Confronting the reality of terminal illness is never easy, especially within the context of the workplace. Employers often find themselves in delicate positions, needing to address such sensitive matters with empathy, legality and professionalism. Whether an employee themselves is facing a terminal illness or their loved one is, these conversations demand careful handling.
Hearing news of a terminal diagnosis is probably the most difficult news someone can hear. Many people in that situation are in employment. CIPD research shows that just a third of UK organisations have support provisions in the workplace like specific policies, line manager training or awareness-raising information.
We have put together a guide on how you can navigate the most difficult conversation.
Legal obligations
A Terminal Illness (Rights and Support) Bill was introduced into Parliament in 2022. However, it remains a bill and little legislation concerning terminal illness in the workplace exists today.
Under the Equality Act 2010, employees have a legal disability providing the disability has a ‘substantial’ and ‘long-term’ negative impact on their day-to-day life. As a terminal illness progresses, people are more likely to meet this criterion.
Employers should be considerate when employees request time off in this situation. Employers could consider sick leave, special leave, annual leave and flexible working.
Workplace Culture
It’s imperative that you create an inclusive and supportive culture. We rarely speak about death and there is a natural stigma associated with death in our society. Employees who work in a compassionate environment are more likely to feel comfortable opening up about life changing events. This enables employers to offer appropriate support and consider the impact on the business.
Absence Leave
It is inevitable that an employee will take multiple absences from work. You should be sensitive and compassionate in your approach. Whilst they are off, you should arrange ‘keeping in touch’ conversations. Frequency and content of conversations will depend on the employee. Some might want to be kept up to date on work, others might not. All conversations should be empathetic and not focussed on the employee returning to work before they are ready. If the employee feels ready return, an effective return to work interview will ensure a smooth and sustainable return to work.
Effective Line Managers
The employer should promote good people management behaviours. Line managers are the first point of call for supporting employees’ health and wellbeing. Managers should be trained in the organisation’s framework and policies relating to health and wellbeing. They need to feel confident in having an empathetic conversation and understand how to maintain clear boundaries. Managing performance can be difficult for any line manager. Add in an illness that will undoubtedly affect the employee’s performance and it becomes a whole new situation.
Navigating the delicate situation of terminal illness within the workplace requires a holistic approach that integrates empathy, legality and professionalism. While legal frameworks like the Equality Act 2010 provide a foundation, current legislation remains somewhat limited. Nevertheless, employers have a moral obligation to support their employees facing such difficult circumstances. Overall, navigating conversations around terminal illness in the workplace requires a comprehensive and compassionate approach that respects the dignity and rights of the individual while also acknowledging the broader impact of the organisation.
At our next free HR and Employment Law update, we are joined by Clare Davis, CEO of Longfield Hospice who will be providing first hand insight into dealing with the most difficult conversation – terminal illness in the workplace. Click here to book your place/s now.
Understanding how we communicate and interact with others is crucial for creating a high-performing, cohesive workplace. Our Insights Discovery Training helps businesses unlock their team's full potential by using the renowned Insights Discovery personality profiling system.
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This system categorises individuals into four colour energies—Cool Blue, Fiery Red, Sunshine Yellow, and Earth Green—each representing distinct behavioural preferences and communication styles. Every individual embodies all four colours to some extent, but we each have dominant and secondary colours that influence how we think, act, and communicate.
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The Business Benefits of Insights Discovery Training
Companies that embrace Insights Discovery Training benefit from improved communication, stronger collaboration, and enhanced productivity. By understanding which colour behaviours each team member exhibits, employees and managers can adapt their communication style to get the best out of their colleagues. For example, a detail-driven Cool Blue might feel overwhelmed by the fast-talking enthusiasm of a Sunshine Yellow, but through this training, they can learn to communicate more effectively by adjusting their approach.
Equally, when managers understand the natural strengths and potential challenges of their team members, they can delegate more effectively, foster better teamwork, and create a harmonious working environment. Teams that use Insights Discovery report fewer misunderstandings, improved decision-making, and a greater sense of unity, as employees learn to appreciate and leverage each other’s differences.
