Fail to prepare, prepare to fail: Getting ready for the latest key changes on sexual harassment and third-party harassment

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As part of the suite of changes introduced under the Employment Rights Act (ERA) 2025, October 2026 sees two key changes in harassment legislation.

The first is the requirement on employers to comply with enhanced duties regarding sexual harassment prevention; the second change reintroduces a duty to prevent third party harassment. In this article we look at what these changes mean for your organisations, along with checklists to help you prepare.

Strengthening the law: the new enhanced prevent duty for sexual harassment

The sexual harassment preventative duty was introduced in October 2024, requiring employers to take reasonable steps to prevent sexual harassment in the workplace. From 30 October 2026 this duty is being strengthened.

Key changes

  • Employers must now take all reasonable steps to prevent sexual harassment in the workplace.
  • The addition of “all” signals a much higher threshold, requiring proactive risk management, systematic planning, and documented preventative action.
  • Regulations clarifying what counts as “reasonable steps” are expected in 2027, but employers must comply with the higher duty from 30 October 2026. Whilst we wait for the regulations, you should continue to use the EHRC 8-step guide for your approach.

Third-party harassment

In addition to the strengthening of the sexual harassment prevent duty, the ERA 2025 reintroduces employer liability for third-party harassment. This means that, from 30 October 2026, you could be held responsible if an employee is harassed by someone outside your organisation, such as a customer, contractor, or member of the public, and you have not taken all reasonable steps to prevent it.

Key changes

  • Employers are liable even if unaware of the harassment.
  • Protection extends to all nine protected characteristics under the Equality Act 2010.
  • Liability can arise from a single incident.
  • A statutory duty requires employers to proactively prevent harassment.

Checklist for employers

  • Review policies and procedures
  • Review your anti-harassment policies to ensure they are fit for purpose.
  • Ensure that reporting channels are clear and consistent across all related policies.
  • Update harassment policies to include third-party harassment.
  • Ensure grievance and whistleblowing policies address this issue.
  • Conduct risk assessments
  • Create tailored risk assessments by sector and role – avoid a one-size-fits-all approach.
  • Identify higher risk scenarios (e.g., lone working, client visits, social events, high customer volume, travel, overnight stays).
  • Identify roles or situations where employees are at higher risk of third-party harassment.
  • Tailor preventative measures based on these risks.
  • Provide training
  • Deliver regular, effective and practical training to all staff including managers, and senior leaders.
  • Train employees and managers to recognise and report third-party harassment.
  • Include guidance on handling complaints and supporting affected employees.
  • Maintain training logs to evidence compliance.
  • Strengthen reporting mechanisms
  • Ensure reporting channels are accessible, confidential, and effective.
  • Communicate whistleblowing protections to employees.
  • Review third-party contracts
  • Include anti-harassment clauses in agreements with suppliers, contractors, and clients.
  • Add provisions to terminate contracts if harassment occurs.
  • Enhance workplace safeguards
  • Implement practical measures, such as signage, panic buttons, or two-person working policies, where necessary.
  • Monitor and review
  • Regularly review policies, training, and risk assessments.
  • Use harassment complaint data to improve preventative measures.

Why preparation matters

These changes will fundamentally alter the legal landscape for employers. The strengthening of the sexual harassment prevent duty and the introduction of third-party harassment liability requires proactive measures to protect employees. Failing to prepare could lead to costly claims, reputational damage, and increased scrutiny from regulators.

By reviewing your policies, processes, and training now, you can ensure compliance, foster a safer workplace, and minimise risks. Proactive preparation will not only help you meet your legal obligations but also demonstrate your commitment to creating a fair and inclusive working environment.

For further information on this topic, please contact Lisa Reynolds in our team on 07771 316123.

When ChatGPT and TikTok join the grievance process

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Imagine being dismissed from your job – do you call a solicitor or do you open TikTok to find out whether you have a claim? For many people, including some of your employees, the latter option is the obvious choice.

Social media has become a popular source of legal information, with employment lawyers and workplace influencers using short videos to explain workplace rights. Alongside this, AI tools such as ChatGPT are also being used to answer legal questions and produce correspondence within seconds.

