Family leave changes coming in April 2024 – what employers need to know

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A number of changes to family leave come into force on 6 April 2024 – introduction of Carer’s leave and changes to existing legislation on paternity leave and pregnancy and maternity rights. We take a brief look at those changes, highlighting the important points for employers.

Carer’s leave

The Carer’s Leave Regulations 2024 (SI 2024/251) come into force on 6 April 2024. These regulations will introduce a new statutory right to unpaid carer’s leave for employees in England, Wales and Scotland:

  • From 6 April 2024, employees will be able to take one week’s unpaid leave per twelve-month rolling, to provide or arrange care for a dependant with long-term care needs
  • The leave will be a ‘day one’ right, meaning that staff will not require a minimum period of service
  • The leave can be taken in one block or periods of a day or half a day
  • The leave is pro-rated to reflect an employee’s working arrangement
  • For the purposes of the regulations, a ‘dependant’ is defined as a spouse, civil partner, child or parent of the employee who lives in the same household as the employee, or reasonably relies on the employee to provide or arrange care
  • A “long-term care need” is defined as an illness or injury that requires, or is likely to require, care for more than three months, have a disability for the purposes of the Equality Act 2010, or requires care for a reason connected with their old age
  • Employees will not need to provide evidence of a need to take carer’s leave, but employers will be able to ask staff to self-certify that they are eligible
  • Maximum entitlement is one week, irrespective of the number of dependants

Understanding its application in regard to existing family-friendly policies will be important for employers. For example, carer’s leave is distinct from existing legislation which provides for time off for dependants, which is intended to be used for emergency situations which typically last one or two days. By contrast, carer’s leave has a set duration of one week and is expected to be a planned absence. As such, employers can request that a period of carer’s leave be postponed, provided it can show that the existing request will have a serious disruption to the organisation. Importantly though, an employer cannot request cannot be refused.

Organisations should consider providing training to line managers to deal with requests for carer’s leave and provide guidance on its application.

Ensuring a carer’s leave policy is in place or is incorporated into any existing family friendly policies and procedures. Consideration should be given to creating relevant systems and documentation to support and track any applications.

Communicating the introduction of the new policy will also be an opportunity for employers to demonstrate their commitment to supporting staff deal with their caring responsibilities.

Paternity Leave

On 8 March 2024, the Paternity Leave (Amendment) Regulations 2024 came into force and is applicable where the Expected Week of Childbirth is 6 April 2024 onwards. Under the amendments:

  • Employees will be able to choose between taking two non-consecutive weeks of paternity leave or a single period of one or two weeks. Previously the entitlement was for one continuous block of either one or two weeks
  • Employees will be able to alter the dates of their leave, provided they give at least 28 days notice of the change
  • Employees will be able to take leave at any time during the first year following the birth or adoption, as opposed to having to take it within the first eight weeks after adoption or birth

Employers should look to ensure their policies are appropriately updated to reflect the changes in legislation and communicate the changes so that line managers and staff are aware of the revised entitlements.

Pregnancy and maternity leave – extending redundancy protection

Employees on maternity leave already have the right to be offered any suitable alternative vacancy in a redundancy situation. The Maternity Leave, Adoption Leave and Shared Parental Leave (Amendment) Regulations 2024, which come into effect on 6 April 2024 provide for greater protection against redundancy during pregnancy and for six months after return to work from maternity leave as well as certain other family-related leave. The main features of the amendments are:

  • The redundancy protection period (the right for pregnant women and new mothers on maternity leave to be offered suitable alternative employment in a redundancy situation) applies from the point that an employee informs their employer that they are pregnant (whether this is done orally or in writing).
  • The redundancy protection period is extended to 18 months after the birth of the child (or adoption placement) for employees returning from maternity leave, adoption leave or shared parental leave.

The changes in relation to maternity leave will effectively double the current period of redundancy protection from one year to around two years, assuming the pregnant employee advises the employer of their pregnancy at about the 12-week point and takes one year’s maternity leave. This could therefore substantially increase the number of employees who must be given priority for any suitable alternative vacancy on redundancy, particularly in workplaces where the majority of employees are women.

Where an employer is looking at possible restructures, they will need to ensure that redundancy processes take account of the extended redundancy protection period where any employees at risk of redundancy are pregnant or have recently returned to work from maternity, adoption or shared parental leave.

