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 when it comes to mental health. We will explore the profound impact that mental health can have on individuals, teams and the business as a whole. We will then examine the strategies that you can embed to promote a positive workplace culture. 

This two day course, accredited by NUCO, is 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 

Get in touch now to discuss your options 

In today's fast-paced and dynamic business landscape, success is not solely determined by financial metrics and strategic prowess. An organisation's ability to deliver on its vision and uphold its core values hinges on a more nuanced and often underestimated factor: the emotional intelligence of its leaders. Emotional intelligence (EI) refers to the capacity to recognise, understand, manage, and effectively utilise one's own emotions as well as those of others. It has emerged as a critical factor in fostering a harmonious workplace culture, driving employee engagement, and ultimately translating a company's vision and values into reality.

An organisation's vision serves as a guiding star, representing its long-term aspirations and direction. This vision provides employees with a sense of purpose and helps align their efforts towards a common goal. Alongside this vision are the company's core values - the fundamental principles that define its culture, behaviour, and decision-making. While visions outline where a company aims to be, values dictate how it gets there. However, translating these lofty ideals into day-to-day actions and results requires more than just strategic planning; it requires a deep understanding of human emotions and motivations.

Emotional intelligence bridges the gap between the abstract concepts of vision and values and the practical realities of the workplace. Leaders who possess high levels of emotional intelligence are better equipped to navigate the intricate dynamics of human interaction, inspiring teams to rally behind the company's vision and uphold its values.

Here's how emotional intelligence (EI) contributes to the successful delivery of vision and values:

• Effective Communication: Leaders with high EI can communicate their vision and values in ways that resonate with employees on an emotional level. They can tailor their messaging to appeal to diverse perspectives and backgrounds, fostering a sense of inclusivity and shared purpose.
• Building Trust: EI is closely tied to building trust. Leaders who are empathetic, understanding, and open to others' perspectives are more likely to create an atmosphere of trust and psychological safety. In such an environment, employees feel comfortable aligning their actions with the company's values, knowing that their contributions are valued.
• Conflict Resolution: Conflicts are inevitable in any organisation. However, leaders with strong EI can manage conflicts with empathy and diplomacy, ensuring that differences of opinion do not derail the pursuit of the company's vision. By addressing conflicts promptly and respectfully, these leaders prevent them from undermining the core values.
• Employee Engagement: Engaged employees are more committed to the organisation's goals and values. Leaders who exhibit EI can foster a sense of belonging and purpose among their teams, driving intrinsic motivation and a higher level of commitment to the company's vision.
• Adaptability: The business landscape is ever-evolving, and successful organisations must adapt to changes while staying true to their core values. Leaders with EI can navigate these shifts while keeping the team aligned and motivated by understanding and addressing any anxieties or uncertainties that may arise.
• Inspiring Resilience: A company's journey toward realising its vision is often marked by challenges and setbacks. Leaders who demonstrate EI can guide their teams through these tough times by offering emotional support and helping team members stay focused on the bigger picture.

To cultivate emotional intelligence, it’s imperative that leaders:

• Have time for self-reflection.
• Actively listen to concerns and feedback.
• Be empathetic.
  Embrace professional development by undertaking training.

On the ILM Level 5 Leadership and Management course, leaders will explore how to cultivate, hone and demonstrate emotional intelligence.

Book your space today!

We find ourselves talking about bullying, harassment, and inappropriate behaviour in the workplace again after recent accusations levelled against UK branches of McDonalds have reignited the issue. It’s a critical matter that appears to have been buried beneath corporate culture within the organisation. However, this is not a stand-alone incident. It is a representation of a pervasive problem deeply entrenched in workplaces across numerous industries and speaks volumes of our basic human instincts.

