In a recent and somewhat surreal tribunal case, an NHS worker was awarded £29,000 after she was offended at being likened to Darth Vader, the infamous villain from the Star Wars franchise, in a Star Wars-themed personality test.

Does this ruling mark the end of light-hearted personality quizzes that rely on familiar fictional characters to highlight personal traits and working styles?

While the specifics of the case were unusual—the personality test had actually been taken on behalf of the employee by a colleague—the tribunal's ruling underscores an important reality for workplace communication. Crucially, this case demonstrates clearly that it's not necessarily the intention behind what is said that matters, but rather how it is perceived by the recipient. In other words, a comment or comparison made in jest, with good intentions or simply for amusement, can nonetheless be deeply hurtful to someone else.

It’s easy to see why someone might take offence at being compared to Darth Vader, a character who has come to symbolise villainy and cruelty, despite his more complex backstory. Yet, this prompts a broader conversation about workplace "banter" and whether fun, character-driven quizzes and comparisons—such as the popular "Pooh-sonality Test," which likens individuals to Winnie the Pooh characters—may now pose genuine risks for employers. Could someone be equally offended at being compared to Eeyore’s gloominess or Piglet’s anxiety? Is the act of referencing popular characters inherently risky?

On the surface, personality quizzes and light-hearted analogies appear harmless. They often serve as icebreakers, team-building activities, or as part of training exercises to help colleagues understand each other's behavioural styles and traits. Yet, as this tribunal outcome highlights, even seemingly innocuous comparisons can become problematic if they inadvertently offend or upset an employee.

Employers should remember the fundamental principle that everyone deserves to be treated with dignity and respect at work. While this particular case may appear extreme, it reinforces the importance of mindfulness in workplace interactions. We should always remain sensitive to how comments, even when intended humorously, could impact others.

Here are some useful guidelines for maintaining respectful interactions in the workplace:

• Pause before you speak: Consider carefully if your humorous comment or comparison could be misconstrued or negatively received.
• Know your audience: Understand your colleagues’ boundaries and sensitivities.
• Create an inclusive culture: Ensure that humour is inclusive, not exclusive or targeting specific individuals.
• Provide clear communication training: Equip managers and employees with the skills and confidence to communicate effectively and respectfully.
• Encourage open dialogue: Foster an environment where individuals feel comfortable voicing concerns if something makes them uncomfortable.

At HR Champions Ltd, we strongly advocate for proactive steps to avoid misunderstandings or offence in workplace interactions. Our Dignity at Work training for managers and employees, is specifically designed to reinforce respectful behaviour, raise awareness about diversity and inclusion, and provide practical tools for navigating workplace conversations.

By investing in such training, employers not only strengthen their teams but can also mitigate the risk of tribunal cases by demonstrating they have taken reasonable steps to prevent discriminatory behaviour or harassment. Indeed, organisations can significantly reduce their potential vicarious liability by proving that employees have been appropriately trained and are fully aware of acceptable workplace conduct.

Whilst the case in question has hit the headlines no doubt because of the reference to Darth Vader, we wonder if the tribunal acted a little too quickly and overlooked some of the positives. Let’s not forget some of commander Vader’s positive traits:

• He is decisive and goal-focused.
• He demonstrates resilience and unwavering determination.
• He certainly knows how to get things done (even if the methods are a little questionable!).

While we must remain cautious and sensitive to our colleagues’ feelings, It’s also important to ensure our workplaces remain positive and engaging environments. Contact HR Champions Ltd today to discuss how we can support you and your teams to foster respect, inclusivity, and appropriate workplace behaviours. Call us on 01452 331331, complete the contact form.

Guest Post by HR People Support

In April of this year, the UK Supreme Court issued a significant ruling on how the terms ‘man’ and ‘woman’ should be understood in UK law. Specifically, it confirmed that under the Equality Act 2010, these terms refer to biological sex, not certified sex or gender identity.

For many employers, this clarification has raised fresh questions. What does this mean for existing policies? Are changes required? And how can you ensure your approach supports inclusion while staying legally compliant?

What the Court Decided

The ruling came from a long-running legal case in Scotland, the Supreme Court confirmed that where the Equality Act refers to ‘man’ or ‘woman’, it is referring to biological sex. At the same time, it made clear that the Act still provides rights and protections for gender reassignment; where individuals are transitioning, have transitioned, or intend to transition continue to be protected from detrimental treatment.