In the past, if an individual was looking for some advice on a workplace matter, they might have approached a solicitor, contacted a trade union or organisations such as ACAS or Citizens Advice, or relied on referrals from their friends and family. This undoubtedly still happens. However, social media and AI have changed the landscape. Now if you have a employment concern, you can simply plug the details into any AI tool and ask, “does this sound like it goes against my employment rights?”. Likewise you might simply come across a TikTok post describing a situation very similar to your own. TikTok is full of content creators, many with hundreds of thousands of followers, who offer advice on a variety of employment matters – what could amount to a legal claim, what evidence employees should keep and when it may be appropriate to seek further advice. Many viewers use the comment sections to share their own experiences and ask questions relating to their own situations.

AI has also improved accessibility for many people, as it can simplify complex legal terminology, summarise cases and translate information into different languages almost instantly, making it easier for people whose first language is not English. For someone who may be hesitant to contact a solicitor immediately, these tools can provide enough confidence to take that next step.

Accessibility versus accuracy

Although online content can help people understand their rights, and AI can produce content that looks credible at first glance, accuracy is not guaranteed. Indeed, these tools can create issues for both those seeking the advice and for employers responding to their employees. AI tools tend to generate lengthy responses containing unnecessary information, making it difficult for users to identify what is relevant to their situation. More concerningly, it has been shown to produce inaccurate information and even non existing cases. A 2024 Stanford-led study found that leading AI legal research tools produced fabricated or incorrect legal information in a significant proportion of responses. This can lead to challenges for employers who need to respond to AI generated communications from employees. It can impact significantly on the amount of time needed to provide a response and it can also increase cost, if specialist advice is needed to check legislation cited by individuals.

Platforms such as TikTok can be excellent educational tools with short videos often simplifying legal issues to fit within time limits. This can unintentionally give viewers the impression that every case is straightforward, when in fact employment disputes often depend on detailed evidence and consideration of the specific individual circumstances. Confidentiality is another key concern. Employees may share sensitive details about ongoing workplace disputes online, often without fully considering the potential repercussions. Additionally, comment sections can become a breeding ground for misleading or conflicting advice, frequently offered by individuals without any legal qualifications.

What’s the future?

Social media and generative AI have transformed the way people access legal information, making employment law more accessible than ever before. These tools can help employees understand their rights and identify potential issues, but they should be used as a starting point for informed discussion rather than as a source of unquestioned, copy-and-paste advice. This presents a challenge for employers. Once an employment relationship has become adversarial, questioning an employee’s reliance on AI-generated content or advice found on platforms such as TikTok may be perceived as an attempt to discourage them from raising legitimate concerns or seeking support. With that in mind, your focus should not be on discouraging the use of these tools, but on promoting a balanced and informed approach – recognising both their value and their limitations, while encouraging constructive dialogue and, where appropriate, professional advice.

We’d love to get your views on this topic and have attached a short anonymous questionnaire here. It will only take you about 5 minutes to complete. We’ll share any interesting insights in our next issue.

In the meantime, for more information on this topic, please contact Sarah Martin in our team on 07799 136091.

Changes to unfair dismissal: what you need to know to stay ahead

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One of the widely anticipated changes being introduced under the Employment Rights Act (ERA) 2025, are the reforms to unfair dismissal laws.

Effective from 1 January 2027, these changes mark a significant shift in the employment landscape. Reducing the qualifying period for unfair dismissal claims from two years to six months and abolishing the cap on compensation awards, will have a significant impact for employers. Organisations will need to be proactive in addressing the increased risks and financial exposure that accompany these reforms. We explore the key changes and provide a practical checklist to help you prepare effectively.

Unfair dismissal Reforms

Key changes

  • Employees gain unfair dismissal rights after six months service.
  • The cap on compensation awards (currently £118,223 or one year’s pay) will be abolished, allowing the potential for significantly higher payouts.

Checklist for employers

  • Review recruitment processes
  • Strengthen hiring practices to minimise the risk of unsuitable hires.
  • Restructure probationary periods
  • Ensure probationary periods are shorter than six months.
  • Actively monitor performance during probation and address concerns promptly.
  • Train managers
  • Provide training on fair dismissal processes and compliance with the Acas Code of Practice.
  • Equip managers to handle performance and conduct issues early.
  • Update employment contracts
  • Align notice periods with the six-month qualifying period.
  • Include payment in lieu of notice (PILON) clauses for flexibility.
  • Reassess insurance coverage
  • Review policies to ensure adequate protection against the increased financial risks of unfair dismissal claims.