Coincidentally, the Bullying and Respect at Work Bill, proposed in the Commons last week by MP Rachael Maskell has come at an opportune time. The bill proposes to define 'workplace bullying' in the UK, and make it an offence that can be taken to tribunal and for which a perpetrator can be dismissed. Currently, a worker who feels forced to leave a place of work because they are bullied, must rely on wrongful or constructive dismissal if they want to bring a case.

Despite there being numerous discussions and studies around the subject, a legally binding definition has yet to be confirmed. A proper definition will not only provide clarity and uniformity, but will also become a cornerstone for constructing effective policies and guidelines, aiding prevention and resolution.

Workplace bullying can manifest in various forms - from direct confrontations to subtle, psychological torment. The ramifications are severe, impacting not just the employee's mental health, but also the overall productivity of the organisation. Moreover, the collateral damage extends to the company’s morale, trust, and reputation.

In the McDonalds case, a group of employees voiced their experiences, alleging that the company turned a blind eye to their complaints of bullying and harassment, including sexual harassment and unwanted touching. Such allegations clearly affect McDonalds’s reputation, and call into question the effectiveness of its HR policies and workplace ethics.

Most McDonalds restaurants are owned as independent franchises but core to the company’s values is an experience of consistency. This means that corporate HQ strongly influences how the outlets operate and so must bear significant responsibility in the overall company culture. Thus, they must burden some of the blame for the behaviour of workers within the franchises.

Furthermore, many McDonalds employees are relatively young; new to the world of work, inexperienced in their rights and nervous of blotting their early careers with a mark for a dismissal or spurious allegation. This makes them particularly susceptible by older, more senior employees who are emboldened by the power they wield and the perceived protection that the McDonald brand gives them.

As HR professionals, our role is pivotal in shaping an organisation's culture. Our efforts should be directed towards creating a culture that respects individuality, promotes fairness, and discourages any form of bullying and harassment. We all have an ethical responsibility to safeguard our workers from damaging behaviour.

The proposed bill could serve as a beacon of hope for victims who have, out of fear of retaliation or further victimisation, hitherto suffered in silence. A clear, legal definition will enable efficient enforcement of justice, and ensure that no such instances are dismissed as mere banter. It will also compel organisations to shoulder the responsibility of ensuring a healthy and respectful work environment.

Organisations, should act now. Transparency and open communication should be the bedrock of an anti-bullying strategy. Employees should feel secure in voicing their concerns without the fear of repercussions. Whistleblower protection measures, a zero-tolerance policy towards bullying, and regular audits of the work environment are some of the methods that businesses and organisations can adopt.

Appropriate training can also play a significant role in mitigating such issues. Employees at all levels should be educated about the impact of bullying, harassment, and inappropriate behaviour, and how they can play a role in curbing it. Our Dignity at Work training course is a great place to start and we can provide two-tiered training that comprises a detailed workshop for supervisors and managers, coupled with lighter, briefing sessions that can be delivered to larger groups of employees and general staff. You can see more information here.

The McDonalds situation, while unfortunate, provides a stark reminder that workplace bullying is an issue that needs urgent attention. It emphasises the need for swift action and preventative measures. With the impending government bill, we are at the cusp of a new era in workplace ethics. It is up to us, as HR professionals, to make a difference, to ensure workplaces are safe, respectful spaces for all.

You can read more on the McDonalds story on the BBC website at https://www.bbc.co.uk/search?q=mcdonald+bullying&d=news_ps and the first reading of the Bullying and Respect at Work Bill at https://www.bbc.co.uk/iplayer/episode/m001p2sg/ten-minute-rule-bill-workplace-bullying

Every workplace deserves an environment where employees can thrive without fear. It's not just about policy; it's about people. Get in touch with us on 01452 331331 or e-mail This email address is being protected from spambots. You need JavaScript enabled to view it.

Our HR and Employment Law helpline is here to help employers with the everyday ins and out of employing people. The types of calls and the queries we receive vary quite considerably. From a fairly innocuous question requiring clarification on calculating holiday pay, to the much more serious relating to behaviour or an incident that has potential to lead to a disciplinary outcome.

