Celebrating Mental Health Awareness

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This week we are celebrating Mental Health Awareness Week. With sickness rates at a record high and cases of mental health absence on the rise, what does it mean for employers?

What is Mental Health Awareness Week?

It’s an annual event hosted by the Mental Health Foundation and it’s a time where the whole of the UK comes together to highlight the importance of achieving good mental health for all. Each year, there is a key theme to drive focus on a particular mental health topic and this year’s topic is anxiety.

Why Do Employers Need to Worry?

First of all, it’s the law! Employers have a ‘duty of care’ which means they must do all they reasonably can to support their employees’ health, safety and wellbeing. As such employers must treat mental and physical health as equally important.

Aside from the legal obligations, the statistics on absence are fairly sobering. Data from the Health and Safety Executive (HSE) found that there were more than 1.8 million work-related ill health cases – new or longstanding – in 2021-22, with one of the primary causes of ill health being work-related stress. The data suggested that these accounted for more than 30 million working days lost over the past year.

Grim predictions indeed. And economists are warning it could get worse. With the financial worries people are now experiencing, this will only be adding to the levels of depression and anxiety.

So it’s a problem employers can’t afford to ignore.

What Can Employers Practically Do?

Absence policies

It may not seem particularly innovative, but robust and clear absence management policies are an essential part of an employer’s toolkit to providing the right support for employees in the workplace. Clear policies help line managers understand how and when to intervene and they provide clarity for employees on procedural steps, reassuring them on what happens and when, as well as signposting what support is available.

Return-to-work interviews (RTW)

Taking prompt action to talk to employees about their absence is important for the management of any absence, but can be really insightful in regards to providing the right support with mental health concerns. The RTW interview is dedicated time to allow an employee to share any health concerns or anxieties in a safe space. Using this time to listen and ask appropriate questions can be powerful, especially if employees are struggling to articulate what’s going on or just feel embarrassed asking for help. Managers can use the time to discuss with the employee what support might help – that may be internal support such as temporary flexible working arrangements to attend external appointments, additional training or agreed reassignment of tasks if the individual is feeling overwhelmed by their workload; or it might be signposting to any external support such as a company employee assistance programme or external agencies such as Time to Change and Mind. Line managers should check in with employees regularly to assess the effectiveness of interventions and identify any further adaptations or support needed.

Regular one-to-ones

Dealing with the issue when it presents as absence is great but ideally you want to prevent it getting to that stage if possible. As with the RTW, regular one-to-ones provide valuable time for line managers and employees to focus on that individual. With remote and hybrid working very much in vogue, it’s never been more important to check in with your team regularly. Whether you do that in person or remotely, you can still ask the relevant questions and look for visual cues on how that person’s doing – how are they coping with their work? Do they have any issues or concerns? Is there anything going on for them outside of work? Not only will managers have a detailed understanding of how their staff are doing, but by committing to regular one-to-ones, line managers can also show their employees that they are a truly valued part of the organisation.

Awareness campaigns

Events such as Mental Health Awareness week are a great way to shine a spotlight on the subject of mental health but you don’t have to wait for official events. You can start the conversation with your staff by having your own focus week on mental health, signposting policies and support available, running discussion events or inviting external speakers in to talk to staff. Importantly keep the conversation going by regular communications with staff, ensuring they know where to access wellbeing and support services that could help them.

Training

Encourage positive mental health by offering mental health training to all your staff. Enable line managers to help their teams, and colleagues to provide meaningful support to each other by increasing their understanding of the subject. You could also train some staff to become mental health first aiders providing another source of guidance for staff when they need it.

Create space

If your work environment allows for it, consider providing a room or an area that encourages headspace or downtime. If that’s not possible or if staff are working remotely, encourage them to take regular breaks away from their screens. Research has shown that when work becomes pressurised, taking breaks can increase productivity and focus when staff return.

If you would like more help with creating the most optimum work environment in terms of promoting positive mental health and wellbeing, please contact Sue Meehan Boyes in our team on 07384 468797.

The ‘Ticket of Trust’ – The End of the Formal Employment Contract?

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Employees have a right to a written statement of particulars on or before their first day of employment. There is a very specific list of elements that this must contain, with ACAS providing clarity for employers on best practice.

How Flexible Can an Employment Contract Be?