Enhancing Interdepartmental Communication
Insights Discovery can be particularly valuable for cross-department collaboration. Certain industries or job roles naturally attract individuals with dominant colour preferences—for example, accountants and analysts often exhibit strong Cool Blue traits, while salespeople tend to lean towards Sunshine Yellow. This contrast in working styles can sometimes lead to miscommunication and inefficiencies. However, when teams understand the communication needs and drivers of different personality types, they can work together more effectively, improving interdepartmental cohesion and operational efficiency.
How HR Champions Ltd Delivers Insights Discovery Training
At HR Champions Ltd, we tailor our Insights Discovery Training to the unique needs of your business. Our experienced trainers help your team identify their dominant colour energies, explore how these influence workplace behaviours, and develop strategies for adapting communication styles to improve teamwork, leadership, and performance.
This training provides immediate, practical benefits that can be applied across all levels of an organisation—from frontline staff to senior management. By implementing Insights Discovery, businesses experience improved engagement, stronger leadership, and a more productive workforce.
If you're ready to transform your team's communication and unlock their full potential, contact HR Champions Ltd today to discuss how Insights Discovery Training can benefit your organisation.
Create a common language to enable high performing teams.
Course Content
- Discover 'Who am I?'
- Understand the perception we have of others and how to challenge it
- Explore the four colour energies and understand your own preferences
- Learn about Carl Jung's theory around preferences and how it is the foundation for Insights Discovery
- Explore your own Insights Discovery profile
- Understand how to recognise the four energy types and how to adapt your own behaviours to enhance relationships
- Depart with an action plan to apply what you learn back into your workplace
| Benefits to the business | Benefits to the delegate |
| Create a common language to navigate and reduce conflict in teams | Understand and challenge your perception of others |
| Improve communication with colleagues, clients and customers | Forge better relationships with others based on mutual understanding |
| Understanding personality preferences will help leaders navigate and implement change effectively | Have more open and positive conversations |
| Boost confidence in exploring innovation and ideas - be ahead of the competition | Recognise your strengths and development areas with an in-depth personality profile |
| Being a recognised employer of choice who takes responsibility for the well-being of employees | See yours and others' value in the team |
To find out more about this course or to book on, just get in touch.
When working in hospitality, your legacy is your customer service and the lasting impression you have on your customers. You want people to enjoy and have respect for themselves and others so that their experience is positive. Unfortunately, this is not always the case. The classic situations exist: someone thinks they were next in the queue, you serve the ‘wrong’ beer, you gave someone the wrong look! Mix this behaviour with alcohol and the situation can escalate quickly. No matter how hard you try to deliver excellent service in these circumstances, your default response is to defend yourself. Staff might feel out of their depth and may respond unprofessionally. Our programme will provide the fundamentals in providing excellent customer service whilst also learning how to deal with difficult customers and knowing when to escalate a problem to management and/or security.
Who should attend?
The course is suitable for all hospitality team members. Find the fine balance between offering great customer service and managing difficult customers.
Customer behaviour is becoming more rowdy and sometimes aggressive.
Course Content
Module 1
What great customer service looks and sounds like
Module 2
Communication: Ensure tone and body language are professional, assertive and in control
Module 3
How to be assertive whilst managing difficult and intoxicated customers
Module 4
How to de-escalate a difficult situation
Module 5
Understand the escalation process
| Benefits to the business | Benefits to the team |
| Reduce the need for security intervention at the bar | Feel confident in dealing with difficult situations and intoxicated customers |
| Enhance customer service with assertive staff who can manage customers' expectations | Know what to say and how to say it assertively |
| Keep up with the customer demand, identifying potential confrontational situations before they intensify | Understand when you need to escalate a situation to management and/or security |
| Protect licence by de-escalating situations that would have required the police | Positively keep up with the fast-paced nature of the environment by reducing stress levels when dealing with challenging situations |
| Being a recognised employer of choice who takes responsibility for the well-being of employees | Feel safe in your working environment |
| Skills and knowledge immediately implementable |
To find out more about this course or to book on, just get in touch.
