We’ve been talking about it for over 12 months now, but the workplace really is on the brink of significant change as the Workers Rights Bill will soon to receive Royal Assent and become law. When it does, the demands on and responsibilities of employers will increase considerably. The bill will strengthen protections for employees, introduce new expectations around fairness, and place additional compliance requirements on organisations.

Businesses must ensure their managers are ready. They will be at the frontline of implementing and reacting to the coming changes and ensuring that your business remains compliant. If they are not up to speed and properly trained, they risk becoming liabilities rather than assets.

With new legislation around the corner, HR departments and those responsible for HR in organisations are likely to see increases in their workload with casework, compliance checks, and policy revisions. But we cannot expect HR to be everywhere at once.

Line managers, who operate at the coal-face of employee relations, will need to be the first line of defence. They must be able to manage issues correctly from the outset; resolving problems fairly, apply policies consistently, and minimise the number of cases that need to be escalated. CIPD research suggests that around 80% of tribunal cases stem from businesses failing to comply with employment law, often due to managers’ lack of knowledge or consistency. Every mistake or oversight creates risk for the wider organisation, both financial and reputational.

Employment Tribunal statistics underline just how expensive those risks can be:

• 11,568 claims were received in Q1 2024/25, with 45,000 cases still open at the end of the quarter.
• The average award for unfair dismissal in 2023/24 was £13,749, with a maximum award of £179,124.
• Discrimination claims are even costlier. In 2023/24, the highest sex discrimination award was £995,128, and a disability discrimination award reached £964,465.

And these figures are before the new legislation comes into effect. Furthermore, they don’t reflect the thousands of cases settled through settlement or compromise agreements that don’t ever reach a hearing.

The reputational effects are equally damaging. Tribunal cases attract negative publicity, erode employee trust, and harm both recruitment and retention.

Research from the Chartered Management Institute (CMI) found that 82% of UK bosses are “accidental managers”; a phrase we have coined before describing individuals who are promoted or defaulted into management roles without formal training. Unsurprisingly, poor management is a leading cause of staff turnover, with one in three employees citing it as the reason they quit their jobs.

The Chartered Institute of Personnel and Development (CIPD) has also highlighted the direct impact of poor management on employee wellbeing. Half of employees with low-quality managers reported that work negatively affected their mental health. In contrast, 72% with high-quality managers were willing to go the extra mile. The media constantly reports on the high number of economically inactive individuals in the UK because of Mental Health issues, but these figures show that trained managers deliver healthier, happier, and more productive teams.

Training managers is not just about compliance; it is about creating a culture of consistent, fair, and effective leadership across your organisation. Good training ensures:

• Consistency of approach: Managers at all levels role-model “what good looks like” and apply policies fairly.
• Legal awareness: Managers understand the foundations of employment law and their responsibilities under the new legislation.
• Confidence in difficult conversations: From disciplinary action to grievance handling, trained managers make decisions that protect the organisation.
• Improved employee engagement: Skilled managers treat people fairly, provide feedback effectively, and build trust.

With the Workers’ Rights Bill imminent, we recommend a number of priority training areas for managers:

• Employment Law: Ensure managers understand the legal framework they are operating within and the effects and potential consequences of their decisions.
• Equality, Diversity and Inclusion (EDI): Particularly dignity at work and sexual harassment. Expecting employers to show they have trained managers and general staff in these areas is pretty much non-negotiable as far as Tribunals are concerned.
• Leadership and Management Skills: Build confidence to lead teams effectively, hold those difficult conversations and make effective decisions.
• Communication: The root cause of many issues, some escalating to grievances, and a skill that requires continual development.
• Emotional intelligence: Equipping managers to understand and respond to employees’ perspectives with empathy.

At HR Champions, we have solutions for all of these priority areas along with bespoke Leadership & Management Development programmes that can be designed to meet your organisations specific needs.

We’ve been consistently running ILM-accredited Leadership and Management training courses for over twenty years, because they are an effective and proven solution. They are designed to bring managers up to speed quickly, help them interpret and apply employment law correctly, and give them the confidence to act without exposing your organisation to risk.

AI, automation, and new technology may be changing the way we work, but effectively managing people remains at the core of business success. With the Workers’ Rights Bill around the corner, the need to ensure managers are trained, confident, and capable has never been greater.

