This course is designed to equip managers and those who have a people responsibility with a comprehensive understanding of the essentials within employment law. When facing a difficult employee problem, managers may immediately escalate to HR because they are not confident with the intricacies of employment law. It’s imperative that managers are confident in navigating the essentials of employment law to protect the business’ integrity and support the team. Equally, understanding the changes within employment law allows the management team to make informed and correct decisions. With this understanding, managers can succeed in their people management role by ‘getting on with it’.
Who should attend?
Suitable for anyone with a people responsibility within the business as well as those that would like a refresh on their employment law knowledge.
Book on to our free HR and Employment Law update to keep up to date with the changes in employment law. BOOK HERE
Course Content
Module 1
Employment Law: it's purpose, key players and employment status
Module 2
Key Legislation
- Employment Rights Act 1996
- Working Time Directive 1998
- GDPR 2018
- Equality Act 2010
Module 3
Legislation pertaining to harassment and bullying including the Worker Protection Act 2024
Module 4
Family Friendly Law including
- Predictable working patterns
- Flexible Working
- Maternity, paternity and adoption pay
- Parental leave
- Time off for dependants
- Carer's leave
- Bereavement leave and pay
| Benefits to the business | Benefits to the team |
| Ensure compliance and mitigate risk to the business | Have effective decision making with a solid understanding of employment law |
| Adapt policies effectively and timely in relation to the changing legal landscape | Know your legal responsibility and have confidence in dealing with issues |
| Protect reputation and brand by understanding legal responsibility | Enhance job security by knowing what you can and can't do |
| Enhance employee relations by fostering better communication and transparency | Support employee relations by communicating effectively about duties |
To find out more about this course or to book on, just get in touch.
Eisenhower stated that “leadership is getting people to want to do what you want them to do”. Within the workplace, effective leadership is the ability to successfully influence and support a team. A manager will agree targets, provide feedback and ensures the team has the right resources. To step up and become a leader, there is a shift in requirements. A leader will develop a clear vision for the future direction of the business, ensures everyone shares that vision and demonstrate good behaviour. Returning to the quote, becoming an effective leader is about seeing the strategic vision of the business and supporting the team to get there. Our course has been specifically designed to create effective leaders who can identify team development needs and provide solutions.
Who should attend?
The course is suitable for all managers who have a responsibility for employee development and performance.
Leadership is about helping all followers to excel at their best performance
Course Content
Module 1
Understanding the difference between leadership and management
Module 2
The functions of leadership and the skills of a leader
Module 3
A framework for development: Recognising what training and development is required using a common language
Module 4
Creating and implementing an action plan
| Benefits to the business | Benefits to the team |
| Create a team of confident leaders who can provide direction for the business | Recognise how to be a good manager in the day to day running of the business using proven models |
| Accelerate the pact and quality of employee development | Effectively respond to different needs by flexing your leadership behaviour |
| Create a common and consistent language of performance and development within the business | Lead meaningful conversations and provide constructive feedback on performance |
| Build a culture of accountability where others can provide direction and support minimising time wasting | Recognise how to meet the needs of the team and the business to achieve short term and long term goals |
To find out more about this course or to book on, just get in touch.
In any workplace, maintaining a harmonious and productive environment ensures happy and high performing teams. And in any workplace, issues may arise that require investigating. Proper investigations lay the foundation for good practice when it comes to misconduct, poor performance and grievances. Not only do correct investigations minimise litigation risk to an employer, but they create a culture of trust amongst the team. Employees are therefore more likely to trust their employer, be compliant and feel confident to report problems.
When issues arise is the workplace, whether from conflict or misconduct, it may fall upon managers to initiate investigations. This responsibility requires a delicate balance of leadership, discretion and fairness. Line managers are entrusted with overseeing teams, role modelling good behaviour and fostering a culture of accountability. When allegations surface, the manager’s role within an investigation isn’t just about fact-finding but encompasses preservation of trust, morale and integrity.
Effective line management skills are the cornerstone of successful workplace investigations. Managers must possess the ability to communicative clearly, listen actively and maintain confidentiality. Clear communication ensures that all parties involved understand the nature of the investigations, their rights and the outcome process. Active listening fosters trust and encourages employees to share their perspectives openly. Moreover, maintaining confidentiality is crucial to safeguarding the integrity of the investigation and protecting the privacy of individuals involved.
A successful investigation demands objectivity. Managers must set aside personal opinions and the opinions of others to draw conclusions from the evidence presented to them. To do this, a manager must be confident in their ability not only to analyse evidence but ask the right questions during investigations. These questions can be uncomfortable. Nonetheless, it’s imperative that they are put on the table. Objectivity and confidence ensure that managers uphold the principles of procedural fairness and the outcomes are just.