Where the latter is concerned, and particularly where the outcome may ultimately lead to a dismissal, we generally have two questions that we ask our clients before we furnish them with any advice. The answers will determine the extent to which the individual in question is protected by employment law, and also the approach we should take to ensure the client isn’t exposed to any unnecessary risk.

Those two questions are:

• What is the employee’s length of service?
• Does the employee have any protected characteristics?

An answer of ‘less than two years’ to the first question means the employee should be potentially much easier to dismiss, if the situation is serious enough to warrant this. Employee rights kick-in at the two-year point and so prior to this, employees have not accrued any rights. Although an employee can not bring a claim for unfair dismissal until they have achieved 2 years’ service, they may bring other claims and there seems to be an increasing tendency to do so. To mitigate this risk, following a disciplinary process is often advisable.

So, consistently poor performance, absence, bad behaviour, conduct or attitude can mean a quick exit for some members of staff; although if an employee has successfully completed their probation, they should be afforded a full and proper process.

Also, if an employee’s contractual notice period takes them over two years of service, then they should be treated as having reached the two years’ service threshold.
If the answer to the second question is yes, then we must proceed with caution. It’s a sad fact that we must go above and beyond to prove that any protected characteristic an employee might have is not the root cause for the disciplinary action or dismissal.

Decisions made against an employee’s best interests, because they have one or more protected characteristics, are automatically discrimination, awards against claims for which are unlimited. The record for highest UK award stands at a staggering £4.5 million, so it’s actually a good idea to ensure that discrimination is eliminated from your organisation.

The grounds for discrimination were originally set out in the Equalities Act 2010. Since the implementation of the act, there have been a few updates, changes and additions to the definitions. Employers should be aware of what the protected characteristics are as they will always be considered by a Tribunal in cases of dismissal.

Here’s a list of the protected characteristics as defined by the Equalities Act with a brief overview of each.

• Age – You can’t make a decision about an employee or potential employee that is influenced by their age. This goes for young as well as old. Using words such as “energetic” or “experienced” in a job advertisement for example, would cross the line at both ends of the age spectrum. Asking someone to retire is a slam-dunk discrimination case.
• Disability – Employers must make reasonable adjustments to the workplace or work conditions in order to accommodate employees with disabilities. There may be limits to what you can do of course but you must be able to prove that you have gone to “reasonable” lengths. This might extend to altering an individual’s working hours as much as the physical environment. Remember that disability covers mental health too.
• Gender reassignment – Staff who propose to, have started or have completed a process to change their gender must have equal treatment and facilities. This may for example, include installing a female toilet in a previously all-male environment, although changing toilets to universal use seems to be the option favoured by most organisations.
• Marital Status – Whether a person is married, single or divorced should not influence any decisions made about their employment status or terms. Civil Partnerships are covered by the same rules.
• Race – This includes race defined by colour, nationality or ethnicity.
• Religion or belief – Similar to race; a person’s religion or belief should have no bearing on how they are treated or decisions made about them. Having no religion, ie Atheism, counts too, and this also extends to “ethical veganism”, whereby how an individual lives their life is strictly influenced by that belief.
• Pregnancy & Maternity – Treating someone differently because they are pregnant or on maternity leave is another big no.
• Sex – Whether an employee is male or female should make no difference to any employment decision. Sex discrimination is often cited in equal pay cases
• Sexual orientation – Relates to whether a person’s sexual attraction is to the same sex, the opposite sex or both sexes.

The Equalities Act also covers discrimination by association, so it would be unlawful to treat someone differently because they cared for a child with a disability or because their partner held a particular religious belief.

There is no hierarchy of protected characteristics, and no one characteristic trumps another. The whole purpose of the Equalities Act is to ensure that everyone is treated equally and fairly and to make employment in the UK a level playing field. Clear and consistent processes that are applied equally across the entire workforce, particularly where dismissal is concerned, is paramount.