While the key components of the written statement are non-negotiable, how they are presented is up to you as the employer. The employment contract is where most employers include these components and this provides one of the first insights into the culture of an organisation for a new employee. The employee will be seeking to understand the expectations they can have of you as their new employer and, equally, your expectations of them.

Traditionally, the employment contract has been an extremely formal document using terminology we would not use in a normal discussion at work. The text has been presented as black font on a white background, a format that can be difficult to digest for neurodiverse employees. Research has shown that for neurodiverse people, using a sepia or pastel coloured background with dark coloured text can help make documents easier to process.

Getting Creative

Some employers are starting to innovate, attempting to mirror their creative approaches to business within their employment contracts. Tony’s Chocolonely, a values driven chocolate company based in the Netherlands, has introduced what they call their ‘ticket of trust’ in place of a traditional contract of employment. While the specific provisions of the contract are not tailored to suit our legal system, the infographic, minimalist style gives an intriguing introduction to the organisation while still covering off the key components required of a written statement. One particular talking point, is the offer of unlimited annual leave.

While your organisation might not be quite ready for an infographic style or unlimited annual leave, it is important to ensure your contract is aligned to your current culture and written and presented in an accessible way. Don’t forget that if you wish to make changes to the terms and conditions of employment for existing employees, a consultation is likely to be required.

For a discussion on how NQHR can support you reinvigorate your current employment contract for new employees, or on consulting with your present employees to agree changes, contact Kathryn Chidzey-Jones, HR Consultant in our team on 07881 092524.

Is Hybrid Working Here to Stay?

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Recent headlines suggest that there may be a ‘big return to the office’, whilst others promote the success of flexible working schemes, such as the successful outcome of the four day working week trial.

Since the pandemic there have been changes in working practices, attitudes and expectations for many and the conversation around hybrid working continues.

The Office for National Statistics (ONS) suggest that 28% of working adults are working on a hybrid basis in 2023 and that 16% work solely from home. Home or hybrid workers are more likely to be in professional roles, degree educated or above and be in the highest income band.

Why Offer Hybrid or Flexible Working?

According to the ONS:

  • 78% of hybrid workers say they have an improved work life balance
  • 52% say they complete work more quickly at home
  • 53% say there are fewer distractions at home
  • 47% report improved wellbeing

Research also suggests that job applicants and employees are motivated by flexibility, which is considered the most important motivator in keeping employees in their jobs – valued even more so than salary.

How Can Employers Manage Requests for Hybrid or Flexible Working?

The right to request flexible working is of course well established, and is set to widen as a result of the Employment Relations (Flexible Working) Bill. Alternatively, employers may decide that a formal request under their flexible working policy is not required, and there can be some advantages to dealing with requests outside the formal regime. Some employers have introduced hybrid working policies, allowing them to consider how their approach to hybrid working can meet their commercial needs. However employers decide to deal with requests for flexible or hybrid working, they should be mindful of any risks associated with how they deal with the request, particularly around possible discrimination risks if they decide to reject a request.

What Are the Potential Challenges?


Is hybrid working offered equally across the organisation? What are the consequences for different protected characteristics ie are there more women working in a hybrid capacity than men?

There can be challenges around how to effectively manage and supervise staff who are working remotely, and a different approach may be required to measuring performance. Employers need to be aware of the risk of ‘proximity bias’ – the idea that managers may perceive those employees who they see onsite as working more effectively than those who are working remotely.

There may be practical issues around the working environments of those staff working at home, around the need to ensure confidentiality and manage data protection effectively and around health and safety requirements.

There may also be some challenges around staff who need to balance caring responsibilities and working remotely, or those who request to work abroad. Finally, there can be a divide between groups of staff who can work remotely and those who can’t.

Don’t Forget Equality, Diversity and Inclusion

Research suggest that hybrid/flexible working is popular amongst underrepresented groups, with research suggesting that:

  • employees with disabilities were 11% more likely to opt for hybrid working than those without disabilities
  • those who identify as non-binary were 14% more likely to prefer hybrid working and LGBTQ+
  • employees were 13% more likely to choose hybrid working over their heterosexual colleagues

Employers should also be mindful not to unintentionally exclude particular groups where hybrid/remote working is imposed, such as those without suitable home working space or those who would benefit from working alongside colleagues in order to aid their development.

How Can Narrow Quay HR Support You and Your Organisation?

Narrow Quay HR can work with you to review your hybrid and flexible working arrangements, work with you to implement hybrid working policies and provide training for managers on managing and engaging remote/hybrid teams.

