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Minimum Wage Side-Effects
With the introduction from April 1st of one of the largest increases in the National Minimum Wage (NMW) by the current Labour Government, comes a wave of associated challenges for UK employers. For SMEs in particular, there is a wider implications across workforce management and pay structures.
While the rise in minimum pay is designed to support lower-income workers and tackle cost-of-living pressures, it places a significant and immediate financial burden on businesses. Remember this comes on top of rises in employer National Insurance contributions and a reduction in the threshold at which employers begin paying National Insurance.
The most obvious impact of a minimum wage increase is the direct cost to employers. From the beginning of this month, the new hourly minimum wage rates are:
- Age 21 and Over: £12.21
- Age 18 to 21: £10.00
- Under 18 & Apprentice: £7.55
However, the real challenge comes from the knock-on effect such changes cause throughout an organisation.
When minimum wage workers receive a pay increase, the gap between them and more senior or experienced colleagues narrows. This creates a perceived devaluation of more skilled roles. A supervisor, for example, may now only earn marginally more than the team members they manage—yet they carry more responsibility, often work longer hours, and deal with the added pressure of people management.
As a result, employers may feel compelled to increase pay across the board to maintain a fair and motivational pay structure. This will clearly lead to a significantly increased wage bill, which many businesses simply can’t afford in the current economic climate.
Referred to as “wage compression”, this outcome also has implications for recruitment and retention. Typically, people tend to secure higher pay when they change jobs, so when experienced staff feel their salary progression has been undermined, this may be create inertia to tempt them to leave for better-paying roles elsewhere. Replacing them comes with its own costs—not only in higher salaries for new starters but also the recruitment process itself, which is increasingly expensive and time-consuming.
Increases in National Minimum Wage is nothing new, so to counter this wage compression, many employers will have already adopted more creative remuneration strategies to remain competitive. These might include offering extra holidays, private health insurance, flexible working arrangements, or remote work options. While these benfits can help with retention, they are less immediately visible than a higher take-home salary, and may not always be appreciated by employees focused solely on the numbers at the bottom of their payslip.
It's worth remembering that whilst increases to the NMW are driven by government policy, the financial responsibility falls entirely on the employer. And while workers may see more money in their pockets, the Government also benefits from increased revenue via income tax, employee National Insurance, and employer National Insurance contributions—the latter, as we’ve already mentioned, has seen significant hikes this year.
This growing cost pressure on businesses demands a strategic approach to reward and people management. Employers must regularly remind senior and long-serving employees of their full benefits package, which may include development opportunities, enhanced leave entitlements, and other non-monetary advantages. At the same time, it’s clear that creative remuneration will remain vital in attracting and retaining the best talent in an increasingly competitive labour market.
With payroll costs continuing to rise, businesses can no longer afford to carry underperformers. Every employee must be contributing value, and this means that performance management must be front and centre. Those who are not meeting expectations should be offered support and development, but if there is no improvement, they may need to be exited from the organisation to ensure overall team performance and cost-efficiency are maintained.
Supporting senior staff through Leadership and Management training is not only a way to demonstrate investment in key personnel, it also ensures that managers are equipped to lead effectively. Trained managers are more confident in handling performance issues, motivating their teams, and helping the business navigate the complex challenges brought on by rising wage costs.
If you're looking to future-proof your workforce and build a resilient management structure, get in touch with HR Champions today. We'll work with you to design a bespoke training plan that supports your people, controls your costs, and drives performance in a rapidly changing employment landscape. Call us on 01452 331331, complete the contact form.
The Manager Toolkit
In the modern fast-paced and constantly evolving business environment, it’s rarely enough for truly effective managers to rely on a single leadership style or technique. Successful management is about being able to adapt, flex, and respond to the individual needs of team members, the task at hand, and the broader business context. This requires a comprehensive toolkit of skills, behaviours, and knowledge that managers can draw upon at any given moment.
At HR Champions Ltd, we believe that truly effective managers are those who combine technical know-how with emotional intelligence, and who understand that there is no one-size-fits-all approach to leadership. That’s why our training portfolio includes a range of solutions including Insights Discovery, Ken Blanchard’s SLII, and ILM-accredited courses—each offering a unique but complementary piece of the management puzzle.
