Post Office's leadership failed to adhere to another key principle of effective leadership & management: accountability. In many UK organizations, leaders are expected to take responsibility for their decisions, especially when these decisions lead to negative outcomes; a case of knowing where the buck stops. In the case of the Horizon system, there was a noticeable lack of accountability from the senior management, which allowed the issue to spiral into a scandal of historic proportions.

The psychological impact on the accused postmasters cannot be overstated. Many faced financial ruin, imprisonment, and severe mental health issues, while the Post Office leadership remained, until now, largely insulated from the consequences of their decisions. This situation highlights the importance of ethical leadership and the need for checks and balances within any organisation.

The Post Office/Horizon scandal is not just a tale of technological failure but a glaring example of leadership inadequacy. It underscores the necessity for organisations to foster a culture where employee voices are heard and acted upon, where accountability is a cornerstone of leadership, and where issues are addressed promptly and transparently.

For HR professionals and business leaders, this scandal serves as a cautionary tale, reminding us of the far-reaching impact our actions and inactions can have on individuals and the broader community.

Basic leadership knowledge and skills is too aften inherited from existing poor leaders. This is inexcusable when strong and recognised leadership practices can be taught. We’ve been doing it for years. Why nor contact us for an assessment of your current leadership requirements and a discussion about implementing an effective training plan to address any shortcomings in your own business. After all, no-one wants to be at the centre of the next big scandal. Call us on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it. 

As if by magic, we have also recently released our re-vamped investigation skills training. If you're in any doubt about how a proper investigation should be run, this course is for you.

Achieving and maintaining a high performing team is challenging. A confident manager is key to unlocking the potential of an exceptional team and elevating individual managerial performance. Our training instils the self-assurance needed to navigate the complexities of team management and drive success. The training goes beyond theoretical concepts and delves into practical exercises that help managers explore their own strengths and development areas as well as identifying the needs of the team and coaching them to be their best. A step up from our First Time Manager course, this training will enhance the manager's confidence to effectively create and lead teams. 

Go beyond management theory by learning the 'how' of leading

Who should attend?

This one-day course is suitable for new managers as well as managers who want to enhance their confidence in improving the team's performance. Learn how to be an effective manager. This course is the perfect step up from our First Time Manager course. 

Next course dates:

10th September 2024 9am to 5pm on Zoom BOOK NOW

Course Content

• Module 1 - Flexing leadership styles to suit individual needs and situations
• Module 2 - Managing Performance: Setting tasks, objectives and providing feedback 
• Module 3 - Managing Performance: Holding challenging conversations
• Module 4 - Coaching interventions: how to hold and benefit from coaching in the workplace 

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

As we prepare to turn the page on another year, it's customarily an opportune time for internal reflection. Looking back on 2023, our experience of the challenges faced by UK businesses mirror the ones we have seen throughout the 23 years of HR Champions’ existence. Namely attracting and retaining good staff and maintaining an engaged and healthy workforce that demonstrates positive behaviours and attitudes.

It’s easy to question and often blame various external factors when issues arise. This year for example we could point the finger at the aftermath of Covid and the Cost of Living Crisis. However, a critical, introspective question remains: As a business owner, senior manager or leader, are you the problem?

The success and prosperity of a business hinges not only on strategies and goals but significantly on its culture. The culture of a business is the embodiment of its values, beliefs, and behaviours, and it is profoundly influenced by its leaders. Often unknowingly, leaders can be at the very heart of issues in their organisations.

Consider the impact of leadership style on employee morale and retention. Leadership that lacks empathy, transparency, or fails to empower and trust employees can engender a disengaged workforce. Various business reports return similar statistics. Disengaged employees have a 37% higher absenteeism rate, 18% lower productivity, and 15% lower profitability. Thus, a leader's inability to foster a supportive and inclusive environment can directly affect staff retention and productivity.

Leaders set the tone for the organisation. If they exhibit traits like micromanagement, lack of recognition, or poor communication, it can trickle down through the ranks, generating widespread negativity and poor morale. Worse still is when leaders consider themselves above the standards of behaviour they expect from their employees. ‘Do as I say not as I do’, as the saying goes. This behaviour will only generate an environment that is galaxies away from one that is conducive to retaining talent or inspiring positive employee behaviour.

