Changes to Acas Disciplinary and Grievance Procedures: are you ready?

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Acas is consulting on a revised Code of Practice on disciplinary and grievance procedures, signalling a clear shift towards resolving workplace concerns earlier, more constructively and, where appropriate, informally. Formal disciplinary and grievance procedures are not going away. Serious concerns will still require a robust and fair formal process. However, the proposed Code encourages employers and employees to consider whether an issue can be resolved before it escalates into a formal dispute. The consultation closed on 23 September 2026, with Acas currently expecting the updated Code to come into effect in 2027, following the consultation and approval process.

What is changing?

1. A greater focus on early resolution

The biggest proposed change is an increased emphasis on dealing with concerns promptly and informally where appropriate. This could include a management conversation, clarifying expectations, providing support or training, making reasonable adjustments, or using mediation or a facilitated conversation. Importantly, an informal approach should not result in a formal warning or other formal disciplinary sanction.

2. Showing what has already been tried

Employers may be expected to explain what informal steps have already been taken before inviting an employee to a formal disciplinary meeting – or why an informal approach was not appropriate. Similarly, employees raising a formal grievance may be expected to explain what they have already done to try to resolve the issue and, where possible, what outcome they are seeking. This means organisations may need to become better at recording significant early interventions without turning every management conversation into a formal HR process.

3. More proportionate processes

The draft Code also reinforces that fact-finding and investigations should be objective, reasonable and proportionate. Once the facts are established, a formal disciplinary process may be appropriate, but it should not automatically be the only option. Depending on the circumstances, alternatives could include further support, training, mediation, a facilitated conversation or no further action. There is also clearer guidance that suspension should not be an automatic response. Where it is necessary, it should be justified, kept under review and as brief as possible.

What action can my organisation take now to prepare?

You do not need to wait for the new Code to take effect; now is a good time to review policies, processes and manager capability in readiness for the changes. Your focus should be on addressing concerns early where it is appropriate and safe to do so – but continue to use fair, robust formal procedures when the seriousness or nature of the issues requires them.

Review your policies – Make sure disciplinary and grievance policies allow for appropriate early and informal resolution, while being clear about when formal action is necessary.

Review your templates – Consider whether disciplinary letters should record what has already been tried to resolve an issue, or why informal action was not appropriate.

Build manager confidence – Managers will play a key role in this new approach. Ensure they have the skills to have difficult conversations, address concerns early and recognise when HR advice or formal action is required.

Keep appropriate records – ‘Informal’ should not mean ‘unrecorded.’ Consider how significant conversations and actions can be recorded proportionately.

Be clear about escalation – Some concerns will require formal action from the outset. Give managers clear guidance on when informal resolution is not appropriate.

Review suspension and mediation options – Ensure suspension is not treated as a default response and consider whether mediation or facilitated conversations could play a greater role in resolving suitable workplace disputes.

What does this mean for employers?

The direction of travel is clear: formal procedures remain important, but they should not always be the first destination. The proposed changes could help organisations resolve concerns more quickly, reduce the time and stress involved in formal processes and encourage more constructive working relationships.

There is also a legal dimension. Although the Acas Code is not legislation, employment tribunals take it into account in relevant cases, and an unreasonable failure to follow the Code can, in some circumstances, result in an award being adjusted by up to 25%.

If you need HR support with navigating these changes to Acas disciplinary and grievance procedures, please contact Helen Couchman at hcouchman@narrowquayhr.co.uk.

What do the new trade union rights mean for employers?

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Trade union activity may not be something you think about very often, particularly if you do not recognise a trade union. That may be about to change. The Employment Rights Act 2025 introduces a number of changes to trade union rights, with further measures due to come into force on 30 October 2026. These include a new requirement to tell workers about their right to join a trade union, new rights for qualifying independent trade unions to seek access to workplaces, changes to the recognition process and additional protection for workers taking protected industrial action.

What has already changed?

Since 18 February 2026, the notice period that a trade union must give an employer before taking industrial action has reduced from 14 days to 10 days. The period for which an industrial action ballot mandate remains effective, has also increased from six months to 12 months.

The statutory recognition process also changed on 6 April 2026. Among other things, the previous requirement for a union to demonstrate likely majority support before an application could progress was removed, as was the 40% support threshold for recognition ballots.

More recently, from 25 August 2026, electronic and workplace balloting became available for statutory trade union ballots.
So, if your organisation has not yet looked at these changes, now is a good time to do so.

Do I need to do anything if we don’t recognise a union?

Yes.

One of the most important points for non-unionised employers is that some of the new requirements will apply whether or not you recognise a trade union.

From 30 October 2026, employers will have to provide workers with a written statement confirming their right to join a trade union. The requirement will form part of the worker’s employment documentation and the legislation provides for the statement to be given at other prescribed times too.

For most employers, this is less about creating a new policy and more about making sure an existing process works, for example:

  • Where will the statement sit within your onboarding process?
  • Who is responsible for providing it?
  • Can your HR system record that it has been provided?
  • Do your employment documents need updating?
  • Do managers know what to do if an employee raises a question about trade union membership?

The government has indicated that further detailed guidance on the new requirements is expected during September 2026, so it is worth keeping this under review.

Can a trade union ask to come into my workplace?

Potentially, yes.

From 30 October 2026, qualifying independent trade unions will have new statutory rights to seek access to workplaces and communicate with workers. Access could be physical, digital or a combination of the two.

This does not mean that a union can simply turn up and walk through your workplace.

Instead, the employer and union will have the opportunity to agree how access will work. If they cannot agree, the Central Arbitration Committee (CAC) can become involved and determine whether access should be granted and, if so, on what terms.

There is also an exemption for smaller employers. The CAC cannot impose an access agreement where the employer has fewer than 21 workers across all of its workplaces.

