Supporting staff who are struggling at Christmas

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Whilst Christmas can be the most wonderful time of the year, it’s important that employers recognise that it can also bring challenges for some team members for a variety of reasons. Over the 2022 festive period, Samaritans responded to over 250,000 calls for help in the UK. How can employers ensure a balance between the joy and spirit of celebrating the calendar year end, alongside those team members who may be finding the festive period trickier?

As a useful starting point, think about the reasons why people may find Christmas time a challenging time. These could include:

  • Money worries – The cost of living crisis continues to impact employees, and ongoing cost increases can be particularly felt around Christmas time.
  • Grief – the holiday seasons often act as particular points of remembrance for lost loved ones, especially if this year may be the first Christmas period they are no longer with us.
  • Family pressures – for some, spending time with families can cause pressure around expectations.
  • Social Media – this can impact self-esteem, with people comparing themselves to others and having unrealistic expectations of what the festive period should be.
  • Loneliness – people can feel alone or left out because everyone else seems happy and spending Christmas in big groups, when they are not.
  • Feeling overlooked – people may not celebrate Christmas as they celebrate alternative religious festivals instead, which do not get the same attention.

What can you do as managers?

Ideally as managers you know your team members well, and will have an awareness of how Christmas time may impact them. Additional steps to think about include:

  • Being open and approachable – by creating an atmosphere where team members feel they can speak up and be honest about their feelings, this can help you talk through how they may need any additional support. Let them know it is okay not to feel okay.
  • Ensure any Christmas celebrations are inclusive – think about how work-related Christmas activities can be optional, without any pressure. If individuals do not want to attend a Christmas party, their wishes should be respected and not questioned about.
  • Consider costs – if staff need to contribute financially to Christmas celebrations, such as meals or Secret Santas, think about the costs and how these can be minimised.
  • Signpost to professional support – If you feel that staff need additional support, signpost them to resources available, such as through any EAP provider, or organisations such as MIND, the Samaritans and Anxiety UK.
  • Consider leave and flexibility around time off – if you are aware that individuals do not celebrate Christmas but celebrate another religious festival, think about how you can manage leave to ensure they can have time off that is important to them. Individuals who have recently lost someone, may want additional compassionate leave as part of the grieving process near Christmas time.

For further advice on supporting your team during the Christmas period, contract Rachel Walker in our team on 07392090890.

How can employers tackle the growing issue of sickness absence?

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Did you catch the ‘Keep Britain Working’ Review by former John Lewis CEO, Sir Charlie Mayfield in the news lately? The independent review, commissioned by the Department for Work and Pensions highlights the alarming rise in sickness-related absences, with a staggering £85bn lost annually due to health issues affecting the UK workforce.


The predictions for the future are equally stark. The review found that 800,000 more people are now out of work due to health reasons compared with 2019, and if left unchecked, a further 600,000 individuals could leave the workforce due to health conditions by 2030.

As a consequence, the report calls for urgent action to address the growing problem of economic inactivity, especially among young people suffering from mental health challenges and older workers facing musculoskeletal problems. For organisations, this means shifting from reactive to proactive management.

What does proactive management look like in practice?

Create a supportive workplace culture

It may not be rocket science, but fostering a supportive workplace culture can pay dividends in terms of improved staff morale and attendance.

Fostering an open, supportive work environment means conversations around health are normalised, resulting in issues surfacing before they become long-term absences.

Implement clear communication protocols

Mayfield’s report emphasises that employees often disconnect from work during absence – making the return more difficult. Maintaining sensitive, structured contact with employees on sick leave is therefore crucial. Regular check-ins help employees stay connected to the workplace and offer opportunities for timely support and intervention.

Promote wellbeing initiatives

The review highlights a “surge” in mental health conditions among people aged 16-34, with 530,000 young people citing mental health as their primary health barrier. Creating psychologically safe and well-managed environments is essential – the British Psychological Society notes that work can improve wellbeing only when conditions are healthy.

Employers therefore need to adopt tailored strategies to improve engagement and prevent long-term withdrawal from the labour market. Examples include:

  • Provide accessible mental health support, such as EAPs, counselling, or partnerships with local services.
  • Introduce mentoring, structured onboarding and job-confidence programmes for young starters.
  • Review workplace contributors to poor mental health: job design, unrealistic workloads, digital overload, or toxic team dynamics.

