No manager sets out to be a bad manager. Despite the idea that some are inherently poor managers, the reality is that bad managers are often created due to their environment. This transformation frequently begins with well-intentioned but misguided promotions. Often, the promotion is based on technical expertise rather than leadership capabilities. Or strong interpersonal relationships with superiors and even as a strategy to retain high-performing employees. These criteria fail to prepare individuals for the responsibilities of people management, leading to a plethora of negative outcomes for the team and organisations alike.

Managers who often find themselves in roles for which they are not prepared often exhibit certain negative behaviours. They may let poor conduct slide, fail to hold team members to account which creates an unproductive work environment. These behaviours stem from a lack of necessary managerial skills and support. Overtime, this can lead to a workplace where underperformance becomes the norm and high achievers become disengaged.

Managers don’t become bad, they are created.

Let’s take a look at the pathway of bad managers:

• The Technical Expert Turned Manager
  In many businesses, outstanding technical performances are rewarded with promotions to managerial positions. The logic is sound; if an individual excels in their technical role, they must be capable of over seeing the team. However, this is a critical oversight - technical skills do not equate to managerial skills.  For example, a brilliant programmer may have an exceptional grasp of coding, IT systems and problem solving within their niche. But place them in a management role, they face a new set of challenges. Do they have an exceptional grasp of delegation, communication, conflict resolution and strategic thinking? Moreover, they are now overseeing a team with which they were once ‘equals’. They may continue to want to be ‘friends’ with everyone. In recent times, we have dealt with numerous cases where ‘banter’, not stopped by managers, led to grievances, disciplinaries and even tribunals.
• The Friend of the Boss
  Another common scenario is the promotion of individuals based on their close relationships with their superiors. Strong interpersonal relationships can be valuable in any workplace. But they should not be the primary criterion for managerial promotions.
  Managers promoted in this way may lack respect from the team who see their promotion as undeserved. This can undermine the manager’s authority and make it difficult to enforce policies, expectations and standards.
• The Retention Strategy
  Organisations often fear losing their best talent and see promotion as a way to reward these individuals. This promotion can often be deserving. But it can backfire if the promoted individual is ill-equipped for the role.
  Transitioning to a managerial role shifts their focus from individual performance to team performance. Without proper training and support, these first-time managers may struggle to adapt. They might continue working on their individual tasks, neglecting the broader needs of the team. At the same time, they may apply their high standards without understanding the diverse capabilities of their team members, leading to frustration and disengagement.

As we know, the effects of bad management extend beyond the team dynamics. Poorly managed teams can drag down overall organisational performance, leading to higher turnover rates and poor company reputation. The stress and dissatisfaction generated by bad managers can have serious implications for employee well-being and mental health.

Bad managers are created by systems and practices within their organisations. By recognising the factors that contribute to poor management and implementing strategies to develop strong leaders, companies can create a more effective and positive work environment.
The bottom line: investing in the development of managers not only benefits the individuals in those roles but also supports team productivity leading to higher business turnover.

At HR Champions, we have a suite of leadership and management training to support your aspiring, first time and untrained managers. From qualifications accredited to by the leadership and management, one day training courses and bespoke leadership programmes, we have you covered. Get in touch today by calling 01452 331331 or emailing This email address is being protected from spambots. You need JavaScript enabled to view it. to find out more.

Some recent decisions made by high profile organisations has brought Working from Home back to the top of discussion topics again. One of the most notable announcements came from Manchester United Football Club who have reversed their work from home Fridays trial after the number of emails dropped by 20%, citing this as an indication that productivity had dropped.

Whether less company emails is a relevant, or indeed a practical metric by which to measure productivity is highly debatable. However it comes on the back of an number of publicly made decisions that might be an indication that organisations are less accepting of a homeworking culture than they were during and immediately following the Covid pandemic.

Other recent decisions include:

• Boots, who announced that all 3,900 of their head office staff would be required to return to work five days per week.
• JD Sports have insisted that their head office staff return to the office for at least four days per week.
• Amazon, who have introduced a policy whereby those who choose to work from home will not be considered for promotion.

