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.

What can employers do to mitigate the risk of maternity discrimination?

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Recent tribunal cases have highlighted that employers must remain vigilant in keeping up to date with their policies and practices to continue to promote equality for women throughout their employment.

Understanding maternity discrimination

Maternity discrimination occurs when a pregnant woman or new mother faces unfavourable treatment in the workplace due to her pregnancy or maternity leave. This can manifest in various forms, including:

  • Unfair dismissal or redundancy during or after pregnancy
  • Being denied opportunities for promotion
  • Having an unsupportive work environment
  • Being treated differently to their colleagues whilst on maternity leave

Recent tribunal cases of maternity discrimination serve as critical reminders of the challenges that pregnant employees and new mothers continue to face. Employers can learn from these examples to create more equitable work environments. Here are a few notable cases:

Failure to adequately consult – In this case the tribunal held that redundancy consultation carried out with a director while she was on maternity leave was a sham. It noted that there was a stark difference between how she was treated and how colleagues who were working were treated, stating that the only explanation for this difference was that she was on maternity leave.

Refusing flexible working – The tribunal concluded that the employer’s refusal of a flexible working request following their employee’s return from maternity leave amounted to indirect discrimination. The tribunal ruled in favour of the employee, emphasising the need for proper consideration of, and investigation into, the viability of flexible working requests.

Failure to provide company updates – In this case the tribunal held that an office worker, who was excluded from a company-wide ‘free day off’, then not sent job adverts whilst on maternity leave was discriminated against.

What lessons can employers take from this?

Whilst situations can vary from company to company, there are simple steps an employer can take to avoid falling foul of employment legislation:

  • Ensure that promotions and demotions are based on merit rather than a woman’s maternity status
  • Proactively support employees in managing their work-life balance, especially during and after maternity leave
  • Create and communicate comprehensive maternity and paternity policies that outline the latest employees’ rights, including protection from discrimination and harassment
  • Consider offering training for all employees, managers, and HR staff to increase awareness of maternity discrimination issues and the legal consequences
  • Consider implementing flexible working options, such as remote working or adjusted hours, to accommodate employees during and after maternity leave
  • Foster a culture of inclusivity that values diversity and acknowledges the unique challenges that pregnant employees and new mothers face.

As well as avoiding tribunals, taking steps to ensure company practices are inclusive, will positively impact employee engagement and retention – not simply for those staff affected but for staff who want to work for an ’employer of choice’.

If you would like to discuss this topic further or would like further guidance on how to improve your policies or mitigate potential risk, please contact Helen Couchman in our team on 07799 901669.

Men’s health in the workplace: nurturing a culture of well-being

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In recent years, there has been a growing awareness of men’s health issues, supported by annual initiatives such as Movember and Men’s Health week. This year sees the Movember movement celebrating its 23rd year – a phenomenal achievement – and whilst these campaigns provide a spotlight at key points in the year, we consider what can employers do year-round to ensure men’s health issues are prioritised.

Why do we need to be concerned about men’s health?

The statistics on men’s health are concerning. According to the Men’s Health Forum:

  • Four out of five suicides are male
  • One man in five dies before the age of 65
  • 75% of premature deaths from heart disease are male
  • 67% of men are overweight or obese
  • Middle-aged men are twice as likely to have diabetes as women

The reasons behind these statistics are complex and multi-layered. We do know men tend to go to their doctor less frequently than women – this could be due in part to the stigma associated with discussing health concerns, especially mental health. This can lead to delayed diagnosis and treatment, further exacerbating the health issues. For others it may be that they are not fully aware of the importance of regular health check-ups or the early signs of health problems. Whilst gender stereotyping has progressed in recent years, for some there may still be an outdated view of what masculinity is – being expected to ‘man up’ and ‘keep it together’ – asking for help may be perceived as a weakness.

What can employers do?

  • Increase awareness: If part of the issue is that men simply aren’t aware of possible health risks, run campaigns that seek to educate about men’s health issues, including the importance of early detection and mental health support.
  • Encourage open conversations: Create a workplace culture that encourages open discussions about health and well-being and support individuals and line managers in feeling confident to have these discussions.
  • Support public Initiatives: publicise campaigns such as Movember and Men’s Health week and encourage employees to participate.
  • Mental health support: signpost employees to any confidential counselling services, helplines, and resources for employees struggling with mental health concern whether that’s through a company funded Employee Assistance Programme or via external organisations.
  • Maintain a focus on health and wellbeing: promote regular health check-ups, encourage employees to stay physically active and achieve a healthy work-life balance.
  • Champion men’s health: consider having a men’s health champion that employees can talk to and who can signpost them to support.
  • Lead by example: Encourage senior management to set an example by taking care of their own health and well-being, demonstrating that it’s not a sign of weakness to seek support when needed.

The health and well-being of all employees should be of paramount importance to employers. Appreciating that different groups of employees will require different strategies for supporting their well-being is equally critical. Initiatives such as the Movember campaign play a vital role in raising awareness, but employers also need to take an active role in supporting men’s health. By promoting awareness, fostering a culture of open communication and providing resources, companies can contribute to improving the health and overall quality of life for their male workforce. In doing so, we can help change the narrative surrounding men’s health and ensure that men feel comfortable seeking the support they need. Addressing these concerns is not just an ethical imperative but also a strategic one, as healthier and happier employees are more productive and engaged in the workplace.

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

The Menopause at work – World Menopause Day 2023

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World Menopause Day is observed annually on October 18th. For HR professionals, it’s an opportunity to reflect on the work being done within their own organisations on this issue and a chance to foster inclusive workplaces by addressing the unique issues that menopausal employees encounter.

The menopause, a natural phase in a woman’s life typically occurring between the ages of 45 and 55, brings about physical and emotional changes. In the workplace, these changes can manifest in various ways, including hot flashes, sleep disturbances, mood swings, and cognitive changes. These symptoms can significantly impact an employee’s performance and well-being.

So, how can we best create a supportive workplace?

  • Awareness: The first step for HR professionals is to raise awareness among employees and managers about menopause. Offering workshops or information sessions can help eliminate misconceptions and reduce stigma.
  • Flexible working: Consider implementing flexible working arrangements, allowing employees to adapt their schedules to better manage their symptoms. Remote work options, adjusted hours, or reduced workload during difficult periods can make a significant difference.
  • Review your policies: Ensure that your organisation’s policies, including sickness absence and performance management, are menopause-friendly. Adapt them if needed and consider introducing a menopause policy.
  • Training for managers: Provide training to managers on how to support employees going through the menopause. Encourage open and empathetic conversations, making it easier for employees to discuss their needs.

There are many benefits of a menopause friendly workplace. Providing a supportive work environment is of course best practice. It also has benefits for your organisation, including improving retention rates, reducing absence rates, and improving the engagement of your employees.

World Menopause Day 2023 is a timely reminder for HR professionals to prioritise the well-being the issue of the menopause in the workplace. By taking proactive steps to raise awareness, adapt policies, and provide support, you can create a workplace that empowers women to navigate this natural life transition with confidence and dignity.

For further advice or guidance, or for training for line managers around the menopause and the workplace, please contact Caitlin Anniss in our team on 07909 683 938.