A rise in the number of enquiries we have received regarding redundancies lately may be the first indication of the fact that higher interest rates are beginning to take their toll on businesses; potentially signalling a slowing of the economy. The Bank of England’s tactic to raise interest rates is designed exactly to reduce household disposal income and therefore spending, and ultimately inflation. The downside will always be that some businesses suffer.

Of course, higher interest rates are a double whammy for businesses that also rely on borrowing, as those costs automatically rise too. Most affected businesses will have already taken steps to cut costs and so further savings are likely to be at the expense of 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. Getting the process wrong could lead to a tribunal claim and having to pay a hefty award to an ex-employee defeats the object of the whole, cost-cutting exercise.

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, so keep your selection process considered.

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. The same role may be carried out at different sites so potentially all of those employees may have to be put in the redundancy pool.

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.

We're available to provide support at various levels and as we mentioned, if redundancies look inevitable, don't delay. Call us on 01452 331331, or e-mail This email address is being protected from spambots. You need JavaScript enabled to view it.

Self-awareness, authenticity, and accountability are three vital skills for any leader. But how can a leader tap into them?

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

Within the workplace, the Iceberg theory is a practical model for leaders to understand, connect with and motivate their teams. The model demonstrates that effective and authentic leadership is not just about observing what is visible but rather delving into the depths of what drives those behaviours. For a leader, understanding their bottom iceberg entails recognising their own emotions, motivations and personality traits as well as that of their team members. This self-awareness is pivotal for problem solving, developing interpersonal relationships and communication therefore making it a fundamental aspect of effective management.

By understand their bottom iceberg, a manager can:

- Understand their emotions. They can better control impulsive reactions and approach conflicts or challenging situations with empathy and patience. In turn, this self-awareness can inspire the team to be more open and honest about their feelings, fostering an environment of mutual understanding and support.

- Communicate well. A manager can better anticipate a challenging conversation and put a strategy in place to get the best from the situation. They can choose the right moment and method for addressing issues, allowing more constructive and less confrontational interactions.

- Make effective decisions. By being aware of their bottom iceberg, a manager holds valuable insights into their problem-solving style. Some are analytical and data driven whereas others rely on intuition and creativity. This understanding enables managers to leverage their strengths and compensate for their weaknesses.

During our free seminar, we will explore how by understanding your bottom iceberg, you can become an effective manager, leader and colleague. Our seminar focuses on authentic leadership for organisational success. 

You can book your free place by clicking here.

If you can’t wait, give us a call on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it. to find out how effective training can help your business develop authentic leaders.

Whilst exhibiting at the World of Learning Conference this week, we spoke to dozens of delegates and visitors from an array of businesses spanning many different sectors. Well, that was the point of being there. Despite the variety of backgrounds and businesses represented, a theme kept recurring during many of the conversations; that of the issues created by accidental managers.

Predictably, most attendees at the conference were involved in training, development and HR within their organisations. However, many expressed frustration at the lack of planning their own organisations undertook when rewarding good performance by individuals with promotion to a position that entailed supervising or managing others.

The rise of the accidental manager is something we have blogged about in the past and it clearly remains a significant issue. Individuals, often exceptional in their primary roles, find themselves elevated to managerial positions not based on their leadership abilities but rather their performance in a particular field. This path, while initially seeming like a just reward for dedication and talent, can lead to significant challenges for both the individual and the wider organisation.

Examples can be seen across a range of industries. For instance, an excellent software developer whose code is error free, develops innovative solutions and leads their peers in productivity might get promoted to ‘lead Developer’ or ‘Development Manager’ in recognition of their contribution to the company.

Suddenly however, their daily tasks shift from coding to managing a team: setting objectives, handling conflicts, offering feedback, and ensuring project deliverables. Yet, this person has never been trained in these managerial tasks. Their brilliance in coding doesn't automatically translate to ability in management. They have become an accidental manager.

The crux of the issue is that technical expertise and managerial skills require distinct and separate sets of skills. Being a whizz in sales, engineering, or design doesn't mean someone can effortlessly handle team dynamics, set clear expectations, or foster a motivating work environment. These skills, which we would consider vital for successful and productive management, rarely come naturally. They require training, experience, and often, a natural propensity.

The consequences of not recognising this can be very damaging. Typical consequences include:

• Employee Dissatisfaction: A manager ill-equipped to handle team dynamics can inadvertently create a toxic work environment. Miscommunications, favouritism, or simply the inability to provide constructive feedback can lead to disillusioned teams.
  
  
• Decreased Productivity: Without clear direction and objectives, teams can flounder. A manager's role is not just supervisory but also directional. The absence of clear leadership can adversely impact team output.
  
  
• High Staff Turnover: Consistently poor management is a frequent reason employees leave companies. The cost of hiring and training new employees is substantial and diverts resources, making high turnover rates a significant concern for businesses.
  
  
• Personal Burnout: For the accidental manager, the sudden and unexpected challenges can lead to overwhelming stress and burnout, affecting both their professional and personal life.

Addressing accidental manager syndrome is crucial for the health an prosperity of businesses. Organisations should consider:

• Tailored Training Programmes: Upon promoting an individual to a managerial role, and preferably prior to promotion, businesses should offer training focussed on leadership, conflict resolution, and team dynamics. Our ILM Level 2 Certificate in Leadership and Management is a perfect solution here.
  
  
• Mentoring: Pairing new and potential managers with seasoned leaders can provide them with invaluable insights and guidance; not only in managerial skills but in the nuances and dynamics of the particular organisation.
• Feedback Mechanisms: Regular and genuine feedback from their teams can help new managers understand areas of improvement. The organisation must offer support and solutions for addressing any shortcomings of course.

Whilst promoting top-performing employees seems like the logical next step, businesses must recognise the distinct skill set managerial roles demand. With proper training and support, accidental managers can transition to intentional, effective leaders, motivating their teams and ultimately contributing to the overall success of the organisation.

Planning the appropriate path for your new and potential managers means you can talk to us about training them for career progression rather than about how to exit them from the business after six months for underperformance. Call us on 01452 331331, or e-mail This email address is being protected from spambots. You need JavaScript enabled to view it.

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..