Assuming that these other businesses have been a little more discerning in their analysis than Man United, we can reasonably assume the primary reason behind the push to return to the office is a dip in productivity. However, it’s no secret that the UK economy has been struggling over the past 12 months and only just managed to return positive growth figures. So, are we to blame WFH for poor growth, or is the weak economic performance a result of other external factors, and actually, we would have been worse off if it was not for homeworking?

Businesses have no doubt observed that whilst technology has stepped up to facilitate communication and remote interaction, it cannot entirely replace the spontaneous and creative interactions that occur in person. The phrase, “water cooler conversations” has had more than it fair share of use over recent years, but its relevance cannot be denied. A casual discussion between individuals who may otherwise not meet or speak can often bring a new perspective to a problem, potentially leading to a solution.

We’re hearing rumours that the UK Government may also play a role in influencing a shift to encouraging workers back to the office. The transport sector as well as local hospitality and retail businesses, selling and serving food will be suffering from a lack of commuters. Some train operators are continuing with special offers to incentivise a return to rail usage. There is a clear incentive to encourage office attendance as a revitalised commuter workforce would stimulate economic activity in these areas, aiding the overall economic recovery.

It's fairly widely recognised that whilst some employees have thrived in a home environment, others have struggled with distractions, lack of proper workspace, and reduced direct collaboration and interaction. Whilst home working was forced upon us as a side-effect of Covid, many individuals were probably ill-prepared to continue with WFH arrangements for the longer term. Self-leadership is a crucial attribute for someone in an isolated work environment, but even now, it’s not a subject we’re asked to train employees in often enough.

Managing home workers is one of the subjects we’ve been covering in our latest round of breakfast meetings. A number of discussions amongst delegates around the tables in the room at our Worcester meeting revealed that opportunity to work from home, at least partially, was very high up on the agenda for new recruits and was a question asked by candidates at practically every interview.

Businesses then are not only faced with the challenge of encouraging or enforcing a return to the office, but must clearly include some option to work from home if they are to remain attractive to new talent.

A carefully considered approach is clearly required to bring employees back to the office. A blanket requirement to return could be met with resistance, especially where home working has become entrenched as a norm. As the summer holidays approach, some employees may even have already have factored in that they will be working from home to account for childcare. These employees may have already factored in the financial benefits of not travelling into their budgets, and so may be significantly out of pocket.

Some options and strategies to consider are:

1. Flexible Transition: Gradual increases in office days can help ease employees back into the routine. Flexibility can mitigate resistance and allow employees to adjust.
   
   
2. Incentives (Carrot): Offering perks such as subsidised travel, improved office facilities, or wellness programs can make the office more appealing.
   
   
3. Policies and Enforcement (Stick): Clear policies on office attendance and consequences for non-compliance may be necessary, but should be balanced with empathy and understanding. Also, don’t overlook what may have become considered acceptable and the norm which may now require a period of consultation to change.
   
   
4. Hybrid Models: Maintaining some level of remote work can address employees’ needs for flexibility while re-establishing a strong office presence.

For smaller businesses, navigating this transition requires thoughtful strategies to avoid potential discriminatory practices and ensure a smooth process. The return to the office is a complex issue with significant implications for productivity and the wider economy. Businesses must adopt a balanced approach, considering both the immediate benefits of increased productivity and the longer-term economic impacts. By doing so, they can foster a work environment that supports both business goals and employee well-being.

HR Champions can provide expert guidance, helping businesses develop tailored strategies that align with their unique circumstances and workforce needs. Get in touch on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it.

This week, it’s Mental Health Awareness Week. The week is aimed at raising awareness of good mental health within the UK. This year’s theme is ‘No Mind Left Behind’. This is to address the fact that over 2 million people are waiting for NHS mental health services. Mind states that 1 in 4 of us will experience a mental health problem but too many of us aren’t getting the help that we need.

This morning, we ran our final seminar in our Workplace Series called ‘Managers Managing Mental Health’ which provided business leaders and HR professionals with the knowledge on how to people manage a mentally healthy and unhealthy team.

Interestingly, according to the charity Mind, 26% of employees blame line managers for work related stress. 50% of employees feel they are unable to ‘switch off’ during down time and 36% of employees report their stress levels as unmanageable. Although not considered a mental health issue, stress can ultimately lead to a mental health problem.

