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.

Keeping your team energised and engaged this summer: strategies for senior leaders

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With the holiday season in full swing, warmer weather tempting people outdoors, and fewer staff physically present, it’s not uncommon to see productivity and motivation wane. But with some thoughtful strategies, it is possible to keep your staff inspired and productive throughout the summer.

Offer flexibility in working schedules

School summer holidays can mean working parents may wish to adapt their working patterns to fit in with their childcare arrangements, for example, holiday clubs may run different hours to the term time childcare arrangements they may have. It may be more practical for them to work from home more often than coming into the office. Managers should consider how flexible they can be during the holidays, and make sure they allow enough time for individuals to discuss any changes in advance of the holidays.

Adapt for the weather – particularly a heatwave!

As managers, think about any small adjustments you can make to help your team work through any heatwave and be open for any suggestions too. If you have a dress code, relaxing this to allow staff to dress comfortably due to the weather goes down well. Look around the working environment, and ensure windows can be opened, fans are available and air conditioning is functioning effectively. Consider if working from home might suit people better to prevent travelling. Also recognise that some people struggle in high temperatures, people may also suffer from lack of sleep and tempers can fray more easily, so aim to be empathetic. Dog owners might find it beneficial to change their working hours during a heatwave to walk their dogs during cooler parts of the day rather than at lunch time.

Make the most of the nice weather

Have a think about if there are any opportunities for your team to take advantage of the nice weather. Could a meeting take place outside or could you try holding a walking meeting instead of a desk-based meeting instead? Or how about a team picnic lunch together in a local park? Encourage your team to take regular breaks to re-energise. Use any local seasonal campaigns, such as the Grand Appeal – Gromit Unleashed campaign currently running in Bristol, as a team building opportunity. These can be a great way to mentally unwind after a challenging morning’s work, connect with colleagues and return to the office recharged.

Team challenges

Team challenges can be used to boost motivation and morale within a team. One option over the summer period can be sweepstakes, linked to the many sporting events or topical shows. Sweepstakes can encourage communications across different teams and departments and friendly rivalry. This can help different colleagues get to know each other better too.

Show your appreciation

It’s always a good idea to show your team members that you appreciate their efforts and provide positive feedback. During the summer months, team members may be stepping up to cover colleagues during their holiday absence to ensure projects remain on track, or working hard to complete tasks when its sunny outside. Some organisations hold summer social events, to thank their teams around the middle point of the year and to offer an opportunity to relax and bond with colleagues outside the office. If the temperatures are soaring, arranging for a local ice cream van to visit the office is a great way to show staff your appreciation. Showing appreciation doesn’t have to be costly or complicated though. A personal thank you from leadership can also go a long way so taking the time to walk the floors, visit teams across different sites can let teams know their contribution is valued.

If you would like support on this topic, please contact Rachel Walker in our team on 07392 090 890.

Employment Rights Bill – Government publishes new timetable

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On 1 July 2025, the Government published its Employment Rights Bill roadmap, setting out the timeline for implementing the Bill. The Bill, which is now awaiting Royal Assent, is set to make significant changes to the UK employment law landscape.

The roadmap details how, over the next two years, employers will see sweeping reforms affecting dismissal rights, family leave, trade union laws, and workplace protections. Opting for a staggered approach, notable reforms, such as extending unfair dismissal protection to workers as a day-one right, and ending the use of exploitative zero-hours contracts will be implemented in the latest stage of implementation in 2027.

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

Immediate Changes (awaiting Royal Assent)

As soon as the Bill receives Royal Assent, two important changes will come into force:

  • Repeal of the Strikes (Minimum Service Levels) Act 2023 and major parts of the Trade Union Act 2016.
  • New protections preventing dismissal for participating in industrial action.

April 2026

From April 2026, the following reforms will take effect:

  • Protective awards for collective redundancies will double in maximum period.
  • ‘Day 1’ rights for paternity leave and unpaid parental leave will be introduced.
  • Enhanced whistleblower protections will come into force.
  • A Fair Work Agency will be established.
  • Statutory Sick Pay (SSP) will be improved by removing both the lower earnings limit and waiting period.
  • Trade union recognition processes will be simplified, with digital and workplace balloting permitted.

Employer Action:

  • Update family leave and sickness absence policies.
  • Budget for SSP changes affecting short-term absence costs.
  • Review redundancy processes in light of increased protective award exposure.
  • Prepare for a potentially more straightforward process for trade union recognition.

October 2026

In October 2026, further significant reforms will be implemented:

  • Ban on fire-and-rehire tactics.
  • Fair Pay Agreement Negotiating Body for adult social care will launch.
  • Stronger tipping laws will take effect.
  • Employers will face a new duty to take ‘all reasonable steps’ to prevent sexual harassment.
  • Third Party Harassment
  • Trade union rights will be expanded.

