When we avoid difficult conversations, we trade short term discomfort for long term dysfunction. If this was a business deal, we wouldn’t trade a long-term investment for a short-term win. So why would we do the same with communication in the workplace? Especially when there is so much to gain from having confidence during what is perceived to be a difficult conversation.

There are many reasons why a conversation can be perceived to be ‘difficult’. Feeling uncomfortable is the main reason. It’s not fun to provide constructive feedback or to challenge someone’s behaviour. Equally, there is a fear that the conversation won’t go well, or the employee might become emotional. The expectation of conflict may prevent the manager or employer having that conversation. Overall, what makes a conversation difficult is being ill equipped to deal with such communication.

So, who pays for these conversations when they don’t take place?

Ultimately it is the business that pays for a lack of difficult conversations. One of the most significant risks of avoiding a difficult conversation in the workplace is the potential for litigious action. The Worker Protection Act 2023 means that employers will need to comply with a new duty to take ‘reasonable steps’ to prevent sexual harassment of employees. This subject creates potential uncomfortable situations where employers, managers and the team will need to be briefed on what constitutes sexual harassment and their responsibilities to this law. Managers will need to have the confidence to stop the team when undignified conversations are taking place. When managers fail to intervene and address inappropriate behaviour, they not only perpetuate a toxic work environment but leave the organisation vulnerable to legal repercussions and financial penalties.

The team pays for a lack of difficult conversations through low productivity. Providing performance feedback may include conversations surrounding poor performance, missed targets and behavioural problems. A manager may view this subject matter as difficult. When managers fail to provide timely feedback and coaching, the entire team suffers. This poor performance will persist, drag down morale and impede progress within the team. As a result, not only does the team ‘morale’ suffer but the organisation can potentially pay the price in terms of missed deadlines, suboptimal outcomes and not reaching targets.

Conversations create workplace culture. Transparent communication ensures a culture where all employees are on the same page, feel appreciated and valued. All communication is important to create a safe and open culture. Avoiding difficult conversations takes a toll on employee engagement because there is an erosion of morale within the organisation. When concerns go unaddressed, it creates an environment where gossip, hear say and rumours can manifest. The business pays for this with high turnover rates, difficulty attracting top talent and a toxic workplace.

We can translate these negative effects into financial figures. Missed deadlines leads to delayed product deliveries and strains relationships with customers. Having unhappy customers shortens their life cycle and prevents repurchases. High employee turnover rates speak for itself. Recruitment is expensive. Training is expensive. If employees are actively looking for another job, then it is highly likely that they are not being productive in their role. They are ‘quiet quitting’. This lack of productivity alongside these costs further impacts the business’ finances negatively.

The true cost of avoiding a difficult conversation is far greater than the temporary discomfort the manager or employer might feel. By embracing these conversations as part of a healthy communication cycle, businesses can ensure high productivity, engaged employees and prevent litigation risk. This ultimately improves the financial output of the business.

Having confidence in these conversations is not easy. Come along to our free one-hour seminar on Wednesday 6th March 09:30-10:30am where we will provide HR professionals and business leaders strategies to harmonise the workplace. Click here to book your free place.

The discussion around managing menopause in the workplace was re-ignited this week following guidelines released by the Equality and Human Rights Commission (EHRC). The commission’s guidance was translated in the media as ‘menopause is a disability', and employers must make reasonable adjustments for women going through menopause.

There’s a much wider discussion here regarding the steps that an employer should take to accommodate and enable anybody to be able to do their job effectively, in the face of obstacles and barriers to do so. Labelling menopause as a disability however might even disturb or annoy some people. Indeed, Kate Muir, Women's health campaigner and author of Everything you need to know about the menopause (but were too afraid to ask) said on the BBC’s Today programme, "It's not a disability. It's something every woman goes through, and legislation is not going to give you your missing hormones back."

To be clear, there has been no amendment to the Equalities Act 2010 to specifically include menopause as a disability. Under the Act, workers are protected from discrimination, harassment and victimisation on the basis of protected characteristics including disability, age and sex. However, it seems the EHRC is relying on the clause that any condition that has a long term and substantial impact on an individual’s ability to carry out normal day-to-day activities, could be considered a disability.