Organisations should also ensure that policies and procedures are reviewed to reflect the changes. Given the significance of the changes, it will also be important to ensure line managers are provided with training and guidance to understand the effect of the enhanced protections now provided.

For specialist HR support with any of these topics, please contact Sue Meehan Boyes in our team on 07384 468797.

Blue Monday – Employee wellbeing throughout the year

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Blue Monday is a term coined by psychologist, Dr Cliff Arnall, in 2004. It refers to the third Monday of January which took place earlier this month on 15 January. While this date has now passed, we take a look at how Employers and HR departments can take action and keep employee wellbeing a focus year-round.

The term has been criticised for having no scientific basis and was originally created for the travel industry for commercial purposes, in order to harness our attention at a pivotal time of year for their sales. Despite the widespread criticism, it is clear that the term can spark important conversations about our wellbeing.

Blue Monday is said to be the ‘most depressing day of the year’, driven by a number of factors:

  • Weather
  • Debt – following the excesses of the Festive season
  • Monthly Salary – most December pay is paid earlier than normal meaning there is a longer than usual lead time to next payday in January
  • Going back to routine following Christmas and New Year celebrations
  • Low motivation levels
  • The feeling of needing to take action

Mind, the mental health charity, reports that at least one in four people will experience mental ill health each year in England. According to research by CIPD, only approximately half of those who experience mental ill health each year will take time off work.

Employers can use Blue Monday as an opportunity to ‘check in’ and review their wellbeing strategy for the year to come. Here are some key considerations for your wellbeing strategy in 2024:

Open Communication Channels: 44% of employees surveyed by CIPD stated they would feel confident disclosing unmanageable stress levels or mental ill health to their current employer. Encourage open and honest communication about mental health in the workplace, fostering a psychologically safe culture where employees feel comfortable discussing their challenges without fear of judgment.

Flexible Work Arrangements: A study by Wildgoose, reported by People Management, found that 39% of those who worked flexibly benefited from improved mental health. Additionally, 43% of those who did not have the option of flexible working felt it would allow them to better manage their mental health. Offer flexible work arrangements to address the diverse needs of your workforce, including remote work options, flexible hours or compressed hours.

Mental Health Resources: According to a survey by CIPD, only 20% of employees feel their employer provides adequate mental health support. Provide access to mental health resources, such as Employee Assistance Programs (EAPs), counselling services, and educational materials, to bridge the gap and destigmatise mental health discussions.

Promote Work-Life Balance: 46% of employees believe their workload is negatively impacting their work-life balance. Encourage a healthy work-life balance by setting realistic expectations, promoting breaks, and discouraging excessive overtime. In the age of increasing use of technology, employers should also consider role modelling positive boundaries between work and personal life.

Training and Awareness: 33% of managers surveyed by Mental Health First Aid England reported feeling out of their depth when supporting team mates through challenges with their mental health. 56% of employees reported that they believe their leaders don’t fully understand mental health issues. Conduct regular training sessions to raise awareness about mental health issues, reduce stigma, and equip employees with tools to manage stress and identify when their mental health might be starting to deteriorate at an early stage.

Beyond Blue Monday

While Blue Monday may highlight the importance of employee wellbeing, your commitment to supporting your employees should extend far beyond a single day of the year. By adopting a year-round approach and being proactive, employers can create a workplace where employees feel valued, supported, and empowered to prioritise their mental health.

For tailored support with your wellbeing strategy, contact Kathryn Chidzey-Jones in our team on 07881 092524.

Empowerment in action: unleashing potential through Executive Coaching

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It’s a new year and what better time to invest in your people as they plan new year goals and achievements?

Why invest in Executive Coaching?

In the ever-evolving landscape for organisations, the need for exceptional leadership has never been more crucial.

Employees’ expectations have changed. They want to be empowered, listened to and asked for their opinion and they want to work in a collaborative way.

Many organisations have not identified this shift in expectations, resulting in greater levels of disengaged employees. Only 21% of employees are engaged according to a 2022 Gallup report.

Retention continues to be a challenge as well, with the CIPD reporting that 6.5 million UK workers were planning to quit their jobs in search of a better role in the Good Work Index 2022.