Insights Discovery: Communicate With Impact and Empathy
Understanding how people think, feel, and communicate is fundamental to building trust and engagement within a team. Our Insights Discovery training introduces managers to the four colour energy profiles—Fiery Red, Sunshine Yellow, Earth Green, and Cool Blue—which help explain why individuals behave the way they do.
Armed with this knowledge, managers can tailor their communication style to suit the personality of the team member, ensuring that people feel heard, valued, and respected. This reduces conflict, fosters collaboration, and boosts morale. Perhaps most importantly, it helps managers avoid the classic pitfall of “talking down” to employees or coming across as dismissive—something that can alienate even the most capable team members.
SLII: Flexing Your Style to Fit the Situation
Another key element of any manager’s toolkit is the ability to adjust their leadership approach based on the situation and the individual’s competence and commitment. This is where the Ken Blanchard SLII model comes into play.
SLII teaches managers to recognise whether someone is a beginner, a learner, capable but cautious, or a high performer, and then to provide the appropriate level of direction or support. Too often, managers assume someone knows more than they actually do or is ready to work independently despite having no prior experience. SLII removes that guesswork and ensures supportive, effective leadership at every stage of development, at the appropriate level.
ILM Training: The Mechanics of Management
While understanding people and flexing your style are essential, managers also need to master the nuts and bolts of leadership. That’s where our suite of ILM-accredited leadership and management courses comes in.
From Level 2 for new supervisors to Level 5 for senior managers, ILM courses cover essential topics such as:
- Goal setting and performance measurement
- Giving and receiving feedback
- Motivating individuals and teams
- Time management and delegation
- Strategic thinking and innovation
This is the foundational knowledge that supports everyday leadership decisions, drives accountability, and ensures that business objectives are met.
Bespoke Programme: A Tailor Made Solution
Following a training needs analysis, we’ll collaborate with you to design a programme that aligns the development programme with the business needs. These solutions can be accredited or not and may well include our Insights discovery and SLII solutions. Either way, they’ll be taking your team on a journey to develop their skills and confidence to deliver your business plan through the wider team.
The Ultimate Goal: A Fully Equipped Manager
In an ideal world, every manager would have the ability to draw on all of these tools—to communicate effectively, adjust their approach, and execute the core responsibilities of leadership with confidence and consistency. It’s this blend of skills that creates outstanding leaders: the kind of manager that people want to work for, who inspires loyalty, and who leaves a lasting impression on those they lead.
These are the managers that team members remember fondly when reflecting on their careers—the ones who challenged them, supported them, and helped them grow.
At HR Champions Ltd, we specialise in designing bespoke training programmes that combine elements of Insights Discovery, SLII, and ILM qualifications. Whether you're developing emerging managers or supporting senior leaders, we can build a package that ensures your management team is equipped to lead high-performing teams that deliver results.
Get in touch with us today to talk about how we can help your organisation build a team of resilient, flexible, and truly effective managers. With the right toolkit, anything is possible. Call us on 01452 331331, complete the contact form.
Change Management; Getting it Right
Change is an inevitable part of running a business, but in today's climate of global uncertainty, rising costs, and shifting market dynamics, it’s becoming less of a choice and more of a necessity. Whether it's downsizing, restructuring, digitising systems, or adopting new ways of working, organisations across the UK are having to adapt more rapidly than ever.
For businesses, this means having a robust and effective change management process in place isn’t a nice-to-have—it’s essential. Poorly handled change can cause confusion, resentment, and disengagement, while well-managed change can lead to a stronger, more united team that’s ready to take on whatever comes next.
What Change Might Look Like in 2025
Change within organisations this year could be influenced by many things or take many forms:
- Redundancies or restructuring to reduce costs
- Adoption of AI and automation to increase efficiency
- Shifts in leadership or ownership
- Cultural or behavioural change in response to internal challenges
- New systems or technology rollouts
Given the current economic pressures — a faltering economy, countrywide job losses and external factors such trade war tariffs and the continuing uncertainty in Ukraine — most businesses should at least be in a state of preparedness and ready to implement some form of change over the coming months. Simply knowing that change is needed isn’t enough. We need to be ready to manage change effectively.