So, if you ever have need to pick up the phone to us in relation to an employee, please consider that you’ll probably be asked these two key questions so you might want to have the answers prepared. The number to call us on is 01452 331331 or you can e-mail This email address is being protected from spambots. You need JavaScript enabled to view it.

Resilience refers to the ability to bounce back from setbacks, adapt to change and maintain a positive attitude in the face of adversity. In the workplace, resilient teams are crucial for businesses to navigate challenges, overcome obstacles and achieve collective goals. From Covid-19 to the cost-of-living crisis, the events of the last few years have put even more pressure on the wellbeing of the team. But to overcome that pressure, it is vital that teams have a healthy level of resilience and collaborate to navigate the tough times. Together, the team will learn what resilience is and strategies to maintain resilience. 

Who should attend?

Suitable for any team member who wants to avoid burnout and maintain high productivity. Empower the team to reach their full potential and achieve business objectives. You can contact us for further information. 

Course Content

Module 1 -

What is resilience?

Module 2 -

The link between resilience and mental health 

Module 3 - 

Facilitating feelings of self worth to support well being

Module 4 - 

The language which underpins self-confident people

Module 5 - 

Implementing resilience techniques in the workplace

 To find out more about this course just get in touch. 

Resilience refers to the ability to bounce back from setbacks, adapt to change and maintain a positive attitude in the face of adversity. The last few years have demonstrated the importance of a resilient team. Equally, resilience in the workplace ensures employees cannot only deal with issues but overcome them and still succeed.  A manager plays a crucial role in fostering resilience within the team. By supporting resilience in the team, a manager facilitates meaningful communication, clarity, and direction. Managers will learn to build resilience of their teams and proactively support those who need assistance.

Who should attend?

Suitable for any manager who has a responsibility for employee wellbeing. Empower the team to overcome any situation by building resilience skills yourself. You can contact us for further information. 

Course Content

Module 1 -

What is resilience?

Module 2 -

The link between resilience, mental health and well being in the workplace.

Module 3 - 

Valuing you: how to build self worth as a manager to support the team. 

Module 4 - 

How to coach and provide feedback to the team.

Module 5 - 

Building resilience across the team; language techniques, practice and implementation 

 To find out more about this course just get in touch. 

Fake it ‘til you make it is the old saying suggesting if you imitate competence, optimism, and confidence, you will realise those qualities in real life. However, the workplace requires managers who will perform their duties with ease and won’t be held back by self-imposed barriers. Confidence is a powerful trait that can greatly impact a manager. It is the belief in our own abilities, skills, and worth, enabling us to overcome challenges, take risks, and pursue our goals with determination. Insecure managers can create toxic work environment, impact employee wellbeing, and reduce high quality output. This course is designed to provide tools and techniques to develop and increase a manager’s confidence.

Who should attend?

Suitable for any manager from the aspiring to the experienced. Support your team by empowering yourself and unlock everyone’s true potential. You can contact us for further information. 

Course Content

Module 1 -

The barriers to developing confidence including equality, diversity and inclusion and unconscious bias

Module 2 -

What are the tools to build confidence?

Module 3 - 

Setting realistic and achievable goals

Module 4 - 

The language which underpins self-confident people

Module 5 - 

Becoming assertive in the workplace

 To find out more about this course just get in touch. 

In the week of its 75th anniversary, the NHS has announced the role-out of its Long-Term Workforce Plan. A series of interventions that will ‘train, retain and reform the workforce, and put the NHS on a sustainable footing into the future’.

Whilst the plan is unreservedly welcomed, it is clearly wildly overdue. Our regular readers will know that workforce planning has been something we have been talking about and delivering seminars on for a number of years now.

Effective workforce planning cannot be overlooked by any organisation, and especially not one that can only function with staff who have been highly trained in skills that take several years to reach competency in.