Flexible return-to-work plans

Transitioning back to work after an illness can be challenging. Tailored phased return-to-work plans that consider an employee’s specific needs and condition can improve both their recovery and their return to full productivity. Leading employers such as Tesco, Google UK and John Lewis – now part of a government-backed partnership – are already piloting frameworks to refine return-to-work success.

Best-practice elements can include:

  • Early and tailored support during absence.
  • Multi-disciplinary input (manager, HR, Occupational Health, external professionals).
  • Graduated duties and realistic timescales.
  • Regular review and adaptation, rather than a one-size-fits-all model.

The way forward

As the recent report highlights, the rise in sickness absence is not an insurmountable problem, but it requires a proactive approach. Employers can significantly reduce the impact of sickness absence by focusing on creating supportive environments, clear communication channels, and health-conscious workplaces.

Businesses that act now can reduce costs and improve the long-term health of their workforce, ensuring both employees and employers thrive together.

If you need tailored support in addressing workplace challenges or fostering a culture of trust, please contact Bethan Arora in our team on 0117 992 9261.

The traitors at work: Building trust and navigating workplace deception

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Inspired by the intrigue and drama of the popular show ‘The Traitors’, this article explores the dynamics of trust, deception, and collaboration within the workplace. HR professionals play a pivotal role in fostering a culture of trust and addressing challenges related to dishonesty or manipulation. This piece offers insights and strategies to help HR teams navigate these complex issues.

The importance of trust in the workplace

Trust is the cornerstone of effective team dynamics. When employees trust their colleagues and leaders, they are more likely to collaborate, communicate openly, and contribute their best efforts. Conversely, a lack of trust can lead to disengagement, conflict, and reduced productivity.

‘The Traitors’ reminds us how easily trust can be eroded when deception, or even the perception, takes hold. In the workplace, even small acts of dishonesty or disingenuous behaviour can snowball into larger issues, undermining team morale and organisational goals.

Spotting and addressing deceptive behaviour

HR professionals are often the first line of defence against workplace deception. Examples might include an employee who exaggerates their qualifications or experience, leading to disruptions in workflow affecting team performance. Likewise, staff may have a hidden agenda in the context of team collaboration, perhaps withholding critical information or manipulating discussions to serve their own interests, but ultimately creating conflict. Other instances could include misrepresenting the hours worked/overtime claimed, which not only impacts financially but can also lead to resentment among colleagues. We also see the impact of undermining colleagues, but intentionally (or unintentionally) spreading false information or gossip about colleagues to damage reputation, gain a competitive edge or advance their own career. This behaviour can create a toxic work environment, erode trust, and negatively impact team cohesion.

Recognising manipulative or dishonest behaviours early can prevent them from escalating. Signs may include inconsistent communication, reluctance to share information, or actions that contradict stated intentions.

Once identified, addressing these behaviours requires tact and strategy. HR professional can combat this by promoting a zero-tolerance policy for workplace bullying and fostering open communications. Open conversations, mediation, and clear policies on workplace conduct can help resolve conflicts and rebuild trust. In some cases, formal investigations may be necessary to ensure fairness and accountability.

Fostering psychological safety

Creating an environment of psychological safety is essential for preventing deception and fostering trust. Employees should feel safe to voice concerns, share ideas, and admit mistakes without fear of reprisal. HR can support this by listening, promoting transparency, encouraging feedback, and ensuring leaders model honest behaviour.

Psychological safety also involves addressing systemic issues that may inadvertently encourage deceptive behaviours, such as overly competitive environments, certain targets/reward structures that focus on individual not team output, or unclear expectations.

Creating psychological safety in the workplace requires employees to feel confident that management and HR are addressing concerns and taking action when needed. However, HR professionals often face the challenge of balancing transparency with confidentiality. While employees may expect visible action, certain matters – such as disciplinary processes or sensitive personal issues – must remain private to protect the individuals involved and comply with legal obligations.