For more information on managing staff who are working remotely or dealing with hybrid/remote working requests, please contact Caitlin Anniss in our team on 07909 683 938.

International Women’s Day and Beyond – Champion Equity All Year Round

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Having celebrated International Women’s Day (IWD) on 8 March, we want to consider how employers maintain momentum and have a continuous focus on equity, diversity and inclusion all year round.

Not Just a One-Off Event

Whilst IWD has become the significant focus for celebration, March has, for many years, been recognised as ‘Women’s History Month’ with individuals and organisations using this time to pay particular attention to women’s achievements and to continue raising awareness of work still to be done.

This year, the IWD campaign theme was #EmbraceEquity, aimed at getting the world talking about why equal opportunities aren’t enough – that although used interchangeably, equality and equity are not the same.

One definition the campaign uses really helps to provide that distinction:

  • Equality is giving everyone a shoe.
  • Equity is giving everyone a shoe that fits.

What Actions Can You Take?

The following are ideas that can be part of your celebrations for IWD itself, can be organised throughout March and beyond:

  • Celebrate the accomplishments of women in your workplace to inspire further women to achieve their full potential.
  • Showcase women throughout history to remind staff of the importance of their contribution and to encourage internal recognition of your own staff’s achievements.
  • Fundraise for a female-focused charity or organisation.
  • Create an equity, diversity and inclusion forum of staff and managers to provide regular discussion on key EDI topics and create momentum for actionable change.

International Women’s Day provides a key moment to celebrate women’s achievements in the workplace and showcase employer initiatives and support.

Using this month as the impetus, you can review your recruitment practices, promotion and development opportunities, to consider how equitable they really are. View them through the lens of the IWD example definition above.

Consider how your culture is reflective of this ambition – is equity role-modelled by senior leaders and line managers? Are your values in line with this?

Celebrating IWD is a great way for you to demonstrate the value all of your staff play in your organisation. Taking it beyond that day (and month) to promote further action – progressive policies, practices, benefits, and support mechanisms so women’s careers can thrive – will drive higher engagement and can lead to increased production and retention in your workplace – something every employer can get behind.

For specialist HR support with any issues regarding equity in the workplace, please contact Sue Meehan Boyes in our team on 07384 468797.

Fire and Re-Hire: What’s All the Fuss About?

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A Contract of Employment ensures both the employer and employee understand the expectations of the employment relationship. The terms are clear, set out in black and white. But what happens if an employer wants to change their employees’ contractual terms – can it be done?

One option open to employers is ‘termination and re-engagement’, more colloquially known as ‘fire and re-hire’. This is where an employer terminates the employees contract and offers them employment on new terms, which contain the new term.

Is Fire and Re-Hire a Fair Option?

The moral question could be debated for a long time! Legally, this option is potentially fair provided you (the employer) have done three things:

  • Firstly, you must show a fair reason/rationale for the change. 
  • Secondly, you must show a fair procedure has been followed – this would include an attempt to first seek agreement via consultation, offering the right of appeal, and warning staff that, as a last resort, ‘fire and re-hire’ might happen. 
  • Thirdly, you mitigated losses by offering re-engagement on the new terms. Essentially, it can be a possible option but should be used very much as a last resort, where there is a deadlock and all other options have been exhausted. 

Why Is Fire and Re-Hire Viewed So Negatively?

Cases hit the press from time to time which highlight the less scrupulous ways that employers can misuse the fire and re-hire option in an excessively severe way, or which tips the balance significantly in favour of employers. 

P&O Ferries faced much criticism in March 2022 due to a system which allowed them to evade UK employment law by sacking 786 employees without carrying out the legally required collective consultation or negotiation, and replacing them with a cheaper, non-unionised workforce.

This, and similar practices by employers, have attracted much criticism, prompting the Government to draft a nine point plan (including primary legislation), to tackle the issue. They published a draft Fire and Rehire Code of Conduct on 24 January 2023 which, subject to consultation, tells employers not to use threats of dismissal to pressure employees into accepting new terms.

How Can This Be Managed Better?

It is possible to lawfully fire and re-hire, but it must be thought of as a last resort.