This year’s industrial action demonstrates dissatisfaction with the NHS as an employer and there are numerous reports of clinical staff leaving the service. This has put added pressure on the remaining staff which is further compounded by, a symptom of it’s own success, an increasingly ageing population requiring more care. And let’s not forget the obesity crisis, the increase in poor mental health and the legacy of Covid.

The common view is that the once, world leading NHS, has degraded into an average service by international standards, and has been described as “middling at best.” You’ve really got to ask, ‘what has taken them so long to put a workforce plan into place?’

The desired outcomes of the NHS Long Term Workforce plan are to:

• Train more staff so that there enough doctors, nurses and midwives, GPs, dentists and other health professionals
• Retain more staff through greater job flexibility and career progression and by improving culture, leadership and wellbeing
• Reform working practices to provider greater diversity of skills amongst staff and embrace new digital and technological innovations such as AI

If these headings sound familiar, that’s because they are pretty much the same ones we have been using for some time when discussing and promoting workforce planning; it isn’t rocket science.
Investing in training employees is common sense. Medicine is no different to other industries in terms of how quickly things move and develop. Staff need to be continually trained in modern thinking and methods to remain up to date and therefore competitive.

Moreover, employers need to be influencing what training the staff of the future are receiving. A business isn’t in a position to moan that it can’t find appropriately qualified staff if it hasn’t discussed with the colleges and universities what courses it needs them to run in order to fill future vacancies. The NHS is guilty of plundering the talent pool of other countries because there are too few trainee doctors and nurses.

Staff retention is a subject all of its own, and again, one we have covered many times. Pay and benefits are only part of the story. Retention is grown from good leadership and a positive organisational culture. People like to say that they work for a good employer. Doctors and nurses can’t expect to work from home, but flexible working arrangements can take many forms. Sometimes a little creativity is required.

Readiness to embrace change, especially technological advances, is crucial. We have seen a raft of disruption to a wide range of industries in recent years with the onset of digital technologies. Uber, the worlds biggest taxi company doesn’t own any cars. Airbnb, the leader in holiday accommodation doesn’t own any hotels.

Organisations need to be constantly aware of what the next disruptor might be in their own industry or in their supply and delivery chains as this will influence, if not dominate, their staffing decisions for the future. Money spent on training engineers to perform tasks that will be done by robots next year might be better spent on training programmers.

The success of the NHS and its potential to make it to 100 years is going to be very reliant on the success and implementation of the workforce plan. Whilst it may be long overdue, it does at least now set an example to all organisations of the importance of effective workforce planning.

We’re currently scheduling a number of Workforce Planning seminars for Gloucestershire, Worcestershire and Bristol so please stay alert for date and venue announcements. In the meantime, if you would like a discussion or some support regarding your own workforce plan, we’re available on 01452 331331 or at This email address is being protected from spambots. You need JavaScript enabled to view it.

Statistics released last week from the Ministry of Justice show that 23,000 claims were received by the Employment Tribunal Service between January and March this year (2023). This is an increase over claims for the same period last year of 5% for single claims and 39% for multiple claims; where a claim is bought by two or more claimants against the same employer or grouped together owing to similarities.

The type of claim with the highest number in this period was for unauthorised deduction of wages, for which there were 7,400 claims. Some of these may have arisen on account of the high number of strikes we saw by workers during the first quarter of the year, although deducting pay for strike action is allowed. Such a high figure does suggest that there may be other reasons that pay has been withheld where the employee has felt wrongfully so.

Should an employer be challenged by an employee regarding deductions then effort should be made to resolve the matter through discussion and agreement. If this doesn’t conclude the matter then the employee may escalate the matter by speaking to their trade union representative if they have one, by contacting ACAS for support, and ultimately by taking their employer to Employment Tribunal.

Pay is the clearly the main reason that people come to work and so it is understandable that situations and emotions can become heated quite quickly if someone feels they have not been paid accordingly or have had earnings withheld unfairly. Even when a deduction is justified, there are certain rules that an employer must adhere to.