This lack of visibility can sometimes lead to misconceptions or frustration among staff, who may feel that concerns are being ignored or unresolved. To successfully navigate this, HR can take proactive steps to build trust and demonstrate accountability without breaching confidentiality:

  • Communicate policies and processes: Clearly outline the steps HR takes to address workplace issues. While specific details cannot be shared, employees can be reassured that robust procedures are in place to handle concerns fairly and effectively.
  • Be consistent in messaging: Ensure that HR communications consistently emphasise the importance of confidentiality while reinforcing the organisation’s commitment to resolving issues and fostering a positive workplace culture.
  • Provide updates where appropriate: For broader workplace matters, such as initiatives to improve team dynamics or address systemic concerns, share regular updates on progress. This demonstrates that action is being taken and keeps employees informed without revealing sensitive information.

By openly acknowledging the constraints of confidentiality and maintaining consistent communication, HR can strike the right balance – building psychological safety and trust while protecting the integrity of sensitive processes. Employees will feel reassured that management and HR are actively working to create a safe and supportive environment, even when specific details cannot be disclosed.

Building a culture of transparency and accountability

Transparency and accountability are key to maintaining trust within teams. HR can lead initiatives that promote open communication, such as regular team meetings, clear reporting structures, and accessible grievance procedures.

Accountability involves holding individuals responsible for their actions while supporting them in making amends. This balance helps create a fair and respectful workplace where trust can thrive.

Working together to build trust

The lessons from ‘The Traitors’ remind us that trust is fragile but essential in any collaborative environment. As HR professionals, you have the tools and influence to build a culture where trust flourishes and deception is minimised, to create workplaces where everyone feels valued and empowered.

If you need tailored support in addressing workplace challenges or fostering a culture of trust, please contact Jo Bradbury in our team on 07570372118.

How Narrow Quay HR can support Healthcare Providers

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Narrow Quay HR: Tailored HR support for healthcare providers, including pragmatic and cost-effective advice on employment matters, contract and policy review, training, workplace mediation, leadership development, and more.

Healthcare Providers face unique and often complex HR challenges. With an ever-changing regulatory landscape, increasing patient demands, and the need to maintain a motivated and engaged workforce, it is vital for healthcare organisations to have robust HR frameworks in place. As a specialist HR consultancy that sits within VWV, Narrow Quay HR (NQHR) is exceptionally well-positioned to support healthcare providers by offering tailored HR solutions that address their specific needs.

NQHR history and background

NQHR was founded in 2017 by two lawyers in VWV’s Employment Law team, Caitlin Anniss and Sarah Martin. Since then the team has grown considerably and today all of our HR consultants are either fully qualified employment lawyers or experienced HR professionals who give our clients both solid legal grounding and pragmatic HR advice. The delivery of commercial, creative and pragmatic advice is tailored for each client, regardless of the size of the organisation. Narrow Quay HR has extensive experience working with healthcare providers.

Key Services Healthcare Providers

  1. HR Retainer Service: Our monthly or annual retainer package offers flexible HR support to your organisation at a level tailored to your HR needs. Your dedicated named HR consultants are on hand to all aspects of HR support, advising on complex employee situations, drafting letters and emails, or simply acting as a sounding board. We work proactively alongside you to support you in managing challenging issues and achieving your organisation’s strategic people goals. There is the option to add insurance to the retainer to provide peace of mind in the event that matters proceed to a legal claim
    1. Employment Contracts and Policy Audits: Ensuring that employment contracts and policies are up-to-date and legally compliant is crucial. Narrow Quay HR can review and update contracts, handbooks, and policies to reflect current legislation and best practice. This helps both to mitigate risks and maintain a positive employer-employee relationship. We also offer an updating service, giving you piece of mind that the documents remain current.
    2. HR Training: Training is essential for maintaining a high-performing workforce. Narrow Quay HR provides bespoke training sessions tailored to the healthcare sector. This includes training on managing difficult conversations, handling absences and performance issues effectively and broader management and leadership training. , .
    3. Workplace Mediation: Conflicts in the workplace can be particularly disruptive in a healthcare setting, where teamwork and collaboration are essential. Narrow Quay HR provides impartial mediation services to help resolve conflicts quickly and effectively, minimising disruption and maintaining a harmonious working environment.
    4. Workplace Investigations: Unfortunately, sometimes serious disciplinary or grievance matter arise in the workplace , which require impartial and thorough investigations. Narrow Quay HR offers a confidential and professional investigation service, ensuring that matters are handled fairly and in compliance with employment law. This allows organisations remain focussed on their core activities, confident that the issue is being dealt with professionally and effectively.
    5. Coaching and Leadership Development: Effective leadership is critical in all sectors and the healthcare sector is no different. Narrow Quay HR offers  coaching for practice managers, partners, and other leaders to enhance their management skills and support their professional development.