Menopause typically affects women between the ages of 45 and 55, but it can begin earlier or later. Symptoms vary widely among individuals but can include hot flushes, sleep disturbance, mood swings, and concentration difficulties or brain fog. These symptoms can significantly impact an individual's work performance and well-being and because of how long symptoms last, it can indeed, fall under the description of what a disability is under the terms of the Equalities Act.

Despite its prevalence however, menopause has historically been a taboo subject, often leaving those experiencing it to suffer in silence, without support from their employers. In fact there are numerous reports of women who are so unsupported they feel forced to leave their jobs. Such failure from employers could be construed as a squandering of talent and experience; something few businesses can afford to do in the current climate.

The broader implication of the EHRC’s recommendations is the need for workplaces to adopt a more inclusive approach to all kinds of conditions, not just those currently recognised as disabilities. Employers have the opportunity to lead by example; re-evaluating workplace policies and culture to ensure they support the diverse needs of all employees. For example, implementing flexible working hours, providing access to private, comfortable rest areas, or offering support and creating an open culture where employees feel comfortable discussing their needs can make a significant difference to employees dealing with a variety of conditions, including menopause.

The well-being of employees is paramount to a productive and positive work environment. Recognising and accommodating the needs of employees going through menopause or facing other health challenges, is not just a matter of legal compliance but also a reflection of a company's commitment to diversity, inclusion, and employee health.

Employers who proactively address wellbeing issue can improve morale, reduce absenteeism, and retain valuable, experienced staff members, ultimately benefiting the entire organisation.

Furthermore, this approach challenges the notion that adjustments should only be made when a condition is legally classified as a disability. It encourages a shift towards early intervention and support, which can prevent conditions from worsening and foster a more inclusive and supportive work environment. By focusing on the specific needs of employees, employers can create a more adaptive and responsive workplace culture.

Experience tells us time and again that creating a supportive workplace environment benefits everyone involved. It's not just about legal compliance or ticking boxes; it's about building a workplace culture that genuinely supports the well-being and success of every employee.

We can support businesses with training that helps to build a constructive and positive organisational culture. We can also support managers with practical training in managing employee health issues to keep businesses legally compliant. Call us on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it. 

By now, you will know that an accidental manager is someone promoted to a management position without necessarily having good leadership skills. Employees find themselves promoted into a management role more for their technical strength in their junior position rather than their people management abilities. More importantly, they are now people managers who do not have the required skill set nor have received training to develop their people management skills. The Chartered Management Institute believe that some 2.4 million of 3.4 million managers are ‘accidental managers’. This means that 70% of managers are then let loose on the workforce.

Of course, accidental managers can harm productivity, employee engagement and create a toxic workplace. However, what is the true financial cost of having accidental managers in the workplace?

Employee Retention Costs
When employees feel inadequately supported or led, they are more likely to seek opportunities elsewhere. Ineffective leadership creates dissatisfaction amongst employees. Accidental managers may struggle to provide the essentials of leadership i.e. coaching, direction and effective communication resulting in disengagement and attrition. For the business, replacing an employee can cost between six to nine months of their salary. According to PwC, 1 in 5 employees are job searching. Take a team of 10. By not training accidental managers, a business risks wasting two employee’s salary for six months trying to replace them.

The Cost of Communication
Accidental managers often lack the communication skills necessary to convey expectations, provide feedback and resolve conflict effectively. As a result, miscommunication and misunderstanding become common leading to decreased productivity and morale. According to a Linkedin report, UK companies spend 17 hours per week clarifying communication. That means that half the working week is wasted on trying to communicate effectively rather than being spent on business output. Projects are slow, deadlines are missed, and frustration increases due to accidental managers not having the confidence to communicate.

