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.

World Environment Day: how can organisations demonstrate their eco-consciousness?

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World Environment Day is on 5 June. It is the biggest international day for the environment and has been running since 1973. It acts as a platform to raise awareness globally on key environmental issues. The theme for 2025 is stopping plastic pollution.

Within organisations, strategies around environmental issues can also be labelled under other names such as ‘Sustainability’, ‘Environmental Social Governance’, ‘Climate Change’ or ‘Carbon Literacy’. These outline the environmental business practices organisations are committed to, as well as any ambitions around future targets, such as increasing renewable energy sourcing and waste management.

Eco-consciousness and sustainability have also become key factors in employer branding. A recent report by Deloitte highlighted that environmental consciousness has become an important factor in attracting job seekers, particularly amongst millennials and Gen Z professionals. Organisations should approach activities authentically. Both candidates and employees can be suspicious of organisational claims that may appear to be ‘greenwashing,’ so providing genuine information to demonstrate sustainability initiatives is key. Customers also have increased expectations to understand progress toward ambitions such as becoming carbon neutral.

What green initiatives might some employers already be doing?

In all likelihood, you are probably already taking some steps that support eco-consciousness on World Environment Day and beyond. These may not have started as a sustainable initiative, but they will have had impact. These might include:

  • Increased remote working – one of the impacts of the pandemic was that its increased regular working from home, which has changed travel habits reducing car journeys.
  • Online meetings – whereas before travelling to a meeting in person was not unusual, or attending interviews in person, now often these can be conducted online.
  • Less reliance on paper – Reducing paper print outs and retaining files electronically.
  • Improved waste management and recycling facilities – encouraging employees to recycle waste in office kitchens, replacing water coolers with drinking water taps.

What more can you do to demonstrate eco-consciousness within the workplace?

Many scientists outline how taking what may seem like small steps in making sustainable choices in daily life, which when many people do them collectively can make a big impact. Organisations can build on this in a number of ways:

  • Source local ingredients – whether it’s supplying tasty treats in your workplaces or catering for an event, using local suppliers who provide locally sourced produce supports the green initiative.
  • Encourage employees to participate in green volunteering initiatives such as planting more trees and seeds.
  • Build on existing recycling schemes. Monitor how the current schemes are working and consider if something needs to change or be improved. There’s always more that workplaces can do to extend recycling at work, including clothes and food recycling to support local charities and foodbanks.
  • Get your staff involved. Support and encourage employees to lead on working groups to get valuable feedback and ideas on eco-consciousness initiatives.

Taking actions to improve the environment is something that everyone can work together on, and the bonus is that it can help collaboration across teams and different generations. Recently some of the NQHR team signed up to a steps challenge – as well as encouraging some friendly competition amongst us, it’s made us think differently about the journeys we take, and whether to walk instead of using the car. In the first two weeks, the team has walked over a million steps …. and we’re still walking. Less pollution, improved health, team morale – everyone’s a winner!

To discuss more on this topic, please contact Rachel Walker in our team on 07392 090 890.

Biological sex and the Supreme Court Judgment: what are the practical implications for employers?

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The recent decision by the Supreme Court in For Women Scotland confirmed that the definition of ‘woman’,’ man’ and ‘sex’ in the Equality Act 2010 is based on biological sex. Now that this clarification has been provided by the Supreme Court, what does this mean for employers and the workplace?

Much of the discussion since the decision has centered around the use of single sex facilities i.e. toilets, washing and changing facilities. The Supreme Court touched upon this in relation to trans people’s access to single sex facilities in public spaces for service providers but was silent on the responsibility of employers.  Indeed, much of the debate since the decision has conflated the law for service providers and the law for employers. This article will help you to understand your obligations as an employer.

What is the law?

Access to single sex facilities in the workplace is governed by the Workplace (Health, Safety and Welfare) Regulations 1992 and not the Equality Act 2010. In accordance with these regulations, single-sex facilities must be provided in the workplace unless adequate gender-neutral provision can be made. To be gender-neutral, the facility must be in a room lockable from the inside for individual use, e.g. a room lockable from the inside with a toilet and hand-basin. A lockable cubicle within a room will not suffice. The 1992 Regulations were written some years before the Gender Recognition Act 2004 and are silent on any provision for transgender employees.

What does the Equality and Human Rights Commission (EHRC) say?

In an interim update the EHRC has stated that it is compulsory in workplaces to provide sufficient single-sex toilets, as well as sufficient single-sex changing and washing facilities where these facilities are needed.  The update also states that “where toilet, washing or changing facilities are in lockable rooms (not cubicles) which are intended for the use of one person at a time, they can be used by either women or men”.