    Narrow Quay HR stands out for its practical, client-focused approach. We understand the pressures faced by healthcare providers and work closely with clients to deliver tailored solutions that are both pragmatic and cost-effective. Our emphasis on plain English advice ensures that clients can easily understand and implement their recommendations. We work closely with our colleagues in VWV and will always let you know if we consider that their qualified legal advice would be helpful.

    The healthcare sector is a uniquely demanding environment, but with the right HR support, organisations can overcome challenges and thrive. Narrow Quay HR’s expertise, tailored services, and practical approach make us an invaluable partner for GP practices and other healthcare providers. Whether it’s resolving workplace disputes, providing training, or managing HR processes, Narrow Quay HR ensures that healthcare organisations are equipped to meet their workforce needs with confidence.

    For more information, please contact Andrew Miles at Narrow Quay HR by telephone on 07468698975 or by email at amiles@narrowquayhr.co.uk

    Employment Rights Bill – Getting ready for the changes

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    The last few months have seen much back and forth between the House of Lords and House of Commons regarding the long awaited Employment Rights Bill. It is expected that the House of Lords will consider the latest draft of the Bill on 28 October 2025, meaning Royal Assent is likely to be delayed until sometime in November. These delays mean that staying informed and prepared is even more crucial for organisations. This article offers an update on the latest developments, explores areas still under discussion, and provides practical advice to help HR teams navigate the changes effectively.

    Latest Developments

    Once the bill has reached Royal Assent, the implementation process set out in the government roadmap will begin in earnest. Some commentators have suggested that the delays caused by the debate between the Houses and the recent ministerial changes, could impact the timeline for implementation of the Bill, but so far the government has given no such indication. As a consequence we may see the timeline for consultations squeezed.

    As we know, the aims of the Bill are to enhance workplace protections and rights, focusing on inclusivity and fairness. The Employment Rights Bill is expected to be implemented in stages, with some provisions taking effect immediately and others rolling out over the next few years. It’s therefore important that employers and HR managers stay updated on the timeline to ensure their organisations are compliant at every stage.

    Key updates include:

    • Simplified flexible working request processes, empowering employees to seek adjustments to their working patterns.
    • Stronger protections against workplace harassment, with clearer employer responsibilities.
    • Pay transparency requirements, ensuring fairness in advertised roles.
    • Extended redundancy protections for pregnant employees and new parents.

    These updates represent a significant shift in employment practices, requiring alignment of policies and procedures accordingly.

    Unresolved Questions

    While the Bill outlines ambitious goals, some areas remain uncertain. These include:

    • Exact timelines for implementing changes.
    • Detailed enforcement mechanisms for pay transparency and harassment protections.
    • Clarifications on the scope and definitions within the legislation.
    • These uncertainties mean organisations should be proactive but must also remain flexible, anticipating further updates and guidance in the coming months.

    Practical Steps to Prepare for the Changes

    Policy Review

    Conduct a thorough audit of current policies, focusing on areas impacted by the Bill, such as flexible working, redundancy protections, and anti-harassment measures. Ensure alignment with the proposed changes to avoid compliance issues.
    Pay Audit
    Conduct an audit of pay structures and working conditions to identify any gaps in transparency.

    Diversity Reporting

    Prepare for mandatory diversity reporting by collecting and analysing workforce data.

    Training and Development
    Train managers and HR teams on the new protections against unfair dismissal and redundancy, and consider developing more robust probationary procedures and embedding strong and timely practices amongst line managers.

    Familiarisation
    Equip employees with the knowledge they need to adapt to the new regulations. Training sessions can help clarify roles, responsibilities, and expectations under the updated laws.

    Dissemination and Employee Engagement
    Develop a communication plan to inform employees about their enhanced rights and changes to policy. Highlighting this early, and revisiting this as you approach the implementation date(s), will help to embed knowledge and understanding of the changes. Transparency fosters trust and ensures smoother implementation of new policies.