There is no doubt that the January 2027 reforms to unfair dismissal laws will create new challenges for employers, particularly in managing increased claims risks and potentially higher compensation awards. By taking a proactive approach – such as ensuring recruitment processes are robust, actively managing performance during probation, restructuring probationary periods, training managers and updating employment contracts – you can better safeguard your organisation. Preparing now will ensure compliance and reduce the likelihood of costly disputes and will allow you to navigate these changes with confidence.

For further information on this topic, please contact Lisa Reynolds in our team on 07771 316123.

Mediation: the importance of doing it right!

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In a recent survey by ACAS, 33% of Britain’s workplaces do not have staff with the necessary mediation skills to resolve a workplace conflict, rising to 40% among SMEs.

This is against a backdrop of a rise in workplace conflict. Previous research by ACAS found that 44% of workers had experienced some form of workplace conflict or dispute in the 12 months leading up to November 2025. Of those interviewed, 57% stated that conflict at work had contributed to higher levels of stress, anxiety and, with 49% reporting a drop in motivation or commitment following disputes.

These figures present a compelling case for employers to think carefully about whether they can offer effective mediation. We have spoken to a lot of clients and done several investigations where a badly done ‘mediation’ has only exacerbated a workplace conflict. How does that happen?

What does mediation look like?

With two qualified, experienced mediators in the Narrow Quay HR team, we look at their approach mediations to understand more about how to get it right, and importantly what can go wrong.

The first step we take is to explain the five mediation principles to all parties – we are impartial, non-judgmental (which means that we don’t decide who is ‘right’), it’s self-determined (which means that any agreements are arrived at by the participants and won’t be suggested by the mediator), it’s voluntary and it’s confidential.

We meet each participant individually in the morning for confidential meetings where we explore what has brought them to mediation. We then reframe what they are telling us and ask them to focus on what a positive outcome looks like from their perspective. Quite often when we first meet participants they will say words to the effect of ‘X always does this’ and we ask them what they’d like to say to the other person about what could be done differently. We conduct two of these confidential individual meetings with each participant in the morning and only then, are they ready to meet the other person in the joint session in the afternoon. The reason for the success of mediations is the work done in those morning sessions. We are very proud that we achieve over 90% success rate in that we reach an agreement at the end of the joint session.

How does it go wrong?

In our experience, when managers who have not been properly trained in facilitating mediations, carry out ‘mediations’, they often skip the individual sessions entirely and just put the two employees who are in conflict together and tell them to ‘sort it out’ (or words to that effect!). What often happens next is the manager becomes heavily involved, issuing instructions or making suggestions, none of which aligns with how genuine mediations should be done. Without the reframing and questioning that happens in the individual sessions, employees turn up to the joint session in an adversarial frame of mind. The unsurprising result is that the conflict can sometimes be made a whole lot worse. A further downside is that the employees involved will then have a very negative view of mediation and so it can then be very difficult to encourage them to volunteer for a mediation session done properly.

What’s the takeaway?

There should always be space for informal management of a workplace situation, but when relationships break down or conflicts have arisen between employees, formal mediation, delivered by trained managers or external mediators, could provide a timely and effective solution. It’s an important process and in our experience, when it is done well, it can have a transformative, positive effect on working relationships and team dynamics.

If you’d like to discuss your potential mediation needs then do get in touch with our trained mediators Simon Martin simon.martin@narrowquayhr.co.uk or Andrew Miles AMiles@narrowquayhr.co.uk

Bethan Arora joins Narrow Quay HR as Associate HR Consultant

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We’re delighted to announce the further growth of the Narrow Quay HR team, with Bethan Arora joining as Associate HR Consultant. Bethan brings strong hands-on experience in the education and commercial sectors, supporting the work that Narrow Quay HR does with schools, colleges and universities.

Bethan has worked closely with senior leaders and trustees within independent schools, and academies and MATs, on day-to-day HR issues, strategic projects and organisational change. Her practical experience of HR in a school setting is a huge asset to our growing client base in education, and her strong people skills complement our focus on strong client relationships.