Productivity Costs Engagement
Accidental managers create uncertainty and inefficiency which impacts on the team achieving their goals. Without clear direction and support, employees are unsure of their roles, how to prioritise and the business vision. Gallup states that organisations with highly engaged employees are 17% more productive. Ultimately, that would create a 17% increase on the company’s bottom line at the end of the year. Accidental managers need to receive training on increasing their confident to inspire and motivate the team.

The Lack of Leadership Cost
Leadership goes beyond simply overseeing tasks. It entails inspiring, motivating and empowering teams to achieve success. Accidental managers, lacking in essential leadership skills, may struggle to direct, coach and support the team. According to the Organisation for Economic Co-operation and Development (OECD), poor leadership costs UK businesses £84 billion annually. This is manifested in employee attrition, low customer satisfaction and a lack of innovation.

The Cost of Mental Health
Accidental managers lacking fundamental leadership skills can create a toxic work environment characterised by stress, anxiety and low morale amongst the team. Employees may feel undervalued and unsupported leading to increased unexplained absenteeism, burnout and a mentally unhealthy team. According to Mind, poor mental health can cost UK businesses £1,300 per employee per year. The combination of sickness absence, low productivity and low morale manifests into serious financial implications for a business.

The commercial cost of accidental managers within a business is substantial. Recognising the signs of accidental management and investing in leadership development are essential to mitigating these costs. By spending a little now, you save a lot in the future. Employee engagement, productivity and innovation dictates a business’ success.

If you are conscious of accidental managers within your business, come along to our free one-hour seminar on Tuesday 27th February via Zoom where we will discuss the solutions for identifying and overcoming the accidental manager trap. Click here to book your free place.

And, if you have identified accidental managers within your business, book them on to our ‘First Time Manager’ workshop. This one-day course provides the essential leadership skills including communication and confidence to all accidental managers. Click here to find out more.

Ensuring your team is not only compliant but also capable of working collaboratively to achieve business goals is a must. Investing in the development of the business’ most valuable asset – it’s people – is a driving factor to business success. By providing comprehensive training opportunities, companies foster an environment of growth, empowering employees to reach their full potential and contribute meaningfully to the organisation’s goals. One of the most effective ways to achieve this is through training tailored to the needs of your team and business. By investing in high quality training, businesses can demonstrate to their employees what good looks like, develop their personal skills, enhancing them as a human and for the cherry on the top, remain compliant. 

High performing teams are created through targeted development strategies and nurture. By aligning our training programmes with your organisation’s specific goals and cultural identity, we can empower your teams to reach their full potential and drive results.

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

From discussions with our clients and local businesses recently, it appears that there is still an inappropriate reliance on the two-year dismissal rule. Managers are still relying far too heavily on the fact that employees do not accrue rights for two years in order to make dismissals. This is rather than managing their under-performers or disruptive staff properly and/or having the necessary performance management or difficult conversations with them in an appropriate timescale.

To be clear from a legal perspective, employee rights do not accrue until two years’ service have been fulfilled. So, an employer could, strictly speaking, dismiss an employee without any reason if their service is less than two years. However, we think this is neither ethical nor admirable; and if proper management processes are carried out, it isn’t necessary either.

There are also some other factors to consider: 

• If the employee has a protected characteristic, there is always the risk of unfair dismissal and a discrimination claim, even under two years
• If the employee’s notice period takes them over the two-year period then they would accrue rights
• A tribunal may find a dismissal made close to two-years’ service without just cause, cynical
• If an employee has officially passed probation, then a due process for dismissal should be undertaken and tribunals take a dim view if it has not been
• Other than in some rare instances, employees should be granted dignity and respect
• Having a culture of under two-year dismissals may affect engagement, retention and recruitment

Realistically, it should be a rarity for an employee to be dismissed shortly before they reach two-years’ service. A redundancy situation might be the exception. Those with under two-years’ service are going to be dismissible for the lowest cost. It may not always be desirable to get rid of the newest employees during a redundancy process, but the fact that no statutory redundancy payment will be due is certainly going to be a consideration.

Otherwise, you should be asking yourself, “How did it get to this?”