Why It Matters for Employers

In practice, this may not require major changes in most workplaces. But it’s a timely reminder for employers to review how they approach sex and gender in policies, systems and day-to-day decisions.

What to Review

Start by checking your policy language. Does your equality and diversity policy define terms clearly and in line with the latest legal position?

Are your workplace facilities or single-sex provisions — such as toilets or changing spaces — set out in a way that aligns with the law and respects all employees?

It’s also important to consider how confident your managers feel when having conversations around inclusion and identity. Sensitive, lawful communication plays a key role in avoiding confusion and conflict.

Maintaining an Inclusive Culture

Perhaps most importantly, take a step back and think about your wider culture. Policies and procedures matter, but so does the way people feel at work. Is your workplace genuinely inclusive? Are staff clear on your expectations? And are decisions being made fairly and consistently?

What Hasn’t Changed

This ruling hasn’t removed any existing legal protections. Transgender employees must still be treated with dignity, fairness and respect. What it has done is provide clearer legal grounding for policies that may need to distinguish between biological sex and gender identity, particularly where there is a legitimate business reason.

The message for employers is that you don’t need to make knee-jerk changes, but you do need to be confident that your foundations are solid. The best approach is balanced, legally sound and clearly communicated.

At HR People Support, we help business owners manage legal change without added stress.

Whether you need help reviewing your policies, or simply want a clearer understanding of what this ruling means for your organisation, HR People Support are here to offer calm, practical advice. You can contact HR People Support on their website at https://www.hrpeoplesupport.co.uk/contact/ 

Gemma Irvine from HR People Support will be covering this topic in more details at our forthcoming Employment Law Updates commencing Tuesday 20th May. There is still time to book a place.

Throughout our near 25 years of supporting businesses, the demands placed on managers and leaders have become increasingly nuanced and complex. Whether navigating hybrid working patterns, handling diverse and multicultural teams, or adapting to shifts in economic conditions, effective leadership requires flexibility, empathy, and a robust toolkit of skills.

Despite what some may suggest, we’re of the opinion that there is simply no "silver bullet" when it comes to effective leadership and management training. Instead, success demands a blended approach, incorporating multiple concepts, methodologies, and perspectives to address the diverse challenges managers will inevitably encounter throughout their careers.

Every employee is unique, with differing learning styles, communication preferences, and levels of confidence when engaging with colleagues, customers, or management. Recognising that a one-size-fits-all approach simply won't suffice is key to genuinely effective leadership. A skilled manager understands the importance of flexing their management style to suit the individual, applying a bespoke approach to maximise productivity and enhance employee engagement.

At HR Champions Ltd, we strongly believe in equipping managers with this broad range of tools and perspectives. That's why we offer a comprehensive suite of training solutions designed to provide businesses with a tailored blend of the most effective leadership and management concepts.

Our ILM-accredited courses, offered at Levels 2, 3, 4, and 5, deliver robust and trusted management practices. These courses cover fundamental leadership skills, including understanding leadership roles and responsibilities, effective goal-setting, appraisal techniques, and critical management areas like culture and diversity, as well as conflict management. Participants leave these courses with a solid foundation and a practical toolkit that they can immediately apply in their roles.

However, strong management isn't solely about processes and systems; it’s about people. To effectively manage and motivate diverse individuals and teams, managers must understand behaviour and communication styles. This is where our Insights Discovery training comes into play. Insights Discovery helps managers appreciate that a single message delivered in one way may not effectively resonate across the whole organisation. Different employees respond uniquely to various communication methods, and being mindful of this diversity is critical for managers looking to lead with impact.

Adding another valuable dimension to our training repertoire is our Ken Blanchard SLII® training. This methodology helps managers identify the different stages of competence and confidence that their team members may display at various points in their roles. By learning to recognise these stages, managers can flex their leadership style to provide precisely the support or autonomy an individual needs, ensuring better performance and higher morale.

To put it simply, think back to your favourite teacher at school. Chances are, you favoured them because they communicated or taught in a way that resonated specifically with you. Great managers must operate similarly, tailoring their approach to suit each individual in their team. It requires empathy, insight, and the ability to shift seamlessly between management styles to achieve the best outcomes for everyone.