One week or one seminar will not end poor mental health in the workplace. True change begins with a return to basics, where mental health is openly discussed and there is a framework which prioritises mental health in the workplace. With any culture change, senior leaders play a pivotal role in setting the tone and role modelling a culture where mental health is not just acknowledged but actively supported.

It's imperative for organisations to regularly review their approach to mental health support at the basic level. This isn’t about pledges to support mental health or having wellbeing days. These are simply nice extras of an already existing and strong framework.

This week, it’s worth considering the following:

• How effective is your Employee Assistance Programme?
  2 million people are waiting for NHS treatment. Having an alternative that your employees can access provides valuable action and is a proactive step.
• A reminder to your employees on how to access their EAP. You may have the best programme for your employees, but this is futile if employees are unaware of how to access and utilise it effectively.
• How confident are your managers in conducting wellbeing conversation and return to work interviews?
  Often managers don’t know what to say because they are unsure if they can ask certain questions or feel uncomfortable during these conversations. But they are the frontline between the employee and business so play a crucial role in fostering an open environment.
• Your wellbeing policy.
  What does it say and is everyone aware of their responsibility to it? Establishing a clear framework outlining acceptable practices and managerial responsibilities is essential.

Mental health must be prioritised, openly discussed and actively supported at all levels of the organisation. There should be a clear framework of what is acceptable and what managers can do.

Preventing and protecting a mentally healthy team comes from good leadership behaviours and a resilient workforce. This in turn contributes to a positive work environment. Managing a mentally unwell team is about intervention.
We have a whole suite of mental health support available to you. From bespoke training solutions, mental health first aider training and policies, give us a call today on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it. to find out more.

We have encountered a few cases recently amongst some of our clients where the behaviour of an employee would have ordinarily been a straight forward dismissal. However, in these particular cases, we have advised to take a different approach because of the long length of service the employees in question has had.

When we are asked to provide support and advice in dealing with the poor behaviour, attitude or performance of an individual, one of the first questions we will ask is what their length of service is. Usually this is to ascertain whether it is more or less than two years, as this is the point at which an employee acquires full employment rights.

Whilst it still isn’t necessarily an entirely straight forward affair, most employers are aware that dismissing someone who has less than two year’s service is usually much less fraught than when they have more than two years.
Long lengths of service add another level of complexity to how disciplinaries might be handled however.

Taking a “worst case scenario” approach when assessing disciplinary and potential dismissal situations is usually good advice. Asking yourself what a tribunal judge might say if a dismissed employee decided to lodge an Employment Tribunal claim can be a good way to highlight flaws or weaknesses in your case. I can be difficult though, when so intrinsically involved in a situation, for employers to be truly objective.

We have noticed a tendency more recently for tribunals to attempt to keep people in their jobs. This may be driven by the ongoing high vacancy rate in the UK and the high proportion of individuals who are classed as economically inactive. There is also the view that long-serving employees have a deeper investment in their jobs, meriting efforts to sustain their employment. Rationally thinking, it’s true that longer serving employees amass considerable experience and, one would hope, loyalty to their companies, which does go against reasons for dismissal.

Ordinarily, employees who accrue a number of years of service with an employer do so because they knuckle down and get on with their job. They’ll also have an acceptable attitude and display good behaviour. Conflict can sometimes arise when there is change. For example, when new rules or working practices are imposed and the employee doesn’t like to break their routine or habits. Equally new employees might bring a disruption in the wider team and there is a period of storming; or a new manager brings a new approach.

Such conflict can create a situation where a long standing employee behaves in an unacceptable way, they become uncooperative or their productivity reduces, perhaps as a form of protest. There is often a danger that this behaviour is not dealt with properly however, because their long service gives them some kind of unwritten immunity.

Whilst we believe that an informal friendly approach can be a good first step in handling disruptive employees, failure to take matters seriously and deal with it formally should the behaviour persist, can lead to bigger issues later on. Without a record that policy and process has been applied in the past, a sudden significant sanction, such as a dismissal, is unlikely to be looked upon favourably by a tribunal judge.