Your probationary period should be your first tool. Three months is pretty standard, and during probation employees should be undergoing an effective induction programme, to both the company and their job, and should receive regular and numerous feedback and review meetings. These meetings should be used to check understanding, assess training needs and set objectives. They’re also an opportunity to evaluate aptitude and capability for the job. If things aren’t working out, during probation is the most appropriate time to dismiss.

At the end of the initial probationary period, if your employee hasn’t made the grade then you should be considering dismissal. If there is potential for them to attain the required standard, with some further training perhaps, then you can extend probation to give them a further chance. If they have demonstrated competence, ability and aptitude and your happy with them as an employee then you should officially sign-off their probation, preferably in writing.

Following probation, if concerns arise about any aspect of the employee’s work, attitude or attendance, then it should be dealt with at that time. This may simply require an informal chat, or a more formal disciplinary process. Leaving issues unchallenged or not dealt with is likely to be a sign that the line manager isn’t confident in how to approach the situation.

Unchecked persistence of the issue is where we are likely to see a manager wanting to make a summary dismissal with the two-year time frame.

There are times when an employee does fall off the rails following their probation sign-off, but we should investigate why this has happened. Perhaps they have become disgruntled or discontented after being overlooked for a promotion, or they may just have become bored with their job or not get on with another member of staff. Again, there are management skills and processes that, properly executed, can recover such a situation and remove the need to look for dismissal as the only solution.

Tackling the two-year dismissal mindset amongst your managers carries a number of benefits. Primarily there will be cost savings as the recruitment, training and lower productivity in the early stage of employment all come with a price tag. More importantly though is the improved morale and employee engagement you’ll get from staff who are effectively managed, which will by default improve productivity and therefore profit.

As a first step, why not talk to us about undertaking a People Plan and Training Needs Analysis. An hour or two discussing your plans and the training needs of your team could pay dividends. And if you or any members of your team are in Worcestershire, we have access to some funding that could assist. Call us on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it. 

In December 2023, the Health and Safety Executive published a report titled ‘Work-related stress, depression or anxiety statistics in Great Britain, 2023’. The report highlighted how many working days were lost due to stress, depression or anxiety. Equally, it provided insight into how many workers are currently suffering from work related stress, depression or anxiety.

According to the report, 875,000 workers in the UK are currently suffering from work related stress, depression or anxiety. At the same time, work related stress, depression or anxiety accounted for 49% of all work-related ill health as well as 54% of working days lost in the 2022-2023 economic year. The report also states that 17.1 million working days were lost. This suggests that the UK workplace is suffering from a productivity loss due to poor mental health in employees.

For a business these statistics demonstrate numerous challenges. With that amount of workers suffering from work related stress, depression and anxiety, productivity is affected. These conditions impact an individual’s ability to concentrate, make decisions and perform effectively at work. Overall, it can have a ripple effect across the organisation leading to missed deadlines, reduced output which would ultimately affect the company’s bottom line. Mental health challenges can stifle innovation and creativity within an organisation. Employees may find it difficult to think creatively hindering the business’ ability to stay competitive. Moreover, there is a legal risk to a business when it doesn’t care for its employee’s mental health. Employers have a legal duty of care to provide a safe physical and psychological environment for their employees. Otherwise, there is a litigation risk. Not only does this affect the company financially but can also impact its reputation. Customers and prospects may hear about legal cases through their network and the media. This decreases customer loyalty.

By investing in the mental well-being of their employees, businesses can mitigate the commercial cost of mental health issues whilst fostering a healthier, more productive and resilient workforce.

At HR Champions, we believe that simply starting a conversation with a colleague or employee can increase a business’ chance of keeping a mentally healthy team.

During Covid-19, supporting the team’s mental health was high on the agenda of businesses. We qualified hundreds of Mental Health First Aiders. Poor mental health hasn’t gone away so it’s time to refresh and upskill you workforce with high quality mental health first aid training.

Mental Health First Aiders can recognise the early signs of work relates stress, depression or anxiety in their workmates and feel confident in initiating and holding conversations with vulnerable colleagues. This creates a team of listeners in the business who can sign post colleagues to the right support services. Businesses can avoid long-term sickness and reduce the amount of working days lost thanks to early intervention from Mental Health First Aiders.