    Stay Informed
    Monitor reliable sources for updates on the Bill, including government announcements and legal insights. Staying ahead of developments will enable your team to plan effectively. Our Employment Rights Bill tracker is designed to help you keep up to date with all of the changes.

    Navigating legislative changes can be complex, but support is available. We will continue to report on key developments. For tailored advice and assistance in preparing for the Employment Rights Bill, please contact Jo Bradbury in our team on 07570372118.

    Movember – Riding the cobbles.

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    I recently did a cycling trip to Northern France and Belgium and spent quite a bit of my time riding on the cobbled ‘secteurs’ which are rough sections of road. Those secteurs are very dear to the hearts of a lot of cycling fans, like me, because they feature in the (in)famous one day race called Paris Roubaix, which is also known as the ‘Hell of the North’. Ok, so what has this got to do with Movember?

    When I was riding on the cobbles I wasn’t thinking about anything else, I was concentrating solely on where I was on the road, where the ditch was, where the next turn was and what the deep puddles on the road were covering up. I was also riding quite hard, enough to be out of breath. By the end of each cobbled secteur, my hands were tingling and I was grinning broadly. As well as being challenging and a lot of fun, I could tell it was doing a lot for my mental health. It really reminded me in a very practical, and muddy way of the benefits of exercise.

    Turning to the workplace, as Movember approaches, it’s a good opportunity for employers and HR professionals to reflect on the importance of supporting men’s mental health in the workplace. One practical and effective way to do this is by promoting exercise as a tool for improving mental wellbeing.

    Physical activity has long been recognised as a key contributor to mental health. Exercise releases endorphins – chemicals in the brain that reduce stress and boost mood. It also improves sleep, reduces anxiety, and enhances overall cognitive function. For men, who may be less likely to seek help for mental health issues, exercise can be an accessible and non-stigmatising way to manage stress and improve wellbeing.

    Why Focus on Men’s Mental Health?

    Statistics show that men are disproportionately affected by mental health challenges, with suicide being the leading cause of death for men under 50 in the UK. Many men face pressures to appear strong and self-reliant, which can make it harder for them to seek help. Encouraging exercise in the workplace can be a subtle yet effective way to support men’s mental health without requiring them to explicitly ask for help.

    How Employers Can Help

    You probably can’t send everyone to ride the cobbles (although I can highly recommend it!) but you can do things like promote active breaks: encourage walking meetings, lunchtime runs, or stretching sessions to integrate movement into the workday. You could also promote cycle to work schemes.

    You could also provide access to gym memberships, fitness challenges, or team sports.

    You could use Movember as a platform to discuss men’s mental health openly and share resources, including the benefits of exercise.

    By championing exercise as a tool for mental health, employers and HR professionals can play a vital role in supporting men’s wellbeing, creating a healthier, happier workplace this Movember and beyond.

    If you would like to discuss anything in this piece, including tyre width and pressure and padded handlebar tape (!) then please contact Simon Martin in our team on 07384 813 076.

    Disability History Month – Supporting Disabled People in the Workplace

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    Each year, Disability History Month provides an important opportunity for employers to reflect on how inclusive their workplaces truly are – and how much more can be done to ensure that disabled people can access, thrive, and progress in employment. From an HR perspective, this means not only meeting legal obligations under the Equality Act 2010, but also embracing the principles of the social model of disability, which shifts the focus from individuals’ impairments to the barriers society places in their way.

    Understanding the Social Model of Disability

    The social model of disability distinguishes between impairment (a physical, mental, or sensory difference) and disability (the disadvantage or restriction caused by social, physical, and attitudinal barriers). In other words, people are not disabled by their conditions but by the way workplaces, systems, and attitudes are structured.

    For HR professionals, adopting the social model is transformative. Instead of asking, “What’s wrong with this person?” we ask, “What barriers exist in our organisation that might prevent this person from performing at their best—and how can we remove them?” This mindset underpins inclusive practice, ensuring that adjustments are not seen as special treatment but as essential steps toward equality.

    Legal Framework: The Equality Act 2010

    Under the Equality Act 2010, disability is one of the nine protected characteristics. The law requires employers to make reasonable adjustments to ensure that disabled employees and job applicants are not placed at a substantial disadvantage compared to non-disabled people.