So, where an informal quiet word does not have the desired effect, move promptly to a more formal approach, addressing the issues and documenting any conversations and actions taken. Written warnings will only stay ‘live’ for 12 months, but the fact that they have taken place in the past will demonstrate that a message was sent.

Employers should also look at any training or re-training that a longer serving employee has or has not undertaken. In cases where poor performance or misconduct is a recurring issue, the absence of adequate training or re-training can reflect poorly on the employer, suggesting a lack of commitment to helping employees improve.

What is considered to be acceptable behaviour in the workplace has changed considerably in recent years so it is key that training is effective, relevant, and updated as necessary to meet job requirements and behavioural standards.
As a rule of thumb then, if you find yourself in position where you are seriously looking at dismissing a long standing employee, ask yourself “How did it get to this?” Are they a repeat offender who has never been dealt with properly or you have put up with their behaviour for too long? Have you been remiss at providing suitable training or even a little lazy with it?

We’re not saying not to dismiss; there will be instances when it is the appropriate action. Just be careful that you’re not too quick to pull the trigger and end up in a tribunal. And of course, if you are in any doubt, we’re just a phone call away to provide you with advice on 01452 331331 or by email at This email address is being protected from spambots. You need JavaScript enabled to view it.

Ever wondered why someone’s behaviour within your team annoys you? Perhaps they are decisive, but you like to consider the impact on the team before you make a decision. Maybe they are too spontaneous and don’t consider the finer details like you would. Unfortunately, it’s about working with and considering these differences to be a high performing team. Fortunately, by having an appreciation, recognising and valuing these differences, you can become a high performing team.

It starts with having self-awareness. By understanding yourself, you can recognise how you impact others. Moreover, you can then recognise and value the differences within the team.
Within your team, what behaviour triggers you?

Is it indecisiveness? Lack of flexibility? Unfair treatment? Lack of detail?

These behaviours may trigger you to perform badly. A team member’s indecisiveness may make you overbearing. Someone’s lack of flexibility might make you hasty. Unfair treatment within the team may make you stubborn. And a lack of detail may turn your reserved.

This idea is based on Insights Discovery which is a simple and accessible four colour model from Carl Jung’s theory of preferences that help us understand ourselves and others. Every person has all four colour energies within them (red, yellow, green and blue). But it is the combination of these colours which creates a unique personality and help us to appreciate the world differently.

It’s these differences that create a high performing team. The strong-willed decision maker can meet deadlines, the flexible innovator can stay ahead of the competition, the reasonable one can consider the needs of the team and the precise detail orientated person can bring all the facts.

By appreciating these differences, you create a common language to navigate and reduce conflict in teams. Instead of saying to a team member “you are being overbearing today”, you can say “I can see your red energy today”. This is more palatable and brings awareness to the team member’s behaviour.

Insights Discovery helps the team understand and challenge their perception of others. This in turn allows team members to have more open and positive conversations thanks to the common language. Insights Discovery also provides the team with an in-depth personality profile which supports them to recognise their strengths and weaknesses. Again, bringing self-awareness to the team.

Overall, once you have self-awareness in your behaviour and can recognise other’s behaviour, you can appreciate and value what each individual brings to the team.

Take a look at our Insights Discovery programme today. We are always here to help you manage your people. Give us a call on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it.

HR Champions exist because we, our clients and most business owners and managers know that Human Resources issues, if mishandled or delayed, can lead to severe financial and reputational damage to an organisation. Despite this, some businesses still put off seeking external HR expertise until problems escalate or unexpected consequences arise.

Companies typically do not hesitate to call in external experts for urgent problems related to tangible assets or services. It’s recognised that problems with machinery, the Internet or website for example, could cause disruptions that can severely impact operations if not swiftly addressed. However, professional intervention when it comes to HR issues is often sidestepped, even though doing so can potentially lead to costly employment tribunals or the need for expensive settlement agreements to resolve disputes.

When employee issues arise, they can often seem manageable or minor at first glance. It can be tempting for businesses, especially those with tight budgets or smaller operations, to try handling these problems internally. However, the complexities of employment law and the nuances of proper HR procedures can quickly overwhelm inexperienced staff. The decision to delay bringing in professional HR help is like ignoring a leaking pipe in the hope that it will fix itself; inevitably, the problem only grows, becoming more costly and damaging in the process.

