Disciplinary and Grievance are amongst the top issues that come to mind when HR is the topic of conversation. As we return to business-as-usual following Covid, we have seen a steady increase in the number of cases. We are quite often asked to intervene for businesses in disciplinary and/or grievance cases as, understandably, most people don’t find it a pleasant process to go through.

It can be very tempting, and all too easy, to err towards taking a relaxed approach when somebody raises a grievance or when an incident arises that requires some form of disciplinary action. There are times when keeping a situation informal can be the right approach. It saves time and, as colleagues still need to work with one another, can keep a lid on conflict in the workplace.

However, the main problem with informality however is that there is rarely proper closure to a matter. We would recommend that only experienced managers who have a good understanding of their team members try to handle issues informally.

Whilst taking the formal route will be a lot more time consuming, handled properly it will put an issue to bed. Formality also means notes and records are kept so that if a situation ever escalates, there is a documented audit trail to refer to.

By law, your disciplinary and grievance policy must be readily available for scrutiny by any employee and should ordinarily reside within your staff handbook. Make sure that your procedure is clear and unambiguous and plainly states the various levels of disciplinary action which is usually verbal warning through to dismissal.

All disciplinary and grievance matters should undergo a fair investigation in the first instance, and this would normally be carried out by a line manager. The investigation should gather all relevant evidence and interviews should be held with all involved parties and with anyone who is able to provide evidence for the case. This may be any number of employees or just the subject of the disciplinary matter. Since Covid and the rise of working from home, it can be acceptable to hold these interviews via Zoom or Teams.

At the investigation stage, for a disciplinary subject there is no right of representation. However, where someone has raised a grievance, they do have a right to be accompanied by a representative, but his person should be a work colleague or appointed official of a recognised Trade Union during the investigation.

Once your investigation is concluded, for disciplinary matters, if some form of discipline is required, you may then call the subject to a disciplinary meeting. You must give reasonable notice of a disciplinary meeting and we recommend at least 48 hours.

In grievance cases, you should again call a meeting to discuss your findings and whether the grievance point(s) have been upheld or not.

Employees have a right to appeal any disciplinary or grievance decision and this should be heard in a timely manner and by someone at least equal in status to the original case handler.

Representation during the disciplinary meeting should be offered. If the employee chooses not to be represented, make sure he or she is aware of their right and have this minuted.

Because of the difficult conversations that are usually involved it’s easy to see why disciplinary and grievance procedures are often carried out poorly, consequently becoming costly. However, you should apply rigour in all policies, procedures and processes.

You'll be pleased to know that we’re here to help, assist with, attend at, and carry out disciplinary procedures and grievance hearings for clients and customers. If you require some support call us on 01452 331331 or e-mail This email address is being protected from spambots. You need JavaScript enabled to view it.

A recent survey by the job board company CV-Library has revealed that 91% of inactive workers in the 50-64 age bracket are planning to return to the job market. That’s good news for an economy that remains in a position of record vacancies.

Employers who wish to take advantage of this turnaround may wish to modify their recruitment strategies or look at ways to make themselves more attractive to this demographic. Of course, avoiding anything that could be construed as age discrimination must always be a consideration, remembering that discriminating against the young is equally as wrong as discriminating against the old.

This return to work by the over 50s, reverses the trend we saw during and immediately after the Covid pandemic when many employees of a certain age were electing to quit their jobs. The stresses of the pandemic, including the loss of loved ones, brought about a re-evaluation of life goals. A desire to simply retire early and enjoy the latter years became the main reason for giving up work early.

These early retirees probably didn’t factor in the current cost of living crisis, and now, as they feel its grip they are being propelled back to the jobs market. Indeed, according to the CV-Library survey, 72% of the 2500 respondents cited increases in the cost of living as their reason for returning to work.

Older employees come with a lot of advantages. Their attitude to work is probably quite deeply entrenched and born from parents and grandparents for whom tough manual work and long hours was the norm. They will also have experience, if not specifically in the job that you have on offer, perhaps of something from which they can transfer skills; and very likely they will be experienced in interacting with people generally.