Our next course is full. But we have just scheduled dates for our next Mental Health First Aider course; click here to book either yourself or team on. Alternatively, give us a call on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it. and find out about the mental health training opportunities we can offer you.

Clinging too tightly to traditional norms may lead organisations to unintentionally risk restricting their talent pool. Today's workforce is increasingly diverse, which we must embrace to bring a wide range of skills, experiences, and perspectives that can drive innovation and growth. In a multi-generational workforce, each generation will have a different expectations of what is acceptable and what looks smart.

Placing too much emphasis on appearance, and what many might consider to be a conventional look, particularly at interview stage, could result in companies overlooking highly qualified candidates who could bring substantial value to their teams. This is especially relevant in sectors facing skill shortages; which in the UK, is most industries currently.

First impressions are undeniably powerful and often shape our perceptions and decisions in a matter of seconds. In the context of a job interview, attire and personal appearance play a significant role in the initial interactions. However, we must consider that reliance on traditional standards may not only mean that we miss out on the best candidate for the job, but also perpetuates stereotypes.

In a society that has become dominated by globally reaching social media that rewards popularity and measures success in likes and followers, it is increasingly challenging for individuals to express their individuality. Younger generations are therefore more likely to embrace tattoos, piercings, and casual dress as forms of self-expression. This might put them at a disadvantage when it comes to job applications; not because of their skills or potential but owing to outdated perceptions of professionalism by the interviewing company.

In addition to missing out on potentially good candidates, placing too much emphasis on appearance could put organisations at risk of committing indirect age discrimination. 26% of the British public are reported to have tattoos with 11% have visible tattoos. Anecdotally, it tends to be the younger generations that sport visible tattoos and piercings, and who consider smart training shoes to be acceptable business-wear. Individuals also have tattoos to honour their religion or belief. A blanket approach that simply discounts any applicants with a certain ‘look’ could easily be challenged.

At the other end of the spectrum, older candidates might feel pressured to conform to modern aesthetics to appear "in touch” or up to date with modern trends and thinking. This approach may also risks adversely affecting job prospects with companies that don’t employ an open-minded approach.

Just as we have seen a trend towards omitting candidates’ dates of birth and names on job applications to avoid age discrimination and unconscious bias, interviewers will now have to develop the skill to be unphased and oblivious towards tattoos, piercings etc to demonstrate a truly inclusive culture.

Of course there are limits. Politically or racially motivated tattoos that are constantly visible, on the face or neck for example, probably aren’t the image you want your company to portray. We might expect an individual to be able to make that judgement and refrain from getting an offensive facial tattoo if they plan to pursue a career in a customer facing role such as sales or nursing.

Whilst first impressions will always play a role in the recruitment process, it's increasingly important for employers to look beyond the surface. By adopting more inclusive hiring practices, organisations can ensure they are truly accessing the full spectrum of talent available, thereby enriching their workforce and fostering a more dynamic, innovative, and inclusive workplace.

During the recruitment process, it would be acceptable for the employer to advise the candidate of their dress-code expectations, which is where we would expect to see the policy on visible tattoos to sit. It would then be up to the candidate whether they wanted to deselect themselves from the recruitment process or to adopt the code.

Fostering an inclusive culture that values diversity in all its forms can also enhance an organisation's appeal to a broader range of candidates making it seen as a desirable place to work, thereby attracting the best available talent, ahead of the competition.

For further support with your recruitment processes, organisational and workforce planning call us on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it. 

In last week's blog, we wrote about the importance of authentic leadership when fostering employee engagement. The ‘Taking Responsibility: Why UK plc needs better managers’ study by the Chartered Management Institute and YouGov found that one in three people have left jobs because of a “negative work culture”. At the same time, a study by the Society for Human Resource Management found that replacing an employee can cost as much as six-to-nine months’ worth of their salary.

Cultivating employee engagement is not a quick fix. Investing in it will save the business time and money in the long run. It will equally lead to more productive employees who have ‘oneness’ with the company i.e. they feel part of a community.

