Super User
Training
Develop Your Team and Maximise Performance
At HR Champions Ltd, we specialise in Leadership and Management training designed to help UK businesses develop their teams, enhance performance, and boost productivity. Whether you’re looking to upskill your managers, improve workplace communication, or equip your employees with essential business skills, our comprehensive training solutions provide practical, real-world knowledge that delivers measurable results.
ILM-Accredited Leadership & Management Training
For businesses looking for a structured and nationally recognised leadership development pathway, our ILM-accredited courses are the perfect solution. These courses provide effective, practical skills that managers can apply immediately in the workplace, driving better leadership, stronger team engagement, and improved operational efficiency.
- ILM Level 2 – Perfect for aspiring or newly appointed team leaders, covering essential skills like communication, delegation, and motivation.
- ILM Level 3 – Designed for first-time managers, equipping them with the tools to manage teams effectively, handle performance issues, and build confidence in leadership.
- ILM Level 4 – Aimed at experienced managers who need to develop strategic thinking, decision-making, and advanced leadership capabilities.
- ILM Level 5 – For senior managers looking to **enhance their strategic leadership skills** and drive business success at a higher level.
These courses provide a clear career progression path, ensuring that individuals receive the right training at the right time in their leadership journey.
A Suit of Training Solutions to Suit Every Business
In addition to our ILM courses, we offer a diverse range of training programmes to help businesses develop well-rounded, high-performing teams.
- Insights Discovery Training – Using the four-colour personality profiling system, this course enhances workplace communication and collaboration by helping employees understand their own and others’ behavioural styles.
- Soft Skills & Business Essentials – We deliver essential workplace training on topics like effective communication, time management, conflict resolution, and customer service to help teams operate more efficiently.
- Mental Health Awareness – Our Mental Health First Aider and Awareness courses equip organisations with the skills to support employee wellbeing, reduce absenteeism, and foster a healthier workplace culture.
With our many years of experience in both Human Resources and professional training consultancy roles, we bring real-life business scenarios into our courses, making learning relevant, engaging, and immediately applicable in the workplace.
Flexible Training Options: Open Courses & In-House Programmes
We understand that businesses have different needs, which is why we offer both **open courses** (where individuals can book and attend scheduled sessions) and **in-house courses**, tailored specifically for individual organisations. Whether you’re looking to train one employee or an entire leadership team, we have **flexible training solutions** that fit your business.
Get in Touch & Invest in Your Team’s Success
Investing in leadership, management, and professional development training is one of the most effective ways to boost team performance and productivity. If you’re looking to develop your managers, improve communication, or create a high-performing workplace, HR Champions Ltd has the training solutions to help.
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.
Unlock Potential with Insights Discovery
Effective communication is the cornerstone of any successful business. Whether it’s between managers and employees, across departments, or with customers, the way we interact with others directly impacts productivity, efficiency, and overall workplace harmony. However, communication isn’t just about what we say—it’s about how we say it and, crucially, how others prefer to receive information.
This is where Insights Discovery Training comes in. Using a simple yet powerful four-colour personality profiling system, Insights Discovery helps businesses enhance collaboration, improve team dynamics, and even boost customer relationships. At HR Champions Ltd, we deliver Insights Discovery training that enables businesses to get the very best from their people by helping individuals understand their own communication styles and how to adapt to others.
The Insights Discovery System is based on four colour energies that represent different communication styles and behavioural preferences. Every individual embodies all four colours, but in varying degrees with one colour dominating. This shapes their approach to work, decision-making, and interactions with colleagues and customers.
The colour energies are:
- Cool Blue – Precise, Analytical, Structured.
Cool Blue individuals are detail-focused, logical, and methodical. They thrive in structured environments where planning, accuracy, and deep analysis are required. Often found in roles such as finance, IT, or legal, they prefer to work independently, carefully considering all aspects before making decisions. - Strengths: Detail-oriented, organised, and reliable. - Fiery Red – Decisive, Action-Oriented, Bold.
Fiery Reds are natural leaders who thrive on action and results. They are assertive, competitive, and prefer direct communication. Often found in leadership, project management, or sales roles, they are goal-driven and expect quick, efficient responses. - Strengths: Dynamic, determined, and able to make fast decisions. - Sunshine Yellow – Sociable, Enthusiastic, Creative.
Sunshine Yellow individuals are energetic, charismatic, and thrive in social environments. They love brainstorming, networking, and working in teams. Often found in marketing, customer service, and creative roles, they bring vibrancy and positivity to the workplace. - Strengths: Engaging, optimistic, and great at building relationships. - Earth Green – Empathetic, Supportive, Values-Driven
Earth Green individuals are caring, patient, and focused on harmony. They value relationships and fairness, making them excellent in HR, coaching, or team-building roles. They prioritise team wellbeing and ethical decision-making. - Strengths: Compassionate, loyal, and great at resolving conflicts.