They’re also less susceptible to common colds and other common infections as there is more chance they have already caught them and have immunity.

To be attractive to these returners then, employers need to look at what they have on offer. If income is the predominant motive to re-join the workforce, then anything that doesn’t offer a consistent and regular income probably isn’t going to provide enough incentive.

Flexibility is also likely to score highly in the appeal stakes. This group are having to let go of what may have been a long-held dream of early retirement. Returning to work full time may be too much of a shock to the system so being open to discussions for part-time/flexible options might give you the edge.

Consider advertising full time jobs as potential job-share to broaden the appeal. Potential candidates might even act as your recruiter to fill the shared role. Extra holiday may also give you an edge, particularly as this group are less likely to want to take holiday during peak periods such as school holidays.

The second reason given in the survey for returning to work was, surprisingly perhaps, boredom. Over 50s these days want to be active, involved and have purpose. From an employer’s point of view, enthusiastic employees are ready to learn and prepared to undergo training. Again, you may be surprised at the extent of transferable skills that the over 50s have to offer.

And also, consider their adaptability. Boomers, as they might be referred to, have lived and worked through the most dramatic technological advances in the history of mankind. From a time where having a landline telephone wasn’t a ‘given’ to a point where high-speed broadband connects most homes to the Internet and relatives in Australia can be face-timed on a hand-held device. When it comes to adapting to change, there is no group of people with more experience. Underestimate it at your peril.

With so many advantages to employing the over 50s, you might wonder why you would ever consider employing younger people. As mentioned earlier, age discrimination cuts both ways, so whilst you can highlight the elements of a job that might make it more attractive to the older generation, you can’t turn down younger applicants purely because of their age. In fact, evidence suggests that the younger generation want flexibility and part-time roles too.

For further help and support with your recruitment strategy, or simply for a reassuring confirmation that your job advert isn’t age discriminatory, call us on 01452 331331 or e-mail This email address is being protected from spambots. You need JavaScript enabled to view it.

At the last Football World Cup hosted in Russia in 2018, we predicted that owing to the timings of the England games, business had little to fear from alcohol-induced staff absences in the days following matches. How wrong we were!

Last time, the day after England’s opening game of the tournament, which they won, some reports claimed that absences in the UK increased by as much as 36% above normal levels. The rise was largely blamed upon sore heads after an evening of celebration and revelry.

This year, England’s and Wales’s group games are scheduled at what might be described as potentially disruptive times. Therefore, with just over a week until the start of the tournament, employers might want to decide on a stance they take on absences that is communicated across the organisation.

As England are expected to proceed beyond the group stages, employers are also likely to have to consider whether the knockout stages have potential to cause disruption too.

In agreeing a contract of employment, employees are committing to make themselves available for work at the times laid out within the contract. They must therefore make every effort to present themselves fit to do so. Overindulging in alcohol in the evenings to the extent where it compromises attendance and/or timekeeping is in breach of the contract and so subjects the employee to an investigation and potentially disciplinary action.

Furthermore, employees who fail to attend work claiming to be sick can be at risk of disciplinary action up to and including dismissal if their employer has evidence that they are not actually sick.

There may be a temptation to let the odd “sickie” go, considering the fact that we’re in the midst of a World Cup competition. After all, unless you have a company sick-pay scheme that dictates it, you don’t have to pay an employee for one day of sickness absence. However, this sends the wrong message and could make it difficult to meaningfully enforce any action or sanctions on future occasions.

Whilst we understand that businesses may not want to interfere with their staff’s leisure time, they will want to remain productive, and so having a planned approach is probably a good idea. Let’s look at each of England’s group games in turn, but remember that as a multicultural society you’re likely to have employees who are supporting other teams.