The draft Code proposes responsibilities for employers, focusing on the importance of meaningful consultation. The guidance advises that:

  • where possible, changes (especially if numerous) should be introduced over time
  • employers should reassure employees that they will keep changes under review
  • employers should re-examine their strategy if agreement cannot be reached

Adhering to the guidance should help to reduce scope for disagreements which, in turn, should reduce industrial action, reputational damage, management time and associated legal costs, whilst at the same time improving trust and confidence, recruitment and retention, and an employer’s reputation.

The Code won’t be legally binding, but Employment Tribunals will reflect on any unreasonable failure to comply, and should it come into being, it will include a provision allowing employment tribunals to adjust compensation awards upwards by up to 25% in an employer adopts a fire and re-hire approach without prior consultation.

The consultation period on the new draft Code remains open until 18 April 2023.

Are You Considering Making Changes?

Employers will need to make contractual changes from time to time for various strategic, economic or other reasons. 

If you are contemplating changes and would like support with your approach for effective implementation, please contact Jo Bradbury in our team on 07570 372118.

Another Change to Holiday Pay?

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An important judgment last year, in the case known as Harpur Trust, confirmed that part-year workers (those who don’t work all year round) are entitled to a larger holiday entitlement than part-time workers who work the same total number of hours across the year. 

This has caused anxiety for particular employers where workers might be employed to work part of the year only, for example in hospitality during busy times such as Christmas or over the Summer.

If this does impact you, then you’ll be interested to know that the Government have just announced a consultation to try to ensure that holiday pay and entitlement received by workers is proportionate to the time they spend working. 

As the law currently stands when you are calculating holiday pay you need to count back 52 weeks to work out average pay, but crucially you must skip any weeks when no pay is earned. 

The Government’s proposal is that employers can just count back 52 weeks, whether or not anything is earned in those weeks. This will almost certainly reduce the amount of holiday pay for part year workers. The Government’s impact assessment calculated that this change will save businesses £113m per annum.

The consultation runs till early March and we will let you know what the result is. We suggest you take legal advice about what, if anything, you should do about holiday pay for part year workers until we know the outcome of the consultation. 

If there is anything you would like to discuss about holiday pay queries please contact Sarah Martin in our team on 07799 136091.

Teacher Strikes – What Options Are Available for Working Parents? 

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With planned strike action in England and Wales in the coming months, many working parents and carers will face challenges with childcare provisions. How can employers support their affected employees?

Union members are not required to share their intention to strike in advance, so it is very challenging for schools to anticipate the impact on their staffing levels and attempt to source adequate cover.

While the impact within early years settings is hoped to be less significant than within schools, some may also need to close as a result of employee absence. For some employees, particularly those with young children, it may not be possible to continue to work at all if their childcare provider or school is closed and they have no alternative support. 

How Can Employers Support?

During the pandemic, employers had to think creatively about how some employees could continue to work whilst juggling childcare responsibilities. Now is a good time for managers and working parents to revisit these contingency plans. This might include flexibility on when they work, for example, working during the evenings or swapping a working day, or temporary home working.

It may help to start the conversation early, reminding parents of local strike action dates. Some may have support with childcare available from family members, which may enable them to continue to work. For others, there may not be a ‘Plan B’ so it is important to be clear on how absence will be managed on these dates.

The following types of leave can be considered:

  • Annual leave – If the employee has sufficient annual leave, they may wish to request this according to your policy. However, it’s important to remember that annual leave is limited and if there are a significant number of days where strike action will disrupt their childcare provision they may be left with minimal annual leave to take holidays later in the year.
  • Taking time off for dependents – In most cases this is unlikely to be appropriate as the strike dates have been communicated some way in advance. However, employees have a right to absence to care for dependents where their care has broken down unexpectedly. The statutory right is to unpaid leave in these circumstances, although some organisations have now chosen to provide pay in support of working parents/carers.
  • Time off in lieu (TOIL) – Where an employee has worked a number of additional hours without pay, you may allow them to take this time ‘back’ as TOIL. As an employer, you may already have a policy on how TOIL is managed in your organisation and employees would need to follow the requirements for recording and requesting this leave.
  • Parental leave – Employees have a right to request unpaid parental leave up to a maximum of 18 weeks in total, before the child’s 18th birthday. Ordinarily, 21 days’ notice of the intention to take parental leave is required and it is usually taken in blocks of one week. Where only one day is required, this is recorded as a full week of the entitlement.
  • Unpaid leave – A final option to consider is to allow parents or carers to request unpaid leave. You may have a policy regarding unpaid leave that needs to be followed. 