With more businesses adopting hybrid working models, communication has become more complex. Many employees no longer work in the office full-time, meaning face-to-face interactions have decreased. This can lead to misunderstandings, lack of cohesion, and difficulty in reading non-verbal cues. By using Insights Discovery, businesses can help their employees and managers understand different communication styles and adapt accordingly. This reduces friction, improves collaboration, and ensures that hybrid teams remain productive and engaged despite physical separation.
While Insights Discovery is invaluable for improving internal communication, it also offers powerful benefits for customer-facing roles, such as sales, account management, and customer service.
Recognising a customer’s dominant colour can help sales professionals adapt their approach, increasing the likelihood of a successful interaction. For example, selling to a Cool Blue, you might provide detailed data and logical reasoning to back up your pitch. Whereas, for a Fiery Red you would probably get better results by being direct, getting straight to the key points, and focussing on results.
By adapting to a customer’s preferred communication style, businesses enhance customer relationships, improve conversion rates, and build long-term loyalty.
Implementing Insights Discovery Training in your business leads to tangible improvements in workplace communication, team collaboration, and overall efficiency. Some of the key benefits include:
- Improved workplace relationships – Employees understand each other better, leading to less conflict and smoother collaboration.
- Stronger leadership – Managers learn how to adapt their communication to get the best from their teams.
- Enhanced customer interactions – Sales and service teams can tailor their approach to match customer preferences.
- Greater productivity – Teams work together more effectively, with less miscommunication and fewer inefficiencies.
At HR Champions Ltd, we offer Insights Discovery training tailored to your business needs. Whether for leaders, managers, teams, or customer-facing roles, our experienced trainer, Julie, brings real-world examples and practical exercises to help individuals immediately apply their learning in the workplace.
By investing in Insights Discovery, you’re not just improving communication—you’re enhancing team performance, strengthening leadership, and driving business success. If you’re ready to unlock your team's full potential, contact HR Champions Ltd today to discuss how Insights Discovery Training can benefit your organisation. Call us on 01452 331331 or contact us via our contact page to discuss Insights Discovery or any of our other courses that we can tailor specifically for your organisation.
Should We Still be Working from Home?
Did you watch the BBC Panorama episode this week which tackled the question of whether we should still be working from home? If you missed it, it’s on BBC i-Player at https://www.bbc.co.uk/iplayer/episodes/b006t14n/panorama and it’s a worthwhile 30 minute watch.
The programme questions whether the working from home (WFH) culture, which became a necessity during the COVID-19 pandemic, continues to be justifiable and gives views from business leaders, academics and home working employees.
As businesses strive to return to pre-pandemic levels of productivity and collaboration, many employers are now requiring employees to return to the office for at least part of the working week. This stance has sparked debates between employers and employees, raising questions about productivity, fairness, and the future of work.
Many UK employers cite productivity and communication as primary reasons for asking employees to return to the workplace. Managers argue that face-to-face collaboration promotes creativity, improves problem-solving, and strengthens team dynamics—elements that are arguably harder to achieve in a fully remote environment. In industries where speed and efficiency rely on seamless communication, the absence of informal office interactions has highlighted the limitations of remote working.
Additionally, some employers feel that a physical presence helps to maintain a clear boundary between professional and personal responsibilities. While working from home, some employees may find it challenging to focus solely on work tasks, leading to concerns about accountability and productivity. Emptying the dishwasher or putting on another load of washing aren’t in most people’s job descriptions.
Unsurprisingly, not all employees agree with their employers' stance. Many claim they are more productive working from home, free from the distractions of an open office. Others cite personal responsibilities, such as childcare, as reasons for needing greater flexibility.
However, employers argue that personal obligations, including childcare, should not impact the terms under which someone is employed. Employment contracts typically specify hours and responsibilities, and businesses expect those terms to be fulfilled regardless of work location. This has become the main area of challenge for organisations striving to balance employee needs with operational demands.
In the Panorama programme, former M&S and Asda boss, Lord Stuart Rose, makes the point that there are many industries where employees simply do not have the option to work from home but still manage to cope with everyday challenges. Industries like retail, healthcare, and manufacturing clearly require an on-site presence. Even within the same organisation, disparities between remote-capable and on-site only roles can create feelings of unfairness and resentment among employees, challenging workplace cohesion and morale.
There has been some push-back from employees who are resisting the call to return to the workplace. As revealed in the Panorama programme, some employees in government bodies, such as the Office for National Statistics (ONS), are considering industrial action to retain their ability to work remotely. This highlights how deeply WFH has become ingrained in workplace expectations for some.
For many employers, WFH arrangements were implemented hastily during the pandemic, without fully considering the management challenges they would bring. Remote working demands different leadership skills, including setting clear expectations, managing performance, and ensuring effective communication. Without proper training, managers may struggle to maintain productivity or address the needs of remote employees.
This lack of preparation is now becoming evident as it becomes increasingly clear that managers require tailored training to adapt to these new dynamics, such as the leadership and management courses offered by HR Champions Limited, which can be customised for organisations with remote or hybrid employees.