Game 1: England vs Iran. Monday 21st November – Kick-off 1.00pm

As this game is in the middle of the day, staff who want to watch it will probably need to take the day-off as holiday, or at least a half-day. If you offer flexi-time, an extended lunch break might cover it. Be conscious of staff returning from watching the game down the pub. If you’re a consumer led business, you may find that you don’t get many customers whilst the match is on anyway and so having a radio on in the workplace might be OK.

Game 2: England vs USA. Friday 25th November – Kick-off 7.00pm

Unless you’re open on Saturday’s, this isn’t likely to cause you any issues. For those that do operate on the weekend, a reminder of expectations will probably be well placed. Where company drivers are concerned, a reminder about your breathalyser policy, if you have one might also be a good idea.

Game 3: England vs Wales. Tuesday 29th November – Kick-off 7.00pm

Yes, England and Wales are in the same group and the added rivalry is going to make this a game with broad appeal. Even though it’s on a ‘school-night’, we should expect that people will want to watch this in an environment where alcohol is present. You could be generous and allow employees a late start the following day but is that’s not appropriate then a pre-booked day’s holiday might be an option. Even then, if you’re inundated, you may have to refuse some requests.

Don’t forget your duty of care as an employer and if it transpires that alcohol dependency or another underlying health issue exists, you’ll need to take a different approach. Also, whatever your approach, ensure that you exercise fairness, equality and offer choices to all members of your team. After the success of the England women’s team, don’t fall into the trap of assuming it’s just the men that want to go to the pub to watch the football. That’s something that could easily get you into trouble for discrimination.

For any help and support with your approach to the World Cup, call us on 01452 331331 or e-mail This email address is being protected from spambots. You need JavaScript enabled to view it.

Despite the UK still being in the position of record employment according to latest figures, this week’s rise in interest rates and the forecast by the Governor of the Bank of England that we are hurtling towards the longest recession since records began, are a worry for us all.

In its efforts to bring inflation under control, the BOE’s interest rate rise will affect borrowers and mortgage payers, the latter of which is likely to hit renters too as landlords look for ways to cover rising costs. As disposable income reduces, demand for goods and services will weaken and leading to inevitable job losses.

We all hope the BOE Governor is wrong of course, but he is just one voice amongst many who are forecasting a gloomy outlook for the UK economy, and indeed, the wider, global outlook.

Making the decision to cut jobs is unenviable, gut-wrenching choice for any business owner or senior manager to have to make. Nobody wants to put people out of work. The longer-term survival of the business overall must be the main consideration however, to maintain jobs that can be sustained and hopefully put the business in a position from which it can grow stronger again and rebuild.

If and when the time comes to make redundancies, implementing a process is carried out transparently and equitably is paramount. There are legal responsibilities of course, but moreover, the welfare and mental health of everyone who is involved must also be considered. Going through the redundancy process is always going to be a stressful experience for all parties, particularly when the job losses are not attributable to any acts of wrongdoing or poor management.

Whenever redundancies occur, the main factor to 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 a must.

We recommend that employees who are to be put at risk of redundancy are scored against a ‘selection matrix’ that awards points for each requirement of the redundant position. This should include skills, qualifications, track record and experience and best practice is that scores are agreed with each employee. This takes some of the emotion out of the process and results in a much, robotic, statistically driven result.

The scoring could include minus points for poor 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.

Below is our previously published list of key considerations, but these are really just a guide to help steer you clear of some common redundancy pitfalls. 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 jobs that are at risk of redundancy, never the person
• You’ll need to formally open a consultation for two to three weeks if less than 20 jobs are at risk
• You’ll need a selection criteria that’s fair AND transparent and 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

We’re hoping that things won’t get as bad as forecast, but if redundancies look inevitable we recommend that you don’t delay. Putting off those tough decisions will mean your business continues to throw good money after bad making it less sustainable for employees who remain. By acting quickly, you’ll also be giving those employees you do have to let go the pick of the existing vacancies.

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. This email address is being protected from spambots. You need JavaScript enabled to view it.