Those organisations that do nothing to address these changing demands will lose their best employees, face higher employee costs and struggle to compete.

How can Executive Coaching help?

At its core, executive coaching is about cultivating excellence in leadership. It’s a personalised, results-oriented approach that fine-tunes the skills, perspectives and behaviours of senior leaders.

Executive coaching stands tall as a powerful tool to harness the potential of key leaders within organisations. It’s a strategic investment that yields substantial returns.  Executive coaching nurtures resilience, adaptability, and a growth mindset – qualities indispensable in today’s fast-paced environment.

For organisations, the advantages are clear. Enhanced leadership translates to increased team performance, better engagement, and ultimately improved bottom-line results. One senior leader said, “It has not only proved to be a useful exercise in terms of reflecting on my own path, but it has enabled us to really focus on the key aspects that will help drive the business forward“. It’s a domino effect, a well-coached executive inspires and empowers their team, creating a ripple effect of excellence throughout the organisation.

Executive coaching can help individuals in a variety of ways:

  • prepare for an imminent promotion
  • reflect and improve after not being successfully promoted
  • imposter syndrome
  • conflict resolution
  • time management
  • confidence
  • perfectionism, (the list is endless!)

Ultimately, coaching for employees at all levels contributes to a thriving culture – one that values growth, encourages innovation and fosters a sense of purpose. It’s an investment that pays dividends not just in productivity and performance but also in creating a workplace where people feel valued, inspired and fulfilled.

How does it work?

Before any coaching commences, a free ‘Discovery’ 20 minute discussion is held between coach and coachee, to ensure there is good rapport. If both parties are happy to work together, the coachee completes a questionnaire, highlighting useful background information and detailing areas they’d like to focus on during the sessions. Employers may request to have some input into the topics to be explored with the coachee. Most coaching ‘Assignments’ typically consist of six sessions – approximately every three to four weeks – although the frequency can be adapted to suit the individual.

Coaching is such a rewarding and transformative process, really allowing the individual to experiment, confide and grow. With so many benefits for both employees and employers, the new year could be a perfect time to consider what coaching could bring to your organisation!

To find out more, please contact Caitlin Anniss in our team on 07909 683938.

Conflict resolution – the value of mediation and early intervention

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At the start of this new year, I have been reflecting on mediations that I ran towards the end of last year. One common theme from those taking part was that they wished they had been offered mediation sooner.

In some cases, the conflict between the colleagues had gone on for well over a year – which made those involved dread coming to work. In one case the person said that when they came into work they would first check the staff car park – if they didn’t see the other person’s car they would relax and have a good day at work. If they did, then it really affected their mood and they would become tense throughout the day, as if they were almost mentally preparing for an argument.

In nearly all cases, the conflict affected all aspects of work and personal lives, leading to problems sleeping and impacting their own relationships at home. Usually, all those involved had endured a thoroughly miserable time and some had had periods of sickness absence. From the employer’s perspective, this conflict meant they had a less effective team.

Root causes

These were nearly always the same whatever the factual matrix: a lack of effective communication – having that difficult and exposing conversation. This had led to individuals making a series of assumptions and creating their own echo chambers comprised of certain colleagues, who instead of suggesting a resolution, had stoked the conflict.

In one case, during the joint mediation session, which happened in the afternoon, it became clear that the dispute was in fact based on a series of misunderstandings. It became apparent to them that there was in fact no real dispute, they agreed on a lot, which they were both very surprised to learn, and were soon apologising to each other for the miserable time the other had endured over the past months. This all happened within less than an hour. They spent the rest of the afternoon agreeing on a way to work positively with each other from then on. The discussion then turned to how they could make their respective teams work better together. The change in the atmosphere in the room was astonishing. This outcome was not unusual – mediation has a 90% success rate.

What does mediation involve?

  • Mediation is a relatively short process. It usually takes place over a day, with some pre-planning beforehand so the participants know what to expect. The day begins with individual sessions where each participant is encouraged and supported to write down the issue from their perspective and what they are looking to achieve going forward. The afternoon is a joint session where both parties come together to share their individual perspectives, listen to each other and generate opportunities for future working.
  • Importantly, solutions come from the participants themselves and they own the outcomes.