Another issue that should not be overlooked is the impact on mental health. The lack of social interaction that comes with remote working can lead to feelings of isolation and loneliness, which employers have a duty of care to address. Some employees may unwittingly be damaging their own mental wellbeing by choosing to work at home in isolation rather than in a socially interactive workplace environment. Balancing flexibility with opportunities for team interaction is vital to fostering a mentally healthy workforce.
Despite the challenges, it is clear that WFH is here to stay, at least in some form. Many businesses will need to offer hybrid working options to remain competitive in attracting and retaining talent. Additionally, the new Workers’ Rights Bill, which may allow employees to submit a flexible working request from day one, could open a “hornet’s nest” of challenges for employers, requiring even greater flexibility in workplace arrangements.
In managing an organisation where home or hybrid working becomes culturally ingrained, businesses must adapt to its challenges. This includes addressing productivity concerns, managing fairness across roles, and supporting employees’ mental health. Investing in Leadership and Management training, such as the tailored courses from HR Champions Limited, can equip managers with the skills to get the best out of remote and hybrid teams. By preparing managers to lead effectively and maintain productivity, organisations can navigate the challenged successfully while fostering a supportive and inclusive workplace environment.
Speak to us about training opportunities for your managers and Team. Call us on 01452 331331 or contact us via our contact page to discuss our open courses or bespoke in-house training specifically for your organisation.
Manager Training: Needed Now More than Ever
As we move tentatively towards 2025, UK businesses will face a raft of new challenges, not least the upcoming increases to the National Minimum Wage and employers’ National Insurance contributions. These changes will significantly impact operating costs, with well-known companies like Wetherspoons forecasting £25 million in additional costs. For smaller businesses, the pressure will be even greater.
Whilst the first instinct for many employers will be to look for cost savings, the smart ones will also be ensuring that their managers are equipped to maximise productivity and performance from their teams; a strategy that has never been more critical. Without being prepared with recognised and effective management techniques—such as those taught in our ILM-accredited courses —managers risk falling short in their ability to drive efficiency and maintain team morale in a cost-sensitive environment.
Many organisations inadvertently set managers up to fail by not equipping them with the necessary skills to lead effectively. These are the three biggest issues commonly observed in undertrained managers:
1. Avoiding Difficult Conversations
A frequent problem among undertrained managers is the avoidance of challenging conversations; or rather, the avoidance of conversations about topics that might cause conflict, such as performance, conduct, or attitude. Whether it’s addressing an employee who is consistently underperforming or tackling inappropriate workplace behaviours, many managers lack the confidence or skills to handle such discussions. This avoidance allows problems to fester, leading to reduced productivity, poor morale among team members, and, in some cases, legal risks for the business.
Those challenging conversations, when handled effectively, can resolve issues swiftly and prevent escalation. Training managers in communication techniques and conflict resolution ensures they approach these situations with confidence, fostering a more open and accountable workplace culture.
2. Upward Bullying and Manipulation
Another surprisingly common issue is something we call “upward bullying”, where employees manipulate or intimidate their managers, undermining authority and creating a toxic work environment. Without proper training, managers may struggle to assert control, allowing these dynamics to disrupt department operations. Poorly managed teams tend to lack cohesion and purpose, resulting in missed opportunities and inefficiencies.
Formal management training teaches managers how to establish boundaries, build their authority constructively, and create a culture of mutual respect. By understanding how to respond to manipulation or bullying, managers can regain control and make sound, impartial decisions that benefit the entire team and the wider organisation.
3. General Poor Team Performance
Perhaps the most significant consequence of untrained managers is the poor performance of their teams. Many managers don’t know how to set clear, meaningful objectives or hold team members accountable for achieving them. Without this structure, productivity suffers, and the team’s potential is never fully realised.
This issue is closely linked to the avoidance of difficult conversations. Managers who are unable to address underperformance or provide constructive feedback will struggle to improve outcomes, leaving their teams operating well below capacity. Proper training provides managers with the tools to set SMART (Specific, Measurable, Achievable, Relevant, Time-Bound) goals and objectives, monitor progress, and hold team members accountable.
The Business Case for Management Training
With rising costs on the horizon, UK businesses must focus on doing more with less. Well-trained managers are essential for ensuring that teams are not just meeting but exceeding performance expectations. Organisations that invest in management training now will be better positioned to weather the financial challenges of 2025 while maintaining employee engagement and retention.
HR Champions ILM-accredited courses are designed to equip managers with practical, actionable skills that can be immediately implemented in the workplace. From communication techniques and performance management to conflict resolution and strategic planning, these courses cover the full spectrum of leadership requirements.
Start 2025 with a fresh approach. There is no better time than now to plan for your managers’ training. By enrolling them in a programme starting in the New Year, businesses can set the tone for 2025, ensuring that managers are fully equipped to meet the challenges ahead. The techniques taught in our training courses lead to measurable improvements in performance early on, helping organisations maximise productivity and achieve their goals efficiently.