    The duty to make reasonable adjustments applies to all stages of employment—from recruitment to training, performance management, and career progression. Importantly, the law also protects employees from discrimination, harassment, and victimisation related to disability.

    However, compliance alone is not enough. True inclusion requires proactive engagement, education, and a workplace culture that values diversity in all its forms.

    Practical Steps to Support Disabled Employees at Work

    1. Embed Inclusion in Recruitment
      Review recruitment policies and job descriptions to ensure they are accessible and inclusive. For example, ensure job adverts encourage applicants to request adjustments and that hiring managers understand how to handle such requests sensitively. Partnering with organisations like Disability Confident can also help demonstrate a genuine commitment to inclusion.
    2. Create an Inclusive Environment
      Accessibility goes beyond ramps and software—it includes workplace culture. Providing disability awareness training for managers and colleagues helps challenge stereotypes and fosters understanding. Review other employment policies such as flexible working, absence management to ensure they do not inadvertently disadvantage disabled employees.
    3. Engage in Open, Supportive Dialogue
      A culture of trust and open communication allows employees to discuss their needs without fear of stigma. HR professionals should encourage early conversations about adjustments and ensure confidentiality and respect are maintained throughout.
    4. Monitor and Review Adjustments
      Needs can change over time, so regular reviews are essential. Involving the employee in these discussions ensures that adjustments remain effective and meaningful.
    5. Promote Representation and Voice
      Establishing employee resource groups or networks for disabled staff provides a platform for feedback and peer support. HR can use insights from these groups to inform policy and practice improvements.

    Encouraging Entry into the Workplace

    Supporting disabled people also means addressing barriers before employment begins. Many talented individuals face exclusion due to inaccessible recruitment processes or misconceptions about capability. Counter this by collaborating with local charities, job centres, and education providers to offer internships, apprenticeships, and work experience placements for disabled candidates.

    Schemes such as Access to Work, provided by the Department for Work and Pensions, can offer funding for workplace adaptations, travel, and support workers—helping employers make practical adjustments without financial strain. But don’t delay in submitting any applications as reports suggest it can take 85 days to initially consider a request.

    Moving Beyond Compliance: Building a Disability-Confident Culture

    Disability inclusion should not be a tick-box exercise. By embedding the social model of disability into organisational strategy, employers can play a leading role in dismantling barriers and enabling everyone to contribute fully.

    Celebrating Disability History Month is an opportunity not just for awareness, but for action. It’s a time to ask tough questions about representation, accessibility, and culture—and to ensure that policies and practices reflect a commitment to fairness, dignity, and respect.

    Ultimately, creating an inclusive workplace benefits everyone. When barriers are removed and people feel valued for who they are, the organisation gains diversity of thought, improved morale, and stronger performance.

    As employers and HR professionals, our role is clear: to build workplaces where disability is not seen as a limitation, but as a dimension of human diversity to be respected, understood, and celebrated.

    For further information on supporting disability in the workplace, please contact Lisa Reynolds in our team on 07384 813 076.

    Handling difficult conversations: How line managers can move things forward with kindness and clarity

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    Difficult conversations are part and parcel of managing people – whether it’s enforcing adherence to organisational policies or dealing with poor performance, it’s the well-trodden, familiar path for many managers. But not all of them feel comfortable having those conversations – this might be due to a lack of confidence, skills or concern about how someone may react – whatever the reason, it can be a daunting task for many. Done badly, these conversations damage trust and morale. Done early and well, they can preserve relationships and prevent bigger problems later.

    The truth is, no one likes having these conversations. Even experienced managers feel the nerves. Research from the Chartered Management Institute found that:

    • 66% of people feel stressed or anxious if they know a difficult conversation is coming.
    • 57% would do almost anything to avoid it.
    • 52% of managers said they’d rather “put up with” a negative situation than talk about it.
    • 43% admitted they’d lost their temper during one.
    • 40% even confessed to panicking and telling a lie.

    So why is it so tricky? Because conversations touch people’s identity, expectations, and trust. And because most of us aren’t taught how to do it well. But avoiding the conversation only makes things worse: silence lets issues fester, performance slide, and relationships fracture.

    A mindset shift

    Difficult conversations don’t have to mean conflict. They can mean clarity, accountability, and even trust – when approached through the lens of kind leadership.