Did you know that October is Domestic Abuse Awareness month? October was first declared as National Domestic Abuse Awareness Month in 1989. It’s a month dedicated to raising awareness and acknowledging domestic abuse victims and survivors.

Whilst the default position of many employers may be one of not getting involved in domestic relationship issues, we would remind them of an organisation’s implicit duty of care to its employees. Indeed, apart from the obvious welfare issue, the Health & Safety at Work Act also comes into effect; especially where an abuse victim’s colleagues might be put at risk.

Lapses in concentration in a critical role or duty could catastrophically endanger others. Furthermore, in addition to the effects that abuse may have on the individual and their performance, we shouldn’t underestimate how much this might rub off on the performance of their co-workers.

If the workplace is acting as a place of refuge for an abused individual, then even unwittingly, the employer could be playing a vital role in that person’s wellbeing.

We first posted about domestic abuse over two years ago when a notable rise int the number of reports occurred, considered to be a side-effect of the Covid-19 pandemic and of the associated lockdown. One the most startling revelations at that time was just how much some victims rely on the workplace as a haven or place of escape from an abusive relationship or environment.

Lockdown was an easy explanation for a rise in reported domestic abuse cases. With households forced to remain in their own company for extended periods, relationships could easily become fraught with tensions building until they erupted in an outburst of violence. For those reported cases, we should remember that there are many more that go unreported for fear of even greater violence or reprisals.

As lockdown restrictions were lifted, we entered the great Working from Home debate. Having experienced a functional business without the added cost of a bricks & mortar premises, some employers famously chose to do away their offices and asked all employees to work from home. Whilst a high proportion of workers embraced this opportunity, there may have been many who exist in an abusive relationship and who will dreaded the prospect of homeworking.

Following the easing of covid related working restrictions and the wider return to the traditional workplace, the shadow that domestic abuse cast has waned somewhat and it is no longer an issue that makes the headlines. Of course, that doesn’t mean it has gone away and organisations should consider giving it the attention that mental health has garnered over recent years.

Businesses are not expected to take responsibility to resolve cases of domestic abuse, but they should, as part of their general employee welfare duties, notice the signs and signpost affected staff-members to relevant organisations and support groups. Ignoring or turning a blind eye when it’s evident that an issue exists, or is even suspected, will almost certainly compound the effects of the abuse for the individual.

Countering the effects that domestic abuse might have in the workplace doesn’t have to be a huge, costly exercise and in fact there are some simple, quick wins that can be implemented by anyone:

• Firstly, we need to recognise that there might be a problem.
  • Has behaviour changed?
  • Is an individual uncharacteristically late for work or has let their work standards drop?
  • Does the individual always choose to come to work, even when homeworking is offered
  • Is someone dressing differently or unsuitably for the time of year possibly to covers marks or bruising?
  • Abuse isn’t always physical so be aware of mental abuse too
    
    
• If an employee discloses they are being abused then don’t doubt or question it; reassure them that they will be supported at work
  
  
• Take whatever action you can that doesn’t risk worsening the issue. This may be changing how incoming phone calls or e-mails are managed so the abuser cannot access their victim whilst they are at work or are discouraged to try
  
  
• Display posters or information for support groups of domestic abuse or have a list of organisations readily available
  
  
• Remember that men can also be victims of domestic abuse and that it can occur in same sex relationships too

Something as fundamental as ensuring your managers are trained in how to deal with difficult conversations could be a really effective first step toward supporting staff who may be victims of domestic abuse.

We’ve compiled a new Domestic Abuse Awareness fact sheet which is available to download from our Toolkits. It’s FREE to download at the moment with the discount coupon AWARE100.

If you require any support with handling a known or suspected instance of domestic abuse you can call us on 01452 331331 or e-mail This email address is being protected from spambots. You need JavaScript enabled to view it.

Covid cases are on the rise again and we are seeing more of our clients experiencing cases of absence amongst their staff owing to Covid. Indeed, Government statistics to the 8th October show an increase of cases in England of over 21%. We’re not immune either at HR Champions, and have recently had a number of our own team test positive.