Even with our blended and comprehensive training approach, gaps can still emerge. The sheer breadth of situations managers encounter makes it practically impossible to cover every eventuality while remaining cost-effective. Nevertheless, at HR Champions Ltd, we believe that by offering this carefully balanced and diverse combination of leadership concepts, we empower businesses to develop managers capable of creating a safe, inclusive, and enjoyable work environment—one that fosters loyalty, engagement, and exceptional productivity.

For businesses serious about investing in their future, training managers effectively should be a strategic priority. At HR Champions Ltd, we stand ready to help you navigate these complexities.

Contact us today to discuss how we can tailor a bespoke training solution designed specifically for your organisation's needs, ultimately driving sustainable growth and improved productivity through skilled, confident, and adaptable leadership. Call us on 01452 331331, complete the contact form.

The challenges surrounding the management of staff working from home have been widely discussed, but as the UK enjoys a spell of particularly pleasant weather, these issues become even more acute.

Let’s face it, staying focused and productive is challenging at the best of times, but when the sun is shining, and there’s nobody physically looking over your shoulder, maintaining motivation and discipline becomes considerably harder. Business owners, and managers will know, this scenario is becoming increasingly familiar and problematic.

The shift towards remote working was, of course, dramatically accelerated by the COVID-19 pandemic. Initially driven by necessity, organisations quickly identified advantages in terms of cost savings on office spaces and overheads. Many businesses jumped onto the working-from-home (WFH) bandwagon, eager to capitalise on reduced operational costs. However, three years on, companies are beginning to realise that managing a remote workforce is significantly more complicated than first anticipated. Consequently, many UK organisations are now requiring employees to return to the office—at least partially—to regain control of productivity and effectiveness.

Reports of diminished productivity due to remote working are becoming more commonplace. Without the structure and accountability provided by an office environment, many employees find it challenging to maintain the same level of motivation and efficiency at home. The recent spell of sunny weather further highlights the ease with which employees can become distracted when working remotely, underscoring the difficulty businesses face in managing productivity without direct oversight.

Yet productivity isn't the only issue at stake. Our collective communication skills have rapidly evolved over recent years, to the extent that most of us now feel more comfortable communicating via digital platforms, whether that be email, instant messaging, or video conferencing, rather than engaging in face-to-face conversations.

This new reality does not bode well for the current generation of home workers, whose ability to interact effectively with potential employers, colleagues, customers, or suppliers may be significantly impaired by the restrictive nature of digital communication. Nuances such as body language, tone of voice, and interpersonal rapport - crucial and often subliminal elements of communication - can be lost or misunderstood through remote interaction.

Moreover, the long-term impact on mental health is becoming increasingly apparent. The absence of regular personal interaction and social engagement that a traditional workplace environment naturally provides may contribute to the rising incidence of mental health conditions such as anxiety and depression. Employees working remotely may begin to feel isolated, disconnected, and unsupported, particularly if they struggle to communicate their challenges through digital channels.

However, it would be unrealistic and counterproductive to suggest that remote working can simply be switched off overnight. The WFH culture is now deeply ingrained in UK working life, often forming a key part of recruitment and retention strategies.

Rather than resisting this reality, the smart approach for businesses is to embrace it and equip themselves with the skills necessary to effectively manage remote teams. Organisations taking this stance will not only maintain productivity, but can enhance it and gain a competitive advantage in a constantly shifting economic landscape that can pivot daily depending upon the whims of a single man.

Managers having the time and skill set to efficiently manage WFH was largely overlooked in the haste to facilitate it. Now, many find themselves struggling to deliver employee engagement, productivity and a sense of belonging to the team.

At HR Champions Ltd, we offer training courses specifically tailored to meet these emerging needs. Our programmes encompass key skills including effective communication, performance management, and appropriate managerial interventions. With bespoke solutions designed to align with your company’s unique culture and operational requirements, we ensure your management team is fully equipped to get the very best from their remote workers.

In increasingly uncertain economic conditions, businesses that invest in mastering remote workforce management will undoubtedly find themselves better positioned than competitors. For more information about our bespoke training solutions, please get in touch with HR Champions and let us help you transform the challenge of remote working into a business strength. Call us on 01452 331331, complete the contact form.