    A kind leader isn’t soft. They are purposeful, compassionate and clear. Here are some principles to hold in mind:

    • Active listening and open communication — listening to understand, not just replying.
    • Authenticity and vulnerability — admitting when you don’t have all the answers.
    • Recognition and appreciation — acknowledging effort as well as outcomes.
    • Empathy and curiosity — seeking to understand the “why” behind behaviour.
    • Accountability with compassion — high standards delivered kindly and clearly.
    • Inclusive decision-making — involving people where possible, which builds buy-in.
    • Growth mindset — creating space for learning and improvement.

    A structure you can actually use

    Preparation and structure make conversations less daunting:

    • Prepare the facts — What exactly happened? Gather examples. Write notes.
    • Arrange the meeting properly — private space, give notice (“Can we talk tomorrow about X?”), avoid both ambush and weeks of anxious waiting.
    • Open with purpose — “Thanks for meeting. I want to talk about X so we can get this right.”
    • Set out the issue with examples — stick to facts and impact: “The report was two days late, which delayed Y.”
    • Invite their perspective — open questions, then listen actively.
    • Work the way forward together — co-create solutions: “What support do you need to make this work?”
    • Close with clarity — agree actions, timescales, and follow up in writing.

    A note on the feedback sandwich: it can feel contrived. Use it only if the positives you share are genuine. Otherwise, aim for direct, kind clarity.

    How to handle those tricky moments

    Of course, even the most well-prepared and structured conversations don’t always go to plan. If it looks like the conversation isn’t going to plan, here are some useful prompts to get you back on track:

    If someone gets defensive, say to them “I can see this is difficult. My intention is to help us get back on track. I want to hear your view so we can solve this together.”

    If they go quiet, you can say “I notice you’ve gone quiet — that’s okay, take a moment. I want to make sure I understand your perspective.”

    If they deflect blame, reply with : “Thanks, I hear that. From my side the impact has been X. Help me understand what stopped you from meeting the expectation.”

    The role of policies and support

    Don’t forget the scaffolding around you:

    • Be familiar with your organisation’s policies – they exist to guide you and protect everyone involved.
    • Your line manager and HR contacts are there for support, especially as situations escalate or grow complex.
    • Don’t be afraid to rehearse with a peer or manager beforehand. Preparation is not weakness – it’s professionalism.

    If you’d like further support on this topic or to discuss our training on managing difficult conversations in your workplace, please contact Sarah Martin in our team on 07799 136 091.

    Navigating neonatal care leave

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    In our March Spotlight article, we outlined the key updates for employers to be aware of regarding the Neonatal care leave legislation which went live from 1st April 2025. This included an overview of eligibility requirements, and explained how the Act considered the rights to leave and the right to pay separately.

    The government has recently published further supporting guidance for employers in managing neonatal care leave requests from employees. In this article we’ve outlined the key points employers need to consider, along with some examples of how it works in practice.

    Below is a timetable of the key changes – and what employers should be doing to prepare.

    Information required by employees

    Employers do not need to see documentary evidence to take neonatal care leave. You should not ask your employee to share medical information about their baby’s condition.

    Employers can be flexible in how they ask employees to make a request for neonatal care leave under tier 1, so phone, email, WhatsApp would be acceptable.

    There can be situations where a baby is admitted to neonatal care on more than one occasion, which means leave entitlement would need to be checked. Employers should ask their employees to keep a record of dates of treatment.

    If the employee is eligible for neonatal care pay, they are required to provide information in writing., which includes the baby’s date of birth, date they started to receive neonatal care, and confirmation that the employee meets the parental relationship criteria..

    This information is also required for tier 2 leave requests.

    The tier system

    Neonatal care leave is divided into tiers, to determine when the leave can be taken and notice requirements.

    • Tier 1 applies when the baby is still receiving neonatal care. It can be taken in non-consecutive blocks. Employees need to advise their manager before their first day of Neonatal care leave, or as soon as is reasonably practical
    • Tier 2 will apply after the baby has been discharged from neonatal care, and needs to be taken in one continuous block. Employees need to give at least 15 days’ notice to take a single week, or 28 days’ notice for two or more consecutive weeks – although employers could decide to waive the statutory notice requirements.