Despite the impression that some people have about HR, it isn’t always about grievances and disciplinaries or enforcing heavy handed policies to wring every last ounce of effort from employees. There is a warmer, fluffier side that is about developing and enabling individuals to shine and be the best possible version of themselves.
However, people issues remain a barrier and a concern that significantly impact operational efficiency and overall organisational health. On examination many challenges stem from a fundamental flaw - the failure to implement standard management practices effectively. This systemic issue of poor management not only perpetuates recurring problems but also highlights a critical need for UK businesses to reassess and strengthen their management frameworks.
In our experience, a wide array of workplace issues - from employee disengagement and high turnover rates to poor productivity and conflict escalation - often comes down to poor management implementation. These are not new issues; they are recurring themes that highlight a deeper problem. Despite the availability of robust management theories and practices that have been developed over decades, the failure to apply these with efficiency and effectiveness seems to be endemic across the country.
Poor management is not just an operational inconvenience, it is a significant financial burden on businesses. Inefficient management practices lead to a range of issues, including high employee turnover, low morale, reduced productivity, and increased absenteeism. Each of these factors not only disrupts day-to-day operations but also diverts resources away from strategic objectives towards constantly firefighting people issues. The cost associated with recruiting and training new staff, coupled with the loss of institutional knowledge when employees leave, can severely impact a business's bottom line and competitive edge.
Furthermore, poor management contributes to a toxic workplace culture, stifling innovation and creativity. In such environments, employees are less likely to feel valued or heard, leading to disengagement and a lack of motivation. This scenario is particularly detrimental in today's knowledge-based economy, where the success of businesses heavily relies on the intellectual capital and innovative capacity of their workforce.
Whilst some may argue that the legacy of COVID-19 has exacerbated these management challenges, attributing current issues solely to the pandemic overlooks the broader issue. The reality is that the pandemic merely amplified existing vulnerabilities within management practices, highlighting areas in desperate need of improvement.
Addressing these entrenched issues requires a management renaissance; a concerted effort from businesses to overhaul their management practices. This includes investing in leadership development programs that equip managers with the skills necessary to lead effectively in today's business environment. Emphasis should be placed on building emotional intelligence, fostering effective communication, and developing a deep understanding of how to motivate and engage diverse teams.
Moreover, businesses need to adopt a more strategic approach to HR management, viewing employees as valuable assets rather than costs to be minimised. This involves implementing robust talent management strategies that focus on employee engagement, career development, and well-being. By doing so, businesses can create a positive image and workplace culture that attracts and retains top talent.
Addressing the problem requires a multifaceted approach. First, there is an urgent need for a cultural shift that places greater value on effective management as a critical business competency. This includes recognising management ability not as an innate trait but as a skill set that can and should be developed through continuous learning and professional development.
Organisations must prioritise equipping their managers with the appropriate tools and awareness needed to navigate the complexities of the modern workplace. Training on effective communication, conflict resolution, performance management, and fostering inclusive work environments is a start, but remember that managers need to be given the time to implement good management practices. These aren’t to be squeezed in alongside their other duties and be the first thing to go when there is pressure on time.
Furthermore, businesses need to adopt a more proactive stance toward identifying and addressing management inefficiencies. Implementing regular feedback mechanisms, such as employee surveys and manager performance reviews, can provide valuable insights into management effectiveness and areas for improvement.
The persistence of HR and people issues within UK businesses should be a wakeup call for a renewed focus on management practices. It is time to confront the issue of poor management and recognise the impact that effective management practices have on organisational success.
Through targeted investment in leadership development and a strategic approach to HR management, businesses can not only mitigate the costly and disruptive effects of these challenges but also unlock new avenues for innovation, growth, and competitiveness.