Caitlin Anniss, Director at Narrow Quay HR, said:

“We’re delighted to have Bethan join the Narrow Quay HR team, to add to our strong education sector experience, and to add additional capacity to help work with our growing client base. Bethan brings extensive sector experience and a strong focus on relationship building and practical support for our clients.”

Sarah Martin, Director at Narrow Quay HR, added:

“Bethan is a fantastic addition to the Narrow Quay HR team. Alongside her strong education sector experience, she brings a collaborative and warm approach which reflects the way we work with our clients. We’re delighted to welcome her and excited about the contribution she will make as we continue to grow.”

Bethan commented:

“I’m thrilled to join Narrow Quay HR and be part of such a collaborative and inspiring team. It’s truly been a joy to work alongside such knowledgeable experts in an environment where everyone genuinely cares about delivering the best outcomes for our clients. I’m eager to continue to build strong client relationships and deliver the exceptional quality of service that Narrow Quay HR is known for.”

Bethan’s appointment means you can access even more of the clear, compassionate, and expert HR support that Narrow Quay HR is trusted to deliver across a wide range of sectors.

Visit our website at www.narrowquayhr.co.uk.

Red cards, late starts & lost hours: World Cup workforce survival

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It’s that time of year again – the World Cup is upon us, bringing excitement and camaraderie for many, and for employers, a few potential challenges. As the UK embraces its love of big sporting events, organisations can notice a shift in employee focus. Managing attendance effectively during this period is key to maintaining productivity while fostering team spirit. With the right approach, you can strike a balance that keeps the workplace running smoothly while allowing employees to enjoy the festivities.

The good news for employers is that for the entire duration of the current World Cup (which goes on until 19 July), not one of the 104 games will take place during the standard UK 9-5 working day, although a handful do start at 5pm. This means that employers are not going to have to think about dealing with requests for televisions in the office or employees disappearing to the pub during the day. The main challenge this time is dealing with tired employees.

Full disclosure – I am a football fan and follow England, even though there are inexplicably no Liverpool players in the team. What that means for me, and I imagine hundreds of thousands of other fans for this World Cup, given the time difference for the games, is trying to work out sleep schedules. This is a challenge – the England group games mainly kick off at 9pm UK time, but it’s not as much of a challenge as Scotland fans whose next two games kick off at 11pm or fans of Columbia or Uzbekistan whose game kicks off at 3am UK time.

The impact for organisations is very real. Research suggests that over a quarter of UK employees may arrive late, leave early, or miss work altogether during the tournament. Others may turn up tired, hungover, or distracted by match highlights, potentially costing businesses millions in lost productivity.

What’s the best practice here?

It’s probably best not to try to strictly enforce policies and instead focus on proactive planning and flexibility. If you are inflexible that may mean employees calling in sick or taking unapproved leave. Consider having conversations about time-off requests and flexible start times which can help manage staffing shortages more effectively and help you plan. For frontline workers, where operational demands cannot be postponed, offering incentives for less desirable shifts or enabling alternative scheduling can ease pressure.

Of course, it’s not just England fans you may need to consider requests from. I have already mentioned the next couple of Scotland games, and with there being 48 teams in this World Cup, which is the biggest ever number by some way, the chances are that you will have supporters across a wide number of teams within your workforce.

Whatever approach you take, offering some flexibility may help win some trust and engagement from your employees – so some potential longer terms benefits for a relatively short term adjustment.

The World Cup’s predictable schedule does at least allow organisations to plan ahead. Line managers and HR teams should spend some time identifying staffing pressure points early, communicate policies clearly, and prepare for real-time adjustments both on match days as well as the day after.

Important to remember that not all colleagues will be football fans so equally critical to consider how you might deal with requests for flexibility across your workforce during this time, to avoid claims of showing more favourable treatment to football fans.

If you would like to discuss more about this topic or for support with other HR matters, please contact Simon Martin in our team on 07384813076.