Contact us to discuss how we can prepare your managers for the future, protect against potential costly mistakes, and generate growth through productivity. Call us on 01452 331331, or complete the contact form.

It’s impossible to ignore Artificial Intelligence (AI) these days. Whilst we’re seeing a lot of use on social media and creative industries it is also, undeniably the next great revolution in the workplace. We are seeing it transform the way we do business, and the opportunities it presents are vast.

From speeding up administrative processes to supporting decision-making, improving efficiency, and enhancing customer service, the benefits of AI are difficult to ignore. Tools such as large language models like Chat-GPT can help draft reports in minutes, analyse data more quickly than any human, and even generate marketing content at the click of a mouse.

However, while AI has an impressive array of advantages, it is not a silver bullet for all organisational challenges. There are less apparent effects of AI use in the workplace that must be considered; particularly for mangers and HR professionals who are tasked with managing people, culture, and compliance.

For example, an issue already emerging is the impact of AI on recruitment. We have come across several organisations noticing the effects, specifically where job applications are strikingly similar in theme, style and messaging. This is because large language AI models are trained to predict what an employer is looking for based on the vacancy description.

This results in dozens, if not hundreds, of almost identical applications that clog up recruitment systems wasting time and resources.

Far from streamlining the process, AI-written applications can actually slow it down. Employers still need to sift through these templated CVs and cover letters, only to reject them for lack of originality or authenticity. For managers who are recruiting, a difficult and time consuming task as it is, this creates an additional administrative burden and makes identifying the genuine, high-quality candidates even more challenging.

Another concern is the tendency of employees to rely on AI-generated work without adequate checking. AI systems generate content by processing vast quantities of information from across the internet, crucially however, they cannot reliably distinguish fact from fiction. The web is full of questionable and biased content, and AI tools have no innate ability to filter fact from fiction.

This means an employee who submits AI-generated work without reviewing it risks producing something that is factually inaccurate, misleading, or of poor quality. In the best case, this means extra work for managers or colleagues who must double-check and correct it. In the worst case, it results in sloppy, unreliable work that damages credibility with colleagues, clients or customers.

Such risks are not merely theoretical. There have already been legal cases where AI tools were used to draft documents and cited legal precedents that it had itself made up. Consequently, the results completely undermined the credibility of the professional involved.

Law and HR practice are fields that rely on interpretation and nuance of legislation. For instance, Employment Law is rarely black and white; context, precedent and company culture all play critical roles in decision-making. Asking AI to decide the outcome of a disciplinary process or to draft policies without careful oversight risks overlooking key factors such as mitigating circumstances or organisational values.

Without structured protocols for AI use in the workplace, businesses risk exposing themselves to compliance failures, reputational harm, and legal liability.

None of this is to say that AI is not useful. It is here to stay, and when managed carefully it can be a powerful tool. But we must use it with caution. AI is still a long way from replicating human qualities such as humour, empathy, or emotional intelligence. And crucially, it cannot manage people.

Organisations will always need strong, capable managers who can navigate complex human dynamics, exercise judgement, and apply empathy. The best leaders will harness AI for its benefits, but will also understand its limits and maintain a people-centred approach to management.

That is why keeping your managers at the top of their game is more important than ever. At HR Champions, our management training, and in particular our ILM-accredited Leadership and Management programmes, equips managers with the skills to manage people effectively, maintain productivity, and set the right frameworks for responsible AI use.

AI may help with efficiency, but only well-trained managers can deliver engagement, growth, and a positive workplace culture. By investing in your leaders, you ensure that technology serves your organisation rather than the other way round.

Contact HR Champions today to book some top-quality management training for your team and keep your leaders ready for the future. Call us on 01452 331331, or complete the contact form.

Freedom of speech has been making headlines recently. One of the claims of the thousands of demonstrators who marched through London was that the right to speak freely is being increasingly stifled. We have also seen what some see as a heavy-handed responses to social media posts.

Similarly, Donald Trump visit to the UK, has seen demonstrations from free speech enthusiasts determined to make their views heard, regardless of how controversial or unpopular those views might be.

At its heart, free speech is one of the cornerstones of a democratic society. It allows for debate, the exchange of ideas, and the challenging of authority. However, we must be aware that freedom of speech does not come without its complications, particularly in the workplace.