Could your organisation benefit from mediation?

Do you have any employees who are having an ongoing dispute with a colleague or manager? How long has this been going on for? If it has not been resolved through dialogue, then it may be festering. A festering conflict can, and often does, lead to workplace tensions, grievances, sickness absence and all the other hallmarks of an unhappy working relationship.

With its high success rate and relatively short timescale, mediation could provide a compelling and effective solution. It’s important to remember that it is a voluntary process – you can’t require them to do it. If you can get agreement from both parties to participate in mediation, then it might be one of the best things an employer can do for your employees’ wellbeing.

To find out more about mediation, please contact Accredited Mediator, Simon Martin, in our team on 07384 813076.

Narrow Quay HR ends a year of further growth by welcoming Andrew Miles and Eliza Weisse to the team

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Welcoming New Talent: Narrow Quay HR celebrates the addition of Andrew Miles and Eliza Weisse to the growing team

Andrew Miles joins us from the HE sector where he was an HR Business Partner and member of the senior management team of the largest faculty at the University of Surrey. Andrew brings with him extensive employee relations experience and is adept at navigating complex employee issues with a pragmatic, outcome focused approach.

One of Andrew’s strengths is his ability to act as a trusted advisor to senior leaders, influencing and contributing to problem-solving and decision-making at a senior level.

Before qualifying as an HR professional, Andrew worked at well-known travel agency, Trailfinders, where he managed large sales teams. This ‘real world’ experience of managing people means he understands the challenges that can come with people management and the need to find pragmatic solutions that work on a practical level. We are sure this will resonate with a lot of our clients.  

Andrew’s sector expertise and background make him a great addition to the Narrow Quay team.

Due to our expansion and growth over the last few years, we have also recruited an HR Assistant. Eliza Weisse joins us having recently completed a Masters in Human Resource Management at Cardiff University. 

Eliza will be working alongside the HR Consultants in the Narrow Quay HR team to support them in all aspects of the work that they do. This is a brand new role for Narrow Quay HR that reflects the need to continually review and develop the business to ensure that work can be delivered in the most efficient and cost effective way for our clients.

In addition to her academic achievements, Eliza is also fluent is three languages, which will no doubt also prove useful to our clients.

‘What a brilliant end to 2023. We’re delighted that Andrew and Eliza have joined the team. We’re looking forward to working with Andrew to develop our HE offering. It’s a sector we’ve worked with since our inception, but we feel Andrew’s extensive knowledge and experience will enable us to further increase our sector presence.

The recruitment of Eliza is a really exciting development for us. Providing high quality HR support has always been at the forefront of our vision for Narrow Quay HR. That’s why the team comprises HR Consultants who have backgrounds as either employment lawyers or senior HR professionals. This appointment will not only support the team in the work they do but will also allow us to develop and nurture talent at a more junior level.

Caitlin Anniss and Sarah Martin
Directors, Narrow Quay HR

‘I’m so pleased to have become part of the team at Narrow Quay HR. I’ve been hugely impressed by the range of expertise and experience within the team, and by the way the everyone works so collaboratively to support all our clients. The team has strong values which makes it a great working environment and underpins the work that we do for our clients. I’m looking forward to working more with our existing clients, and in particular to helping expand our work in the HE sector

Andrew Miles
HR Consultant, Narrow Quay HR

I am thrilled to be part of the vibrant and dynamic team at Narrow Quay HR. It’s an exciting opportunity to put my academic knowledge into practice and kickstart my career in such an amazing environment. Narrow Quay HR offers a wealth of expertise and specialised advice making it an ideal place for my professional development. I am looking forward to assisting our consultants and getting to know more of our valuable clients.

Eliza Weisse
HR Assistant, Narrow Quay HR

Avoiding the pitfalls of the annual Christmas party

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Navigating the Festive Maze: A Practical Guide to a Successful and Inclusive Office Christmas Party in 2023.

We say it every year because we see it every year. The fallout from the Christmas party can lead to a busy time for HR professionals. To ensure a smoother experience this year, here is our 2023 guide on how your workplace can sidestep the pitfalls of the annual Christmas party, allowing the HR team a well-deserved Christmas break.