Employers may not make deductions unless:

• It’s required or allowed by law. Income Tax, National Insurance and student loan repayments are obvious examples
• The employee has not worked due to taking part in a strike or industrial action
• The employment contract permits it or it is agreed in writing. This may be for pension contributions, Trade Union subscriptions or salary sacrifice scheme
• An earlier overpayment of wages or expenses is being reclaimed
• Fulfilment of a court order or tribunal decision

Even when deductions are permissible, some are restricted to 10% of the employee’s gross in any pay period and there are some rules that come into effect should the deduction reduce the employee’s pay below the National Minimum Wage.

Some of the more common situations that we are asked to advise clients on where a deduction of pay may occur include:

Unauthorised absence: If an employee doesn’t turn into work then you wouldn’t expect to pay them. Depending on the situation, the absence could be commuted to holiday, but unauthorised may still lead to disciplinary action, especially if it is persistent.

Authorised Unpaid Leave: There is a raft of situations where this may be an appropriate solution to an employee needing to be absent from work. We would expect this to be covered by a formal, written agreement.

Holiday pay: This usually occurs when an employee leaves. Accrued holiday that has not been taken should be paid, but any that has been taken but not accrued can be deducted from the employee’s final pay.

Holiday pay for overtime/bonuses/commission: Strictly speaking, regular additional payments should be factored into an employee’s pay whilst they are taking holiday leave. They may have a justified claim if it isn’t.

Training costs: It is permissible to deduct costs for some training if it is stated in the contract of employment or if there is a separate training cost agreement. Cost for training that is for compliance or a statutory requirement for the employee to do their job, such as health and safety training cannot be deducted. Skills training can be deducted but even then, it is usually on a reducing scale over time and we always advise a specific agreement to cover this.

Time off for medical appointments: Strictly speaking this would usually be authorised absence or the employee could take it as holiday. If it was only for a short period such as a dental check-up then the employee might be able to fit this into a lunch break. For the sake of good employee relations, we recommend that the employer allows minor medical appointments without making deductions. Staff are legally allowed time off for medical emergencies involving a dependant. You may want to assess each case individually. Absence for Maternity and pregnancy related appointments should never be deducted.

Time off for the school play/sports day: In the interest of employee relations, we would again recommend not making deductions for short term absence of just a few hours, especially when it involves workers children.
Missing cash or stock: Certain rules apply solely to retail. If responsibility for cash in a till or for retail stock is the contractual responsibility of an employee, then deductions may be lawful if they go missing. The 10% rule might apply here.

Damages to stock/equipment/vehicles: For premises and equipment, we would expect most employers to have adequate insurance in place to cover damages caused by employees. It would be very irregular to be re-imbursed by your insurance company and then make an additional claim against the employee. For vehicle damage, insurance excess may be charged to an employee and therefore deducted form there pay but this should be a contractual clause.

As usual, you should employ consistency in your decisions when it comes to making deductions from staff pay. Some cases will be subjective and open to debate, in which case your decision making processes must be consistent.

If you require clarification or re-assurance that any deduction you are making are fair, legal and accurately calculated, call us on 01452 331331 or e-mail This email address is being protected from spambots. You need JavaScript enabled to view it.

Following an interest rate rise nearly eight months ago, we spoke about a forecasted downturn in the UK economy and the potential for a spate of redundancies by employers. Including yesterday’s rise, we have since seen a further five interest rate rises from the Bank of England as it struggles to contain inflation; yet there has been little in the way of economic slowdown.

The blunt tool of increased borrowing costs to reduce disposable household income, the only mechanism available to the BoE to keep a lid on inflation, doesn’t seem to be having the desired effect. The higher costs of living are being matched by increases in wages, which in turn drive higher costs, trapping us in an inflationary loop. Talk now is of a manufactured recession to try and loosen inflation’s grip; something of an extreme strategy.