We realise that it is easy to point this out in hindsight. Even for experienced HR professionals, some issues can appear less urgent at first glance. However with proper questioning, probing and understanding of HR processes, it should be possible to determine the potential outcomes and consequences of a situation.

Our retained clients have the luxury of contacting us whenever they wish because their set monthly fee means the cost of the call or e-mail is already covered. We always encourage that clients do call because it is much safer and easier all round if we can support the appropriate action to overt a situation at the outset rather than have to deal with a huge case that has exploded beyond all proportion further down the line.

There will always be some businesses for whom the cost of hiring an external HR consultant is viewed as an unnecessary expense—until, of course, the situation worsens, leading to far greater costs than that of initially engaging professional help would have incurred.

Choosing whether or not to consult with an HR professional is very much a cost/benefit calculation. This can be difficult to establish without having experienced a situation that has resulted in a costly outcome. There’s no shortage of stories however of employees receiving quite significant awards from their employers. Many of these pay outs would have been avoidable with proper and timely intervention.

Engaging with HR professionals at the early stages of an employee issue can have several advantages:

• It ensures that the problem is handled with the legal and procedural rigor it demands, potentially saving the company from expensive legal battles later on.
• It sends a message to all employees that the company takes their concerns and the law seriously, which can enhance morale and trust in management.
• It can prevent the escalation of conflicts, preserving the company culture and employee productivity.

It can be a good exercise to reflect upon your own business practices, consider whether you have delayed seeking external HR advice for financial or logistical reasons in the past, and at what cost. There maybe instances where you have got away with it in the past but don’t expect to be so lucky in the future; especially with the growth in no win, no fee solicitor offerings.

We have a number of solutions for businesses that we can match and align with their needs:

Training: We run a number of courses that provide fundamental HR skills and knowledge for delegates. These courses will equip line managers to deal with issues as they arise, reducing the risk of escalation.

Pay as You Go HR Support: For smaller businesses with a few employees, this service provides HR support on an ‘on-the-clock’ basis whereby we charge a fee every time we provide support. There is a minimum charge but don’t use us and you don’t pay.

EmployerGuard Lite: For employers with less than 10 employees this service provides a fixed amount of cover for a regular monthly fee. Easier for budgeting, time used is down-dated from the annual allocation. Some company documents are included.

EmployerGuard: Our flagship service, unlimited telephone and e-mail HR support for a fixed monthly fee. Clients also have access to our library of HR letter templates and documents.

Professional HR intervention should not be viewed as a last resort but as a necessary component of effective and proactive management. Remember, by investing early in expert HR guidance, you protect not only your business’s current stability but also its future integrity. Contact us for a discussion about what is best for you on 01452 331331 or email This email address is being protected from spambots. You need JavaScript enabled to view it.

Managers are entrusted with the responsibility of guiding teams, making crucial decisions and ensuring the smooth functioning of business operations. However, when a manager falls short of expectations or exhibits poor leadership, the repercussions are felt not just within the team but throughout the whole organisation.

Typical ‘poor management’ traits include not providing effective performance feedback, not addressing a problem and not keeping in communication with the team which has never been more important in the hybrid world.
It's interesting how these traits translate into financial figures.

By not providing performance management feedback, an employee assumes their output is fine. This creates an environment where employees aren’t working to their full potential. Moreover, when performance reviews don’t take place, employees may feel uncertain about their responsibilities. This lack of direction will disengage employees.

According to the PwC, 1 in 5 employees are actively job searching. According to Gallup’s ‘State of the Global Workplace: 2023 Report’, 59% of the workforce are ‘quiet quitting’.*

Poor performance feedback therefore not only affects productivity but the business will also pay for recruitment and retention costs.

A poor manager might not address toxic behaviours in the team because they feel the conversation is difficult. If these behaviours aren’t addressed, then the team will feel that it is ok to continue acting in this way fostering a toxic culture. However, when it goes too far, a team member may raise a grievance. The grievance process will take time away from business productivity. For smaller businesses, it is likely they will use external consultants to conduct the grievance. Then it’s a case of paying for the consultant’s fees.

