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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

So, what is the solution?

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

Leadership development is crucial for:

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

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

Here's how it works:

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

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

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

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

Who should attend?

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

Course Content

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

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.