Employer Action:

  • Ensure any restructuring or contractual change processes do not rely on fire-and-rehire.
  • Employers in adult social care must engage with the new negotiating body.
  • Review tipping policies for compliance.
  • Review and enhance anti-harassment policies and training to meet the new preventative duty and third party harassment.

From 2027

  • Mandatory gender pay gap and menopause action plans (voluntary from April 2026).
  • Rights for pregnant workers will be strengthened.
  • Introduction of bereavement leave.
  • Protections against zero-hour contract abuse.
  • Umbrella company regulation.
  • ‘Day 1’ unfair dismissal rights will be introduced, this has been delayed from the original proposed date of October 2026.

Consultations on these measures will begin this summer and continue into early 2026.

Employer Action:

  • Start preparing for mandatory gender pay and menopause action plans.
  • Review use of zero-hour contracts and umbrella company arrangements for compliance.
  • Consider the impact of ‘Day 1’ unfair dismissal rights on probation processes, performance management, and onboarding practices.

Final Thoughts

The Employment Rights Bill marks a major shift in UK employment law. Employers who plan ahead will ensure compliance, reduce legal risks, and maintain positive employee relations as these reforms roll out.

That’s why our colleagues at VWV have launched the Employment Rights Bill Hub – your one-stop resource for everything you need to understand, track and prepare for reform.

  • Explore what the Bill means for your contracts, policies and people
  • Keep pace with key dates and milestones
  • Access guidance, flowcharts and planning tools

If you would like further information on the Bill or would like to discuss what the changes could mean for your organisation, please contact Lisa Reynolds in our team on 07771 316123.

The ban on NDAs and the duty to prevent sexual harassment: a new era of accountability

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You will no doubt be aware that employers have a legal duty to create safe, inclusive workplaces free from harassment and discrimination. The introduction of the duty to prevent sexual harassment in October 2024, coupled with the upcoming ban on non-disclosure agreements (NDAs) in discrimination and harassment cases, marks a significant shift in the way organisations are expected to address and prevent misconduct.

What is the duty to prevent sexual harassment?

The duty is designed to ensure employers take proactive steps to prevent sexual harassment in the workplace. This includes implementing robust policies, providing training, and fostering a culture where inappropriate behaviour is not tolerated. Employers must also have clear procedures for reporting and addressing incidents, ensuring that employees feel safe and supported when raising concerns. There are also obligations to thoroughly investigate allegations of sexual harassment and ensure that staff are trained on conducting trauma informed investigations.

The ban on NDAs

As part of the UK government’s efforts to tackle workplace harassment, a ban on the use of NDAs in cases of harassment and discrimination is being introduced as part of the Employment Rights Bill, although the date when this will become law is not yet known. Historically, NDAs have been used to silence the subjects of sexual harassment, preventing them from speaking out about their experiences. The spotlight has been shone on them because it has become clear that they have been used, and you could argue abused, by individuals such as Harvey Weinstein and Mohamed Al Fayed. The ban will ensure that individuals can share their stories without fear of legal repercussions, promoting transparency and accountability.

How these changes work together

The duty to prevent sexual harassment and the ban on NDAs reinforce each other by creating a framework that prioritises prevention, openness, and accountability. Employers can no longer rely on NDAs to shield inappropriate behaviour; instead, they must focus on building a workplace culture that actively prevents harassment. By addressing issues at their root, organisations can reduce the risk of incidents and foster trust among employees.

Practical steps for employers

  • Evaluate current practices and identify risk areas.
  • Review and implement effective policies that align with the duty to prevent sexual harassment and foster a zero-tolerance culture.
  • Provide regular training on harassment prevention and reporting mechanisms.
  • Ensure compliance to protect your organisation and workforce.
  • Provide transparency in handling complaints and commit to learning from incidents.

Conclusion

The duty to prevent sexual harassment and the ban on NDAs represent a positive step forward in tackling workplace harassment. Employers must act now to ensure compliance and, more importantly, to create workplaces where everyone feels safe, respected, and valued.

To support you on complying with the duty to prevent sexual harassment, we offer Workplace culture audits, risk assessments and action plans; policy and process reviews; and tailored training for staff and leadership teams. For further information on this, please contact Simon Martin in our team on 07384 813 076.

Cyber-attacks: what’s the role of HR in preventing attacks?

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M&S, Harrods, and Co-op have all recently been victims of cyber-attacks. How can HR help prevent one at your company?

A few weeks ago, my wife got a concerned call from her mother. She was not able to buy a rotisserie chicken from M&S. The chickens were there, cooked and ready to eat. The problem was that the M&S systems were not able to print the tickets with the all-important barcode. This was bad news for my mother and father-in-law’s planned meal and even worse news for M&S. Later that day, the story broke that M&S had been the victim of a cyber-attack. Since then, further news has come that Harrods and the Co-op have also recently been victims of similar attacks.