In every organisation, employees need to feel that they are able to express their views. Whether it is about workplace processes, strategic direction, or even political and social issues that affect them, giving people space to speak freely fosters trust and engagement. A culture where staff are silenced or feel unsafe sharing their opinions risks breeding resentment and disengagement which will ultimately result in low moral and high turnover.

As a manager, even when disagreeing with an employee’s stance, allowing them to be heard signals that their perspective is valued. This does not mean the manager has to agree, but it does mean the employee’s right to have their say is respected. In fact, many of the best ideas for innovation or cultural change come from voices that challenge the status quo.

That said, free speech in the workplace does have its boundaries. Respect, dignity, and professionalism are non-negotiable. Managers must be vigilant to ensure that freedom of expression does not stray into harassment, bullying, or behaviour that undermines equality and inclusion.

For example, comments that target a colleague’s race, religion, gender, or sexuality under the guise of “just expressing an opinion” are unacceptable. These are not matters of free speech; they are issues of workplace dignity and compliance with the law. Similarly, aggressive or intimidating behaviour cannot be justified simply because someone is “speaking their mind.”

The manager’s role is therefore a balancing act; allowing freedom of thought and expression while ensuring that employees feel safe, respected, and able to thrive in their working environment.

Finding this balance isn’t always easy. It requires a confident leadership style, strong communication skills, and a clear understanding of the legal and cultural frameworks that shape workplace behaviour. Managers need to:

• Encourage open dialogue while setting boundaries around respectful behaviour.
• Distinguish between constructive challenge and harmful conduct.
• Intervene early when speech risks escalating into bullying or harassment.
• Lead by example, modelling both openness and respect.
• Provide regular training and opportunity to discuss the impact of voicing views on others
• Demonstrate confidence in dealing with potentially difficult situations

Such skills are rarely innate, and so this is where effective leadership and management training fills the void.

At HR Champions, we specialise in helping managers develop the skills needed to navigate complex challenges such as managing free speech and expression in the workplace. For example, our ILM accredited training courses in Leadership and Management include tools that equip leaders to balance openness with professionalism, ensuring teams feel heard while maintaining a safe and respectful environment.

Our Dignity at Work programme also educates team members to know where the line should be drawn. Courses are available to book now, and they provide practical, real-world strategies for managing diverse teams, handling conflict, and fostering a culture of trust and engagement.

Free speech is becoming a hotly debated issue in wider society, and it is equally relevant within the workplace. As leaders, we must ensure our employees have their voices heard while also safeguarding dignity and respect for all. Getting this balance right is crucial, and with the right training, it is entirely achievable.

Book your ILM Leadership and Management training or a bespoke Management training / coaching solution with HR Champions today, and empower or managers to lead with both fairness and confidence. Call us on 01452 331331, or complete the contact form.

The resignation of Angela Rayner last week has thrown further uncertainty over the forthcoming Workers’ Rights Bill; something we have been discussing for a while now.

This flagship piece of legislation has for months been the subject of heated debate, dividing opinion between those who see it as a vital for safeguarding employee rights versus those who fear it risks undermining businesses and, by extension, the wider UK economy.

Now, with the Labour Party preparing to appoint a new deputy leader, we are left wondering what might happen next.

We don’t have official statistics, but anecdotally, it would appear that most businesses in the UK are not in favour of the bill in its current form. Regular readers of this blog will know that there are several elements which we believe could be particularly damaging for employers.

The ongoing uncertainty of what will and will not become law, coupled with the increases in National Insurance contributions earlier this year, seems already to be having an effect. We’ve seen reductions in UK vacancies alongside rising unemployment over recent months, both indicators of a labour market under strain.

While we agree that the employment relationship should be a two-way street, fair to both employer and employee, some elements of the bill, as we have discussed in earlier blogs, appear weighted too heavily in favour of employees.

For example, proposals to introduce day one rights for unfair dismissal claims and sick pay from the very first day of absence would significantly increase employer costs.

Indeed, it seems we never hear a member of the Government utter the words “zero hours contracts” without prefixing the phrase with word “exploitative”; as if to dismiss entirely their value to both businesses and workers who seek flexibility.