Allow us to help. HR Champions are the custodians of the very management skills and knowledge that businesses need to thrive. Our training offering reflects some of the most widely accepted and revered management practices in the world. Speak to us to day about implementing a training solution that aligns with your overall business plan and strategy. Call us on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it.
The Health and Safety Executive (HSE) recently updated its ‘L74 – Guidance on The Health and Safety (First-Aid) Regulations 1981’. The HSE’s principal change in the document is to “emphasis employers’ responsibilities to take account of employee’s mental health in their first-aid needs assessment”.
Within the updated L74 document, the HSE advise that “it may be helpful to have people trained to identify and understand mental ill health symptoms who are able to support someone who is experiencing a mental health issue.”.
Equally, the HSE recommends that when assessing how much first aid provision and employer has to make depending on the hazards and risks of each workplace, the provision should now be related to both physical and mental health.
Under the Health and Safety at Work Act, employers have a “duty of care” to their employees. This means that employers must take all reasonable steps to support their employees health, safety and wellbeing at work. According to ACAS, this includes:
- Employers making sure the working environment is safe
- Protecting staff from discrimination
- Carrying out risk assessment
According to the Equality Act, someone with poor mental health can be considered disabled if poor mental health has a ‘substantial adverse effect’ on their life i.e. they regularly cannot focus on a task. Moreover, if poor mental health lasts or is expected to last for at least a year. Finally, if it affects their ability to complete their normal day-to-day activities.
Under this law, employers must not discriminate against them because of their disability and must make reasonable adjustments.
According to Mind, one in four people in the UK will have a mental health problem at some point in their life. Mental health is about how we think, feel and behave. In the UK, anxiety and depression are the most common mental health problems. Work can aggravate pre-existing conditions and problems at work can bring on symptoms or make their effects worse. Employers have a legal responsibility to help their employers whether work is causing the issue or aggravating it. Where a risk is identified, reasonable steps must be taken to remove it or reduce it.
The UK government’s 'Thriving at Work Report' set out ‘Core Standards’ that all employers can and should put in place. These include:
- Produce, implement and communication a mental health at work plan
- Develop mental health awareness among employees
- Encourage open communication about mental health
- Provide employees with good working conditions ensuring they have a healthy work life balance
- Promote effective management to ensure all employees have regular conversations with their line managers
- Routinely monitor employee mental health and wellbeing
Returning back to the new guidance from the HSE, building a team of Mental Health First Aiders is the perfect place to start. Including Mental Health First Aiders in your business' First Aid needs assessments ensures that you have people trained to identify and understand mental ill health symptoms to support someone who is experiencing a mental health issue. Click here to take a look at our mental health training and how it can support your team.
We are here specifically to support employers with HR & Employment Law support and with training business owners, managers, and their teams. Start a conversation with us on 01452 331331 or e-mail This email address is being protected from spambots. You need JavaScript enabled to view it.
For small and medium sized businesses, (SMEs), steadily increasing the number of employees symbolises significant progress and reflects growth and ambition. However, this progression does not come without its own set of challenges. Being an employer is as much a profession that requires specific skills and knowledge as manufacturing products, producing goods, or providing services to clients.
Attaining a stage where some provision of HR becomes a requirement is very much a chicken and egg scenario. SMEs are unlikely to be able to afford the ideal of someone in a dedicated HR role, who ensures employment law compliance and best practice from the outset.
Businesses will invariably wait to build a critical mass of employees, but there is no fixed point when a requirement for HR is standard. Instead, SMEs will tend to reach out when employee issues and problems start occurring so frequently that resources become directed away from the organisation’s core purpose and towards managing those people issues instead.
It’s commonly businesses owners and senior managers who get caught up handling the issues that arise; the very people in the business who’s value is least well spent away from business focussed duties.
The range of potential employee issues is very broad; something we at HR Champions can attest to. In addition to the usual suspects like attendance and performance, we are witnessing a notable rise in cases where mental health is a feature. Common issues and their impact include:
Attendance and Punctuality: Regular absenteeism or lateness can significantly disrupt operations, especially in smaller team where each member's role is likely to be more defines. Addressing this requires a delicate balance of understanding and firmness, ensuring that genuine problems are sympathetically managed while maintaining clear expectations and consequences for poor attendance.