The increase in cases has coincided with the onset of Autumn, and as the cooler, wetter weather begins to take hold, we must expect cases to increase further as more of us stay indoors and share confined spaces. Whilst the fuel crisis may mean your employer is still holding out on turning the heating on at work, good ventilation, one of the recommended measures to fight the spread of the disease, is likely to suffer as doors and windows remain firmly shut to keep out cold draughts.

With this potential, if not inevitable, rise in Covid cases, we have reviewed the latest Government and NHS guidance. The key elements for employers to consider are:

• In all cases, the overriding consideration is an employer’s duty of care and their responsibility to protect the health, safety and welfare of their employees and other people who might be affected by their work activities. Employers must do whatever is reasonably practicable to achieve this.
  
  
• Covid is now treated in the same way as any other sick absence and the normal sick pay rules apply.
  
  
• Guidance states 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.
  
  
• If individuals feel unwell but have either tested negative or not tested positive, they should still avoid contact with people and especially those considered to be vulnerable.

Covid remains a highly transmissible disease that poses a significant risk to business continuity when it is identified in the workplace. 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 the infected employee’s job is one where they are not able to work from home, then they should not be in work and should be on sick leave.
  
  
• 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.

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 the current economic climate, employees are likely to want to avoid being off sick. Although their intention maybe admirable, they are potentially putting their colleagues, customers, and your business continuity at risk. Equally, employers may struggle if they are short staffed.

The law doesn’t say you must isolate if you are Covid positive any more so this leads us to a grey area.

If you do allow Covid-positive people into the workplace, or if you turn a blind eye to employees with symptoms, then you should be confident that you have robust procedures in place that are preventing the risk of transmission and that your employees are fully confident and pro-active with these arrangements.

So, you wouldn’t expect a care worker in a nursing home to attend work if they tested positive, but a roofer on a building site who could work at a distance from others might be OK.

Investing in some lateral flow tests for employees to use might be a good idea if you have vulnerable workers.

Covid symptoms continue to evolve and the latest can be found at: https://www.nhs.uk/conditions/coronavirus-covid-19/symptoms/main-symptoms/

We’ve tried to cover all the bases here but there are bound to be cases with an anomaly or two so we’re here to help when required on 01452 331331 or drop us an e-mail to This email address is being protected from spambots. You need JavaScript enabled to view it.

World Menopause Day is marked next Tuesday on 18th October, the date designated by the Menopause Society. We were reminded of its imminence this week with calls for a menopause test for all women over the age of 45 in a report commissioned for the ‘Menopause All-party Parliamentary Group’ of MPs.

We first posted about the menopause and the workplace a year ago following an increase in public awareness and media attention. This has continued over the last 12 months fuelled by some celebrity advocacy and reports of a shortage in Hormone Replacement Therapies (HRT) and difficulties faced by women in getting a diagnosis.

Employers need to remain constantly mindful of the menopause because of its potential effects it can have on some members of staff. It can affect the mood and confidence of some employees and lead to feelings of depression and anxiety, ultimately affecting performance. Mis-interpreting such changes in behaviour or not understanding the reasons behind the changes, could lead to uncomfortable situations and the potential mis-treatment of the affected employee(s).

Usually occurring in women between the ages of 45 and 55, the menopause is when the ovaries stop releasing eggs and levels of hormones oestrogen, progesterone and testosterone falls. The hormonal fluctuations cause a number of symptoms associated with the menopause. Most commonly these are hot flushes, night sweats and difficulty sleeping.

The affected age range means that for some employers there is potential for a large number of workers to be going through it at any one time. However, the random nature of symptoms can make it difficult to diagnose conclusively. Equally, individuals going through the menopause may experience difficult in coming to terms with the fact or may fear being treated differently. The proposed test could help to pave the way for a more measured approach and agreed courses of treatment.