Change can go disastrously wrong when it’s poorly communicated, rushed, or imposed without consultation. One real-life example is the 2021 rebranding of Royal Mail’s parent company to “International Distributions Services”, which was met with confusion and derision from employees and the public alike. The change was implemented without engaging staff or clearly explaining the reasoning or benefits. Morale plummeted, and the organisation faced further internal unrest during subsequent strikes.
In the private sector, a common mistake is announcing reorganisations with little notice or support, creating anxiety and a sense of instability that leads to staff attrition, mistrust, and a drop in productivity.
Effective change management is not just about telling people what’s happening—it’s about bringing them with you on the journey. The key principles of good change management include:
- Early and honest communication – Explain the reason for the change, what the process will look like, and what the desired outcomes are.
- Involving employees at all levels – Ask for input, encourage ideas, and allow teams to help shape the solution. People are more likely to embrace change if they feel ownership over the process.
- Supporting those affected – Offer training, coaching, and emotional support to those whose roles may change or disappear.
- Creating opportunities for collaboration – Change can foster new relationships and creative problem solving, especially when teams are encouraged to work together on solutions.
When done well, even a negative trigger for change—such as financial pressure or falling performance—can be turned into a positive opportunity for growth. Employees who feel included, respected, and heard are more likely to engage with the new direction, and a shared sense of purpose can bring a renewed sense of cohesion to the workforce.
Plan Now, Thrive Later
The organisations that succeed during periods of uncertainty are those that take a strategic and planned approach to change. Rather than reacting in panic, they look at the big picture, involve the right people, and prepare their teams for the road ahead.
At HR Champions Ltd, we provide training and development solutions that equip managers with the skills and confidence to lead through change. Our programmes cover the key elements of effective change management, including communication strategies, emotional intelligence, and how to support individuals and teams through uncertain times.
If you're facing change in your organisation, or if you want to be ready for it when it comes, get in touch with HR Champions today. We can help you design a training and support programme that ensures your managers are prepared to guide your people through change safely, positively, and effectively.
Change is coming. Make sure you’re ready for it. Call us on 01452 331331, complete the contact form.
Right to Try: Risks and Rewards
Work and Pensions Secretary, Liz Kendall, this week announced a range of proposed welfare reforms, aimed at tackling the growing issue of long-term sickness absence and encouraging more people back into work. She said the current system was “failing the very people it is supposed to help and holding our country back”.
Among the proposals she unveiled is the “right to try” concept, which seeks to provide benefit claimants with the opportunity to test out employment without the risk of losing their welfare entitlements if things don’t work out.
At face value, this is a positive and compassionate proposal. The idea recognises that many people receiving sickness and disability-related benefits are hesitant to attempt returning to work because of the bureaucratic nightmare and financial insecurity that comes with restarting the benefits application process if a new job doesn’t last.
The fear of failure, both financial and personal, is a strong deterrent. Offering a safe route back into employment, without the harsh consequences of being cut off from support, could give thousands of people the confidence they need to try returning to the workforce.
The Government’s interest in addressing this issue is also understandable from an economic perspective. With the cost of long-term sickness benefits soaring and a labour market still facing worker shortages, enabling more people to return to work is an attractive way to reduce welfare spending and boost productivity.
However, while the intentions behind the “right to try” scheme are laudable, there is a danger that, once again, employers may be left shouldering the burden of a policy that doesn’t go far enough to consider business realities.
Recruitment is already one of the most expensive and time-consuming aspects of running a business. From advertising roles, sifting applications, and conducting interviews, to onboarding and training new staff, the costs soon add up. For HR professionals and business owners, the last thing they want is to hire someone who is half-hearted about the role, knowing they have a safety net to fall back on with minimal consequence.
The risk here is that the “right to try” approach may inadvertently undermine the seriousness with which new employees approach job opportunities. If someone knows they can walk away from the job and immediately return to benefits, what’s to stop them giving up at the first sign of difficulty? This leaves the employer with yet another vacancy to fill, having already invested valuable time and money into the process.