A January 2024 CIPD article stated that hybrid working is set to stay. Communication has never been more important as the team works in the hybrid world. Of course, there are benefits to the hybrid working model, but we have lost ‘watercooler moments’ that fostered collaboration. Equally, it is not as easy to have general catch ups with the team to check in on their progress and wellbeing.

Current communication systems generate more interruptive instant messages which can disrupt workflow and concentration. Moreover, it’s easy to misinterpret a teams message or email. This can delay deadlines because the team are trying to find the right information before they can complete the task. Ensuring your managers recognise the pitfalls of communication in the hybrid world will increase to-the-point conversations.

A poor manager is not necessarily an unpleasant one. As a person, they may be affable and likeable. However, a pleasant personality does not compensate for poor management behaviours.

Who pays for poor managers? Poor managers affects the workplace culture, team’s performance and wellbeing. But, ultimately, it is the business’ bottom line that pays for poor managers. Ineffective communication and low productivity hinder business output.

However, is it entirely the individual’s fault that they are a poor manager? If they have never been shown what good looks like, then they will never know. These skills are easily trainable.

Investing in high quality training will save your business money in the long run. Our Developing Manager course is the perfect starting point to demonstrate to your managers what good looks like.
We also have a suite of leadership and management qualifications accredited by the Institute of Leadership and Management (ILM).

Or, if you want to speak to us about bespoke leadership options, then get in touch by calling 01452 331331 or emailing This email address is being protected from spambots. You need JavaScript enabled to view it.

*Both figures taken from the 'State of the Global Workplace 2023 Report, Gallup. 

We’ve already covered the topic of employer responsibilities regarding protection against sexual harassment in previous blogs and at our Employment Law Updates. However, with the Workers Protection Act 2023 due for implementation in October, and in light of a number of live cases that we’re handling, we think it deserves another mention.

To re-iterate; the new legislation aims to enhance protections against sexual harassment in the workplace; reinforcing the responsibilities of employers to create a safe and respectful work environment. Under the vicarious liability guidelines, employers could be held responsible for the actions of their employees unless they can demonstrate that they took all reasonable steps to prevent harassment occurring in the first place. Simply re-acting to cases as they arise will not be enough.

Failure to comply with the new regulations could lead to severe consequences for businesses. Should a claim of sexual harassment arise, and the employer is found not to have taken adequate preventive measures, the business could face significant legal and financial penalties. Additionally, tribunals will have the option to increase compensation awards by 25% where employers are at fault.

Furthermore, beyond the immediate legal repercussions, there could be substantial damage to the company’s reputation and employee trust, which can often be more challenging to restore.

With the bill's implementation, it becomes even more critical for employers to examine their current workplace policies and training programmes. Addressing and mitigating against the risks of sexual harassment occurring should be high on the agenda for all businesses.

Inappropriate behaviour from employees may have been overlooked or ignored in the past; played down as 'banter,’ or even accepted. Such attitudes will not be acceptable under the new law. Employers will need to ensure that all employees understand what constitutes unacceptable behaviour and that ignorance is not an excuse for non-compliance.

The new Act will be live in just over six months, so knowing how long it can sometimes take to make changes in organisations and how difficult it can be to organise and arrange staff for training, employers should be taking action now. We recommend a number of key actions:

• Review and Update Policies: Employers should thoroughly review their current harassment and bullying policies to ensure they are robust, clear, and compliant with the new law. Policies should explicitly state that so-called 'banter' is not an excuse for inappropriate behaviour and outline the consequences for those who breach the policy.
  
  
• Policy Implementation: Updating your policies won’t be enough. You’ll need to ensure that policy changes or new policies are briefed in to all members of staff. This could be done by line managers but ensure there is a consistent approach. Have employees sign something to say the have been briefed and understand the policies.
  
  
• Training and Awareness: Regular training sessions for all employees, including management, is crucial. Training should cover what constitutes harassment, the company's policies on handling such issues, and the legal implications. Training should be recurrent to maintain awareness.
  
  
• Establish Clear Reporting Mechanisms: It should be easy and safe for employees to report incidents of harassment without fear of retaliation. Establishing multiple channels for reporting and ensuring these are confidential can encourage victims to come forward and demonstrate your commitment to creating a safe working environment.
  