We would encourage employers to be as flexible as possible. Working parents or carers may find this situation particularly stressful and disruptive both at work and at home. You may wish to remind your employees of any workplace sources of support that you offer, for example, via an Employee Assistance Programme.

For support on how you can best support your working parents and carers during the teacher strikes, or how to navigate more complex situations, please contact Kathryn Chidzey-Jones in our team on 07881 092524.

How to Embrace Neurodiversity at Work and Maximise Your Talent Pool

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There is a vast pool of neurodiverse candidates seeking employment in the UK. However, many organisations are missing out on talented individuals due to stigma, or by not maximising opportunities with their recruitment strategy.

There is a long history of negative stigma around employing neurodiverse people, as many employers fear that those with neurological differences, such as Autism and Dyslexia, would not be able to do the job as well as other neurotypical employees.

This stigma can leave neurodivergent colleagues feeling misjudged. According to recent research, 6 out of 10 neurodivergent individuals have experienced stigma or felt misunderstood during their careers. This could be due to feeling unsupported at work, or feeling judged by their diagnosis and any accommodations they have in the workplace.

Thankfully, this is changing. Today, many organisations now understand that this isn’t the case and there has been an uptake of training in the topic and increasing engagement to learn more. However, we’ve still got a long way to go to reduce the impact of these negative misconceptions.

Why Is It Important to Attract Neurodiverse Talent?

By identifying ideal roles for neurodivergent staff and limiting potential barriers, organisations can create a neurodiverse workplace with increased creativity, new ideas and fresh perspectives.

As well as their individual strengths, neurodivergent employees often possess highly desirable skills and attributes, such as:

  • reliability, conscientiousness and persistence
  • high levels of concentration
  • detailed factual knowledge and an excellent memory
  • attention to detail and the ability to identify errors
  • strong technical abilities in their specialist areas
  • creativity, especially in visual or spatial or process activities
  • high levels of intellect
  • the ability to look at the bigger picture and think laterally

Top Tips for Attracting Neurodiverse Talent

When considering your recruitment strategy for attracting a more neurodiverse workforce we suggest you implement these top tips:

Promote Disclosure

Make sure you offer candidates the opportunity to disclose any conditions that they may have, throughout the recruitment process. This may be by using open questions in your application forms for example. Ensure any disclosures are met with a supportive response, with a discussion around adjustments and support they would need in order to give the best account of themselves.

Make an Informed Recruitment Decision

By offering multiple opportunities for candidates to demonstrate their competence and being flexible in the ways you gather information you can make an informed recruitment decision.

Be Objective 

Ensure you have a panel of interviewers or have multiple stages in the recruitment process to reduce any unconscious bias and ensure decision making is fair and objective. 

Consider Language

Questions asked during interviews may be interpreted differently between candidates. Ensure that your questions are clear and re-phrase them if there is any confusion to ensure a level playing field. You may need to adapt your communication style for candidates, as a manager would in any team environment. 

Increase Knowledge

Training is helpful for all staff, but particularly for those involved in recruitment, neurodiversity awareness training we can highlight the strengths that come from different thinking, and reduce the impact of stigma in the workplace. It also helps those with line management responsibilities to understand how to better support neurodivergent staff, and what support they can offer to make the workplace more inclusive for all.

If you would like to discuss neurodiversity awareness training for your organisation feel free to contact Helen Couchman in our team on 07799 901669. 

Menopause Not Set to Become a Protected Characteristic

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With just over 15 million women in the workplace, the last few years has seen a welcome focus on how the menopause can impact staff and what employers can do to best assist women through this stage.

Last week the Government responded to the House of Commons Women and Equalities Committee report Menopause and the Workplace (July 2022). 

The report had made a number of recommendations, including:

  • introducing sex and age as a single dual protected characteristic under the Equalities Act 2010 to protect women going through menopause
  • launching a consultation on how to amend the Equalities Act 2010 to include ‘menopause’ as a new protected characteristic

What Are The Government’s Plans?

The Government’s response does not accept either of these recommendations, pointing to existing protections available for those experience menopause. This response was in many ways as expected and in accordance with previous government statements. 

However, the Government has, in part, accepted some of the Committee’s other recommendations, including the appointment of a Menopause Ambassador/Champion, a ministerial appointment within the Department for Work and Pensions; and, bringing forward legislation to make the right to request flexible working a day one employment right. 