While seasonal parties provide an excellent opportunity for team building and socialising outside the normal working routine, a relaxed atmosphere can occasionally lead to problems. What appears as harmless fun in the moment might take on a different tone the morning after, potentially resulting in friction among colleagues or, in more extreme cases, requiring formal HR intervention.

In our digital age, where images or videos on social media can circulate rapidly, it is important to consider that the consequences of unchecked behaviour can extend beyond the party venue. Sharing of images and comments via social media, with its wide-reaching impact, could have the potential to damage the reputation of your organisation, depending on the nature of the shared content and whether employees comply with social media policies in place. This poses a real risk of reputational damage.

Recent cases of fighting, unwanted attention, comments, or even sexual harassment highlight the potential severity of incidents at work parties. Businesses may be held responsible for the actions of their employees at work parties, even if the event occurs outside regular working hours. So, what can you take to minimise risks?

To mitigate risks and to enable you and your employees to focus on enjoying the festivities, we recommend that you:

  1. Establish and communicate clear ground rules on acceptable behaviour, ensuring that all employees are aware of the guidelines from the outset. It may lead to a couple of grumbles and mutterings of ‘killjoy’ but it is worth saying.
  2. Ensure that managers are aware of expectations around behaviour and set a good example. Do not encourage excessive alcohol consumption – it can often be at the root of poor behaviour.
  3. Promote inclusivity in events. Think about the timing and location, whether all employees will want to drink or stay out late, and how to include colleagues from a variety of religions.

Ultimately, the goal is not to dampen the spirits of employees but to navigate potential issues more smoothly. Taking these precautions seriously will be appreciated in the long run.

For more information – please contact Caitlin Anniss in our team at canniss@narrowquayhr.co.uk or 07909 683 938

Are you up to speed on the changes to the National Living and National Minimum Wage coming in April 2024?

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The Government has recently accepted the recommendations of the Low Pay Commission and announced the rates of the National Living Wage (NLW) and National Minimum Wage (NMW) which will come into force from April 2024.

Bryan Sanderson, chair of the Low Pay Commission, said their recommendation to increase the NLW to £11.44 demonstrates an effort to navigate “a high degree of political and economic uncertainty“.

Currently, the NLW applies to those 23 and above. However, from April 2024 the NLW will expand to include 21- and 22-year-olds.

The NLW will increase by 9.8% from the current £10.42 per hour to £11.44 per hour. For a full-time employee working 37.5 hours per week this equates to a minimum annual salary of £22,308.

Younger employees and apprentices will also see significant pay increases from April 2024, with 18–20-year-olds hourly pay set to increase to a minimum of £8.10 per hour. Additionally, 16–17-year-olds and apprentices will see their pay increase to a minimum of £6.40 per hour which is a huge 21.2% increase from the current minimum in this bracket.

These substantial increases demonstrate an acknowledgement of the tough economic climate, and the challenges employees are facing during the ‘cost of living crisis’. The Recruitment & Employment Confederation’s Deputy Chief Executive, Kate Shoesmith, stated that this rise “rightly takes into account both cost of living increases and the slow path of pay growth over the last decade or so. It will be a challenge for some employers to adapt“.

However, employers should pause to consider the impact that this may have on their business finances and pay structures. An increase to the lowest paid roles can create pressure on the whole pay structure of an organisation, decreasing the differential between an entry level role and first line management, for example. In some instances, a significant salary increase could result in an entry level role overtaking the first line manager.

We would recommend that all organisations undertake a pay audit to scope the impact that these changes will have on their current pay structure at the earliest opportunity to prepare for April 2024.

At Narrow Quay HR, we are experienced in completing pay audits, pay reviews and if necessary, organisational restructures. For an informal discussion on how we could support you ensure your practices remain in line with the statutory requirements and suit your business strategy, please contact Kathryn Chidzey-Jones in our team on 07881 092524.

Important holiday pay update

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There are important upcoming changes in the holiday entitlement landscape, specifically affecting part-year and irregular hours workers.

This will be relevant to you if you have workers who work varying hours or part of the year only. This is particularly common in the hospitality and education sector.

The Government has recently consulted on proposals to reform holiday entitlements for part-year workers. This was in response to the Supreme Court’s ruling in the Brazel case of last year.