This week saw the passing of Pope Francis. Regardless of your religious beliefs or personal views, it's fitting to pay tribute to an individual who has held a position of global influence and responsibility. The death of the Pope has prompted worldwide reflection on his legacy—not only as a spiritual leader but also as someone whose approach to leadership extended beyond the Catholic Church. The qualities Pope Francis demonstrated during his tenure resonate strongly with the characteristics we admire in any great leader, including business leaders.

During his leadership, Pope Francis consistently demonstrated an exceptional clarity of vision. He understood the importance of steering a vast and diverse organisation through uncertain and often turbulent times. His commitment to issues such as climate change, social justice, and poverty reduction showed he was not afraid to confront significant global challenges head-on, even when doing so risked opposition from more traditional elements within the Church.
We can see parallels with successful business leaders who set clear visions for their organisations, recognise the pressing issues of their time, and who have the courage to tackle them directly.

Tolerance and openness to other viewpoints were also hallmarks of Pope Francis's leadership style. He showed remarkable inclusivity, engaging with those whose opinions and beliefs differed from his own, even opening dialogues with leaders from other religions and cultures.

For business leaders and managers, this highlights the value of embracing diversity—not just in terms of cultural or demographic differences but in genuinely welcoming and encouraging a broad spectrum of ideas and perspectives within the workplace. Tolerance and openness are essential for fostering innovation, improving decision-making, and maintaining a cohesive, motivated workforce.

Perhaps most significantly, Pope Francis led by example. Known for his humility, simplicity, and compassion, he lived by the values he preached, choosing to forgo the opulence traditionally associated with his role.

Such authenticity builds trust and loyalty among followers. We have written about authentic leadership before. Employees look to their leaders not only for direction but for consistency and integrity in their actions. Leaders who demonstrate humility, transparency, and genuine care are far more likely to inspire trust and commitment from their teams.

Interestingly, Pope Francis found himself in a position of leadership not entirely by choice but through circumstance. Leadership was effectively thrust upon him, yet he handled this immense responsibility with great grace and effectiveness.

In business, many leaders similarly find themselves promoted into leadership roles without adequate preparation or experience. Often, their only reference points are the managers or leaders who have gone before them, not all of whom exemplify good leadership. This highlights the importance of providing proper training and development to emerging leaders, ensuring that the examples they draw from are genuinely positive and constructive.

We should probably expect the leader of the Catholic Church to set an exemplary standard of leadership, however, Pope Francis has left behind an extraordinary legacy, one which will undoubtedly make him a very tough act to follow. His approach to leadership offers valuable lessons for all leaders, about vision, inclusivity, humility, and authenticity.

There are some leadership qualities that transcend all situations. At HR Champions Ltd, we aspire to inspire the next generation of business leaders and managers to embrace the qualities that Pope Francis demonstrated. Our training and development programmes are specifically designed to equip managers with the necessary skills and behaviours to lead effectively, ethically, and with empathy.

To discuss how we can help develop great leaders in your organisation, please get in touch with us today. Call us on 01452 331331, complete the contact form.

With the introduction from April 1st of one of the largest increases in the National Minimum Wage (NMW) by the current Labour Government, comes a wave of associated challenges for UK employers. For SMEs in particular, there is a wider implications across workforce management and pay structures.

While the rise in minimum pay is designed to support lower-income workers and tackle cost-of-living pressures, it places a significant and immediate financial burden on businesses. Remember this comes on top of rises in employer National Insurance contributions and a reduction in the threshold at which employers begin paying National Insurance.

The most obvious impact of a minimum wage increase is the direct cost to employers. From the beginning of this month, the new hourly minimum wage rates are:

• Age 21 and Over: £12.21
• Age 18 to 21: £10.00
• Under 18 & Apprentice: £7.55

However, the real challenge comes from the knock-on effect such changes cause throughout an organisation.

When minimum wage workers receive a pay increase, the gap between them and more senior or experienced colleagues narrows. This creates a perceived devaluation of more skilled roles. A supervisor, for example, may now only earn marginally more than the team members they manage—yet they carry more responsibility, often work longer hours, and deal with the added pressure of people management.