    Scenario 1 – Tiers in practice

    • A baby is admitted to neonatal care immediately after birth and remains there for four weeks.
    • The mother has already began maternity leave, which cannot be replaced by neonatal care leave – so does not take Tier 1 leave
    • When her maternity leave ends, she uses her entitlement to neonatal care leave by requesting four weeks of Tier 2 leave and follows necessary notice requirements
    • Her partner takes his paternity leave when the baby is born for two weeks
    • Her partner returns to work for a week
    • Her partner then then takes one week of neonatal care leave under Tier 1
    • He then provides his employer with the relevant notice, and takes the remaining three weeks’ entitlement of neonatal care under Tier 2

    Multiple Births

    The requirement for neonatal care can be higher in multiple births (twins or triplets). If all babies require neonatal care at the same time, then parents would only be eligible for one period of leave attributed to one of the baby’s, rather than separate periods of leave for each child. However, if there are multiple treatments required and no overlap, then this could trigger separate periods.

    Scenario 2 – Multiple Births

    • Twin A and Twin B are born and both spend one week in a neonatal care unit from birth (days 0-7).
    • Their father is entitled to one week’s neonatal care under Tier 1 for both twins
    • Twin A returns home on day 8, and Twin B stays in hospital
    • Their father takes a second week of neonatal care under Tier 1 for Twin B
    • Twin B returns home on day 16
    • Twin A is readmitted on day 20 and remains in hospital for a 10 days (day 20 – day 30)
    • Their father takes another week of neonatal care leave under Tier 1 for Twin A
    • When both twins are home, he applies to his employer for additional neonatal care leave under Tier 2, which he takes as a block for weeks 7-9

    The nature of neonatal care leave can make it difficult to plan in advance and you may need to look at each situation on a case-by-case basis. Having straightforward policies readily available for staff will be helpful, particularly as they may be trying to navigate this during a stressful period. You should also ensure that any policies signpost employees to further information and support.

    If you would like further information on the developing a neonatal care policy or handling any requests, please contact Rachel Walker in our team on 07392 090890.

    Promoting Work-Life Balance: International Week of Happiness at Work and National Work Life Week

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    October sees two awareness campaigns – International Week of Happiness at Work and National Work Life Week – both of which run from 6–10 October.

    You could be forgiven for glossing over campaigns like these perhaps as you may not feel they’re that relevant for you. However both serve as a timely reminder for HR professionals and senior leaders to reflect on the importance of fostering a healthy work life balance within their organisations.

    Why does work life balance matter?

    Work life balance should be more than just a phrase; it is a cornerstone of employee wellbeing and organisational success. When employees feel they can effectively balance their professional responsibilities with personal commitments, they are more likely to be engaged, motivated, and productive. Conversely, poor work-life balance can lead to burnout, absenteeism, and higher staff turnover. We often see the results of that in the grievances we investigate and the things that are raised during mediations.


    Creating a Happier, Healthier Workplace

    International Week of Happiness at Work highlights the role of happiness in driving workplace success. For a lot of employees, happiness isn’t just about pay or benefits; it’s about creating a culture where employees feel valued, supported, and empowered. This is closely tied to work life balance, as employees who feel overworked or unable to manage their personal lives are unlikely to thrive. This can then lead to a vicious circle where the employee’s performance is impacted, which in turn impacts on their personal lives and so on.

    What can you do to promote these?

    Flexible Working: Promote your flexible working policy and any hybrid working models to give employees greater control over their schedules.

    Encourage Breaks: Ensure employees take regular breaks and use their annual leave to recharge. These annual breaks are often very useful to employers because it can help employees becoming too siloed with a particular project and allows them to be introduced to the broader team.

    Support Systems: Offer resources such as mental health support, wellbeing programmes, or employee assistance schemes.

    Lead by Example: Encourage managers to model healthy work life balance behaviours. One example might be to try to avoid sending emails late at night because that can lead to employees feeling overwhelmed when they come in the next day to a full inbox. If you do need to write emails late at night you could consider setting a delay in sending them.

    By championing initiatives that support work-life balance during these awareness weeks and beyond, HR professionals can create happier, healthier workplaces where both employees and organisations can thrive.

    If you would like to discuss this further then please do get in touch with Simon Martin in our team on 07384 813076.