We have long advocated that employers should offer a truly inclusive workplace to avoid overlooking some groups of people that might have a range of skills and talents the business can really benefit from. This population of hidden talent may well exist in those currently on disability benefit that the Government would like to see return to work, and it might just take a few reasonable adjustments in the workplace in order to tap into this pool.
However, for this policy to work fairly and effectively, there needs to be more than just support for the individual—there must also be a framework to support employers. A few possible solutions could include:
- Incentivised recruitment schemes: Grants, wage subsidies, or National Insurance reductions for businesses who take on candidates under the “right to try” scheme.
- Trial employment protections: Flexibility in employment law for a defined trial period, where the usual dismissal processes could be adapted.
- Access to job coaching or mentoring: Joint investment in support services that ensure the individual has help settling into the role—not just a parachute out.
Without this, employers may be reluctant to engage with the scheme—and understandably so.
While the "right to try" could positively shift the culture around work and welfare, it must be carefully implemented to ensure it doesn’t dilute workplace expectations or create additional risks for businesses. HR professionals and senior managers must continue to balance empathy with practicality, ensuring fairness for all while protecting productivity and team morale.
Those managers tasked with overseeing anyone working under the right to try concept will need to be confident in their ability to set tasks, monitor performance and provide meaningful feedback in order to maximise the potential success of any such scheme. Something we can support with through our comprehensive range of management training programmes.
The business community has a part to play in making welfare reform a success, but not at any cost. A well-supported, two-sided approach will be essential. Get in touch today to talk about how we can support your business with training and guidance towards an effective and robust management structure that is able to react to a constantly shifting landscape and engage with new approaches like “right to try” effectively. Call us on 01452 331331, complete the contact form.
Civil Service Cutbacks: How not to Performance Manage
We didn’t expect to be talking about performance Management again so soon, but following the recently announced plans to reduce the cost of running Government by reducing the civil service workforce, we couldn’t resist. The headline-grabbing initiative, outlined by Cabinet Office Minister Pat McFadden at the weekend, includes offering financial incentives to underperformers to leave their jobs, alongside a new six-month improvement window for those struggling to meet expectations.
From an HR professional’s perspective, this approach raises significant concerns. Rather than addressing poor performance through a robust performance management strategy, the Government appears to be taking the weak option of simply paying people off. Not only does this set a dangerous precedent, but it enforces the common view that a culture of non-accountability exists; something that would spell disaster for businesses in the private sector.
Encouraging underperformers to leave through financial incentives instead of managing them effectively smacks of a failure to embed a performance management culture through poor leadership. Any competent HR professional would advocate for a clear, structured performance management process that includes goal setting, support, and, if necessary, dismissal for consistent underperformance.
By opting to offer financial incentives, the Government is essentially rewarding failure rather than dealing with it through proper disciplinary channels, which, through employment legislation, the Government advocates employees should be subject to. This could even be construed as constructive dismissal, as employees may feel pressured to leave rather than being given fair but firm opportunities to improve.
It begs the question: why is the Government not willing to simply manage performance properly? In the private sector, employees who consistently fail to meet expectations do not get handouts to leave—they are expected to improve or face real consequences.
Furthermore, the proposal to give underperformers six months to improve before facing dismissal is exceptionally lenient. In the private sector, underperformance is often dealt with swiftly, as businesses cannot afford the financial drain and understand the impact on moral of an ineffective employee.
- Underperformers affect team morale – Hardworking employees resent carrying the weight of a colleague who isn’t contributing.
- They cost money – Whether through missed deadlines, inefficiency, or lost revenue, an underperforming employee drains resources.
- They impact productivity – A slow or disengaged worker affects team output and motivation.
A well-managed performance process should mean that clear objectives, support, and expectations are set from the outset. Six months of underperformance can cost a business dearly, and few businesses in the private sector would tolerate such delays in decision-making.
It has long been an open secret that Government departments and the civil service are inefficient and bureaucratic. Many businesses and individuals have struggled with the slow pace, excessive red tape, and lack of accountability in Government institutions.
For those who fail the Government’s new performance tests and lose their jobs, the private sector will not be eager to take them on. HR professionals and hiring managers in business will undoubtedly have concerns about whether failed ex-civil servants will adapt to faster-paced, results-driven environments.