As a result, employers may feel compelled to increase pay across the board to maintain a fair and motivational pay structure. This will clearly lead to a significantly increased wage bill, which many businesses simply can’t afford in the current economic climate.

Referred to as “wage compression”, this outcome also has implications for recruitment and retention. Typically, people tend to secure higher pay when they change jobs, so when experienced staff feel their salary progression has been undermined, this may be create inertia to tempt them to leave for better-paying roles elsewhere. Replacing them comes with its own costs—not only in higher salaries for new starters but also the recruitment process itself, which is increasingly expensive and time-consuming.

Increases in National Minimum Wage is nothing new, so to counter this wage compression, many employers will have already adopted more creative remuneration strategies to remain competitive. These might include offering extra holidays, private health insurance, flexible working arrangements, or remote work options. While these benfits can help with retention, they are less immediately visible than a higher take-home salary, and may not always be appreciated by employees focused solely on the numbers at the bottom of their payslip.

It's worth remembering that whilst increases to the NMW are driven by government policy, the financial responsibility falls entirely on the employer. And while workers may see more money in their pockets, the Government also benefits from increased revenue via income tax, employee National Insurance, and employer National Insurance contributions—the latter, as we’ve already mentioned, has seen significant hikes this year.

This growing cost pressure on businesses demands a strategic approach to reward and people management. Employers must regularly remind senior and long-serving employees of their full benefits package, which may include development opportunities, enhanced leave entitlements, and other non-monetary advantages. At the same time, it’s clear that creative remuneration will remain vital in attracting and retaining the best talent in an increasingly competitive labour market.

With payroll costs continuing to rise, businesses can no longer afford to carry underperformers. Every employee must be contributing value, and this means that performance management must be front and centre. Those who are not meeting expectations should be offered support and development, but if there is no improvement, they may need to be exited from the organisation to ensure overall team performance and cost-efficiency are maintained.

Supporting senior staff through Leadership and Management training is not only a way to demonstrate investment in key personnel, it also ensures that managers are equipped to lead effectively. Trained managers are more confident in handling performance issues, motivating their teams, and helping the business navigate the complex challenges brought on by rising wage costs.

If you're looking to future-proof your workforce and build a resilient management structure, get in touch with HR Champions today. We'll work with you to design a bespoke training plan that supports your people, controls your costs, and drives performance in a rapidly changing employment landscape. Call us on 01452 331331, complete the contact form.

In the modern fast-paced and constantly evolving business environment, it’s rarely enough for truly effective managers to rely on a single leadership style or technique. Successful management is about being able to adapt, flex, and respond to the individual needs of team members, the task at hand, and the broader business context. This requires a comprehensive toolkit of skills, behaviours, and knowledge that managers can draw upon at any given moment.

At HR Champions Ltd, we believe that truly effective managers are those who combine technical know-how with emotional intelligence, and who understand that there is no one-size-fits-all approach to leadership. That’s why our training portfolio includes a range of solutions including Insights Discovery, Ken Blanchard’s SLII, and ILM-accredited courses—each offering a unique but complementary piece of the management puzzle.

Insights Discovery: Communicate With Impact and Empathy

Understanding how people think, feel, and communicate is fundamental to building trust and engagement within a team. Our Insights Discovery training introduces managers to the four colour energy profiles—Fiery Red, Sunshine Yellow, Earth Green, and Cool Blue—which help explain why individuals behave the way they do.

Armed with this knowledge, managers can tailor their communication style to suit the personality of the team member, ensuring that people feel heard, valued, and respected. This reduces conflict, fosters collaboration, and boosts morale. Perhaps most importantly, it helps managers avoid the classic pitfall of “talking down” to employees or coming across as dismissive—something that can alienate even the most capable team members.

SLII: Flexing Your Style to Fit the Situation

Another key element of any manager’s toolkit is the ability to adjust their leadership approach based on the situation and the individual’s competence and commitment. This is where the Ken Blanchard SLII model comes into play.

SLII teaches managers to recognise whether someone is a beginner, a learner, capable but cautious, or a high performer, and then to provide the appropriate level of direction or support. Too often, managers assume someone knows more than they actually do or is ready to work independently despite having no prior experience. SLII removes that guesswork and ensures supportive, effective leadership at every stage of development, at the appropriate level.