Employee volunteering: why it belongs in your people strategy

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Employee volunteering has long been tucked neatly under the umbrella of corporate social responsibility (CSR) as a “nice to have”, a reputational boost, a way to show the organisation cares. But that framing undersells its real strategic value. When designed intentionally, volunteering isn’t just a CSR activity. It’s a powerful people strategy that strengthens culture, builds capability, and deepens employee connection to the organisation.

In a time where attraction, retention, and engagement are under pressure, employee volunteering offers a rare win win: meaningful impact for communities and measurable benefits for your workforce.

Why employee volunteering deserves to be in your people strategy

It strengthens engagement and belonging

Employees increasingly want to work for organisations that reflect their values. Volunteering, whether through one off volunteering days or longer term commitments, gives people a tangible way to contribute to causes that matter to them.
When employees feel their employer supports what they care about, they feel valued and consequently engagement rises.

It boosts attraction and retention

Younger generations in particular expect employers to offer purpose driven opportunities. Research consistently shows that employees are more likely to stay with organisations that enable them to make a positive social impact.

Supporting employee volunteering becomes a differentiator in a competitive talent market, a signal that your organisation is modern, socially aware, and invested in more than just the bottom line.

It builds skills

Volunteering can be a powerful development tool. Activities such as mentoring, working on community projects or serving as a trustee expose employees to:

  • Leadership in unfamiliar environments
  • Problem solving with limited resources
  • Communication across diverse groups
  • Strategic thinking (particularly in trustee roles)
  • Empathy and emotional intelligence.

These are capabilities that directly strengthen organisational performance and they’re developed in real world, high impact settings.

It builds stronger teams

Team based volunteering days create shared experiences that strengthen relationships, break down silos, and build trust. Unlike traditional team building exercises, volunteering has a purpose beyond the activity itself which can make it more meaningful and memorable, with employees feeling more connected to colleagues because they’ve worked together on something that genuinely matters.

It supports wellbeing and reduces burnout

Volunteering has well documented wellbeing benefits. It provides:

  • A sense of purpose
  • A break from routine
  • Opportunities for reflection
  • Increased social connection.

Supporting employees to volunteer, especially in causes close to their hearts, can be a powerful antidote to stress and disengagement.

The strategic benefit

Embedding volunteering into your people strategy delivers benefits across the employee lifecycle:

  • Attraction – signals purpose, values and culture.
  • Onboarding – helps new hires connect quickly.
  • Engagement – boost pride, motivation and belonging.
  • Retention – strengthens loyalty and emotional connection.
  • Development – builds leadership, communication and strategic skills.
  • Wellbeing – supports mental health and reduces burnout.
  • Culture – reinforces collaboration, empathy and shared purpose.

Volunteering isn’t a CSR add on. It’s a strategic lever for building a resilient, skilled, and committed workforce.

When organisations invest in employee volunteering, they send a clear message – that they care about their people, their communities, and they world we operate in. That message resonates deeply with employees, candidates, customers, and stakeholders. In a world where culture is a competitive advantage, employee volunteering is one of the most human, impactful, and future focused tools available.

If you would like to discuss more about this topic or for support with other HR matters, please contact Sue Meehan Boyes in our team on 07384 468797.

The “QuitTok” effect: a wake-up call for today’s workplace

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A growing TikTok trend known as “QuitTok” is giving employees a public platform to announce resignations, document workplace frustrations, and share candid stories about why they have chosen to leave their jobs. While dramatic resignation videos often attract the most attention, the trend reflects a broader shift in how employees talk about work, leadership, and workplace culture in the digital age.

For employers, the rise of “QuitTok” offers more than viral entertainment. It provides an unfiltered window into employee sentiment and highlights the issues that continue to shape retention, engagement, and employer reputation.

Many of the most-viewed videos focus on common workplace frustrations. Employees describe experiences involving micromanagement, toxic leadership, burnout, lack of flexibility, poor communication, and compensation concerns. Some individuals recount feeling undervalued or unsupported, while others speak openly about mental health struggles tied to workplace stress.

In previous generations, employees may have quietly resigned or shared grievances privately with colleagues. Today, social media allows workers to tell their stories publicly and instantly to thousands, sometimes millions, of viewers. This visibility has fundamentally changed the employer-employee dynamic.

Challenge or opportunity?