In respect of trans employees, the update states that:

  • trans women (biological men) should not be permitted to use the women’s facilities and trans men (biological women) should not be permitted to use the men’s facilities, as this will mean that they are no longer single-sex facilities and must be open to all users of the opposite sex
  • in some circumstances the law also allows trans women (biological men) not to be permitted to use the men’s facilities, and trans men (biological woman) not to be permitted to use the women’s facilities
  • however, where facilities are available to both men and women, trans people should not be put in a position where there are no facilities for them to use
  • where possible, mixed-sex toilet, washing or changing facilities in addition to sufficient single-sex facilities should be provided

This is an interim statement issued by the EHRC in response to questions raised by the Supreme Court Judgment. The EHRC are proposing to amend the statutory code of practice for services shortly which will be legally binding. There is currently no such proposal to update the code of practice on employment.

What practical steps can you take as an employer to comply with the judgment?

The Supreme Court made it clear that trans people continue to have protection from discrimination under the protected characteristic of gender reassignment.  Employers must now carefully balance any conflicting rights between women and transgender people, whilst not undermining trans people’s rights. Here are some practical steps that you can undertake:-

  • Conduct a risk assessment of your facilities provision and their suitability in terms of privacy, safety and propriety for all employees and in particular in relation to women, people with religious beliefs, people with disabilities and transgender people.  
  • As part of your risk assessment consider whether you have facilities in rooms lockable from the inside for individual use.  If you do have this type of facility at your workplace, it is more likely that you could designate these spaces as genderless and lawfully operate an “inclusive” policy of allowing anyone to use them.
  • Where there is insufficient facilities to operate a genderless provision consider whether there are any changes that can be made to existing spaces to provide a genderless space that complies with the 1992 regulations.
  • Changing female facilities to genderless is unlikely to be sufficient. This would reduce the number of facilities available to women which could cause a group disadvantage to women, amounting to indirect discrimination. This is also unlikely to be compliant with the 1992 regulations.
  • If you have transgender staff in your workforce, remember that other staff may not always be aware that a colleague is transgender. Forcing a transgender person to use the facilities aligned with their birth sex for lack of suitable genderless facilities could effectively be outing that individual.  In these circumstances, it is sensible to give careful thought to a genderless provision as a first step.
  • Remember no employee should be left without suitable facilities.

Employers must navigate this area sensitively giving careful thought to creating and maintaining safe spaces for everyone in the workplace. It is important for employers to continue to maintain a respectful and inclusive working environment where all employees’ rights are upheld under the Equality Act. We are likely to learn more in the coming weeks as the EHRC commences consultation on the statutory code of practice for services, which aims to start on 19 May. Although this is limited to services there are calls for a similar update to the code of practice on employment which may bring further guidance for employers.  Any future guidance will be brought to you via our People Spotlight articles, as soon as that information is available.

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

Neurodiversity: Five things employers can do to get the best from neurodiverse staff

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ACAS recently published an independent report, which raises an important question: what can leaders and managers do to better support their neurodiverse employees; and why is it so crucial for them to take action?

Neurodiversity refers to the natural variation in how people think, learn, and process information, encompassing conditions such as autism, ADHD, dyslexia, and dyspraxia. This includes individuals who identify with these groups, whether formally diagnosed or not. According to the Acas report, entitled, “Bosses urged to do more to support neurodiverse staff”, it is estimated that between 15% and 20% of UK adults are neurodivergent. That’s a large proportion of our workforce who may not be getting the support they need.  In response to this, the following actions can be taken:

1. Recognise the importance of neurodiversity for your organisation (large or small)

It is often understood that a workforce that feels supported by their employer is likely to be more effective and this is no different for the neurodivergent workforce. By fostering an environment where everyone can thrive, you unlock creativity, innovation, and diverse problem-solving approaches that benefit your entire organisation.

2. Model inclusion through your actions and behaviours

Senior leaders have a key role in showing commitment to neurodiversity inclusion through their actions and behaviour. Raising awareness across your organisation is critical to normalising neurodiversity. Host workshops, seminars, or guest talks to educate staff about different neurodiverse conditions.

Creating a culture of inclusion also involves addressing unconscious bias. Neurodiverse individuals may face stigma or misunderstanding about their capabilities. Challenge stereotypes by celebrating achievements and showcasing the value neurodiverse employees bring to your organisation.

3. Equip your managers with the skills to support neurodivergent staff

Acas found that line managers are pivotal in supporting neurodivergent employees. It is therefore critical that your managers are able to foster understanding and empathy. Line managers need to feel capable and confident to discuss neurodiversity and know how to respond when someone tells them about their neurodivergence or asks for adjustments at work.

You should equip managers to recognise the strengths and challenges associated with neurodiversity and understand how to provide appropriate support. For instance, someone with dyslexia might benefit from text-to-speech software or additional time for written tasks, while an employee with ADHD might excel in roles with fast-paced responsibilities.