Evidently, there are members of the Government who recognise that the bill, in its current form, could go too far and risk damaging the fragile economy. Since Angela Rayner’s departure, commentators have openly discussed the likelihood of the legislation being “watered down.” Indeed, Justine Madders, one of the key architects of the bill and Employment Rights Minister, was quietly dismissed by Keir Starmer at the weekend, a strong signal that compromises may be ahead.

Meanwhile, the leadership race to replace Angela Rayner as deputy leader could prove decisive. Education Secretary Bridget Phillipson is considered one of the frontrunners, and her rousing speech at the Trades Union Congress this week made clear her commitment to enforcing the bill as it currently stands, should she win. This pledge appears to be a direct attempt to secure the backing of trade unions, whose influence in the deputy leadership vote is significant.

With a Government so on the hook to the unions, the timing of union activity is notable. London Underground staff strikes this week have caused major disruption in the capital, while junior doctors remain locked in dispute over pay and working conditions. For a government already grappling with fragile economic conditions, trying to push through divisive legislation while also appeasing unions looks like a delicate balancing act. The risk is that, in trying to satisfy all sides, the Government pleases no one. Turmoil seems almost inevitable.

Regardless of what the final version of the Workers’ Rights Bill looks like, employers must be ready to adapt quickly. Whilst there may be some phasing in of key legislative points, you don’t want to be the one that sets the case law because you ended up in tribunal. Managers should be prepared to understand, interpret and implement any new rules correctly or risk leave companies exposed to unfair dismissal claims, employment tribunals, and reputational damage.

At HR Champions, we strongly recommend ensuring your managers are prepared and confident to navigate whatever form the legislation eventually takes. Our ILM Leadership and Management training courses are designed to equip supervisors, managers, and senior leaders with the skills and knowledge needed to manage effectively in today’s challenging business landscape.

More importantly, our training ensures that your leadership team is forearmed with the ability to interpret new legislation accurately and apply it in practice, reducing your risk and strengthening your resilience.
A modest investment in training today could prevent costly mistakes tomorrow and position your business to weather the potential coming storm. Contact HR Champions Ltd now to explore our tailored training solutions and ensure your management team is ready for whatever lies ahead. Call us on 01452 331331, or complete the contact form.

I’ve been reading an excellent book over the summer. ‘Alchemy’ by Rory Sutherland. It’s a book for marketers and advertisers really, but it gives some interesting insights and observations into human behaviour that I’m sure I’ll be referring to in coming weeks.

One observation that particularly caught my attention was that, by paying an employee their wage or salary, an employer shows that they want that individual to work for them today. However, investing in training for that employee, demonstrates that the employer wants that person to work for them for the long term.

On one hand, such investment could be seen as costly signalling that the employee is valued and the employer wants them to stay in their employment. However we should note that appropriately selected training pays off for the employer too, creating a win-win situation.

The UK labour market continues to show signs of volatility, with employers facing sustained pressure from rising costs, not least the increases in National Insurance contributions. Many businesses are already feeling the impact, with vacancy levels falling, especially in hospitality and leisure, as organisations decide not to replace leavers in order to reduce overheads. In an economic climate such as this, the need to maximise the productivity of existing employees is paramount.

We know that replacing staff is expensive, not only in recruitment fees but also in the time it takes for new employees to reach full productivity. Retaining good employees has never been more important.

There are a number of tools that employers have at their disposal to reward staff and encourage performance: bonuses, additional holiday entitlement, experiences, and other financial or material incentives. While all of these have their place, none is as effective or impactful as investing in employee training.

Incentives usually come with a cost that benefits only the employee, but training, as we have already pointed out, uniquely provides a mutual benefit. The employee feels valued because their employer is investing in their future, while the employer gains directly from the new skills, knowledge, and efficiencies that the training delivers. Improved productivity and profitability are the natural outcomes.

When an organisation invests in training, employees understand that their development matters. It shows commitment to their career progression and instils loyalty. Staff are far more likely to remain with a business that clearly demonstrates it cares about their growth. In turn, employers enjoy reduced staff turnover, lower recruitment costs, and higher morale. With an effective succession plan in place, there’s also the advantage of being able to promote from within, with staff who already live and breathe the organisation’s culture.