Another factor in these job cuts is technology. The Government is talking-up reliance on AI and automation to replace many of the administrative functions currently carried out by civil servants. While AI has the potential to increase efficiency, it also creates job displacement issues that need careful handling. It’s also still an unknown quantity to a large degree and the Government may be making decisions it doesn’t fully understand the consequences of.
Furthermore, the Labour Government may face resistance from unions, who will likely oppose these job cuts. Given that unions are a major financial backer of the Labour Party, the Government will need to tread carefully to avoid alienating their support base.
This week’s announcement to abolish NHS England is another major shake-up that will lead to further job losses across Government-run organisations. While there is an argument for reducing unnecessary bureaucracy, some contingency may be required to counter the wider economic impact. More unemployed civil servants will mean less disposable income, increased benefits claims, and greater financial strain on the economy.
While the Government struggles with poor performance management, private sector businesses cannot afford to make the same mistakes. Companies should be focusing on getting the most out of their employees, ensuring performance is managed effectively rather than tolerating long-term underperformance.
As you’ll know by now, HR Champions provides a comprehensive suite of management training courses designed to:
- Equip managers with the skills to monitor and improve employee performance
- Ensure underperformance is dealt with swiftly and fairly
- Teach managers how to set expectations and manage objectives effectively
- Support organisations in developing long-term performance management strategies
With new employment laws on the horizon, including longer probation periods and greater employee rights from day one, it is essential that businesses prepare now. Rather than cutting back on investment in employees, companies should be training their managers to ensure maximum productivity and performance.
Get in touch with HR Champions today to discuss how we can tailor a training solution to fit your organisation, ensuring stronger leadership, higher performance, and no tolerance for underperformance. Call us on 01452 331331, complete the contact form.
Nine-Month Probation
The UK government is currently debating significant changes to workers' rights, with a key proposal being a statutory nine-month probation period. This potential extension is seen as a compromise for businesses to counterbalance Labour’s push to grant employees unfair dismissal rights from day one. If this amendment is passed, it will dramatically change how employers manage new recruits, making it more difficult to dismiss employees without a proper process.
Many businesses have tended to rely on the two-year qualifying period for unfair dismissal claims, allowing flexibility in managing underperforming staff. However, this safety net may soon disappear, making it even more critical that probation periods are properly structured and actively managed.
Are Employers Already Ignoring Probation Policies?
In reality, many businesses are guilty of not properly managing probation periods. Too often, employees "drift through" without any formal confirmation of passing probation—if they’re still in the role after three or six months, it’s simply assumed that they’ve passed. This casual approach will no longer be viable if a statutory nine-month probation period is introduced.
Employers will need to up their game, as the proposed legislation will probably require them to prove that they followed a structured process if they wish to dismiss someone within the probationary period. This is likely to include:
- A clear probationary policy outlining expectations and assessment criteria.
- Structured performance reviews at regular intervals (e.g., at 3, 6, and 9 months at the very least).
- Adequate training and coaching to give employees a fair opportunity to succeed.
- Formal warnings and documentation if performance is unsatisfactory.
Failing to follow a structured process could open businesses up to legal challenges and costly tribunal claims, especially if the unfair dismissal protection is granted from day one as proposed.
Line Managers Will Play a Key Role
Many businesses leave probation management to HR or senior managers, but with a nine-month statutory probation period, the responsibility must shift to line managers. They will be the ones working most closely with new employees and must take ownership of:
- Setting clear expectations from day one.
- Providing structured inductions, training, and mentorship.
- Regular weekly/monthly progress catch-ups to discuss training and support requirements
- Monitoring progress through measurable goals and milestones.
- Holding difficult conversations when employees are not performing.
- Documenting all interactions to provide a clear performance record.
Line managers will need to understand that poor probation management could lead to costly unfair dismissal claims, and that their actions—or inactions—could have serious legal and financial consequences for the business.
Businesses Need a Strategic Approach
To prepare for these changes, organisations should start by developing a comprehensive probation strategy that includes:
- A robust probation policy aligned with best practice and future legal requirements.