  
• Foster an Inclusive Culture: Cultivating a workplace culture that promotes respect and inclusion can prevent issues of harassment. Leaders should model appropriate behaviour and address any inappropriate actions swiftly and decisively.

The Worker Protection Act is a reminder of the ongoing evolution of workplace standards and employer responsibilities. By taking swift and positive action now, businesses can not only comply with new regulations but also enhance their workplace culture, making it safer and more inclusive for everyone. These steps are not just about avoiding legal repercussions—they're about building a better, more respectful work environment that benefits all.

You don’t want yours to be the organisations that hits the headlines with revelations of shocking sexual harassment taking place. We can support with policy reviews and implementation and with staff training, in particular our Dignity at Work training. Call us on 01452 331331 or e-mail This email address is being protected from spambots. You need JavaScript enabled to view it.

In a recent survey conducted by Indeed Flex*, 34% of UK businesses reported being short staffed at least once a week. Of those who were short staffed, half said it was due to employees being off sick. In light of Prime Minister, Rishi Sunak’s plans to tackle “sick note culture”, it appears that more pressure is going to be placed on UK businesses to deal with unwell employees.

Last week, during the Prime Minister’s speech at the Centre for Social Justice, Rishi Sunak announced plans to remove GP’s abilities to issue sick notes. He stated that there would be a more “objective assessment” by unspecified “specialist work and health professionals”. He further claimed that the system is being “undermined” by “subjective and unverifiable claims” about capability. Where will these specialist work and health professionals come from?

Furthermore, Sunak said that the UK “needs to be more honest about the risk of over-medicalising the everyday challenges and worries of life” referring to poor mental health. Research by Mental Health UK in January 2024 found that 20% of workers needed to take time off work due to stress and burnout.

Whilst not mental health conditions, stress and burnout can develop into poor mental health for employees. Burnout is recognised by the World Health Organisation as a state of physical and emotional exhaustion. They both amplify the long-term sickness issue.

UK businesses will now face a rise in unwell employees in their workplaces exacerbated by the lack of adequate support systems. Line managers are an employees’ first point of call for any wellbeing concerns. Their job description is further complicated by this challenge as it adds a strain to their already demanding day-to-day responsibilities. Balancing tasks such as performance management, setting and measuring objectives and team motivation, they may now have to deal with mentally unhealthy employees. Consequently, this results in a significant reduction in the time available to fulfil their primary duties. Without proper training to navigate these tricky situations, the workplace may be confronted with wider repercussions. 

It doesn’t seem fair that UK businesses have to bear another burden, especially in difficult financial times. However, to ensure long term success and to retain high performing teams, we have put together a few ideas that you can use in your workplace to support mentally healthy teams in the current circumstances:

• Free seminar: Managers Managing Mental Health – our seminar is aimed at business owners and HR professionals. It will focus on how you can support your managers to have the confidence to address poor mental health issues and know what to say to their team during performance reviews. Click here to book on.
• Mental Health First Aider Training: Mental Health First Aiders are an excellent way of developing a team of listeners in the workplace. These First Aiders are trained to spot the signs of poor mental health early to prevent an escalation of a bigger issue. Moreover, they will have the confidence to hold a conversation around mental health.
• Positive Mental Health Culture: It seems simple enough but ensure you have robust policies and procedures in place. Ensure your employees know these policies and how to access their employee assistance programme (EAP). Encourage a healthy work life balance and raise awareness of mental health in the workplace from the senior management team down to individual team members.
• Good Line Manager behaviour: your line managers need to be trained on conducting excellent return to work interviews and performance reviews. Equally, ensure they are modelling what good looks like by having check in conversations. We have ILM qualifications already scheduled. Click here to take a look and demonstrate to your line managers what good looks like. 

By investing in a mentally healthy team, you are creating a high performing team. A team that understands they are valued by the business and know where there is appropriate support.

We are here to help with any issues you may have relating to poor mental health in the workplace. Contact us for support on 01452 331331 or This email address is being protected from spambots. You need JavaScript enabled to view it..