It is recognised however, that when finances are tight, training budgets are often one of the first casualties. This is a short-sighted and misplaced view. Cutting training spend may deliver a small short-term saving, but it undermines the organisation’s ability to thrive in the long term. Investment in training during challenging times not only supports employees but also signals the resilience and ambition of the business itself. By continuing to develop motivated, educated staff, organisations position themselves to emerge stronger and more competitive when economic pressures ease.

At HR Champions Ltd, we have seen this played out many times in nearly 25 years of delivering effective training solutions. Our wide range of programmes, including our flagship ILM management development courses, are designed to equip managers and teams with the skills needed to lead effectively, remain motivated, and drive business success.

We understand that training budgets are precious, which is why we focus on delivering real value programmes that are designed pay for themselves many times over in improved productivity, reduced staff turnover, and greater employee engagement.

So, while paying wages ensures your employees are working for you today, investing in training ensures they are working for you tomorrow; and for many years to come. In the current economic climate, that long-term view is critical.

Now is the time to review your training strategy. Contact HR Champions Ltd today to discuss our full range of training solutions. Let us help you develop and enhance your people and ensure that your gaining real value from your training spend. Call us on 01452 331331, or complete the contact form.

The Government’s flagship Workers’ Rights Bill has been up for scrutiny in the House of Lords last week and their Lordships have batted it back with a significant amendment concerning a standout policy regarding rights for claims against unfair dismissal. Cue red faces on the Government front benches.

The bill was sent up to the Lords with the proposal to grant employees protection against unfair dismissal from their very first day of employment, as opposed to the current two-year qualifying period. This has been one of the big promises from the Labour Government.

However, the Lords have suggested modifying this period to six months, with Lord Sharpe of Epsom stating “What the Government have failed to grasp is that, when businesses are given the flexibility to manage their workforce pragmatically, that is precisely when they are more likely to take on new staff. Hiring is always a risk. By heightening that risk and making it more difficult to manage, this Bill creates disincentives to hire…”

The amendment is one that many will see as a welcome injection of practicality and common sense into the legislation.

As pointed out by Lord Sharpe, the idea of employees being able to submit tribunal claims for unfair dismissal from day one of their employment understandably makes employers cautious. Businesses must be afforded a reasonable period to evaluate a new employee’s suitability, skills, and attitude towards their job. Allowing immediate claims potentially disincentivises employers from hiring new staff, wary of the heightened risk of litigation.

Indeed, critics have described the initial proposal as a potential "Slackers Charter," intended to protect employees from exploitation but inadvertently enabling exploitation in reverse. Although the intent behind Labour’s original proposal was commendable, in seeking to defend workers from unscrupulous employers, it risks inadvertently opening the door for unscrupulous employees to unfairly exploit diligent and honest employers.

The truth is that most employers and employees fundamentally want the same outcomes: reliable staff who arrive punctually, perform effectively, and contribute positively to the workplace culture. Employers have little incentive or desire to dismiss hardworking, committed employees. Extending day-one unfair dismissal rights to catch out a minority of bad employers is something of a sledgehammer to crack a nut scenario.

We can see similarities in the Government’s proposed renters' rights legislation. Most landlords have no wish to evict dependable tenants who pay rent promptly and maintain properties respectfully. Yet, recent legislative proposals seem predominantly aimed at protecting tenants who fail in their contractual obligations. Similarly, the Workers' Rights Bill, as initially proposed, seems geared towards protecting employees who might deliberately undermine their employment agreements, exploiting the goodwill of their employers.

It's almost becoming a issue of modern times that well intended legislation inadvertently emboldens an unscrupulous few who consciously seek to exploit the system. It’s made it critical for businesses these days to anticipate and mitigate these potential risks proactively, irrespective of what the final legislative outcome may be.

Employers must ensure they have robust employment processes and policies in place and managers across all levels who are adequately trained to implement them effectively. Employers should provide all management staff with at least a foundational understanding of Employment Law, including awareness of the legal and practical consequences of inappropriate actions or omissions.

You’ll know that at HR Champions, we specialise in delivering precisely this type of training. Our range of courses equips managers and leaders with practical knowledge regarding Employment Law, best practice, and effective employee management strategies. Business owners and senior managers should engage with us proactively to ensure their managerial teams are thoroughly prepared and equipped.

We are frequently reminded of the costly implications of Employment Law mistakes, not only financially but also in terms of employee morale and productivity. Investing modestly in training now can safeguard businesses against substantial future losses, and also deliver return on investment through greater productivity and reduced staff turnover.