Investing in your managers is an investment in your business’s future. Equip your leaders with the skills they need to inspire, motivate, and deliver results in an increasingly competitive landscape. With effective training, you can stay ahead of your competition and the challenges of 2025 can become opportunities for growth and success.
Browse the training courses on our website where you can enrol delegates directly or call us on 01452 331331 or contact via our contact page to discuss bespoke in-house training specifically for your organisation.
Christmas Party Risk Management
Ah, Christmas; and with it, the company Christmas party, gathering or just drinks after work. A chance to celebrate success, boost morale, and encourage camaraderie among employees. However, there is also risk, particularly in light of the Workers Protection Act, which places increased responsibility on businesses to prevent inappropriate behaviour, particularly sexual harassment.
With many employees now working remotely or in hybrid models, some colleagues may be meeting socially for the first time, further complicating the dynamics of a festive gathering. Employers must recognise the unique risks of such events and it is incumbent upon them to take proactive measures to ensure events are both enjoyable and incident-free.
The Workers Protection Act also makes employers responsible for protection from external sources so equally consider events that involve suppliers, customers, individuals from other organisations or members of the public.
Understanding the Risks
- The Workers Protection Act and Inappropriate Conduct:
Sorry to sound like a broken record but the Workers Protection Act has significantly increased employers' responsibilities to safeguard employees from inappropriate conduct, including sexual harassment, at work-related events. A Christmas gathering, even if held off-site and outside working hours, is considered an extension of the workplace. In the past we have had to deal with a number of incidents for clients to address inappropriate behaviour after it has happened. Now however, the responsibility on the employer is to prevent such behaviour occurring in the first place. - Remote Working and Social Dynamics:
The rise of hybrid and remote working means that many employees may have limited in-person interactions with their colleagues. At a festive event, where alcohol is often involved, this unfamiliarity can lead to misunderstandings about acceptable behaviour, increasing the risk of unintended conflicts or discomfort. - Alcohol-Fuelled Incidents:
Alcohol is almost synonymous with Christmas celebrations but can lead to lowered inhibitions and poor judgement. Overindulgence might result in inappropriate comments, aggressive behaviour, or decisions that can escalate into serious issues.
Mitigating the Risks
Proactive planning and communication are key to ensuring a safe and enjoyable Christmas gathering. Here’s how you can mitigate risks:
- Set Clear Expectations:
While you don’t want to dampen the festive mood, it’s important to remind employees that the party is an extension of the workplace. Behaviour that would be unacceptable during office hours is equally unacceptable at the event. This message can be cascaded through line managers to avoid coming across as overly formal but ensure that it is consistent and not watered down by any managers who might miss the gravity of the message. - Foster Inclusivity:
Consider the diverse beliefs and preferences of your workforce. Ensure the event is inclusive by providing non-alcoholic beverages, catering for dietary restrictions, and considering the needs of those who may not celebrate Christmas as a religious festival. - Plan Transport and Timing:
Extend your duty of care to help employees get home safely. Organise taxis, provide reimbursement for travel expenses, or consider hiring a shuttle service. Avoid scheduling the party on a night where employees are expected to work the next morning, particularly if driving is part of their role. - Limit Alcohol Consumption:
If you’re providing alcohol, consider limiting the availability of free drinks or offering drink tokens to encourage moderation. Always ensure plenty of non-alcoholic options are available. - Appoint Event Supervisors:
Designate senior staff or HR representatives to discreetly oversee the event. Their presence can deter inappropriate behaviour and ensure swift intervention if issues arise. - Address Issues Promptly:
Again, remember that it’s the employer’s responsibility to ensure incidents do not happen in the first place, but if they do occur, deal with them immediately and follow up formally after the event. Take the matter seriously and investigate with meaningful listening. Be prepared as a manger that some serious action may be the result.
The company Christmas event should be a time to celebrate, but it also comes with responsibilities. By planning carefully and taking proactive measures, businesses can mitigate risks whilst enjoying a festive, inclusive atmosphere. Ensuring both your managers and your staff have undergone adequate training will remove some of the risk but remember that irregular events like those at Christmas some with their own set of complexities to navigate. Let your party be remembered for all the right reasons.
Your non-negotiable takeaways should be:
- Communicate Behavioural Expectations: Remind staff informally about the expected standards of conduct before the event.
- Document Policies: Make sure your policies on behaviour and consequences are clearly outlined in your employee handbook.
- Provide Training: Equip managers with the skills to recognise and handle inappropriate behaviour. Training such as that provided by us at HR Champions can prepare them to effectively support employees while ensuring compliance with the Workers Protection Act.
For Dignity a Work courses, look through the training pages and our Dignity at Work Page on our website call us on 01452 331331 or contact via our contact page.
Tackling UK Long-Term Sickness Absence
UK sickness absence remain at their highest in a decade. This is largely attributed to the ongoing mental health challenges of working-age individuals, exacerbated by the pandemic’s lingering effects and the ongoing cost-of-living crisis.