A myriad of predictors for good employee engagement exists. However, having effective management is an important step to cultivating genuine employee engagement. Effective managers know how to communicate and listen to feedback. This creates a safe space for employees to express themselves and feel heard. They can provide performance feedback, both good and bad. They don’t allow a performance issue to spiral out of control so that it negatively affects the rest of the team and business. Equally, they know how to value each contribution. When a manager is effective, they know how to motivate the team to be innovative. This creates quick problem solving, nurtures talent and enhances engagement. The manager is the first point of contact between the employee and the business therefore, they play a pivotal role in employee’s engagement level.

So, what happens when managers are ineffective? Firstly, the aforementioned survey by Yougov and the Chartered Management Institute found that half of respondents who rated their manager as ineffective are planning on leaving the organisation within the next 12 months.
According to the study, 46% of respondents cited ‘accidental managers’ for the cause of ineffective management. Accidental managers are those managers that are promoted without preparation. For example, the business is growing fast therefore it needs a quick solution to manage a growing team and responsibilities. Moreover, you may have an excellent employee who reaches all their targets and want to promote them. So, you promote them based on their current skill set rather than them showing a knack for leadership and people management, the skill set of a people manager.

In a nutshell, effective management is key to creating a team of motivated, committed and innovative employees. This level of employee engagement does not happen overnight, but training people managers to lead, inspire and be effective is a good place to start.

Come along to our free seminar ‘Accidental Managers: Promotion Without Preparation’ where you will learn how to avoid the ‘accidental manager trap’ receive insightful strategies you can take back to your business. Click here to book your free place/s. Do you know an accidental manager? We have set dates for our First Time Manager course. Click here to book your managers on.

Alternatively, get in touch by giving us a call on 01452 331331 or emailing This email address is being protected from spambots. You need JavaScript enabled to view it..

According to Mind, poor mental health can affect one in four people at some point in their life. In the workplace, supporting mental health sustains employee satisfaction and employee engagement. Supporting mental health should be part of a wider employee wellbeing initiative. Investing in employee wellbeing increases resilience, retention and reduces absenteeism. Simply put, employees are of course more productive when they are happy.

But supporting mental health in the workplace doesn’t just come from an employee satisfaction angle. According to Deloitte, the cost of poor mental health to UK businesses is £56billion annually. Poor mental health means teams cannot be high performing therefore profit is affected. Implementation of a workplace mental health and well being strategy is an investment that will reap rewards in productivity, attendance and staff retention.

The Business Case
The UK Government’s 2017 Thriving at Work report concluded that the ‘Mental Health at Work’ challenge was much larger than previously thought. In the near seven years since that report, the statistics haven’t improved. According to the Health and Safety Executive, poor mental health accounts for more than half of all work-related illnesses. Around 51% of long-term sick leave is due to stress, depression, or anxiety. At the same time, a survey carried out by MHFA England demonstrates that a third of managers feel out of their depth supporting the team with their mental health concerns. These numbers show that poor mental health is affecting our workforce yet a large number of managers do not feel confident in supporting them. This has of course exacerbated the challenge that is supporting mental health in the workplace.

By not knowing what to say, when to say it or what the boundaries are, managers cannot create high performing teams without being confident in speaking to their employees.

Equally, under the Health and Safety Act at Work Act, employers have a ‘duty of care’ towards their employees. They must treat mental and physical health as equally important. It is therefore imperative that the workforce has an awareness of mental health in the workplace. Moreover, managers should be confident to know what to say to their employees. This combined will proactively pre-empt a poor mental health situation at work. This in turn will allow businesses to meet their legal obligations as well as reducing staff absenteeism, increasing the chances of keeping a mentally healthy team and balance wellbeing as well as commercial targets.

The Solutions

Within our society and workplace, there is still stigma and misunderstanding about mental health. Increasing awareness of mental health and building confident managers can help break taboos and create an inclusive culture.
At HR Champions, we propose a few solutions:

- Looking at the Organisation’s Culture
Business should support an open culture around mental health to reduce the stigma. They can promote awareness of mental health issues across the workforce, train people managers and spotlight support services. Equally, job design should be reviewed to ensure employees are not working long hours and remain fresh and productive.