Performance Management: Identifying poor performance is rarely lacking. Addressing it in a fair but effective manner can be an area where smaller businesses tend struggle; often through lack of experience in doing so. Developing clear performance criteria and conducting regular reviews can be time-consuming but are essential for maintaining standards and supporting employee development. Without these measures, underperformance can go unaddressed, harming the business's overall productivity and negatively affecting morale. Don’t think other team members don’t spot when someone isn’t pulling their weight.
Misconduct: Even when businesses have clear disciplinary procedures in place, dealing with cases of misconduct and gross misconduct fairly and consistently can be challenging. Again, this is very often down to a lack of experience. Accusations of unfair treatment can escalate to formal grievances, or even employment tribunals so it’s imperative that proper procedures are followed and outcomes are uniform.
Bullying and Harassment: Whether from managers or peers, workplace bullying and harassment, including sexual harassment and misconduct, can not only lead to increased stress and reduced morale among employees but also result in higher turnover rates, sickness absences, and potential legal consequences. The close-knit nature of small teams means that the effects of such behaviours can be particularly pervasive, damaging the company culture and affecting every aspect of business operations. Depending on the perpetrator, there may also be mixed loyalties, especially when it is an otherwise high achiever.
Supporting Mental Health: Increasingly, businesses are expected to support the mental well-being of their employees and cases that involve mental health have become much more prevalent; especially since Covid. Whilst smaller businesses can feel unprepared owing to a lack of resources or knowledge, mental health issues are often new territory for organisations of all sizes. Failure to understand issues and support employees effectively can lead to increased absenteeism, decreased productivity, and can exacerbate the challenges of managing underperformance and misconduct.
Compliance with Employment Legislation: There is a myriad of employment laws in the UK and they are constantly being updated and added to. Contracts of employment , working hours, holiday entitlement, absence rights, the legal framework is extensive. Keeping up with legislative changes can be a struggle at the best of times, which can lead to inadvertent breaches of employment law. Such breaches not only risk legal action but can also damage the reputation of the business.
While these challenges may seem overwhelming, there are proactive steps all businesses can take to mitigate the risks and manage employee issues effectively. Preparative and preventive strategies that businesses can take include:
- Invest in Training: Equipping managers with basic HR training can enhance their confidence and competence in handling employee issues. We have a range of courses that meet the needs of managers at all levels.
- Develop Clear Policies: Creating and communicating clear, written policies on attendance, performance expectations, and conduct provides a framework for addressing issues and ensures that all employees understand what is expected of them. We do this; ask us.
- Foster Open Communication: Encouraging an open, transparent communication culture can help to identify and resolve issues before they escalate. Regular check-ins and an open-door policy can facilitate this.
- Seek Professional Advice: For complex issues, legal concerns or just to check you’re doing it the right way, seeking advice from HR Champions can prevent costly mistakes. We offer flexible support suited to a range of business budgets.
- Consider Mediation Services: For resolving disputes, mediation can be an effective, less confrontational approach. It involves a neutral third party helping to find a resolution acceptable to all involved.
Employing staff can and should be a rewarding experience but it does introduce a raft of challenges. However these can be managed with the right preparation and approach. Investing in foundational HR practices, fostering a positive workplace culture, and seeking professional advice when needed can help navigate the complexities of employment and support business success.
We are here specifically to support employers with HR & Employment Law support and with training business owners, managers, and their teams. Start a conversation with us on 01452 331331 or e-mail This email address is being protected from spambots. You need JavaScript enabled to view it.
Whilst we really enjoy the people development side of our business, as a provider of HR support services, we’re always happy to help out businesses that need advice or guidance with sticky people problems or issues. It’s accounts for quite a lot of our business. However, in over 23 years of providing our services, it’s fair to say that whilst the people change, the same issues seem to re-occur time after time.