Contact us today to discuss how our tailored training programmes can proactively protect your business. A small investment now can yield substantial savings and benefits in the long term, keeping your organisation safe against future legal risks while simultaneously elevating productivity. Call us on 01452 331331, or complete the contact form.

I regularly listen to podcasts, and one I recently listened to on BBC Radio 4 raised a discussion that true leadership extends far beyond merely making decisions or exerting authority. The discussion explored how genuine leadership is fundamentally anchored in having clear values and a compelling vision.

In other words, a true leader doesn’t just manage; they inspire, and their followers instinctively understand how to act and behave because the vision expressed by their leader is not only crystal clear but lived and embodied authentically.

In contrast, we frequently observe individuals in leadership roles, particularly noticeable in modern politics, who struggle to project themselves as genuine leaders. The central issue is often a lack of a clear, visible vision. Without clarity of purpose or a definitive vision, leaders inevitably leave their teams struggling with uncertainty and unable to confidently make decisions.

Decision-making within such teams becomes slow and cumbersome, as individuals fear making mistakes, unsure of the repercussions of their choices or statements. Team members frequently seek constant reassurance, clarification, or approval, paralysed by doubt rather than empowered to act.

When a leader’s vision is transparent and convincingly expressed, the opposite occurs. Employees and followers inherently grasp the priorities and understand what actions align with organisational goals. This kind of clarity transforms the workforce, enabling employees to confidently make decisions and act decisively. An empowered, vision-led team operates without the constraints of confusion or hesitation, significantly improving both individual and organisational productivity.

The common saying that great leaders are great communicators rings particularly true here. Effective communication is straightforward when a leader thoroughly understands their own vision and values. It becomes second nature to convey direction, goals, and expectations clearly. Conversely, when leaders lack clarity about their own message or intent, communication becomes ambiguous and ineffective. Messages get muddled, instructions lose coherence, and team members are left guessing what their leader truly wants.

A leader who genuinely believes in and understands their vision almost effortlessly communicates it. Their clarity radiates, with their followers absorbing the vision almost by osmosis. This type of intuitive understanding within teams come about because a leader’s behaviour, words, and decisions consistently reinforce the same clear vision.

At HR Champions, we recognise that vision-driven leadership is a skill that can be developed and refined. Our leadership training places great emphasis on helping current and aspiring leaders uncover and clearly define their core values and vision. We guide leaders and managers in translating abstract ideals into tangible, actionable strategies that their teams can understand and embrace.

Understanding and adopting this aspect of leadership is key for effective management and sustainable organisational success. With clearly articulated values and vision, you automatically empower your teams, streamline decision-making processes, and foster an organisational culture of confidence and proactive initiative.

We invite you to discover your leadership potential with us. Our leadership focussed training programmes equip leaders to communicate their vision effectively, inspire their teams, and drive lasting organisational success. Come and learn to be a great leader with us. contact us today to discuss how we can support yours and your team’s leadership development. Call us on 01452 331331, or complete the contact form.

With the challenging and often uncertain economic climate we currently find ourselves in, businesses face constant pressure to scrutinise their budgets. We find that training expenditure can often be subject to review. There may be a tendency for companies to categorise training into two areas: training they must provide because of legal obligations, and training they should offer to protect their employees and business interests, and to deliver employee growth and engagement.

Legally mandated training typically focuses on critical health and safety standards. For example, food hygiene training is compulsory for anyone working in kitchens or handling food. Beyond legal compliance, food hygiene training exemplifies best practice. Following strict hygiene procedures not only ensures legal adherence but also enhances business reputation, customer trust, and overall productivity.

Similarly, employees who work at heights, operate dangerous machinery, or handle hazardous chemicals must undergo specific levels of safety training. These legally directed training courses verify that staff have the skills and knowledge to safely perform their roles in hazardous environments. Additionally, such training also inherently boosts morale and, we hope, reduces workplace accidents, contributing to overall efficiency and reduced operational downtime.

Beyond legal obligations, there is a category of training businesses should undertake to maintain employee welfare and reduce organisational risk. Courses such as Dignity at Work and mental health training, such as we provide at HR Champions, illustrate this clearly. While not legally compulsory, neglecting such training exposes companies to significant risks. For instance, if an employee engages in bullying or sexual harassment, the employer could face expensive tribunal claims under vicarious liability laws, as we discussed in last week’s blog. unless they can demonstrate that adequate preventative training had been provided.