Here’s a brief overview of the upcoming changes:

  • Accrual Method: We will see the introduction of an accrual method to calculate holiday entitlement for part-year, irregular hours workers, and agency workers at 12.07% of hours worked in a pay period.
  • Calculation Timing: Holiday entitlement should now be calculated at the end of each pay period rather than monthly, as initially proposed.
  • Legal Definition: To provide clarity for employers, there will be a legal definition of ‘irregular hours and part-year workers’.
  • Rolled-Up Holiday Pay: A new option will be introduced, allowing the payment of rolled-up holiday pay at the statutory rate of 12.07% – only for irregular hours workers, part-year workers, and specific agency workers. This means that, for those workers, holiday pay can be integrated into a worker’s standard pay at the time of work, rather than during their holiday period.

It’s important to note that the draft regulations are scheduled to come into effect on January 1, 2024. The changes will impact part-year and irregular hours workers’ holiday entitlements for leave years beginning on or after April 1, 2024. Until then, part-year and irregular hours workers remain entitled to 5.6 weeks’ unreduced statutory holiday.

What should employers do for now?

Employers should take this opportunity to review how they deal with holiday pay for these groups of workers and consider any amendments required to their processes to give effect to these changes when they come into force.

We will provide timely updates on any additional developments relating to this issue and can also work with you to discuss how you may be affected, liaising with our colleagues in VWV if required.

For more information, please contact Caitlin Anniss in our team on 07909 683 938.

Psychological safety: Insights from Squid Game: The Challenge

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Squid Game: The Challenge allows us to reflect on human nature and think about what employers can do to create workplaces that unite and flourish, rather than divide.

Is Squid Game: The Challenge a psychologically safe environment? Definitely not. It’s probably about as far away as its possible to be. That’s sort of the point. Peril lurks at every turn and one false move can mean elimination from the game.

456 people compete to win $4.56 million, the largest prize in game show history, by taking part in children’s games. Competitors from different backgrounds form allegiances, try to get themselves on the strongest teams and decide whether to give others an advantage or eliminate them from the game. It’s a fascinating and exposing insight into what happens when you put a group of people who don’t know each other together to navigate the tensions between teamwork and individual reward. Not that dissimilar from a workplace, right?

What is psychological safety?

Psychological safety is the bedrock of a healthy, inclusive, and harmonious workplace culture. Harvard Business School Professor, Amy Edmondson, used the concept to describe a ‘climate where employees feel safe to take interpersonal risks, voice their opinions, and express their thoughts without fear of negative consequences’.

Psychological safety is about creating an environment where authenticity is valued, mistakes are viewed as opportunities for growth, and diverse perspectives are not just welcomed, but actively sought. In Squid Game: The Challenge, mistakes are not viewed as opportunities for growth, mistakes lead to blame, often leaving the individual visibly crushed.

What are the benefits of a psychologically safe working environment?

Enhanced Employee Engagement and Retention

Psychological safety enhances employee engagement, increases investment in discretionary employee efforts, and further results in an increased sense of ownership, commitment and belonging to an organisation.

Greater Diversity in the Workplace

Organisations that prioritise psychological safety tend to have greater diversity amongst their workforce, as employees feel safe, included, and comfortable to share their ideas and celebrate their differences.

Open and Effective Communication

Psychological safety encourages open and honest communication. When employees feel safe to express themselves, communication barriers break down, leading to greater transparency and effective collaboration.

Enhanced Innovation, Creativity and Problem-Solving

A psychologically safe working environment creates an open and safe space for employees to share their ideas, be creative and innovative, and find sustainable and supported solutions.

Effective Conflict Resolution

In psychologically safe working environments, employees feel confident in discussing and resolving conflicts constructively and in a conciliatory manner. This contributes to a reduction in adversarial workplace disputes which can have a negative impact on the workplace and employee wellbeing.

Positive Employee Wellbeing

Psychological safety is linked to mental health and overall well-being. When employees feel safe and supported, stress and anxiety levels decrease, contributing to a positive and healthy workplace atmosphere.

What measures can organisations implement to promote psychological safety?

Conduct a workplace audit to assess psychological safety

Organisations can conduct a workplace audit to assess psychological safety. This would include a review of employee policies and practices, as well as facilitated discussions with groups in the organisation.