ILM Training: The Mechanics of Management

While understanding people and flexing your style are essential, managers also need to master the nuts and bolts of leadership. That’s where our suite of ILM-accredited leadership and management courses comes in.

From Level 2 for new supervisors to Level 5 for senior managers, ILM courses cover essential topics such as:

• Goal setting and performance measurement
• Giving and receiving feedback
• Motivating individuals and teams
• Time management and delegation
• Strategic thinking and innovation

This is the foundational knowledge that supports everyday leadership decisions, drives accountability, and ensures that business objectives are met.

Bespoke Programme: A Tailor Made Solution

Following a training needs analysis, we’ll collaborate with you to design a programme that aligns the development programme with the business needs. These solutions can be accredited or not and may well include our Insights discovery and SLII solutions. Either way, they’ll be taking your team on a journey to develop their skills and confidence to deliver your business plan through the wider team.

The Ultimate Goal: A Fully Equipped Manager

In an ideal world, every manager would have the ability to draw on all of these tools—to communicate effectively, adjust their approach, and execute the core responsibilities of leadership with confidence and consistency. It’s this blend of skills that creates outstanding leaders: the kind of manager that people want to work for, who inspires loyalty, and who leaves a lasting impression on those they lead.

These are the managers that team members remember fondly when reflecting on their careers—the ones who challenged them, supported them, and helped them grow.

At HR Champions Ltd, we specialise in designing bespoke training programmes that combine elements of Insights Discovery, SLII, and ILM qualifications. Whether you're developing emerging managers or supporting senior leaders, we can build a package that ensures your management team is equipped to lead high-performing teams that deliver results.

Get in touch with us today to talk about how we can help your organisation build a team of resilient, flexible, and truly effective managers. With the right toolkit, anything is possible. Call us on 01452 331331, complete the contact form.

Change is an inevitable part of running a business, but in today's climate of global uncertainty, rising costs, and shifting market dynamics, it’s becoming less of a choice and more of a necessity. Whether it's downsizing, restructuring, digitising systems, or adopting new ways of working, organisations across the UK are having to adapt more rapidly than ever.

For businesses, this means having a robust and effective change management process in place isn’t a nice-to-have—it’s essential. Poorly handled change can cause confusion, resentment, and disengagement, while well-managed change can lead to a stronger, more united team that’s ready to take on whatever comes next.

What Change Might Look Like in 2025

Change within organisations this year could be influenced by many things or take many forms:

• Redundancies or restructuring to reduce costs
• Adoption of AI and automation to increase efficiency
• Shifts in leadership or ownership
• Cultural or behavioural change in response to internal challenges
• New systems or technology rollouts

Given the current economic pressures — a faltering economy, countrywide job losses and external factors such trade war tariffs and the continuing uncertainty in Ukraine — most businesses should at least be in a state of preparedness and ready to implement some form of change over the coming months. Simply knowing that change is needed isn’t enough. We need to be ready to manage change effectively.

Change can go disastrously wrong when it’s poorly communicated, rushed, or imposed without consultation. One real-life example is the 2021 rebranding of Royal Mail’s parent company to “International Distributions Services”, which was met with confusion and derision from employees and the public alike. The change was implemented without engaging staff or clearly explaining the reasoning or benefits. Morale plummeted, and the organisation faced further internal unrest during subsequent strikes.

In the private sector, a common mistake is announcing reorganisations with little notice or support, creating anxiety and a sense of instability that leads to staff attrition, mistrust, and a drop in productivity.

Effective change management is not just about telling people what’s happening—it’s about bringing them with you on the journey. The key principles of good change management include:

• Early and honest communication – Explain the reason for the change, what the process will look like, and what the desired outcomes are.
• Involving employees at all levels – Ask for input, encourage ideas, and allow teams to help shape the solution. People are more likely to embrace change if they feel ownership over the process.
• Supporting those affected – Offer training, coaching, and emotional support to those whose roles may change or disappear.
• Creating opportunities for collaboration – Change can foster new relationships and creative problem solving, especially when teams are encouraged to work together on solutions.

When done well, even a negative trigger for change—such as financial pressure or falling performance—can be turned into a positive opportunity for growth. Employees who feel included, respected, and heard are more likely to engage with the new direction, and a shared sense of purpose can bring a renewed sense of cohesion to the workforce.