For employers, the situation is further complicated by recent increases in National Insurance contributions and the minimum wage, which is highly likely to restrict the vacancies available and will push businesses towards maximising productivity from existing staff rather than taking on new employees whilst navigating tighter budgets.
The psychological toll of the pandemic continues to ripple take a toll on workplaces. Many employees are struggling with stress, anxiety, and burnout, made worse by financial pressures and economic uncertainty. This cycle affects not only employee wellbeing but their workplace productivity, placing a significant strain on teams and resources. Businesses are under pressure to tackle these challenges proactively, as unchecked absenteeism can lead to lower morale, higher costs, and diminished service quality.
The new Labour Government has recognised the urgency of addressing long-term sickness absence and mental health in the workplace. Their proposals might include:
- Improving Access to Mental Health Services: Expanding funding for counselling and support services tailored to working-age individuals.
- Flexible Working Initiatives: Promoting policies that help employees balance work and personal challenges, reducing stress and absenteeism.
- Incentives for Employers: Introducing measures to encourage businesses to take on employees who have been on long-term sick leave, with targeted financial support.
However, what employers are most likely to want to see are immediate, practical solutions. Without additional incentives or subsidies to offset the increased costs of hiring and retaining staff, particularly those returning from extended absences, the burden of these initiatives may fall disproportionately on businesses already grappling with rising expenses.
Faced with the dual challenges of rising costs and an ongoing mental health crisis, employers must maximise productivity from their existing workforce while ensuring employee wellbeing is prioritised. This requires a proactive and strategic approach to managing mental health and attendance.
- Invest in Mental Health Training: Equipping managers with mental health awareness skills can help them identify early signs of employee distress and provide timely support, preventing minor issues from escalating into prolonged absences. Training like that offered by HR Champions Ltd empowers managers to foster open conversations and implement practical solutions.
- Supportive Workplace Adjustments: Flexible work arrangements, wellness programs, and reduced workloads during periods of stress can help employees stay engaged and productive, even during challenging times.
- Rebuild Confidence in Long-Term Absentees: To encourage employers to hire those returning from extended sick leave, the government must offer tangible support. Enhanced financial incentives, such as reduced National Insurance rates for these hires, could make a significant difference.
- Focus on Efficiency and Retention: With higher wage bills and National Insurance contributions, businesses must focus on getting the most from their existing teams. Setting clear goals, offering targeted training, and ensuring strong leadership will drive productivity without overburdening staff.
The ongoing sickness absence issue and the increasing financial pressures on businesses highlight the need for a collaborative approach between employers and the government. While businesses must take steps to support employee wellbeing and productivity, the government must provide practical incentives to help organisations manage the costs of hiring and supporting staff with long-term health challenges.
By investing in mental health awareness training and workplace adjustments, businesses can play their part in protecting their workforce and thereby enhancing productivity. Coupled with the right government support, employers will be better positioned to contribute to the recovery of those affected by long-term sickness, ensuring a healthier, more resilient workforce for the future.
For more information about our Mental Health and Leadership courses, look through the training pages on our website call us on 01452 331331 or contact via our contact page.
Leadership Lessons from Rivals
I’ve recently been watching the Disney+ series Rivals, adapted from Jilly Cooper’s iconic 1980s novel. Strictly for research purposes of course; I averted my eyes whenever the raunchy bits came on.
The series certainly brings that era to life, complete with its bold fashion choices, indoor smoking scenes, and a workplace culture that would now feel alarmingly outdated. At the centre of the drama is the sharp suited Tony Baddingham, played by David Tennant. A character whose management style is as ruthless as his ambition.
For HR professionals and Senior managers, Tony’s behaviour is a stark reminder of how far workplace culture has come—and why there’s still work to do.
Set firmly in the 1980s, Rivals portrays a workplace where power dynamics are unapologetically hierarchical and bullying behaviour is par for the course. Smoking indoors, unchecked egos, and flamboyant displays of authority define the era, reflecting a time when management training was clearly a rarity and workplace practices were influenced largely by personal experience rather than professional standards.
Tony Baddingham embodies this outdated ethos. His behaviour, which ranges from manipulative tactics to outright intimidation, reflects a time when the idea of “strong leadership” was often synonymous with domineering control.
His management style highlights a time when managers would emulate the behaviours of their own bosses, believing it to be the accepted way to manage. Such behaviours were often rooted in fear and compliance rather than respect and collaboration.
Watching Tony Baddingham in action might feel like stepping into the past, but it’s worth asking: Do you see echoes of his management style in yourself, your colleagues, or past experiences with other leaders? His sharp tone, his tendency to belittle, and his use of authority to manipulate others are all hallmarks of bullying behaviour that have no place in a modern workplace.
Being on the receiving end of such behaviours can have a lasting impact on an employee’s mental health, job satisfaction, and productivity. It’s a sobering reminder of why workplace bullying is now recognised as both harmful and unacceptable. Legislation introduced in more recent years attempts to provide employees with protection against such behaviours, most recently with the Workers Protection Act, but the key to eradicating them lies in proactive measures—starting with appropriate management training.