Training and Development

Invest in leadership development programs and training workshops to raise awareness about the importance of psychological safety within teams and the workplace. Training should also focus on the necessary tools and communication strategies to create a supportive and psychologically safe working environment

Measuring and Monitoring

Implement tools and indicators to regularly monitor psychological safety in the workplace. This will assist in gauging evolving needs and adjustments that need to take place.

If your organisation would like assistance and guidance on how to create a psychologically safe working environment and/or to empower your leadership team with the necessary tools for maintaining a psychologically safe working environment, please contact Megan Britz at mbritz@narrowquayhr.co.uk.

Accidental managers and the risk they pose to your business

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We’re not talking here about managers who get their arm stuck in a revolving door or electrocute themselves trying to fix the photocopier, although that could make for an interesting article. We’re talking about those managers who get promoted to a managerial role without any training on how to manage staff. And, according to some recent research by the Chartered Management Institute (CMI), that accounts for a whopping 82% of new managers.

The research entitled ‘Taking Responsibility – Why UK PLC Needs Better Managers – The Result of a Nationwide Study into the State of UK Management‘ was conducted in conjunction with YouGov. It obtained responses from 2,524 employees with management experience and 2,018 employees with no management experience in the UK.

So, what is the risk to your business of not equipping your managers with the skills they need to line manage staff?

The CMI report comments, ‘A total of 50% of those workers who do not rate their manager plan to leave in the next year. And 31% of managers and 28% of workers have left a job because of a negative relationship with their manager.’ In a challenging recruitment market, it’s more important than ever for businesses to make sure they are retaining their good employees.

Perhaps even more concerning than employees preparing to jump ship due to poor management, the CMI also found that an ineffective manager can be a reason why an employee does not report suspected wrongdoing or poor behaviour. The CMI report comments, ‘Of the one in five managers (17%) who said they had wanted to raise concerns but didn’t, 41% feared they would not get enough support from their superiors.’

The business case

And if your Board needed more persuading that line manager training is a worthwhile investment, the CMI has published a number of statistics:

  • Trained managers are more comfortable with managing change initiatives (87%, compared to 77% of non-trained managers) and also with employing emerging technology to improve efficiency (66% vs50%)
  • Great managers also engender loyalty in their people. Almost all (72%) of those workers who rated their own manager as effective felt stated they felt valued and respected. This figure dropped to just 15 per cent where the manager was rated as ineffective.
  • Staff with good managers were generally more satisfied with their job (74%), felt motivated (77%), and agreed their organisation had a good culture (67%).
  • A higher proportion of trained managers ask their team members for feedback (79%, compared to 69% without formal training)

What can organisations do next?

The CMI has a plan for a ‘better managed Britain’ and it is fairly simple:

  • Do some digging – what training has taken place? Where are the gaps?
  • Commit to raising skills – this will usually be by way of skills based training and other development tools, such as coaching and mentoring.

In our experience of delivering manager training, the areas that managers often appreciate guidance on are the interplay between informal and formal processes, how and when to record and escalate matters and how to have difficult conversations.

Finally, it is always worth encouraging decision makers to reflect on the question ‘Can you remember a time you had an ineffective manager and how that felt as compared to when you were managed well?’ Reflecting on our own experiences, many of us may be able to recall impact that a poor or ineffective manager had on us both inside and outside of work.

Managing staff can be difficult and challenging at times, but it is a teachable and learnable skill. Practical steps you might want to take could include:

  • Line manager training for new managers covering all aspects of people management and providing guidance on how to use informal and formal processes
  • Refresher sessions for existing managers to hone their skills and provide updates on new management practices
  • Mentoring opportunities, buddying up newly promoted managers with more experienced managers
  • Policy guides, to support managers in the practical application of policies
  • Feedback mechanisms for line managers in place to celebrate those who are developing their skills and to direct enable focused support to be provided for to those who need further development

So, if your organisation is not currently teaching line managers these key skills, perhaps now is a good time to review your current practices and consider some changes. Improving line manager skillsets and supporting their development will ensure more effective people management practices, leading to better engagement and retention of all staff.

For further advice or guidance on this topic or to discuss our line manager training provision, please contact Sarah Martin in our team on 07799 136 091.