One reason for the rate of inflation’s stubbornness has been that home owners still on fixed rate mortgages, haven’t yet felt the pinch of the rate rises. However, hundreds of thousands of these are due to expire over the next 12 months which could lead to a Tsunami of mortgage debt as some homeowners could face overnight repayment costs of several times their existing.

The BoE’s interest rate strategy is designed exactly to restrict how much households spend on goods and services, thereby weakening demand and forcing a slowing of price increases and/or reducing prices, as businesses fight to remain competitive in a shrinking market. For businesses who rely on borrowing, higher interest rates will also mean higher borrowing costs.

Ultimately, something will have give, and for some businesses, that will mean shedding jobs.

Making the decision to cut jobs is a tough call. Nobody wants to put people out of work, but if a business is lean and streamlined in every other area, then job losses might be the only option to ensure its longer-term survival; hopefully putting the business in a position from which it can regrow and rebuild.

When job cuts are unavoidable, organisations have legal responsibilities and guidelines to adhere to of course. The mental health and welfare of everyone who is involved should also be a consideration. Imagine the mental strain losing your job after having your mortgage repayment increased threefold. For this reason, implementing a process that is transparent and equitable is crucial.

Job losses usually start with those who have less than two years’ service as immediate cost implications are minimal, however we should still ensure that a fair, transparent and reasonable process is followed. This doesn’t necessarily mean that those with shorter service are the least valuable they may be cheaper to lose but could cost you competitive advantage if they have the skills that you require for the future.

Where redundancies are involved we must remember is that it is positions that are made redundant and not people. Therefore, where a position or job role is identified as being redundant and more than one person is currently employed to fulfil it, implementing a fair selection process, coupled with the appropriate consultation period for the numbers being made redundant, is non-negotiable.

We recommend a ‘selection matrix’ scoring system for those employees who are to be put at risk of redundancy. Points are awarded for each requirement of the position in question such as relevant skills, qualifications, track record and experience. This takes some of the emotion out of the process, providing a more statistically derived result.

The scoring could include minus points for poor sporadic attendance and any history of disciplinaries, so your most committed staff stand the better chance of keeping their jobs. The lowest scores are those who are dismissed. One should of course always be mindful of attendance issues that could be associated with a protected characteristic.

As a guide to help steer you clear of some common redundancy pitfalls, here is a list of key considerations. However if a restructure looks like it’s on the cards however, you should speak to us for specific and more detailed support:

• Give full and careful consideration to your business case rational and which employee groups are at risk
• It is not an easy process for you or your staff, so getting the communication strategy right, including a consistent message, cannot be overstated
• Remember it is always the position that is at risk of redundancy, never the person
• You’ll need to formally open a consultation for two to three weeks. Longer if more than 20 jobs are at risk
• Design a fair and transparent selection procedure that stands up to scrutiny
• Conduct meaningful 1-2-1 meetings; preferably face to face and if your using technology, find a platform that allows this
• Employees have a right to request representation at all 1-2-1 meetings. This can often be helpful for both parties
• Once consultation is closed and you’re giving formal notice of dismissal hearings, be sure to follow the correct procedure including adequate notice, the right to representation and the right of appeal
• You don’t have to have all the answers on the spot. It’s OK to come back later
• Keep notes of all discussions with staff, and send confirmation

If redundancies look inevitable, we recommend that you don’t delay. Putting off those tough decisions will mean your business continues to lose money making it less sustainable for employees who remain. By acting quickly, you’ll also avoid the stress that is caused by uncertainty.

We have a redundancy pricing matrix structure available here, so you can see the potential costs in engaging us to support you should the need arise. We also have a range of documents available in our toolkits.

In the meantime, if you require support or have any questions, please call us on 01452 331331 or e-mail This email address is being protected from spambots. You need JavaScript enabled to view it.