Despite the strides made since the 1980s, traces of outdated management styles can still creep into the workplace. Managers who lack formal training might inadvertently adopt behaviours similar to those of Tony Baddingham, relying on outdated practices or failing to recognise the damage their actions can cause.
This is why structured leadership and management training, like our own ILM-accredited courses is vital. These courses help managers develop skills to:
- Recognise and avoid bullying behaviours: Professional training ensures managers understand what constitutes inappropriate behaviour and how to foster a culture of mutual respect.
- Communicate effectively: Constructive feedback, active listening, and empathetic communication are essential skills for modern leaders.
- Lead with emotional intelligence: Understanding individual motivations and adapting leadership styles to suit different team members creates a more inclusive and supportive environment.
- Manage conflict professionally: Training equips managers with the tools to handle workplace disputes without resorting to intimidation or aggressive tactics.
Even today, companies can face serious repercussions if bullying behaviours are left unchecked. Beyond potential claims for workplace bullying or harassment, a toxic culture can lead to low morale, high turnover, and reputational damage. Prevention is always better than cure, and investing in proper management training is a proactive way to protect both employees and the business.
Tony Baddingham’s character serves as a cautionary tale for anyone in a leadership position. While his behaviour may have been a reflection of its time, modern workplaces demand a different approach—one rooted in respect, collaboration, and fairness.
The challenge for workplaces is to ensure that such outdated practices stay firmly in the past. By investing in leadership and management training, like our ILM courses, managers can be equipped with the skills needed to create a workplace culture that thrives on professionalism and mutual respect. The best leaders know that success comes not from fear, but from empowering others to succeed.
For more information about our courses, look through the training pages on our website call us on 01452 331331 or contact via our contact page.
The Psychological Contract
Understanding the dynamics of employer-employee relationship is essential for fostering positive and productive workplaces. While most organisations focus on the legal employment contract to set out the formal terms and conditions, an equally powerful but often overlooked agreement exists alongside it: The Psychological contract.
This unwritten, informal contract encompasses employees’ perceptions, beliefs, and expectations about the mutual obligations between themselves and their employer. It can significantly impact job satisfaction, loyalty, and performance, making it a vital concept for any business leader to understand and manage effectively.
Unlike the formal employment contract, the psychological contract isn’t a tangible document. Instead, it evolves through interactions between employers and employees, reflecting factors like management style, company values, and day-to-day workplace culture. This contract encompasses an employee's perceptions of fairness, trust, recognition, and growth opportunities within the company.
For example, if an employer promises a supportive work environment but fails to provide feedback or necessary resources, the psychological contract can be damaged, leading to disengagement, resentment, and ultimately, high turnover of staff. Similarly, an organisation that upholds its promises and provides employees with respect, support, and recognition is likely to foster strong loyalty and engagement. The psychological contract is shaped by everything from communication and feedback to leadership style and the brand image that employees buy into.
A strong psychological contract is largely dependent on how managers interact with their teams. Managers who give feedback, support professional development, and set clear, achievable goals help to reinforce a positive psychological contract, increasing employees' confidence and commitment. But here’s the challenge: effective management requires time, intentionality, and a specific set of skills that go beyond technical expertise.
Often, organisations promote high-performing employees into managerial roles, assuming that these individuals will inherently know how to lead others. However, leadership and management skills—like giving constructive feedback, setting objectives, and understanding individual motivations—aren’t typically innate; they need to be learned and practised. If managers lack training in these areas, they may struggle to maintain a healthy psychological contract, which could lead to misunderstandings, reduced morale, and even bring about disputes.
The impact of management training on the psychological contract cannot be overstated. When managers undergo structured leadership and management training, they gain valuable insights into human behaviour, the nuances of communication, and the art of motivation. They learn to navigate the complexities of managing people, from recognising individual strengths and challenges to adjusting leadership styles to suit different personalities, learning styles and levels of capability.
Our own suite of ILM (Institute of Leadership and Management) accredited training is a perfect solution. It provides managers with essential skills to develop a deeper understanding of their role and responsibilities. With appropriate training, managers learn to:
Provide Constructive Feedback: Regular, honest feedback helps employees understand their progress and contribution to the organisation’s wider goals, thereby creating a sense of clarity and support and fostering engagement.
Set Achievable Objectives: Setting clear, realistic goals promotes a sense of accomplishment and purpose, strengthening the psychological contract.
Adapt Leadership Style: Effective leaders understand that different employees respond to different approaches. Training helps managers recognise these variations and adapt accordingly.
When the psychological contract is strong, employees are more likely to stay loyal, motivated, and engaged. For this reason, investing in management training is essential. Well-trained managers who understand the psychological contract are better equipped to communicate, motivate, and guide their teams effectively. By equipping managers with these skills, businesses can maintain a healthy psychological contract, creating a work environment where employees feel valued and committed to the company's success.