*Indeed Flex is a temporary work platform. The study asked 400 employers, managers and HR professionals in the UK. It was completed in March 2024.

Figures recently published by the ONS from their Labour Force Survey for December 2023 to February 2024 estimate that 9.4 million people aged 16-64 UK were economically inactive; a rate of 22.2%. This amounts to an increase of around 275,000 over the last year and stands alongside the 1.4 million who are classed as unemployed; out of work and actively seeking a job. Go here for the parliamentary briefing document of the report.

Although vacancies fell in the last quarter to around 916,000, the higher unemployment figure suggests that there is a mismatch between skills and experience required to fill vacant positions and the available skills amongst those who are actually looking for work.

Economic inactivity refers to those individuals of working age who are not just unemployed but are not actively seeking employment. The recent data confirms that this group has been growing, leading to fewer people contributing to the economy through consumer spending or tax payments. This increase in inactivity not only escalates government expenditures on welfare benefits but also results in lower tax revenues which the Government relies on for funding public services.

The rise in economic inactivity can be attributed to a number of factors including early retirement, long-term sickness absence, and care responsibilities. Particularly post-pandemic, we have seen an increase in those stepping back from the workforce due to health concerns or caregiving needs, for both young and old. The lack of accessible and affordable childcare for example can make it unviable for some parents to return to work whilst their children remain of pre-school age.

With the changing dynamics of the workforce, UK employers continue to face recruitment challenges. The skills gap in the available UK talent pool has been widened by the difficulties in recruiting talent from abroad, compounded by post-Brexit immigration policies.

In response to these challenges, the Chancellor has introduced measures aimed at encouraging people to return to the workforce. One notable initiative is the extension of free childcare, designed to alleviate the burden on parents, particularly mothers, enabling them to seek employment or return to their previous jobs. Such measures help in reducing barriers to work, but they also highlight the need for sustained efforts to support other groups within the economically inactive population.

However, employers can’t rely on the Government to do all the heavy lifting when it comes to attracting people back to work or finding ways to fill vacancies. There are a number of strategies that could be implemented:

Promoting from Within: Before looking externally to fill vacancies, businesses might benefit from assessing the potential of their current employees for promotion. This not only boosts morale and retention but also reduces the time and cost associated with hiring externally. Those employers who have invested in effective workforce planning will already be ahead of the curve on this point.

Enhanced Internal Training: It’s becoming more apparent that the education system isn’t keeping pace with the needs of UK employers or are offering courses that are more attractive to recruiting learners rather than preparing students for employment. Employers should invest in comprehensive training programmes to upskill their current workforce, thus transforming existing employees into the skilled professionals needed for more advanced or technically demanding roles.

Engaging with Educational Institutions: To avoid a continuation of the status quo and ensure the future workforce is equipped with relevant skills, businesses need to engage more actively with schools, colleges, and universities. Partnerships and sponsorships can help shape the education curriculum to align more closely with real-world business requirements and give those engaged businesses first choice from the upcoming talent pool.

Flexible Work Arrangements: Implementing flexible working conditions can attract a more diverse workforce, including those who may otherwise remain economically inactive. Flexibility might include remote working options, part-time roles, or flexible hours that can accommodate a broader range of personal circumstances.

Offer a Truly Inclusive Workplace: Our unconscious biases and preconceptions can mean some groups that harbour a range of skills and talent are overlooked. The ONS reported that around half of people with disabilities do not have a paid job, a rate that is more than double the rest of the working age population. Look at where reasonable adjustments can be made in order to tap into this talent pool. Disability employment advisors (DEAs) specialise in advocating for job seekers with disabilities, helping them to find meaningful work. Every job centre in the UK has a DEA.

The state of the UK workforce, uniquely marked by a rise in economic inactivity where the other G7 economies have seen a fall, calls for a comprehensive approach involving both Government intervention and employer innovation. Those businesses who stand still and fail to take progressive action may well become the casualties as the competition surges ahead.

We recommend starting with an effective workforce plan and training strategy to assess your current, short and mid-term workforce requirements, your skills availability and training needs. Contact us for support with is on 01452 331331 or e-mail This email address is being protected from spambots. You need JavaScript enabled to view it.