Apart from the compelling reasons for maintaining individuals’ basic dignity, there are real benefits employers recognising the need to understand the menopause more. Not least of which is how offering appropriate support will help to retain valuable team members.

A culturally accepting environment where individuals can feel comfortable to admit to struggling with symptoms without fear of reprisal or embarrassment should be the default position of all employers. The menopause is only temporary and so some flexible working initiatives could be initiated that support employees during the time they are affected.

It has been a while since any high profile cases regarding the menopause have come to light, but the parliamentary party may make propose changes that would see the condition fall under the remit of the Equalities Act. This will of course force companies to act out of fear of expensive Tribunal claims, but as usual, we would advocate a carrot rather than stick approach and encourage organisations to implement policies now and educate all employees. After all, whether at work or at home, many individuals are likely to experience either first or second hand, the effects of the menopause.

On that point, we should also remember that partners of those experiencing the menopause may be indirectly affected. It’s not uncommon for symptoms to create stresses and strains on relationships which may in turn affect the performance of staff members who are not experiencing the menopause themselves.

We are also seeing the male equivalent, the andropause, gaining wider recognition and transgender individuals are equally likely to experience symptoms.

A wealth of information is available on the Internet and in the media and a good place to start might the International menopause society website https://www.imsociety.org/. And here we remind y6u of our list of quick wins so that you can take steps and easily implement some measures to help you create that inclusive and open culture:

1. Have a practical and inclusive menopause policy for your business. You can download one from our website here. There’s also a detailed fact sheet.
2. Ensure your managers understand your policy and are trained and confident to have sensitive and confidential conversations.
3. Consider a wellbeing or menopause champion. Someone that can be spoken to in confidence.
4. Raise awareness of the menopause across the business. This might be simply highlighting articles like this one.
5. Some simple and inexpensive reasonable adjustments can be made for individuals who may be experiencing symptoms. Think desk fans, sited near a window and close to toilets and cold drinking water.
6. Remind staff of what’s included in your employee assistance programmes. For example, taking advantage of 24/7 GP appointments or counselling services

As usual we’re here to help and advise on this topic and anything else regarding HR and Employment Law. Call us on 01452 331331 or drop us an e-mail to This email address is being protected from spambots. You need JavaScript enabled to view it.

We’ve got a new word for you this week. Quitfluencer. In their recently released Global Workforce of the Future report for 2022, recruitment and employment agency Adecco, refer to the new term for a certain type of employee; or rather, ex-employee.

It’s probably not a new phenomenon in the world of employment but it’s undeniably one ripe for attributing a trendy, social media style descriptor to. A Quitfluencer is someone who quits their job, starting a domino effect; prompting others in the organisation to at least consider their own positions, with a proportion following suit and subsequently quitting also.

In fact, the report suggests that a quitting spree will influence 70% of colleagues to consider leaving and as many as 50% will follow through on the idea over the following 12 months. The report refers to this as quitting contagion and is markedly higher in Generation Z than in the so-called Baby Boomer demographic.

The full report (read it here) is based upon a survey conducted by Adecco earlier this year involving 30,000 employees across 25 countries. Its purpose is to shine a light on the attitudes of the current workforce to enable employers to take the necessary steps to plan their talent strategies more effectively.

The survey upon which the report has been compiled was conducted in April and May of this year. Despite the fact that Russia had already invaded Ukraine at the time, it may still have been too early to identify the full effect on the global fuel supply that the war had at that time. Consequently, confidence in job security was probably higher which we see reflected in the figures.

Whilst the effect of the Quitfulencer is global, the report indicates that a lesser proportion of fellow colleagues are affected in the UK. Even so 29% is no meagre figure, and in a business environment where the number of vacancies remans historically high, employers still need to be taking steps to ensure that they are doing their utmost to retain staff.

Regular readers of our blog and attendees of Attract, Recruit, Retain seminar earlier this year will already know that whilst remuneration is one of the most significant attracters of new talent, it falls much further down the list of reasons why people leave an organisation. This is corroborated in the Adecco report which puts salary behind factors such as flexibility and work/life balance, career progression and mental health and wellbeing when it comes to staff retention.