In our experience, many of the HR issues that businesses face are really quite unnecessary and simply stem from a lack of proactive and effective management. These challenges, often costly and disruptive, could be significantly mitigated if managers were to embrace their duties more diligently, particularly when it comes to engaging in difficult conversations with staff and conducting regular, meaningful appraisals and feedback meetings.
We don’t have statistics, but just as the ONS puts a figure on the cost to the UK economy of employee sickness absence, there is probably an equally shocking number that could be recorded for the cost to business of avoiding tough conversations and neglecting regular feedback sessions. Both of which can lead to a plethora of HR issues, including unresolved conflicts, declining employee morale, and decreased productivity.
For instance, avoiding difficult conversations can allow minor grievances or misunderstandings to escalate into major conflicts, requiring HR intervention and potentially leading to legal disputes. Similarly, infrequent or ineffective appraisals can leave employees feeling undervalued and unclear about their performance expectations, contributing to a decline in motivation and work quality.
Such lapses in management can erode the organisational culture and lead to high staff turnover rates. Not only disruptive in itself, this in turn can also incur significant costs in terms of recruitment, onboarding, and training new staff. The financial implications are substantial, but the intangible costs, such as the loss of institutional knowledge and decreased employee engagement, can be even more detrimental in the long run.
One of the most critical skills a manager can possess is the ability to communicate effectively, especially when it comes to providing constructive feedback and addressing issues head-on. Regular and honest communication can prevent many problems from escalating, saving the organization considerable time and resources.
By encouraging an open and transparent dialogue, managers can help to create a positive work environment where employees feel valued and understood. This not only enhances individual performance but also contributes to the overall success of the organisation.
Regular appraisals and feedback sessions are not merely administrative exercises; they are opportunities for growth and development, both for employees and the business. These sessions allow managers to acknowledge achievements, address concerns, and set clear expectations for the future. They also provide employees with a platform to voice their aspirations and challenges, contributing to a more engaged and motivated workforce. By actively participating in this process, managers can identify potential issues early on and work collaboratively with their team to find solutions.
To overcome common HR challenges, organisations must reflect and establish if managers are given the right resources to truly deliver their people management responsibilities. For example, does the task element of their role equate to full time work and are they trying to squeeze their people management duties in.
The company leaders need to authentically invest in training and development programs that equip managers with the necessary skills to carry out their duties effectively. This includes training in leadership, communication, conflict resolution, and performance management. Furthermore, business should work towards a culture that values and rewards effective management practices, encouraging managers to take ownership of their roles and responsibilities.
The role of managers in preventing and addressing common HR issues cannot be overstated. A properly trained and equipped manager should be the first line of defence in people issues. Having to escalate problems further up the chain of command or to the HR department because they haven’t been dealt with properly first time should be seen as failure. By committing to higher standards of performance in managerial duties, businesses can create a more engaged, productive, and harmonious workplace.
This commitment not only mitigates costly HR challenges but also sets the foundation for sustainable growth and success. In the end, the investment in elevating managerial performance is an investment in the future prosperity of the organisation, demonstrating that effective management is not just about avoiding issues but about unlocking the full potential of the workforce.
If you’re not already putting your managers through effective development programmes so they can be held to account for their managerial responsibilities, then you should be talking to us. A people planning meeting will help to identify where your team’s training needs are and enable you to create a fully structured training plan. Call us on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it.
A straw poll of employers at a recent business event we attended revealed that organisations are struggling to manage and integrate those employees who moved out of education and into employment during the “Covid years”. The transition into work has been anything but what we might have considered traditional for these individuals.
Furthermore, the wider shift towards remote and hybrid working models has fundamentally altered their expectations of the workplace and posed a new set of challenges for employers. Indeed, we may never see a return to what was previously considered normal working practices, and so understanding the perspectives of the Covid generation and adapting strategies accordingly will become crucial.