- Training for managers in recruitment, onboarding, and performance management.
- A structured framework for setting and assessing employee objectives.
- Formal review points throughout the probation period.
- Coaching and mentoring systems to support new employees effectively.
Although the new legislation is unlikely to come into force for at least 12 months, forward-thinking organisations should begin preparing now. Having a robust and structured probation management strategy is already best practice, but it makes good business sense anyway as it ensures that new employees are supported, developed, and given the opportunity to perform to their full potential.
At HR Champions, we provide comprehensive training solutions to equip managers with the skills they need to manage probation periods and performance management effectively. Our training covers:
- Operational aspects of recruitment, onboarding, and inductions.
- Coaching and mentoring techniques to support employee success.
- Setting and monitoring tasks, goals, and milestones.
- How to handle challenging conversations with underperforming staff.
With the introduction of a nine-month statutory probation period, businesses will no longer have the luxury of waiting two years to make decisions about employee performance. Instead, proactive performance management will be essential—and the time to start upskilling managers is now.
Get ahead of the curve—contact HR Champions today to ensure your managers are fully equipped to handle the upcoming changes and maximise employee performance from day one. Contact HR Champions on 01452 331331, complete the contact form to discuss your .
The Elon Musk Approach to Management
Elon Musk is no stranger to controversial leadership tactics, and his latest approach to workplace efficiency is no exception. In his role within the Department of Government Efficiency, Musk recently sent an email to all federal employees, instructing them to bullet point five key work achievements to justify their jobs. His message was clear—failure to respond would be considered a resignation.
While this might seem like a bold attempt to slim down American government spending, in reality, it’s a heavy-handed stunt designed to create the illusion of decisive action. It assumes that every employee’s contribution can be easily summarised in a handful of bullet points, disregarding the complexity of modern work and the importance of structured, ongoing performance management.
Performance Management shouldn't be a stunt. It’s not about issuing ultimatums or pressuring employees into proving their worth on demand. A well-structured performance management programme:
- Sets clear objectives through a tiered approach, cascading goals from leadership down through the management structure.
- Includes regular performance discussions instead of relying on one-off assessments.
- Provides opportunities for feedback, coaching, and development, ensuring that employees understand expectations and have the tools to succeed.
Musk’s blunt approach completely disregards the importance of consistent, well-managed performance reviews. Instead of motivating employees, it creates fear, uncertainty, and disengagement, ultimately leading to low morale and high turnover.
Business has changed significantly over the past decade, and so too must our approach to performance management. Gone are the days when employees were evaluated once a year based on long-term projects.
Today’s workforce is more agile, and short-term "sprint" tasks often take precedence over grand, multi-year initiatives. Companies that fail to adapt to this shift risk frustrating their employees and missing out on opportunities for continuous improvement.
For example:
- A software development team may operate in two-week sprints, delivering incremental improvements rather than working towards a single, year-end release.
- A marketing department may measure success through campaign performance rather than an annual review of branding efforts.
- A customer service team may be evaluated based on real-time feedback scores rather than periodic assessments.
If Musk’s approach were applied to these teams, it wouldn’t accurately reflect their contributions—some projects may not align neatly into five bullet points, while others might be in progress rather than completed.
Furthermore, the responsibility for the behaviours and performance within an organisation must be owned and role modelled from the very top; to be cascaded down through the management tiers. The “do as I say” approach the Musk appears to favour, doesn’t cut it with the modern workforce and leading by example has become a fundamental cornerstone of effective performance management.
Rather than relying on a one-size-fits-all, fear-driven policy, managers today need to take a tailored or nuanced approach to performance management. This means:
- Setting SMART goals (Specific, Measurable, Achievable, Relevant, and Time-bound) that reflect the changing nature of work.
- Holding regular check-ins and performance reviews to ensure ongoing development and accountability.
- Understanding individual work styles and responsibilities, rather than expecting every employee to fit into the same mould.
For example, an introverted, analytical employee may not showcase their achievements as readily as an outspoken colleague, but that doesn’t make their contributions any less valuable. A skilled manager will recognise these differences and adjust their performance discussions accordingly.