The current and worsening economic crisis is likely to put this current status to the test. As workers are faced with ever increasing bills, their inertia will be strained as they are tempted by the prospect of higher pay on the other side of the fence. Organisations that make themselves truly sticky will win the talent retention struggle.

There is little that is more rewarding than being part of a recognised, high performing team. We can refer back to the well trained and highly motivated soldiers of the Ukrainian armed forces for a clear and current example of this.

As employers, we should immerse and smother our staff in great management and leadership that supports employees. You’ll already know that we have perfected a suite of Leadership, Management and Wellbeing training solutions, finely tuned to enable your employees to feel engaged, valued and perform at a high level.

After all. who really wants to quit a winning team?

Contact us now to discuss a tailor made training solution that supports, enables and retains talent on 01452 331331 or at This email address is being protected from spambots. You need JavaScript enabled to view it.

Perhaps unsurprisingly, a high proportion of calls we receive into our helpline relate to employee performance. Managers and supervisors want to know what courses of action are open to them to either improve the performance of an individual or to exit them from the organisation. Often the person in question is a relatively new employee but sometimes it is a more established individual.

In a significant proportion of these cases, the need for our intervention would never have occurred if there was a regime or policy of conducting regular and effective staff appraisals and performance reviews.

Appraisals and reviews shouldn’t be seen simply as a ‘nice to do’ or box-ticking exercise. Executed effectively and properly planned they are an essential management tool that will maximise employee performance, increase staff retention, improve morale and establish the training needs for both the individual and the wider organisation.

Quiet quitting is a phrase that has entered the lexicon recently. A post-covid phenomenon, quiet quitting is where employees just do the bare minimum of work to get by. Just enough so they cannot be accused of underperforming and not enough to earn them praise or make them stand-out amongst other employees.

Regular appraisals or reviews enable managers to monitor quiet quitters and review performance and objectives, ensuring that they are making a positive contribution to the organisation. Keeping individuals’ performance records from regular meetings can be a useful tool should re-structuring becomes necessary and jobs need to be shed.

Considering how beneficial performance reviews can be, it’s surprising that more businesses do not make them a compulsory management policy. Not having enough time is on often cited excuse for not doing so but we would argue that the benefits far outweigh the time spent in actually carrying them out.

Some suggestions of format and frequency follow and whilst there is no universally recognised design, there are a few common elements that would be seen as best practice.

• Probationary Reviews: New recruits usually need a lot of support and regular checks of their understanding of their job roles and objectives. There is usually a lot to take in when starting a new job so little and often can be a good approach. We would suggest weekly as this also gives you a clear opportunity to fail quickly should it become clear that your haven’t recruited the right person. Don’t forget a formal probationary sign-off (or extension) meeting so that the employee’s status is clear.
  
  
• Performance Reviews: We recommend that you hold performance reviews with all members of staff at least monthly. You might want to call these one-to-one sessions and keep them relatively informal but don’t allow that to detract from their importance or use it as an excuse not to hold a meeting. A frequent meeting like this enables managers to keep on top of issues as they arise. If an employee isn’t meeting expectations then the reasons why can be uncovered and acted upon promptly. Targets can be set and evaluated or more training is required then it can be arranged. Conduct issues can be tackled quickly then.
  
  
• An annual appraisal, as the name suggests, is a once per year meeting with your employees to have a conversation about their performance over the previous 12 months. It’s an opportunity to discuss short, mid and long term plans, goals and expectations, on both sides. The annual appraisal is also an appropriate time to discuss a pay increase, which, provided you have maintained your regular performance reviews can be performance related, enabling you to reward hard-working staff more.

In all cases, prepare your meeting so that you know what you want to discuss and what outcomes you are looking for. Ask the employee to prepare too so that they are ready to present on their own performance.
Review against previous objectives and set new objectives to be attained over the coming month, quarter or year. Discuss aspirations and if there is any training support you can offer or your employee would like to help them meet their current objectives or to extend themselves.