No timetable has been announced in respect of introducing these provisions. We will keep you posted as and when the Government releases further details, and provide information of how they may affect your business.

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How Can You Best Support Staff Going Through Menopause?

You may want to consider how best to support any staff currently going through the menopause. This could include:

  • Introduce a Menopause Policy for staff. Many of you will have already done this, it is a useful way to show your support for staff, emphasise your commitment to addressing the impact of menopause and a useful way to channel any queries from staff.
  • Appoint a Menopause Champion to act as a central point of contact for staff.
  • Provide training for line managers on the symptoms of menopause and how to support and speak with staff who may be experiencing symptoms. This can be a sensitive subject and line managers are often the first point of contact for staff and may need guidance on how best to approach conversations such as this.
  • Consider what can be done to help staff experiencing the menopause, for example considering home working and adjusting working times.
  • Reviewing the working environment to ensure it is conducive to working if a member of staff is experiencing the menopause – for example, the room temperature and access to toilets.
  • Create an open and trusted environment for staff. Implementing the recommendations above will help you to do this. Menopausal symptoms can be managed in a way that supports staff to be able to continue to work in the best interests of your business.

For further information or to discuss how NQHR can help your business to support staff please contact Rachel Brodie in our team on 07881 092528.

Work Christmas Parties – How To Avoid a HR Headache

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Organising an office Christmas party and want to avoid any HR issues? Read our top tips for how to help everyone in your workplace have a positive office Christmas party experience. 

After years of a pandemic, economic downturns, cost of living crisis, political upheavals and concerning world events, employers are looking to their annual Christmas event to bring some much-needed cheer. It’s a great opportunity to celebrate with staff and thank them for their contribution over the past year. 

But could those plans go awry, leaving you haunted by the ghost of Christmas future (disciplinaries)?

Bah humbug I hear you cry! For who wants to be cast as Scrooge at this time, being seen as the killjoys to some harmless fun? But where there are company-wide parties, there can be alcohol and over-indulgence. Light-hearted banter can escalate into full scale arguments and those long-forgotten frustrations may resurrect themselves, causing tension around the dinner table.

Get the Balance Right

Getting the balance right is critical – allowing people to have fun, whilst looking after their wellbeing. With increased hybrid and remote working, it is also a chance to bring people together and maintain a strong team ethos and build a connection with the company. 

Similarly, hosting an event can make staff feel valued and recognised for their efforts over the past months, fostering higher levels of engagement.

However, it’s also important to be aware of the potential factors which may have a negative impact on employee wellbeing, and how you could best manage these.

Keep an Eye on Alcohol Consumption

Providing a free bar all night can encourage excessive drinking and increase the likelihood of staff behaving inappropriately. You can manage this by offering a set number of complimentary drinks instead and allocating a ‘drinks host’ per table, allowing for some control over the volume of alcohol consumed. It’s also important to make sure that everyone’s catered for, ensuring non-alcoholic drinks are also available.

Manage Anti-Social Behaviour

With the flow of alcohol in large gatherings, it can lead to some anti-social or unwanted behaviour which can have serious consequences. Even where parties are not on your company premises, they are still an extension of your workplace and therefore you may still be liable for any discriminatory behaviour such as sexual harassment or similar claims. Ensure staff are fully aware of your expectations by reminding them of your policies on dignity and respect and on drugs and alcohol misuse. 

Give consideration to the inclusivity of your party arrangements: – whether that’s catering for all dietary requirements, being considerate of timings, venue and accessibility requirements too.

Don’t Exclude Anyone

Not all religions or faiths celebrate Christmas and not everyone likes a party, so attendance should be optional. Some individuals simply don’t like to mix work and social life so it’s important that those individuals are not put under pressure or harassed for non-attendance. Ensure that people’s decisions not to attend is respected and supported. 

Despite their repeated requests over many, many years, Wizzard have not been granted their wish for Christmas to come every day. Which means that employers usually only need to plan for and manage such wide-scale company celebrations on an annual basis.

Getting those plans and logistics right can ensure a joyful start to the New Year for everyone. But get it wrong and you could find the repercussions are felt throughout the year – whether that’s poor engagement scores, grievances or disciplinaries.

We can support you with a wide range of HR services. For specialist HR support with any of these issues, please contact Sue Meehan Boyes in our team on 07384 468797.