Plan Now, Thrive Later

The organisations that succeed during periods of uncertainty are those that take a strategic and planned approach to change. Rather than reacting in panic, they look at the big picture, involve the right people, and prepare their teams for the road ahead.

At HR Champions Ltd, we provide training and development solutions that equip managers with the skills and confidence to lead through change. Our programmes cover the key elements of effective change management, including communication strategies, emotional intelligence, and how to support individuals and teams through uncertain times.

If you're facing change in your organisation, or if you want to be ready for it when it comes, get in touch with HR Champions today. We can help you design a training and support programme that ensures your managers are prepared to guide your people through change safely, positively, and effectively.

Change is coming. Make sure you’re ready for it. Call us on 01452 331331, complete the contact form.

Work and Pensions Secretary, Liz Kendall, this week announced a range of proposed welfare reforms, aimed at tackling the growing issue of long-term sickness absence and encouraging more people back into work. She said the current system was “failing the very people it is supposed to help and holding our country back”.

Among the proposals she unveiled is the “right to try” concept, which seeks to provide benefit claimants with the opportunity to test out employment without the risk of losing their welfare entitlements if things don’t work out.
At face value, this is a positive and compassionate proposal. The idea recognises that many people receiving sickness and disability-related benefits are hesitant to attempt returning to work because of the bureaucratic nightmare and financial insecurity that comes with restarting the benefits application process if a new job doesn’t last.

The fear of failure, both financial and personal, is a strong deterrent. Offering a safe route back into employment, without the harsh consequences of being cut off from support, could give thousands of people the confidence they need to try returning to the workforce.

The Government’s interest in addressing this issue is also understandable from an economic perspective. With the cost of long-term sickness benefits soaring and a labour market still facing worker shortages, enabling more people to return to work is an attractive way to reduce welfare spending and boost productivity.

However, while the intentions behind the “right to try” scheme are laudable, there is a danger that, once again, employers may be left shouldering the burden of a policy that doesn’t go far enough to consider business realities.

Recruitment is already one of the most expensive and time-consuming aspects of running a business. From advertising roles, sifting applications, and conducting interviews, to onboarding and training new staff, the costs soon add up. For HR professionals and business owners, the last thing they want is to hire someone who is half-hearted about the role, knowing they have a safety net to fall back on with minimal consequence.

The risk here is that the “right to try” approach may inadvertently undermine the seriousness with which new employees approach job opportunities. If someone knows they can walk away from the job and immediately return to benefits, what’s to stop them giving up at the first sign of difficulty? This leaves the employer with yet another vacancy to fill, having already invested valuable time and money into the process.

We have long advocated that employers should offer a truly inclusive workplace to avoid overlooking some groups of people that might have a range of skills and talents the business can really benefit from. This population of hidden talent may well exist in those currently on disability benefit that the Government would like to see return to work, and it might just take a few reasonable adjustments in the workplace in order to tap into this pool.

However, for this policy to work fairly and effectively, there needs to be more than just support for the individual—there must also be a framework to support employers. A few possible solutions could include:

• Incentivised recruitment schemes: Grants, wage subsidies, or National Insurance reductions for businesses who take on candidates under the “right to try” scheme.
• Trial employment protections: Flexibility in employment law for a defined trial period, where the usual dismissal processes could be adapted.
• Access to job coaching or mentoring: Joint investment in support services that ensure the individual has help settling into the role—not just a parachute out.

Without this, employers may be reluctant to engage with the scheme—and understandably so.

While the "right to try" could positively shift the culture around work and welfare, it must be carefully implemented to ensure it doesn’t dilute workplace expectations or create additional risks for businesses. HR professionals and senior managers must continue to balance empathy with practicality, ensuring fairness for all while protecting productivity and team morale.

Those managers tasked with overseeing anyone working under the right to try concept will need to be confident in their ability to set tasks, monitor performance and provide meaningful feedback in order to maximise the potential success of any such scheme. Something we can support with through our comprehensive range of management training programmes.

The business community has a part to play in making welfare reform a success, but not at any cost. A well-supported, two-sided approach will be essential. Get in touch today to talk about how we can support your business with training and guidance towards an effective and robust management structure that is able to react to a constantly shifting landscape and engage with new approaches like “right to try” effectively. Call us on 01452 331331, complete the contact form.