For organisations, it can be either or both. On one hand, public resignation videos can create reputational risks. A single viral post can quickly shape perceptions of a company’s culture, especially among those entering the workplace who increasingly rely on social media to evaluate potential employers. Candidates are paying closer attention not just to salaries and benefits, but also to how organisations treat people day to day.

On the other hand, these conversations present valuable feedback. The themes emerging across “QuitTok” are often not new problems; they are longstanding workplace issues now being discussed more openly and publicly. Employees are asking for clearer communication, empathetic management, career development opportunities, flexibility, and healthier workloads.

The good manager

The trend also highlights the growing importance of manager effectiveness. Research has long suggested that employees often leave managers, not organisations, and social media is reinforcing that reality in real time. Indeed, many of the resignation stories do not focus solely on the company itself, but rather on direct supervisors or team environments.

This underscores the importance of leadership training and accountability. Managers play a critical role in employee retention, morale, and psychological safety. Companies that invest in coaching managers to communicate effectively, recognise employee contributions, and support wellbeing may be better positioned to reduce turnover and strengthen culture.

It’s not all bad news

Not all “QuitTok” content is negative. A number of creators use the platform to share positive resignation experiences, express gratitude to former employers, or celebrate career growth and new opportunities. Some videos document supportive managers, respectful exit processes, or organisations that encouraged employees to pursue better-fitting roles elsewhere. Others offer advice for navigating career transitions professionally and confidently.

These more positive stories are equally significant because they demonstrate that employees remember how they were treated, especially during moments of change. A respectful offboarding process, transparent communication, and genuine appreciation can leave lasting positive impressions, even when an employee chooses to move on.

The trend also reflects changing attitudes toward work itself. Younger generations in particular are increasingly prioritising work-life balance, flexibility, purpose, and mental wellbeing over traditional ideas of loyalty to a single employer. Employees are more willing to leave environments that no longer align with their values or personal goals.

This does not necessarily indicate a disengaged workforce. Instead, it may signal evolving expectations around what constitutes a healthy and sustainable workplace.

What can we learn from this new trend?

The takeaway from “QuitTok” should not be fear of social media exposure, but rather a renewed focus on listening. Exit interviews, employee surveys, manager training, and open communication channels remain essential tools for understanding employee concerns before frustrations escalate publicly.

Viral resignation videos are symptoms of broader workplace trends, not isolated incidents. Organisations that proactively address culture, wellbeing, leadership, and employee experience are likely to be more resilient in an era where workplace stories can spread rapidly online.

Ultimately, “QuitTok” is less about quitting and more about employees wanting to feel heard.

If you would like to discuss more about this topic or for support with other HR matters, please contact Lisa Reynolds in our team on 07771 316 123.

Managing probation periods effectively

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Probation periods are a crucial element of the employment lifecycle – they can help identify strengths, address weaknesses, and ultimately determine whether the recruitment decision was successful.

But let’s be honest, for many organisations probation periods just aren’t a high priority, however the forthcoming changes in legislation have brought that all sharply into focus with the reduction to unfair dismissal qualifying periods.

So now, more than ever, it will be essential that organisations plan and conduct probation periods effectively for operational success, employee engagement and to mitigate risks.

Why are probation periods important?

Probation periods provide a structured framework for assessing a new employee’s suitability for their role. They allow organisations to identify performance issues early and address them proactively; set clear expectations for conduct and output; and offer tailored support and training to help new starters succeed.

Shift in legal landscape

The Employment Rights Act (ERA) 2025 introduces significant changes to unfair dismissal qualifying periods. The qualifying period for ordinary unfair dismissal claims will be reduced from two years to six months from January 2027.

The ERA also introduces the removal of the compensation cap for unfair dismissal which could potentially lead to significantly higher awards for unfair dismissal claims.

All of this means it is more important than ever to ensure you employ the right people from the outset and have a robust process in place to track performance of new recruits and identify and manage issues early.

Although January 2027 may seem a long way off, the effect is already happening as qualifying periods are currently tapering. Those new recruits you onboarded in April 2026, have a 9-month qualifying period and any new starters from July 2026 will have a six-month qualifying period. It’s not just permanent hires; the changes also affect fixed-term contracts.

Why does it matter how you manage probation?