4. Consider neurodiversity throughout the employee lifecycle

Neurodiverse people will often get a first impression of your organisation through the recruitment process. Inclusive recruitment starts with your job descriptions. Avoid jargon or unnecessarily complex language that might deter neurodiverse candidates. Be clear about the essential skills required and flexible in how those skills might be demonstrated. For example, rather than demanding experience in a specific software, ask for a candidate’s ability to adapt to new tools.

During interviews, consider offering alternative formats. Some neurodiverse individuals might struggle with traditional face-to-face interviews. Providing the option of written responses, task-based assessments, or virtual interviews can create a more level playing field. Clear instructions, a structured agenda, and advance notice of questions can also reduce anxiety.

Considering where you can be flexible to get the best from your neurodiverse workforce then applies throughout the employee lifecycle in areas such as performance management and attendance management, training and the day to day interactions and open culture within your organisation.

5. Appreciate the individuality of neurodiverse conditions

Each neurodiverse person will have an individual experience of their neurodiversity. Being flexible in responding to this difference will support getting the best from your neurodiverse staff. For example, your workplace policies should be adaptable. Allowing flexible working hours or remote work options accommodates individuals who might find commuting or rigid schedules challenging. Additionally, ensure there is clarity in day to day communication—be explicit about expectations, deadlines, and feedback processes. Using project management tools and visual aids can help everyone stay on the same page. And if you are planning change at work, consider the timing, frequency, clarity and necessity of communication to reduce overwhelming people with information and ensuring the message is clear.

Regular check-ins and open communication channels build trust and allow employees to share what works for them. Instead of making assumptions, ask: “How can we support you to do your best work?” This not only personalises support but also empowers employees to take ownership of their needs.

A workplace for everyone

Creating a neurodiverse-inclusive workplace is not a one-size-fits-all approach. It requires your genuine commitment, ongoing education, and a willingness to adapt. By embracing neurodiversity, you can foster a richer, more dynamic workplace where every individual has the opportunity to thrive. In doing so, you not only enhance your own success but also contribute to a more equitable society.

It’s essential to recognise that supporting neurodiversity goes beyond ticking boxes or merely meeting legislative requirements. Instead, it’s about valuing the unique perspectives that each individual can bring. Everyone is different, and neurodiversity is just one dimension of diversity. Each person who comes to work contributes their own experiences, abilities, and challenges, and acknowledging this helps create a workplace where all employees feel valued and supported.

If you would like help with managing and supporting neurodiversity in your workplace or to discuss our forthcoming training on neurodiversity at work, please contact Claire Parr in our team on 07385475786.

New appointments strengthen Narrow Quay HR’s expertise across Charity, Commercial and Education Sectors

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We’re delighted to announce the arrival of two new HR consultants to the Narrow Quay HR team – each bringing sector-specific insight and a shared passion for delivering practical, people-centred HR support.

Rachel Walker joins us as an HR Consultant, bringing deep expertise in the commercial and charity sectors. With a track record of success at well-known organisations such as Historic Royal Palaces, Nationwide Building Society, the National Trust and Transport for London, Rachel has led cultural change programmes, delivered successful restructures, and coached leadership teams through complex people challenges. She brings a strong blend of strategic thinking and hands-on experience – from implementing major systems change to navigating employee relations in unionised environments.

Claire Parr also joins as an HR Consultant, further enhancing our education sector expertise. Claire is a  HR leader with extensive experience supporting independent schools across the UK. She’s worked closely with executive leaders and Trustees on everything from pay and pension consultations to organisational change and cultural transformation. Her practical knowledge of  managing HR in a school setting will be a huge asset to our growing client base in education.

Caitlin Anniss, Director at Narrow Quay HR, said:

“We’re always looking to strengthen the team with people who offer something new and valuable to our clients. Rachel and Claire bring exactly that – sector depth, commercial insight and a shared commitment to pragmatic, solutions-focused support. We’re thrilled to have them on board.”

Sarah Martin, Director at Narrow Quay HR, added:

“As demand for tailored HR advice continues to grow – particularly in education, charity and commercial settings – we’re proud to expand our specialist expertise with two consultants who really understand the unique challenges organisations face. Their appointments reflect our ongoing commitment to delivering credible, confident and compliant support to clients across the UK.”

Rachel commented:

“I’m passionate about providing HR support that really makes a difference – helping organisations to navigate challenges, engage their people and achieve their goals. I’m delighted to be joining a team that shares those values.”

Claire added:

“Joining Narrow Quay HR feels like a perfect fit. I’m particularly looking forward to working with schools and trusts, supporting them through everything from compliance to culture – and helping leaders feel confident in their people decisions.”

With Rachel and Claire on board, Narrow Quay HR continues to grow its reach and reputation as a trusted HR partner – offering clear, compassionate, and expert support across a wide range of sectors.