The practical question is: what would you do if a request arrived tomorrow?

It is worth deciding now:

  • Who would receive the request;
  • Who would negotiate with the union;
  • Where meetings could take place;
  • Whether digital communication could be used; and
  • What security, confidentiality and operational issues would need to be considered.

You do not need to have every answer today. But knowing who will deal with the issue will make things much easier if a request does arrive.

Is it now easier for a union to become recognised?

Yes.

The statutory recognition process has changed, making it easier for a union to progress an application and, where a ballot takes place, secure recognition.

That does not mean that every recognition campaign will succeed. But employers should not assume that a union approach is unlikely to go anywhere because it would previously have struggled to meet the old thresholds.

This is also an area where managers need to be careful.

If an employee says they have joined a union, or a union approaches the organisation, managers should not try to deal with the situation themselves. They should involve HR.

Workers have legal protection in relation to trade union membership and activities. Managers should not threaten or penalise employees because of union membership, make promises designed to influence support for recognition, or otherwise interfere improperly with a recognition process.

A short manager briefing on this is likely to be far more useful than expecting managers to find their way through the legislation when an issue arises.

What if we already recognise a trade union?

If you already recognise a union, this is a good opportunity to review your existing arrangements.

Check your recognition agreement and make sure everyone is clear about:

  • Time off for union duties;
  • Facilities available to union representatives;
  • How representatives communicate with employees;
  • Meeting arrangements; and
  • Who deals with disagreements.

Further statutory rights relating to trade union representatives and facilities are due to come into force on 30 October 2026. The Draft Acas Code of Practice provides further guidance on time off for trade union duties and activities.

You may not need to rewrite your recognition agreement. But it is worth checking that what it says reflects what actually happens in your organisation.

What should we do if employees take industrial action?

This is another area where it is better to have a plan in place before you need it.

The rules have already changed. Employers now have to deal with a 10-day notice period for industrial action, and a successful ballot mandate can remain effective for up to 12 months.

Further protection for workers taking protected industrial action is due to come into force on 30 October 2026. This includes protection against detriment in specified circumstances.

Before there is a dispute, make sure you know:

  • Who will coordinate the employer’s response;
  • Who will communicate with the union;
  • What managers should say to employees;
  • How attendance and pay will be dealt with; and
  • When HR or legal advice should be sought.

The response will depend on the circumstances, but having an agreed approach will avoid managers making decisions on the spot.

So, what should employers do now?

You do not need a complicated new policy. A few practical steps now should put you in a much better position:

  1. Check your onboarding process. Make sure you can provide the new statement about the right to join a trade union from 30 October and that your HR systems can record this.
  2. Brief your managers. Make sure managers understand the basics of trade union rights and, importantly, know who to contact if a union issue arises.
  3. Decide who will deal with trade union matters. Identify who will handle union correspondence, workplace access requests, recognition issues and industrial action.
  4. If you already recognise a union, review your arrangements. Check your recognition agreement, facilities, time-off arrangements and communication processes.

    The key point is that you do not need to recognise a trade union today to be affected by the changes. A little preparation now should make it much easier to respond calmly and consistently if trade union activity becomes an issue.

If you need HR support with trade union arrangements, manager training, employee relations or preparing for the Employment Rights Act 2025, please contact Bethan Arora at barora@narrowquayhr.co.uk

Have we reached a tipping point? More changes to tips coming our way

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If you have employees who receive tips then you’ll need to be aware of some further changes to the law related to them that is in the pipeline.

What’s changing?

October 2024 saw significant legislative changes to the distribution of tips and gratuities, under the Employment (Allocation of Tips) Act 2023 (“Tipping Act”), requiring employers to pass on 100% of tips fairly. This year, as part of the Employment Rights Act 2025, the government has been consulting on a revised statutory Code of Practice on Fair and Transparent Distribution of Tips, adding more obligations on employers, in particular how tipping policies are created and reviewed.

The government initially consulted on the new requirements between February and April 2026, with a draft Code laid before Parliament on 29 June 2026. Following criticism about the lack of consultation, the government has since been consulting on the draft code and the consultation is due to close on 29 September 2026.

What do employers need to be aware of?

The new requirements will require employers to consult workers or their representatives when developing or revising tipping policies; to review policies at least every three years; and to provide workers with an anonymised summary of consultation responses.

Other changes proposed: employers should not rebrand service charges to avoid the legislation; strengthening guidance on which workers should be included in tip allocations; and discouraging fixed or guaranteed allocations. The Code also provides further guidance on avoiding equal pay disputes and makes clear that data protection should not be used unduly to withhold tipping records.

When will this happen?

The consultation closes on 29 September 2026, with the new requirements and Code expected to take effect later in 2026. Despite this uncertainty on how the new consultation requirements will be implemented in practice, there are some proactive steps employers can take:

• Audit your tipping arrangements. Understand how tips are currently allocated and what factors were considered when deciding on the distribution method. You should also audit your current record keeping to ensure tipping data is adequate and kept for the required three years.

• Ensure your tips policy is up to date and easily accessible to all workers.

• If you’re not already doing it, start discussions with your staff about how tips are distributed.

• Plan how and when to consult with your workers, ensuring you factor in all impacted groups at all places of work.

• Consider if your staff need any training on how to talk to customers about tips. The consultation reminds employers of the importance of ensuring that any automatically added tip is well communicated to customers, being clear whether it is optional or mandatory.

There is a lot to think about with these changes, which seem in large part to be an attempt to prevent employers from avoiding their obligations. Ultimately, acting now to ensure compliance with the current law will put employers in a good position to get on top of the upcoming changes.

If you need HR support on navigating these changes to tips and gratuities, please contact Simon Martin at simon.martin@narrowquayhr.co.uk

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.