So that’s the legal changes, but does it really matter how you manage the probation period internally? Yes! The impact of failed probation periods can be significant – financial losses, operational disruption, and team instability are common consequences of unsuccessful recruitment. According to a study by NatWest, UK SMEs with 250 employees report average losses of £125,347 per year due to failed recruitment outcomes. Turnover data highlights that 39% of new employees leave within six months, which means first impressions count and a structured approach to managing probation signals to your new employee that your organisation is professional, supportive, and performance focused.

Practical tips for managing probation periods

Managing probation periods is not rocket science but it does take planning and commitment of time and energy. Before we look at some practical tips once your new starter has joined, let’s consider what needs to be in place beforehand:

Job description – this should be the backbone of your recruitment campaign. Don’t just rehash the job description of the previous incumbent – take the time to think about whether the role has evolved or needs to adapt to changing business needs, consider what do you want it to deliver?

Induction – this should be planned in advance of your new recruit’s first day. Imagine how great it feels when you join a new organisation, to find that your line manager has put together a detailed induction to ensure you can be a success in your role. And equally how disappointing it must feel to arrive on your first day and find that no one was expecting you or has even ordered your laptop!

Once your new starter has arrived, there are some simple tips to ensure a successfully managed probation period:

  • Timetable regular check-ins to allow for timely feedback and support.
  • Set clear objectives: Be clear about what success looks like in terms of training, conduct, and output.
  • Raise performance concerns early to help employees improve and reduce the risk of disputes.
  • Document records of meetings, feedback, and action plans.
  • Offer training, mentoring, or reasonable adjustments to support any performance gaps
  • Make a formal decision – pass, extend or end – in good time and based on clear, objective documented evidence.

Support your line managers

Make sure to support your line managers in managing probation periods effectively. Give them the right training – some managers may not have recruited before so make sure they are clear on key dates for the probation and how to handle it successfully. Give them the tools to do it well – checklists and guidelines to ensure consistency. Provide ongoing support for performance concerns, particularly if there’s a need to extend the probation period.

It’s always been important to manage probation periods effectively, but the changes introduced by the ERA make that more important than ever. Done well, probation periods can foster successful employment relationships and mitigate risks.

For further information on this topic or discuss any other HR concern, please contact Sue Meehan Boyes in our team on 07384 468797.

4 simple steps to support mental health at work

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Mental Health Awareness Week took place earlier in May and it’s the perfect time for organisations to take a closer look at how they’re supporting employee wellbeing.

If we’re honest, we all know that mental health impacts everything. From how engaged your staff are, to how well they perform, and even how often they’re off sick. Ignoring it can lead to burnout, higher turnover, and lower morale. But when you prioritise mental health, you create a workplace where people feel valued, supported, and ready to give their best. Below are four ways to support mental health at work.

1: Start the conversation

Talking about mental health doesn’t have to be awkward. In fact, opening up the conversation is one of the best ways to show staff you care. Encourage managers to check in with their teams and offer a listening ear. If you’re a leader, share your own experiences (if you’re comfortable) to show it’s okay to talk about mental health. You could even introduce mental health champions or peer supporters to make resources feel more accessible.

2: Make sure policies support the culture

Take a moment to review your workplace policies. Are they really supporting mental health? Things like flexible working, clear processes for managing mental health-related absences, and easy access to Employee Assistance Programmes (EAPs) can make a huge difference. And don’t forget to regularly remind your team what’s available – they might have forgotten what support is available.

3: Get ahead with preventative steps

I expect you know the saying that prevention is always better than cure. Offering mental health training, wellbeing workshops, or mindfulness sessions can help your staff build resilience. You could also use employee surveys to identify stress hotspots and tackle them before they become bigger issues. Little things like recognising achievements and encouraging social connections can also go a long way in boosting morale.

4: Leadership sets the tone

The key point is mental health initiatives aren’t just for HR teams as leaders will set the tone for your organisation. By showing empathy, encouraging open conversations, and weaving mental health into the workplace culture, you’ll help create an environment where everyone can thrive.

Investing in mental health benefits both employees and organisations, fostering a positive culture, improving productivity, and reducing absenteeism.

If you would like to discuss how we can support your organisation with mental health initiatives, please contact Claire Parr in our team on 07384 468797.