Ultimately, when businesses invest in Leadership and Management training, they’re investing in a foundation of trust, respect, and mutual growth that strengthens the company as a whole. Being aware of the psychological contract and making a conscious contribution to grow and nurture it not only benefits individual employees but also has a positive impact on organisational performance and long-term success.
Contact us for more information about the training we can offer you on 01452 331331 or via our contact page.
Workplace Investigations
Workplace investigations are a key element of effective people management and are daily conversation point between us and our clients. Properly run, they form an essential part of maintaining fairness, trust, and a healthy work environment.
Whether for dispute resolution, to address allegations, or comply with legal and policy obligations, conducting thorough and effective investigations is crucial for business continuity and employee confidence. A poorly conducted investigation on the other hand can produce a raft of unwanted outcomes, not least the added time and expense of pulling it all apart and attempting to fix any damage done with employee trust.
Let’s go through the whole process…
When
Workplace investigations may be necessary for a variety of reasons, including but not limited to:
- Allegations of Misconduct: Situations involving harassment, bullying, discrimination, or other forms of inappropriate behaviour.
- Grievances: Employee complaints regarding unfair treatment, conflicts with colleagues or managers, or unsafe working conditions.
- Disciplinary Issues: Cases where an employee is alleged to have breached company policies, such as attendance issues, theft, or misuse of company property.
- Compliance Concerns: Potential violations of industry regulations or legal standards that must be addressed to avoid liability such as safeguarding.
In each of these scenarios, conducting a fair and impartial investigation is necessary to maintain trust within the workplace and avoid potential legal issues.
Who
The individual or team conducting the investigation should be impartial and sufficiently trained to ensure a fair and objective process. Depending on the size and resources of the organisation, this could be:
- An HR professional or dedicated investigation officer: Often preferred for larger companies where specific roles are in place.
- A senior manager or supervisor: In smaller businesses, managers may take on this responsibility if they have been trained appropriately and do not have a conflict of interest.
- An external investigator: Engaging an external organisation can add objectivity and credibility, especially for complex or high-risk cases.
How
Having a consistent approach and methodology will help keep investigators on track. It will also help if other members of staff are required to pick up any part of the investigation.
- Initial Planning and Notification: Once a potential issue is identified, the first step is to plan the investigation. This includes defining the scope, identifying who needs to be interviewed, and collecting relevant documents and evidence. The subject of the investigation should be informed, and if appropriate, any relevant parties involved.
- Conducting Interviews and Gathering Evidence: The investigator should conduct interviews with relevant parties, ensuring that these are done in a confidential and respectful manner. Platforms such as Zoom and Teams is acceptable. Detailed notes should be taken to maintain an accurate record of what was said. Recording interviews is commonplace these days but all parties must agree that recording is acceptable. The advantage of this is that modern software can produce a transcript of the conversation. Gathering documentary or digital evidence that supports or refutes the claims is also vital for reaching a sound conclusion.
- Objectivity and Fairness: Ensuring impartiality throughout the investigation is critical. The investigator should avoid leading questions or showing any bias, focusing solely on the facts presented.
- Writing the Report: Once evidence is gathered, the investigator should compile a comprehensive report that includes:
- A summary of the allegations
- The evidence collected
- A timeline of events
- The Interview findings
- A conclusion based on the evidence
The report should not only document the findings but also offer recommendations on potential next steps, which could range from disciplinary action to policy changes.
- Drawing Conclusions and Making Recommendations**: Conclusions should be based on evidence, not assumptions. Recommendations might involve remedial action, changes in policies, or training for individuals involved.
A poorly managed investigation can lead to numerous problems, including:
- Legal and Financial Risks: If the investigation is mishandled, the business could face tribunal claims, leading to potential fines and damages.
- Reputational Damage: Mishandling sensitive issues can harm the reputation of the business, leading to decreased trust among employees and potential public fallout.
- Lower Employee Morale: Employees who feel that their grievances are not taken seriously or that processes are unfair will have lower engagement and loyalty to the organisation.
Booking an external company like HR Champions to carry out your workplace investigations can provide an additional layer of objectivity and expertise. External investigators bring impartiality, which can be especially valuable in cases involving senior staff or when internal resources are limited. They also often have deep experience in handling complex situations and can complete investigations more efficiently, reducing disruption to business operations.
Despite the benefits of external firms, in-house investigations can be effective when managers are properly trained. Consistency in how investigations are conducted ensures fairness and helps build trust in internal processes. Managers who are equipped with the right skills can often handle straightforward investigations effectively, maintaining continuity and reducing costs.
Our own Investigation Skills Workshop covers essential investigation skills, including effective interviewing, evidence gathering, unbiased reporting, and familiarity with legal obligations. This investment can lead to a team of capable managers who can conduct investigations confidently and competently.
Poorly conducted investigations not only risk potential legal and financial repercussions but can also damage employee morale and trust. So Investing in training for managers to conduct workplace investigations can save significant time and effort in the long term. By equipping managers with the skills needed to handle investigations properly, businesses can create a culture of accountability and fairness, ensuring that issues are resolved swiftly, effectively and cost efficiently. Contact us for more information about our in-house Investigation Skills training, and if we receive enough interest we’ll run an open course. Contact us for more information on 01452 331331 or via our contact page.