Entrants to the workforce post-Covid have had limited, if any, exposure to a conventional work environment. Their academic and early work experiences were predominantly virtual, shaping their expectations around flexibility, work-life balance, and digital communication. While this has equipped them with strong digital literacy skills, it has also created gaps in experiencing traditional workplace dynamics, such as in-person teamwork, office etiquette, and direct supervisory relationships.
Employers are now facing the challenge of bridging this experiential gap. The expectation for flexible working arrangements is no longer a perk but practically a standard demand from the newest workforce entrants. Government legislation to allow day-one flexible working requests has enshrined it. This shift challenges employers to balance operational needs with the evolving expectations of their employees, all while maintaining productivity and cohesion within their teams.
We should not expect the move towards more flexible working arrangements to be a temporary trend. Generation Covid may just be the start of an inevitable shift in the nature of work. As such, businesses might consider these changes permanent and adapt their long-term strategies accordingly. This adaptation is not just about accommodating the demands of new employees but also about leveraging their skills and perspectives to drive innovation and growth.
Some steps that employers might consider taking include:
- Hybrid work models that work for the employer: Take the initiative and adopt and refine hybrid working models that offer a balance to employees but work in the employer’s favour. Consider an approach that satisfies the desire for flexibility among new employees while still providing them with the in-person mentorship and team interaction they missed during their education.
- Onboarding and Training: Enhance onboarding processes to include comprehensive training on workplace etiquette, communication skills, and team dynamics. Generation Covid can lack some basic human interaction skills that employers will need to impart and develop in order to build functioning teams.
- Mentorship Programs: Implement mentorship programs pairing new recruits with experienced employees. These programs can facilitate the transfer of tacit knowledge not easily communicated through digital channels, fostering a sense of belonging and accelerating professional development.
- Adaptive Feedback Mechanisms: Regular feedback mechanisms should already be part of your management strategy to help understand the needs and concerns employees. Look at how these can be adapted and adjusted to better suit the evolving workforce. A more digital or gamified approach perhaps.
- Train Your Managers to Manage Hybrid Workers: New ways of working call for new ways of managing. Adapting to meet the demands of an evolving workforce will only be effective if managers are equipped and on board and are given the necessary time and space to manage them. Management adaptation needs to consider both the practical and mindset aspects.
- Fostering a Sense of Community: Create opportunities for social interaction, both virtually and in-person, to build a strong company culture and community. We know that social bonds make for good team cohesion. Ensuring inclusivity can also help to mitigate feelings of isolation among remote workers.
We suggest that pro-activity is the key for employers when facing the challenges and expectations of Generation Covid. By taking the initiative and implementing strategies that meet the demands of new workforce entrants whilst working in the employer’s favour, we can not only promote a positive employer brand and maintain competitive advantage.
Talk to us about turning potential challenges into opportunities for growth and innovation. Call us on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it. to start a conversation.
Ever wondered how your values, self-confidence and experience impact your team members?
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 a leader’s values, self confidence, experience and knowledge (unconscious behaviour) drives their attitude (preconscious behaviour) and behaviour (conscious behaviour).
Within the workplace, 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.
Authentic leadership cultivates high employee engagement within the workplace. Authentic leaders create an environment of trust by being honest and transparent in their communication. They can empower their teams by providing them with autonomy and opportunities for growth. By trusting their employees, authentic leaders encourage employees to take ownership of their work and foster a sense of purpose amongst the team. They lead by example demonstrating the values and behaviours they expect of the team. By building authentic relationships with colleagues, business leaders create an emotional connection fostering a sense of belonging and loyalty which enhances employee engagement.
When a business can boast high employee engagement, the organisation reaps several rewards. Engaged employees are naturally more productive and committed to achieving organisational goals. When employees feel valued, they are less likely to seek opportunities elsewhere. This reduces turnover costs and allows businesses to attract top talent. When employees aren’t micromanaged, they are free to be innovative and creative. This allows the business to stay ahead of the competition and drive sustainable growth. Overall, this increases customer satisfaction and loyalty because employees can provide better customer service.