Join us to discuss effective Performance Management at next week Breakfast Meetings
If you want to build a real performance management strategy—one that develops employees, increases productivity, and retains top talent—then you won’t want to miss HR Champions' Employment Law Breakfast Club meetings next week.
This is your last chance to grab a ticket and join the discussion on how businesses can structure performance management effectively, rather than pressuring staff to justify their existence, as Musk seems to believe is a reasonable approach.
Let’s work together to create a strategy that supports employees, fosters engagement, and drives long-term success. Contact HR Champions on 01452 331331, complete the contact form or book your place and join in one of next week’s meetings.
Workplace Investigations: Unearthing the Facts
You’ve no-doubt heard the comments made this week by Donald Trump and Elon Musk accusing Ukrainian President Volodymyr Zelensky of being a dictator and manipulating opinion polls to improve his popularity; all without presenting any factual evidence. It is baseless claims such as these that erode credibility, influence perception unfairly, and create division and are a classic example of how damaging unfounded allegations and hearsay can be.
Within the workplace, a similar effect can occur when managers fail to base their investigations on facts. If an employee is wrongly accused of misconduct because of opinions rather than evidence, the company may face legal risks, declining morale, and a breakdown of trust between staff and management.
Workplace investigations are a critical part of maintaining fairness, discipline, and integrity within an organisation. Whether investigating a grievance or disciplinary issue, the way an investigation is handled can have a profound impact on employee trust, company culture, and even legal outcomes.
In the modern business environment, managers must be equipped with the skills to conduct effective investigations. Unearthing the truth and working only with the available facts is a key principle in workplace investigations. The risk always exists that investigating managers allow speculation, personal bias, or workplace gossip to influence their findings, leading to poor decision-making.
We endorse consistent training for managers to conduct investigations rather than relying solely on HR teams to take the lead. This ensures that fact-finding is efficient, unbiased, and thorough, reducing the risk of unfair dismissals and reputational damage, and leaves another layer of management to deal with cases if they escalate.
To ensure fairness and compliance, investigating officers must possess key skills that allow them to conduct impartial and thorough investigations. These include:
- Fact-Finding & Objectivity – Managers must focus on gathering clear, factual evidence rather than being swayed by workplace gossip or the opinions of colleagues.
- Effective Questioning Techniques – Conducting interviews in a way that uncovers the truth without leading the witness is crucial to getting accurate testimony.
- Analytical Thinking – Being able to assess evidence, separate fact from opinion, and identify inconsistencies in witness statements.
- Confidentiality & Compliance – Ensuring that sensitive information is handled appropriately to protect all parties involved.
- Report Writing & Decision Making – The final investigation report must be structured, detailed, and legally compliant, outlining the findings and supporting evidence.
Some organisations rely too heavily on their HR departments to carry out workplace investigations. However, in a modern, agile business, all managers should have the ability to handle disputes, grievances, and disciplinary matters competently.
By upskilling managers in effective investigation techniques, businesses benefit from:
- Faster resolution of workplace issues – Reducing the time and resources spent on investigations.
- More consistent and legally sound outcomes – Lowering the risk of employment tribunals.
- Improved employee confidence in leadership – Creating a fair and transparent workplace.
- A strong company-wide policy on investigations – Ensuring consistency across all departments.
At HR Champions Ltd, our Workplace Investigations course trains managers in best-practice investigation techniques, ensuring workplace investigations are handled professionally, legally, fairly and consistently; thereby removing speculation and bias from decision-making.
By running this course in-house, businesses can ensure that all managers receive the same level of training, contributing to a consistent and well-structured company policy on investigations. This leads to better workplace outcomes, improved compliance, and stronger leadership across the board.
If your business wants to improve how investigations are conducted and reduce the risk of costly mistakes, talk to us now to discuss how we can help your organisation develop fact-based, fair, and legally compliant workplace investigation procedures. Call us on 01452 331331 or complete our contact page.
Why Businesses Should Prioritise Succession Planning
It can be difficult to establish at what point a business should implement a succession plan. It’s not something that comes high up on the agenda for some smaller businesses and start-ups, as there are many other challenges for businesses to contend with.