We didn’t expect to be talking about performance Management again so soon, but following the recently announced plans to reduce the cost of running Government by reducing the civil service workforce, we couldn’t resist. The headline-grabbing initiative, outlined by Cabinet Office Minister Pat McFadden at the weekend, includes offering financial incentives to underperformers to leave their jobs, alongside a new six-month improvement window for those struggling to meet expectations.

From an HR professional’s perspective, this approach raises significant concerns. Rather than addressing poor performance through a robust performance management strategy, the Government appears to be taking the weak option of simply paying people off. Not only does this set a dangerous precedent, but it enforces the common view that a culture of non-accountability exists; something that would spell disaster for businesses in the private sector.

Encouraging underperformers to leave through financial incentives instead of managing them effectively smacks of a failure to embed a performance management culture through poor leadership. Any competent HR professional would advocate for a clear, structured performance management process that includes goal setting, support, and, if necessary, dismissal for consistent underperformance.

By opting to offer financial incentives, the Government is essentially rewarding failure rather than dealing with it through proper disciplinary channels, which, through employment legislation, the Government advocates employees should be subject to. This could even be construed as constructive dismissal, as employees may feel pressured to leave rather than being given fair but firm opportunities to improve.

It begs the question: why is the Government not willing to simply manage performance properly? In the private sector, employees who consistently fail to meet expectations do not get handouts to leave—they are expected to improve or face real consequences.

Furthermore, the proposal to give underperformers six months to improve before facing dismissal is exceptionally lenient. In the private sector, underperformance is often dealt with swiftly, as businesses cannot afford the financial drain and understand the impact on moral of an ineffective employee.

• Underperformers affect team morale – Hardworking employees resent carrying the weight of a colleague who isn’t contributing.
• They cost money – Whether through missed deadlines, inefficiency, or lost revenue, an underperforming employee drains resources.
• They impact productivity – A slow or disengaged worker affects team output and motivation.

A well-managed performance process should mean that clear objectives, support, and expectations are set from the outset. Six months of underperformance can cost a business dearly, and few businesses in the private sector would tolerate such delays in decision-making.

It has long been an open secret that Government departments and the civil service are inefficient and bureaucratic. Many businesses and individuals have struggled with the slow pace, excessive red tape, and lack of accountability in Government institutions.

For those who fail the Government’s new performance tests and lose their jobs, the private sector will not be eager to take them on. HR professionals and hiring managers in business will undoubtedly have concerns about whether failed ex-civil servants will adapt to faster-paced, results-driven environments.

Another factor in these job cuts is technology. The Government is talking-up reliance on AI and automation to replace many of the administrative functions currently carried out by civil servants. While AI has the potential to increase efficiency, it also creates job displacement issues that need careful handling. It’s also still an unknown quantity to a large degree and the Government may be making decisions it doesn’t fully understand the consequences of.

Furthermore, the Labour Government may face resistance from unions, who will likely oppose these job cuts. Given that unions are a major financial backer of the Labour Party, the Government will need to tread carefully to avoid alienating their support base.

This week’s announcement to abolish NHS England is another major shake-up that will lead to further job losses across Government-run organisations. While there is an argument for reducing unnecessary bureaucracy, some contingency may be required to counter the wider economic impact. More unemployed civil servants will mean less disposable income, increased benefits claims, and greater financial strain on the economy.

While the Government struggles with poor performance management, private sector businesses cannot afford to make the same mistakes. Companies should be focusing on getting the most out of their employees, ensuring performance is managed effectively rather than tolerating long-term underperformance.

As you’ll know by now, HR Champions provides a comprehensive suite of management training courses designed to:

• Equip managers with the skills to monitor and improve employee performance
• Ensure underperformance is dealt with swiftly and fairly
• Teach managers how to set expectations and manage objectives effectively
• Support organisations in developing long-term performance management strategies

With new employment laws on the horizon, including longer probation periods and greater employee rights from day one, it is essential that businesses prepare now. Rather than cutting back on investment in employees, companies should be training their managers to ensure maximum productivity and performance.

Get in touch with HR Champions today to discuss how we can tailor a training solution to fit your organisation, ensuring stronger leadership, higher performance, and no tolerance for underperformance. Call us on 01452 331331, complete the contact form.