Mental health awareness training can similarly fall into the should do category. Employers neglecting employee mental health can be accused of poor employment practices. Excessive pressure, such as unrealistic target-setting without regard for employee wellbeing, is likely to attract criticism or even legal repercussions at tribunal. Training your managers to understand and support mental health reduces this risk and fosters a healthier, and by default, more productive workplace.

Leadership and Management training can also be classified in the "should do" category and is are often viewed as an optional luxury. We consistently highlight that well-trained managers enhance business performance and reduce staff turnover. Despite the proven benefits, management training budgets are often an early casualty in financial downturns, however cutting corners on leadership training is a false economy.

Poor and often illegal behaviour and decision-making from untrained managers will lead to decreased employee morale, and increased risk of costly tribunal claims due to inadequate management practices.

Perhaps it is time for businesses to reconsider what constitutes mandatory training. While legally prescribed courses such as food hygiene and health & safety training are non-negotiable, organisations should expand their view of essential training to include courses aimed at preventing harassment, improving mental health awareness, and developing robust management skills. Viewing such training as compulsory rather than optional is likely to lead to healthier, more productive workplaces and reduced legal and operational risk.

At HR Champions, we understand that each organisation has unique training needs. We invite you to discuss our comprehensive range of training solutions. Together, we can design a bespoke training package that protects employee welfare, and enhances productivity. Contact HR Champions Ltd today to ensure your organisation remains compliant, resilient, and competitive. Call us on 01452 331331, or complete the contact form.

I bet you’d never heard of rap duo Bob Vylan before last weekend’s performance at the Glastonbury Festival. This week however, they have been all over the news following their controversial act which included the chant of "death, death to the IDF", sparking widespread criticism. Notably however, the brunt of public outrage, condemnation from political commentators and accountability has fallen on the BBC rather than directly on the performers themselves; although the police are now investigating the group.

Despite not having direct control over the band's content, the broadcaster faces a police investigation and serious consequences because it failed to swiftly curtail the live broadcast, once the controversial chant began. We can only assume that the Glastonbury event organisers have a great PR team to have escaped scrutiny on the matter.

This whole affair is a classic example of “vicarious liability” and really crystalises what it means.

Vicarious liability is a legal principle whereby an organisation is held responsible for the actions or omissions of its employees or representatives when those actions occur in the course of their employment or duties. Essentially, if an employee engages in behaviour that breaches legal or ethical guidelines, such as inciting hatred, harassment, discrimination, or abuse, the employing company can find itself facing serious legal repercussions, regardless of direct involvement or prior knowledge.

Translating this into a business context, imagine an employee within your organisation making a discriminatory remark or displaying offensive behaviour toward a colleague or customer, particularly relating to any of the protected characteristics outlined by the Equality Act 2010. Even if senior management was unaware of or didn't condone the employee's actions, the company itself can still be held legally liable.

This means employers must proactively manage and mitigate risks by ensuring their staff are fully aware of what constitutes appropriate workplace behaviour.

Several recent UK tribunal cases underscore the significance of this principle. For instance, in 2022, a firm was ordered to pay over £36,000 when an employee made repeated derogatory comments relating to religion and ethnicity. Despite the employer’s assertions that they did not endorse or condone these behaviours, the tribunal found that the company had not provided sufficient training or taken adequate preventative measures. Another notable example involved a retail company ordered to pay £25,000 to an employee who suffered racial harassment from colleagues, again due to inadequate managerial oversight and insufficient employee training.

Clearly, it is imperative for employers to take responsibility and implement robust measures to educate and train their teams in an attempt to mitigate risk. This involves clearly communicating expectations around conduct, providing thorough training to highlight appropriate and inappropriate behaviour, and ensuring effective procedures are in place for promptly addressing any misconduct.

It’s not OK to simply think the employee should have know better, or to think it has nothing to do with the employer what the employee chooses to say, and make this your excuse. Organisations must actively demonstrate that they have taken reasonable steps to prevent misconduct and harassment to reduce their vulnerability to vicarious liability claims.