However, having spent nearly 25 years working alongside businesses and witnessing their growth and evolution, the benefits are clear for those where succession is a constant consideration. We’ve seen first-hand how businesses that invest in structured succession planning enjoy greater stability, improved employee retention, and a stronger internal pipeline of leadership talent.
In particular, we see that as business owners and directors begin to approach retirement, or companies look at the possibility of a business sale, having a strong internal team who understands and can run operations effectively is crucial. Any potential buyer or new leader will want assurances that key personnel exist within the business who can maintain stability and continuity. A business without a defined leadership pipeline can struggle to remain competitive or attractive to investors.
Failing to implement a formal succession strategy means that instead of developing and nurturing the most appropriate candidates into senior positions, promotions and leadership appointments are often driven by:
- Employees asking for promotions—rather than businesses strategically identifying suitable talent.
- High employee turnover—where people, often the better employees, leave because they see no clear career progression or opportunities for development.
- Short-term thinking—where businesses focus on immediate needs rather than long-term strategic goals.
The absence of a structured succession plan can create instability, disengagement, and increased recruitment costs, as businesses are forced into a doom-loop of reactive recruitment rather than developing their talent from within.
Organisations that fail to invest in their employees’ development and progression, may inadvertently create a revolving door culture, where talented individuals join, realise there’s no structured career path, and leave for opportunities elsewhere. Without an effective plan in place, businesses may find themselves:
- Scrambling to fill key roles internally—leading to rushed promotions of employees who may not yet have the right experience or training, or simply the wrong promotion altogether.
- Paying excessive recruitment costs—as they are forced to hire externally, with costs compounded by often having to pay premium salaries.
- Risking cultural misalignment—when external hires struggle to adapt to the organisation’s values and ways of working.
Having a clear development plan for future managers and directors ensures that the business is not only prepared for leadership transitions but is also a more valuable and secure investment for potential buyers.
An effective succession plan will incorporate investment in Leadership & Management training that is aligned with the overall strategic business plan of the organisation. At HR Champions Ltd, we provide both accredited (ILM) and non-accredited training programmes, helping businesses identify, develop, and prepare future leaders.
Our training equips individuals with the skills that are essential to the long-term growth and productivity of the organisation, including:
- People management & leadership – Ensuring managers can inspire and lead their teams effectively.
- Strategic thinking – Helping future leaders align with long-term business goals.
- Performance management – Teaching managers how to develop and support their teams.
- Effective communication – Ensuring leadership teams can collaborate and drive productivity.
We can also provide psychometric analysis to help to identify the individuals with the appropriate traits and behaviours required to fulfil certain roles or fill gaps in the management structure.
We understand that every business is unique, and we work closely with organisations to design training and development programmes that align with their long-term goals. Whether that’s preparing for a leadership transition, developing the management team or future-proofing the business.
HR Champions Ltd can help you create a structured leadership development programme that ensures your organisation remains strong, competitive, and ready for the future. Contact us today on 01452 331331 or via our contact page to discuss how we can support your business with effective succession planning and leadership training. Let’s work together to develop your managers and directors of tomorrow.
Bespoke Solutions
Bespoke Training Solutions
We recognise that every organisation is unique, with its own culture, goals, and long-term vision. That’s why we take a highly flexible and tailored approach to training, ensuring that our learning and development solutions align seamlessly with your business objectives. Rather than offering a one-size-fits-all programme, we can work closely with you to design and deliver training that reflects your company’s values, strategic goals, and the specific challenges your teams face.
Our bespoke training solutions not only equip your employees with practical yet appropriate skills, but also support their personal and professional growth, helping them reach their full potential. Whether you need leadership and management development, team-building workshops, communication or leadership skills training, we shape our courses to enhance individual capabilities while strengthening your wider business performance.
By integrating your organisation’s vision and objectives into our training programmes, we ensure that your workforce is engaged, empowered, and equipped to drive success in a way that aligns with your long-term business strategy. Let’s create a training experience that not only develops your people but also propels your organisation forward.
Contact us today to discuss your training needs and find out how we can support you or your business with expert-led, results-driven training. Let’s work together to develop strong leaders, engaged teams, and a more successful business.