We can provide appraisal and performance review training for managers as well as providing forms and checklists in our toolkits. We can also support your employees with their development including management and leadership. Call us for further information on 01422 331331 or e-mail This email address is being protected from spambots. You need JavaScript enabled to view it.

For a proportion of the UK workforce, the Covid pandemic was a catalyst to review their work-life balance resulting in them either significantly reducing their working hours or retiring altogether. This group have been dubbed the “lost workers” and have contributed to the labour shortage we are currently experiencing in the UK, thereby driving pay and benefits packages.

In addition to this group of absentees, the UK is also suffering from a high proportion of workers who are on long term sickness absence. As this group are effectively employed, they do not appear on unemployment statistics, however they are clearly not contributing towards productivity or GDP. They can be, however, a substantial drain on the resources of their employers.

Official ONS figures for sickness absence only cover up to 2021 when Covid played a major factor, but unofficial reports point to as many as a quarter of a million individuals absent on long term sickness.

Managing long term sickness absence takes a degree of effort to manage effectively made worse by the fact that each case had its own intricacies and anomalies. Because of this we often get called in to support with long-term sick cases but there are a few golden rules that apply across the board which most employers should be able to implement:

• Four weeks is the usual threshold for long term sickness however this may vary depending on your own company’s policy so make sure you activate your long term sickness policy at the right time.
  
  
• Don’t ignore the situation. The biggest problems we encounter are when no action has been taken for several months and the employer suddenly wants to do something about it.
• Ascertain the medical condition from which the employee is suffering, the nature of investigations/treatment they have had to date, and the likely time scale in which they expect to return to work.
• Regular communication is vital. We recommend every two to four weeks that the employee is off and seek to establish:
  • Is the employee recovering
  • Is there any more support they can be offered?
  • Are there company issues that he or she should be kept up to date with
  • What you are doing to manage in the workplace during his or her absence
    
    
• Arranging a medical report from the employees GP should be part of your process if the absence looks likely to be extended. However GP’s can sometimes be reluctant to release medical details to people with no medical background. We recommend commissioning an Occupational Health Advisor (OHA) who will be able to interpret the results of a medical report and recommend any adjustments required in the workplace to assist the employee’s return to work.
  
  
• Remember the employee’s rights under the Access to Medical Reports Act 1988 which must be explained to them, and you must get a Medical Report Consent form signed if you’re asking for details to be released.
  
  
• The results of the medical report will determine how to proceed. Whether the employee will return to work and if a support plan needs to be put in place to assist this; or if the future of the employee remaining with the company needs to be considered. Each case should be assessed individually depending on the advice from the OHA
  
  
• Regardless of the potential outcome arrange to discuss the results with the employee.
  
  
• Dismissal based on incapability might be a consideration and it can also be an option that allows both you and the employee to move on. Following the correct procedure is paramount.
  
  
• Very often, underpinning Long Term Sickness is the potential for disability and employers should ensure that every effort to consider reasonable adjustment should be taken. Disability Discrimination under the Equalities Act 2010 carries unlimited penalties so make sure you exhaust all possibilities before considering dismissal.
  
  
• Get updated Medical Reports as required. Don’t base decisions on a report that is three months old.
  
  
• As an employer you may have limits for accepting reasonable adjustments in the business, so only after all possible adjustments have been exhausted in line with ACAS best practices will dismissal be the only reasonable outcome. However, you must make sure the whole process has been managed properly; including the dismissal itself.
  
  
• Multiple short periods of absence can be as damaging to a company as a single long-term period and sometimes more so. Consider employing the Bradford Factor scoring system to know when taking action is reasonable.

If you currently have issues with sickness absence, long-term or otherwise, we’re here to help. Call us on 01452 331331 or e-mail This email address is being protected from spambots. You need JavaScript enabled to view it.