Why are we talking about this? Have Narrow Quay HR had a radical rebrand to become IT specialists? No, the reason is that we want to think about the role of HR in preventing attacks and then in dealing with the consequences of them.  

What is the role of HR in preventing attacks?

Whilst the IT team obviously play an important role in trying to prevent attacks, the Verizon 2025 Data Breach Investigations Report, stated that 60% of breaches involved a human element. It’s therefore important that staff are trained in spotting and avoiding potential attacks. Many attacks come as a result of members of staff inadvertently clicking on a link in an email which then allows the virus to enter an IT system.

HR teams can assist with designing training to help ensure that policies have been read and understood and that employees don’t just take a ‘tick-box’ approach to say that they have read them.  Things to think about when designing this training might include:

  • ensuring the training explains why there are data security policies in place, what the risks are of a cyber-attack and the role staff play in helping to prevent one occurring.
  • refresher training: given the importance of this training, you should consider requiring all employees to attend refresher training every so often to keep the message in the forefront of their minds. Your employees need for instance to understand the importance of approaching emails with a healthy degree of scepticism and caution.
  • reporting mechanisms: staff must understand the need to swiftly report any concerns they have.  If for example they have inadvertently clicked on a link, speed is vital in dealing with it, computers might need to be isolated, systems shut down and so the sooner that IT are alerted the better.
  • no blame culture: mistakes can and do happen so it’s important that organisations foster a culture where employees who may be embarrassed by their possible mistake still speak up as soon as possible, without fear of negative consequences.

The attack has got into your systems – what can HR do then?

So despite the organisation’s best efforts, the virus is in your systems. What happens next? While the focus is likely to be on IT’s efforts, it’s important to remember to keep staff informed, of what is happening. You don’t need to give them every single detail, but remember that it’s likely to be an uncertain time for them and you want to avoid them getting their news from possibly ill-informed media or social media messages. You’ll also need to think about whether it’s possible for them to still work from home while you are dealing with the IT challenges. Once the immediate threat has been resolved, HR can support with reflecting on lessons learned and devising adaptations to training and policies, to avoid the likelihood of future occurrence.

With the increasing threat of cyber-attacks, HR teams have a lot to think about. If you would like to discuss this topic further or need our assistance on any other HR matter, please contact Simon Martin in our team on 07384813076.

Alcohol at work: a wellbeing or discipline issue?

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This year’s Alcohol Awareness Week (7-13 July 2025) focuses on ‘Alcohol and work’, making it a great opportunity for employers to review their approach. So, how do you balance managing behaviours with providing appropriate support to staff?

Why is it important for employers to act?

Alcohol misuse isn’t just a Christmas party concern – it can affect your organisation year-round. Staff who misuse alcohol can lack motivation or be irritable, impacting on colleague relationships. They may create risks for themselves or others connected to accidents at work, and may have poor timekeeping or attendance, due to hangovers or other more serious health complications.

The role of policies and procedures

An agreed policy helps to ensure alcohol-related issues are dealt with as legitimate workplace matters in a consistent way. Policies can set expectations about behaviour and the consequences of contravening the rules while also fostering a safe environment where employees can seek help. But policies aren’t the only tool for employers. Supporting employee wellbeing is crucial regardless of whether formal disciplinary action is required – they are not mutually exclusive.

The benefits of including wellbeing in your approach

Workplaces can inadvertently contribute to somebody’s risk from alcohol though long hours, stress, blurred work and home life boundaries, or alcohol being available at work events. Supporting staff wellbeing and creating a non-judgemental environment where they can request help, can support your duty of care to employees and potentially prevent problems becoming real issues at work. Additionally, this approach can enhance your reputation – by supporting people at a difficult time in their life you are more likely to attract and retain talented people and help minimise the impact of alcohol on their work.

Legal implications

While alcohol misuse itself is unlikely to be directly covered by the Equality Act 2010, related health impacts such as depression or liver disease may qualify as disabilities. In such cases, you must explore an employee’s health situation and consider reasonable adjustments to provide appropriate support.

What does practical wellbeing support look like?

Each situation will need to be considered individually. Options to support wellbeing could include:

  • Referring employees to Occupational Health for advice about health impacts and support strategies for you to consider.
  • Equip managers with knowledge of clear procedures and resources so that they can guide employees to avenues of support (internally and externally).
  • Ensure staff are aware of any Employee Assistant programme to access external support.
  • For those who prefer not to speak to somebody directly, have resources available on your intranet about addiction and advice for those struggling. 
  • Allow time off for recovery support or treatment to help an employee move forward.
  • Embed a professional, empathetic approach across the organisation to ensure consistency and build trust.
  • Maintain confidentiality about issues that are shared.
  • Regularly review workload and other potential stressors at work.
  • Consider the role of alcohol in workplace events.