- Mental Health First Aiders
Mental Health First Aiders are trained to spot the early signs of mental health issues and can sign post individuals towards appropriate support services. MHFAs shouldn’t just be HR or the SLT but also members of the team. Colleagues may feel more comfortable opening up to someone at their level.

- Wellbeing Policy
Having a wellbeing policy commits the organisation to creating an environment that supports employee health and wellbeing. It should be endorsed by the senior management team and visible to the rest of the workforce.

- Mental Health Skills for Managers
This course is designed to build the manager’s confidence in understanding mental health conditions and holding conversations with team members around mental health. It is vital that managers are confident and know what to say to their team to avoid an escalation of issues.

Changing a company's culture, reducing the stigma around mental health and building confident managers does not happen overnight. For help and advice or information on mental health in the workplace training, we're here and happy to help. Get in touch by calling 01452 331331 or emailing This email address is being protected from spambots. You need JavaScript enabled to view it..

We must accept that the Covid pandemic was a major disrupter of our previously accepted view and understanding of working life in the UK. Mostly we travelled to a place of work where we spent mostly conforming hours working with set time for breaks. Covid changed all that, and now we have a myriad of working arrangements including home working, part-time and hybrid working. Some even work from abroad.

This disruption has had a major impact on attitudes to work. Most business strive to engender an engaged workforce but the landscape has changed dramatically and we must adapt to achieve this since Covid. For businesses, understanding and effectively fostering employee engagement is crucial for the success and sustainability. But let's be clear: true employee engagement can't be bought with just a higher salary or quirky office perks. It requires genuine and authentic leadership.

Employee engagement is the emotional commitment an employee has towards their organisation and its goals. Engaged employees don't just work for a salary or the next promotion; they work to meet the organisation's goals. They are motivated, committed, and invested in their work. Cultivating this level of engagement is the key, but not easy. Some quick wins might be:

• Transparency and Open Communication
  
  Transparency is the foundation of trust and a key factor in building an engaged workforce. Share your business goals, challenges, and progress with your team. When employees are kept in the loop, they feel valued and part of the bigger picture. Encourage open communication, where employees feel safe to express their ideas and concerns. This not only empowers them but also brings diverse perspectives to the table.
  
  
• Recognise and Appreciate Efforts
  
  Recognition doesn’t always have to be about big bonuses or public accolades. Even a simple ‘thank you’ or acknowledgment in front of peers can boost morale significantly. Recognise not just the results, but also the effort and dedication. Create a culture where every contribution is valued and appreciated.
  
  
• Provide Growth and Development Opportunities
  
  Investing in your employees' growth is a powerful way to engage them. Offer training sessions and workshops including a budget for external courses. When employees see that you are invested in their career development, they feel more committed and engaged with the organisation.
  
  
• Foster a Positive Work Environment
  
  A positive and inclusive work environment encourages employees to be their best selves. This involves everything from a respectful and supportive culture to a physically comfortable workspace. Remember, a positive environment nurtures creativity, collaboration, and overall engagement.
  
  
• Lead by Example
  
  As a leader, your attitude and behaviour set the tone for the entire organisation. You must embrace and display the values and ethics you want to see in your employees. Authentic leadership involves being approachable, consistent, and empathetic.

Employee engagement is not a one-time effort but a continuous process. It’s about creating a workplace where employees feel connected, valued, and part of a community. Engaged employees are not just more productive; they are the ambassadors of your business, and their enthusiasm and commitment can be the driving force behind your business’s success.

However, we must have the appropriate organisational design, that fits modern business and working arrangements. We must find new ways of engaging our hybrid and at-home workers with a strategy that meets the needs of the post-covid workforce. We’ll be discussing this in more detail at our forthcoming breakfast clubs. Make sure you’re booked on. And if you would like to discuss this subject on a mor intimate level, call us on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it.