You’ll already know that at HR Champions, we specialise in providing comprehensive, targeted training solutions. By investing in training focused on dignity at work, and by ensuring your managers are knowledgeable, confident and capable in handling potentially dangerous situations, organisations can significantly reduce their exposure to liability. A modest investment in preventative training can mitigate the risk of potentially devastating financial and reputational damage that tribunal claims can bring.

But don’t wait until you’ve suffered an event and it's too late. Ensure your workforce is fully educated on expected behavioural standards and the consequences of breaching them. Contact HR Champions today to discuss tailored training solutions suitable for your organisation’s needs.

Additionally, consider attending one of our free Workplace Series Seminars, where you can learn more about managing workplace behaviour effectively and safeguarding your organisation from legal pitfalls. Take proactive steps today to protect your organisation's future. Call us on 01452 331331, or complete the contact form.

The Government’s authority has been questioned this week by a back bench rebellion over the forthcoming vote on the Universal Credit and Personal Independence Payment Bill in the House of Commons. The bill has highlighted the increasing number of individuals in the UK claiming welfare and disability benefits; a high proportion of which have attributed to neurodivergent conditions such as ADHD.

Statistics from the Department for Work and Pensions (DWP) indicate that as of early 2023, over three million people are claiming Personal Independence Payment (PIP), representing a significant increase of nearly 70% since 2017.

It is the rise in individuals diagnosed with neurodivergent conditions that has garnered attention recently which reflect broader shifts in mental health awareness and diagnosis trends.

The UK currently faces one of the highest rates of workforce absenteeism post-Covid in the developed world, particularly due to stress, anxiety, and neurodivergent conditions. This prompts some important questions:

• Is the increase due to genuine health concerns amplified by inadequate support systems during the pandemic?
  
  
• Does it reflect broader societal issues, including greater awareness through social media and an increased diagnosis rate?
  
  
• Is social media a contributing factor?
  
  
• Is there a growing reliance on welfare benefits?
  
  
• Is there a lack of workplace understanding, management and making reasonable adjustments to accommodate neurodivergent conditions?

The complexity of this issue demands careful consideration and understanding.

Research from bodies such as the Office for National Statistics (ONS) indicates that mental health and neurodivergent diagnoses, including ADHD, have risen significantly. Diagnoses among adults, in particular, have soared by approximately 20% since 2020.

Factors potentially contributing to this increase include heightened awareness and possibly the enduring psychological impacts of the pandemic. Also in question is whether GPs are too ready to simply refer patients to a neurodiversity assessment service which is struggling under the pressure of numbers of patients, leading to long witing times.

For employers, the situation presents a challenge. The ability to maintain productivity and operational stability depends heavily on a reliable, engaged, productive and well-supported workforce. As the prevalence of neurodivergent conditions within the working population rises, businesses must adjust their management practices and workplace policies accordingly. Failing to accommodate and support neurodiverse employees adequately risks productivity losses and increased turnover, thereby impacting overall economic performance.

It should be acknowledged however that neurodivergent conditions can also bring valuable advantages to employers. Employees with conditions such as ADHD and autism spectrum disorders often demonstrate exceptional problem-solving abilities, heightened creativity, and meticulous attention to detail. Companies embracing inclusivity and actively supporting neurodivergent individuals can experience improved innovation and productivity, thanks to diverse approaches and fresh perspectives.

Recognising and effectively managing neurodiversity in the workplace is crucial for future success. We are hosting a seminar on "Managing Neurodiversity in the Workplace" this September, providing a valuable platform to discuss and address these pressing issues.

The seminar will feature expert insights from medical practitioners, occupational health specialists and legal practitioners who routinely manage or deal with neurodivergent conditions. Attendees will gain practical guidance, best practice strategies, and up-to-date medical knowledge to ensure managers are equipped to ensure their company culture is neurodiverse inclusive.

We should also be mindful that neurodiversity is increasingly recognised as a protected characteristic under UK employment law. Attending the seminar will help ensure your business remains compliant, avoiding the potential pitfalls that can lead to costly employment tribunal cases.

Take a pro-active step and sign up for our "Managing Neurodiversity in the Workplace" seminar today, and position your organisation to effectively and inclusively manage your workforce in an increasingly neurodiverse world. Secure your place now by visiting our events booking page or contact us. Call us on 01452 331331, or complete the contact form.