In summary, it can be challenging, but it is possible to balance wellbeing support with managing alcohol-related behaviours. Clear policies set expectations and foster a safe, non-judgmental environment. You can also benefit your organisation by considering measures to support staff and develop a well-informed workforce.

If you would like help with managing alcohol at work or support for other HR matters, please contact Claire Parr in our team on 07385475786.

‘Banter’ in the workplace: why clear boundaries matter

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If recent tribunal cases are anything to go by, the likes of provocative texting and likening a colleague to an unpopular film character still pose a significant challenge for some organisations.

Just a bit of fun

Banter can be a powerful part of a healthy workplace culture— it strengthens relationships, helps to create a relaxed environment and can support teams to feel connected. But when left unchecked or taken too far, banter can easily cross the line into disrespectful or even discriminatory behaviour.

Employers must recognise the fine line between friendly humour and inappropriate conduct and set clear expectations to protect both people and the organisation. Some recent tribunal cases have highlighted the serious implications for employers of seeming to foster a culture of banter or failing to ensure staff are aware of what behaviour is and isn’t appropriate, with claims reaching into the thousands of pounds.  

The many faces of banter

And here’s the rub.  Not all banter is born equal. What’s playful to one person might feel deeply uncomfortable to another. It can take many forms:

  • Likening someone to a famous celebrity might be meant as harmless teasing, but it can be hurtful or even humiliating, especially if it’s repeated or public.
  • Nickname culture – ‘Gramps’, ‘Tiny’, ‘Princess’ – often used affectionately, but can easily veer into stereotyping based on age, size, or gender.
  • Sarcasm veiled as humour – Jokes about someone’s workload, intelligence, or background might sound funny to a group, but can isolate individuals.
  • Provocative or risqué jokes – Sexual innuendo, racially charged language, or mocking religious beliefs – even if intended ‘in jest’- can cause real harm and open the business up to serious complaints.

If left unchecked, what might start as ‘banter’ can quickly escalate into a toxic culture.

What are the implications for employers?

The Equality Act 2010 classifies that harassment is unwanted conduct that has the purpose or effect of violating a person’s dignity, or creating an intimidating, hostile, degrading, humiliating or offensive environment for an individual.  It also outlines the protection afforded to employees from unwanted behaviour relating to protected characteristics, which include race, gender, disability, sexual orientation, religion, or age. What’s important is the perception of the person on the receiving end of the comments or actions, not the intention of the orchestrator. Added to this is the new positive duty on employers to take reasonable steps to prevent Sexual Harassment introduced in October 2024, placing a proactive responsibility on employers to prevent sexual harassment in the workplace.

So it’s not hard to see how the banter examples above could easily fall foul of legislation, landing organisations in hot water.  But aside from the legal mandates, there are other serious consequences for organisations who fail to set appropriate expectations around behaviour:

  • Grievances or tribunal claims – HR teams and managers can become bogged down in complaints that could have been prevented with earlier intervention.  Disscrimination or harassment claims can lead to costly legal proceedings.
  • Reduced morale and trust – employees may become reluctant to speak up, share ideas, or report concerns.
  • Reputational damage – word travels quickly, and a workplace known for tolerating inappropriate humour may struggle to attract diverse talent.
  • Increased turnover – individuals who feel targeted or unsupported are more likely to leave, taking talent and morale with them.
  • Reduced productivity – lack of action to tackle inappropriate behaviour can lead to disengaged, less productive staff or increased absenteeism.

What steps can an employer take to safeguard against these consequences?

Set Clear Expectations – policies don’t need to be dry. Make it clear what is and isn’t acceptable, with real-life examples employees can relate to.

Educate and Train – awareness and training sessions help teams see things from different perspectives.  Banter is often subjective, so equip your teams to understand this.  Run training sessions on inclusive behaviour and unconscious bias, and don’t just make it a tick-box exercise—make it relevant and relatable.

Lead by example – senior management set the tone. If managers engage in or overlook inappropriate banter, it signals to others that it’s okay too. Leaders need to challenge problematic comments in the moment—respectfully but firmly.

Make it safe to speak up – encourage a speak-up culture where employees feel safe to raise concerns. Make sure they know how to report issues and feel confident they’ll be taken seriously.

Focus on Culture – building a culture of respect doesn’t mean banning humour—it means fostering empathy. But it’s an ongoing process that needs to be reflected in everything an organisation does.

Banter isn’t the enemy. But managing it is key to building a culture that’s fun and respectful. Done well, banter builds connection. But unmanaged or misguided, it can fracture teams, alienate individuals, and leave your organisation exposed. With a bit of structure, a lot of awareness, and the courage to call things out, it is possible to get the balance just right.

For further information on this topic or any other HR matter, please contact Sue Meehan Boyes in our team on 07384 468 797.