Reflecting on personal shortcomings is not a sign of weakness but of strength. It involves acknowledging areas like poor communication, self awareness of your biases or what holds you back, failure to provide clear direction or not recognising employee achievements. These are not mere oversights but potential root causes of deeper organisational issues.

Self-reflection doesn’t necessarily need to conclude with self-reproach. Instead, it should be a platform for change. As we approach the new year, leaders should resolve to develop a more empathetic leadership style that incorporates self-awareness and accountability, fosters open communication, and creates a culture of recognition and empowerment. This shift can dramatically transform the workplace atmosphere, boosting the morale and productivity of the existing workforce and making it more conducive to attracting and retaining top talent.

There’s no silver bullet for generating a positive culture it’s not a solo endeavour. It requires leaders to engage with their teams, seek feedback, and be willing to implement changes based on that feedback. It's a continuous process of learning and adaptation. You must strive to understand your people; their ideas and aspirations, motivators and challenges. Both in the workplace and on a personal level.

Knowing how to do this isn’t a given. You may require some training to know what to look for and how to build a strategy to implement change.

So, as we reflect on the past year and look ahead, we challenge business leaders to take a good long introspective look at themselves and ask, "Am I the problem?". The answer might not always be comfortable, but it’s a necessary step towards creating a positive and thriving business culture. By acknowledging and addressing their shortcomings, leaders can give themselves the opportunity to improve themselves, thus paving the way for a more engaged, productive, and loyal workforce. As we welcome the new year, let it be with a renewed commitment to leadership that fosters a culture of growth, respect, and positivity.

We’re here to help. You can call us for a direct conversation on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it. We’re also running a number of free webinars and events during 2024 designed to motivate and inspire businesses into positive action. Keep an eye on our events page and look out for our weekly email updates.

This year we have heard many buzzwords when it comes to workplace training from AI to gamification. But what has been consistent this year is the need for effective people managers within the workplace. Having effective people managers in businesses improves morale, reduces turnover and creates high employee engagement.

As 2023 is drawing to a close, we had a look at our top three training courses this year and what that means for 2024.

Accidental Managers
Accidental managers might have a negative connotation however it simply refers to our ‘First Time Manager course. That is, an employee who is excellent at their day job and receives a promotion to management. However, this new role requires a completely different skillset. Without training, the employer is setting up this first-time manager for failure.

Managers have a direct impact on the employee’s experience within the workplace. Ineffective management can lead to low productivity, high turnover and low employee engagement. This year, this sentiment resonated with lots of employers and businesses.

If you want to combat ‘accidental managers’ in 2024, you can still book your managers on to our January course. Click here to find out more. Our December course is now full.

Mental Health in the Workplace: Manager Skills
Managing employees’ mental health not only falls within the employer’s duty of care but is also a strategic advantage. Having mentally healthy employees ensures productive teams.

Managers play a crucial role in fostering a supportive and mentally healthy environment.
This course doesn’t create mental health professionals of managers but allows them to recognise early signs of poor mental health within the team, pro-actively pre-empt a mental health situation by facilitating an open culture around mental health and know how to effectively manage performance when an employee is suffering from poor mental health.

This trend won’t end in 2023. The conversation around poor mental health will and should continue. You can find out more about this course by clicking here.

Leadership and Management accredited by the ILM
Our ILM qualifications remained popular in 2023. These courses support aspiring, new and senior leaders to manage effectively and create high performing teams.

Over the pass few years, we have seen rapid changes in working patterns and employee expectations. Leadership and management training has supported businesses to adapt to these changes, create inclusive environments and foster innovation even in difficult circumstances.

Upskilling managers with an internationally recognised qualification creates confident people managers which allows for successful teams and high employee engagement. Moreover, the business can create effective succession plans so that they are always one step ahead.
Your people are your best asset to your business.

We have scheduled our dates for ILM courses in 2024. Find out more here.

In 2024, retaining and finding your best talent starts with creating effective managers who will foster a positive workplace environment.

So how will you build effective people managers in 2024? You can start with our Black Friday deal which ends on the 22nd December. This deal gives you 50% off ILM training. Get in touch by calling 01452 331331 or emailing This email address is being protected from spambots. You need JavaScript enabled to view it..