Will the Budget Triple Whammy mean Redundancies?
There’s no doubt that the financial measures unveiled in this week’s budget will put severe pressure on employers across the country. The latest challenges for employers come in the form of a “triple whammy” courtesy of the Chancellor: an increase in the national minimum wage, a rise in employer National Insurance contributions, and a reduction in the National Insurance threshold.
Together, these changes place a significant burden on businesses, particularly those with tight margins, potentially leading to a wave of redundancies as companies seek to reduce costs and remain viable.
Despite a slight reprieve in the form of the Nation Insurance allowance that only the smallest employers are likely to benefit from, there wasn’t an awful lot for employers to be positive about. The specific impacts are likely to be:
1. Minimum Wage Increase: This year’s increase has been significant with the largest increase for 18-20 year olds as the Government moves towards implementing parity in pay across ages. Despite the Chancellor taking the credit for improving living standards by increasing the NMW, let’s remember that this doesn’t cost the Government anything and, in fact there will be an increase in tax revenues as more employees are pushed into paying tax and paying more tax on account of the pay ride. An increase in the national minimum wage affects not only entry-level roles but also impacts wage structures across organisations. As wages rise, employers may need to increase salaries across multiple levels to maintain pay equity and morale. For many businesses, especially those in sectors with tight profit margins like hospitality and retail, this wage increase alone could be unsustainable.
2. Employer National Insurance Contributions: It was no secret that this one was coming and the budget’s increase in the employer National Insurance rate means businesses will be paying more in tax for each employee. National Insurance is, at the end of the day, just another form of tax after all. This rate hike directly impacts operating costs, further squeezing profits. For smaller businesses, this additional cost might be the tipping point that forces them to consider staff reductions.
3. Reduced National Insurance Threshold: With the threshold lowered, employers now begin paying National Insurance contributions sooner. This affects all levels of employees, increasing the financial burden on businesses that may already be struggling. The combined effect of these three changes will leave many employers re-evaluating their financial commitments and looking for cost-saving measures, often at the expense of jobs.
Having still feeling a lag from Covid, followed by the Cost of Living Crisis, most businesses have already taken various measures to cut costs over the past few years, whether through reducing overheads, streamlining operations, or limiting discretionary spending. However, with this new set of financial pressures, the options for further cuts become limited. When every other area of expenditure has been streamlined, reducing staff costs might appear to be the only viable option for survival.
Of course, making the decision to cut jobs is never easy. Employers do not want to put people out of work, but if redundancies are unavoidable, it’s essential to approach the process carefully, both legally and ethically. Cutting roles should be seen as a last resort, ideally one that positions the business for future stability and potential growth.
When redundancies become necessary, it’s critical for businesses to follow proper procedures to avoid legal repercussions. Mishandling redundancies can lead to costly tribunal claims, which can negate any savings the business hoped to achieve through job cuts.
We’ve covered these before but here is a reminder of some best practices to ensure a fair and compliant redundancy process:
Focus on the Position, Not the Person: Redundancies should target specific roles or positions rather than individuals. If multiple employees hold the same role, even across different sites, businesses must implement a fair selection process to decide who is affected.
Use a Selection Matrix: For businesses considering redundancy among multiple employees, a structured “selection matrix” is recommended. This approach uses a scoring system based on factors such as skills, qualifications, performance, and attendance to help objectively determine who will remain. It removes some of the emotion from the process and provides a transparent basis for decisions.
Be Mindful of Protected Characteristics: When scoring employees, be careful not to penalise any absence or performance issues that could be related to a protected characteristic, such as disability or family leave. Failure to take this into account could lead to discrimination claims.
Consultation and Communication: Employees have the right to be consulted during the redundancy process. If 20 or more positions are at risk, a formal consultation period of at least 30 days is required. Open communication is essential, and employees should be informed of their right to bring a representative to one-on-one meetings.
Clear Documentation: Keeping thorough records of all discussions and decisions is crucial. Documentation demonstrates transparency and is vital if any decisions are later questioned.
While redundancy decisions are difficult, delaying the process can prolong uncertainty, increasing stress for both affected employees and those remaining. Prolonging decisions also means continued financial strain, which can put the entire business at risk. Acting promptly and following a clear, legally compliant process helps protect the business, provides clarity for employees, and gives the company a foundation for potential recovery.
For employers, the goal should be to make necessary decisions while treating affected employees with fairness and respect. In doing so, companies can protect both their financial viability and their reputation, positioning themselves for stability in the future whilst maintaining the dignity of affected employees.
Given the complexities involved in the redundancy process, seeking external support can help ensure all steps are compliant and fair. HR Champions offer redundancy support services, including advice on best practices, documentation templates, and practical guidance for consultations and selection processes. Contact us for more information vis our contact page.