Would you like to build authentic leadership and increase employee engagement within your business?
As part of our workplace series, we are running two free seminars on Tuesday 19th March. Click the links below to book your free place/s.
Sickness absence management is one of those unavoidable jobs that comes with the territory when you become an employer. There’s a long and varied list of ailments that we, as humans, are susceptible to, so it would be very rare to never have anyone go sick from your entire workforce.
The health and well-being of employees is paramount to the success of any organisation so it makes sense to have a considered a formalised approach to how sickness and associated absence is managed. One of the elements of a strategic approach to managing employee health , that we sadly see lacking amongst many employers, is Return to Work interviews (RTW).
RTWs, conducted after an employee's period of sickness absence, are often eschewed by employers as they can sometimes be seen as a means of checking up on their employees thereby engendering feelings of mistrust. However, executed consistently and competently, such interviews offer a wealth of benefits that not only support the individual but also contribute to the strengthening of the business as a whole.
Facilitating Open Communication: Return to work interviews provide a structured opportunity for open dialogue between managers and employees. This communication channel helps in understanding the reasons behind the absence and any ongoing health concerns. By expressing empathy and showing concern for their well-being, businesses can foster a supportive work culture, enhancing employee loyalty and trust. This level of openness ensures that employees feel valued and understood, a crucial factor in boosting morale and employee engagement.
Identifying Underlying Issues: One of the key advantages of RTW interviews is their ability to uncover underlying workplace issues that may contribute to sickness absence. Whether it's work-related stress, physical strain, or environmental factors, these interviews can highlight areas that require attention and may not have otherwise come to light. Addressing these issues not only helps in reducing future absences but also in creating a healthier and more productive work environment.
Tailoring Support and Adjustments: Every individual's health needs are unique, and RTW interviews allow businesses to tailor support and make necessary adjustments where reasonable and sustainable. From modifying workloads to offering flexible working options or ergonomic adjustments, these interventions can significantly aid in the employee's recovery and reintegration process. By adapting to the needs of their staff, businesses demonstrate a commitment to employee welfare, leading to increased satisfaction and reduced staff turnover.
Enhancing Legal Compliance and Risk Management: Conducting RTWs also serves as an essential component of legal compliance and risk management strategies. These interviews help ensure that businesses are aware of and can accommodate any health-related limitations, thereby reducing the risk of potential legal issues related to workplace health and safety. Furthermore, having documented discussions can provide valuable records should any disputes arise, protecting both the employee and the employer.
Boosting Productivity and Reducing Absenteeism: Ultimately, the goal of RTW interviews is to support employees in their return to work, thereby minimising the impact of absence on productivity. By addressing health concerns and making necessary adjustments, businesses can help employees return to their roles more quickly and efficiently. This proactive approach not only reduces short-term absenteeism but also contributes to a more resilient and adaptable workforce.
Consistency is vital here, not only for the reasons above, but also to ensure that no individual feels singled out or victimised if they are interviewed following a period of absence and other employees are not. We recommend that an RTW is undertaken for every period of absence, even if it is just one day. If employees expect it, they won’t feel they are being picked on.
The key to realising effective return to work interviews is for managers to be confident and competent in handling the conversation. They should have an appreciation of what they can and cannot say, feel confident in the approach they take and deliver the right amount of empathy.
We have a range of documents relating to absence and Return to Work Interviews in our Attendance Toolkit. Including letters, forms and checklists. They’re available to buy and download and of course they’re free for our EmployerGuard clients. Additionally, we can offer training so that all of your managers feel confident and comfortable requesting and holding return to work interviews.
One of the hardest conversations to have at work can be when someone’s life is affected by a terminal diagnosis or a life limiting condition. Claire Davis, CEO of Longfield Community Hospice, will be covering this topic during our Employment Law Update Breakfast Meetings scheduled for May.
Call us on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it. to start a conversation about any of the issues raised here and visit our events page to book onto our breakfast meeting or any of our other events.