Despite their best intentions, workplace investigations can be full of challenges. Managers may have reluctant witnesses, conflicting accounts and insufficient evidence. Equally, it can cause stress amongst the wider team and workplace. In this case, resilience is paramount. Effective managers adapt to changing circumstances, seek guidance when needed and remain committed to reaching a fair resolution.
Over the past few months, we have spoken about the rise in ‘accidental managers’, that is an employee who is good at their day job and receive a promotion to management without proper training. Naturally, anyone promoted to a management position should be provided training on how to do the job effective.
However, if a manager is appointed as investigator in an investigation, it is a non-negotiable that they are appropriately trained to conduct a fair investigation. At the minimum, it’s to protect the business from litigation risk. As best practice, it’s to maintain the team’s dignity and safeguard their wellbeing during an investigation.
At HR Champions we offer a range of training that creates effective line managers from ILM qualifications to bespoke leadership solutions. Our Workplace Investigations Training also enhances line managers skills to run a thorough and fair investigation.
We’re here to support you in workplace investigations and building a team of efficient and high performing line managers. Get in touch today on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it..
Employers can occasionally find themselves compelled to make significant changes to the employment terms of their staff or need to make a shift in practices to enable to continued smooth running of the business. Some more significant changes may require the business to initiate a restructure that leads to redundancies.
Some decisions can be very difficult and are rarely taken lightly. They can affect both the livelihoods of employees and the overall organisational framework. However, an element of such changes that cannot be overlooked and must be carried out fairly and properly is the employee consultation.
Under UK employment law, employers are required to consult with employees before implementing significant changes to their terms of employment or proceeding with redundancies. This is a legal mandate to ensure that employees are not left in the dark about decisions affecting their livelihoods.
From a moral standpoint, it reflects an employer's commitment to transparency and ethical conduct, acknowledging the value and dignity of every employee. The overarching term to remember during any consultation is that it must be “meaningful”.
Examples of changes to employment terms that would require consultation might be:
- The company wants to change the start and end of the holiday year, perhaps to fall in line with its financial year or ensure different parts of the business have the same holiday year.
- The employer wants to change the day of the month that it pays its employees in order to align cashflow with sales receipts.
- The businesses wants to initiate, remove or change a shift pattern to meet rising or falling demand or to make it more cost efficient; by using cheaper night time electricity rates for example.
Beyond the immediate impact, how these changes are implemented can have lasting implications for the business. The consultation period offers a platform for open dialogue, allowing employees to express concerns, suggest alternatives, and prepare for the impending changes.
Genuine consultation involves more than merely informing employees of decided changes; it requires a meaningful exchange of views and a real consideration of employee feedback. This process helps in mitigating the impact of changes, identifying unforeseen issues, and fostering a sense of involvement among employees. It demonstrates an employer's respect for their workforce and contributes to maintaining morale and trust during turbulent times.
Where redundancies are concerned, there are rules to how long the consultation period should take depending upon the number of jobs put at risk. When 20 or more redundancies are proposed then collective redundancy rules apply and a representative should be appointed to speak and act on the employees behalf. This can be either an elected employee or a trade union representative.
There’s no upper time limit for how long the period of consultation should be, but the minimums are:
- 20 to 99 redundancies - the consultation must start at least 30 days before any dismissals take effect
- 100 or more redundancies - the consultation must start at least 45 days before any dismissals take effect
Whilst there are no statutory time frames for 19 or less redundancies, we should default to our meaningful position and expect the process to take two to three weeks.
Failure to provide a proper consultation period can lead to significant legal and reputational risks. Employees who feel aggrieved by the lack of consultation can bring claims against their employer, leading to legal costs, compensation payments, and potentially, tribunal cases. Such disputes not only drain financial resources but also damage the employer's reputation, affecting their ability to attract and retain talent in the future.
Moreover, bypassing the consultation or undertaking it in a lazy or meaningless way can exacerbate the negative impact on employee morale and engagement. The resulting mistrust and dissatisfaction can decrease productivity, increase turnover rates, and tarnish the overall workplace atmosphere and reputation; thus hindering the organisation's potential for future recovery.
The consultation process is critical for maintaining employer-employee relationships, especially during times of significant change. By approaching the matter with the seriousness it warrants, employers can ensure legal compliance, uphold moral obligations, and manage the potential impacts on their workforce and business with empathy and responsibility.
The benefits of a pro-active approach include fostering a resilient and committed workforce capable of facing challenges together. In the end, consultation is not just a legal formality; properly utilised it is a strategic asset that can shape the future of any organisation, steering it towards a path of mutual respect, understanding, and long-term success.
We’re here to support with change and with managing the relationships between employers and employees. Get in touch for help and advice on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it.
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.
|
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.
|
 |
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.