Tag Archive for: Employers

Disability History Month – Supporting Disabled People in the Workplace

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Each year, Disability History Month provides an important opportunity for employers to reflect on how inclusive their workplaces truly are – and how much more can be done to ensure that disabled people can access, thrive, and progress in employment. From an HR perspective, this means not only meeting legal obligations under the Equality Act 2010, but also embracing the principles of the social model of disability, which shifts the focus from individuals’ impairments to the barriers society places in their way.

Understanding the Social Model of Disability

The social model of disability distinguishes between impairment (a physical, mental, or sensory difference) and disability (the disadvantage or restriction caused by social, physical, and attitudinal barriers). In other words, people are not disabled by their conditions but by the way workplaces, systems, and attitudes are structured.

For HR professionals, adopting the social model is transformative. Instead of asking, “What’s wrong with this person?” we ask, “What barriers exist in our organisation that might prevent this person from performing at their best—and how can we remove them?” This mindset underpins inclusive practice, ensuring that adjustments are not seen as special treatment but as essential steps toward equality.

Legal Framework: The Equality Act 2010

Under the Equality Act 2010, disability is one of the nine protected characteristics. The law requires employers to make reasonable adjustments to ensure that disabled employees and job applicants are not placed at a substantial disadvantage compared to non-disabled people.

The duty to make reasonable adjustments applies to all stages of employment—from recruitment to training, performance management, and career progression. Importantly, the law also protects employees from discrimination, harassment, and victimisation related to disability.

However, compliance alone is not enough. True inclusion requires proactive engagement, education, and a workplace culture that values diversity in all its forms.

Practical Steps to Support Disabled Employees at Work

  1. Embed Inclusion in Recruitment
    Review recruitment policies and job descriptions to ensure they are accessible and inclusive. For example, ensure job adverts encourage applicants to request adjustments and that hiring managers understand how to handle such requests sensitively. Partnering with organisations like Disability Confident can also help demonstrate a genuine commitment to inclusion.
  2. Create an Inclusive Environment
    Accessibility goes beyond ramps and software—it includes workplace culture. Providing disability awareness training for managers and colleagues helps challenge stereotypes and fosters understanding. Review other employment policies such as flexible working, absence management to ensure they do not inadvertently disadvantage disabled employees.
  3. Engage in Open, Supportive Dialogue
    A culture of trust and open communication allows employees to discuss their needs without fear of stigma. HR professionals should encourage early conversations about adjustments and ensure confidentiality and respect are maintained throughout.
  4. Monitor and Review Adjustments
    Needs can change over time, so regular reviews are essential. Involving the employee in these discussions ensures that adjustments remain effective and meaningful.
  5. Promote Representation and Voice
    Establishing employee resource groups or networks for disabled staff provides a platform for feedback and peer support. HR can use insights from these groups to inform policy and practice improvements.

Encouraging Entry into the Workplace

Supporting disabled people also means addressing barriers before employment begins. Many talented individuals face exclusion due to inaccessible recruitment processes or misconceptions about capability. Counter this by collaborating with local charities, job centres, and education providers to offer internships, apprenticeships, and work experience placements for disabled candidates.

Schemes such as Access to Work, provided by the Department for Work and Pensions, can offer funding for workplace adaptations, travel, and support workers—helping employers make practical adjustments without financial strain. But don’t delay in submitting any applications as reports suggest it can take 85 days to initially consider a request.

Moving Beyond Compliance: Building a Disability-Confident Culture

Disability inclusion should not be a tick-box exercise. By embedding the social model of disability into organisational strategy, employers can play a leading role in dismantling barriers and enabling everyone to contribute fully.

Celebrating Disability History Month is an opportunity not just for awareness, but for action. It’s a time to ask tough questions about representation, accessibility, and culture—and to ensure that policies and practices reflect a commitment to fairness, dignity, and respect.

Ultimately, creating an inclusive workplace benefits everyone. When barriers are removed and people feel valued for who they are, the organisation gains diversity of thought, improved morale, and stronger performance.

As employers and HR professionals, our role is clear: to build workplaces where disability is not seen as a limitation, but as a dimension of human diversity to be respected, understood, and celebrated.

For further information on supporting disability in the workplace, please contact Lisa Reynolds in our team on 07384 813 076.

Handling difficult conversations: How line managers can move things forward with kindness and clarity

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Difficult conversations are part and parcel of managing people – whether it’s enforcing adherence to organisational policies or dealing with poor performance, it’s the well-trodden, familiar path for many managers. But not all of them feel comfortable having those conversations – this might be due to a lack of confidence, skills or concern about how someone may react – whatever the reason, it can be a daunting task for many. Done badly, these conversations damage trust and morale. Done early and well, they can preserve relationships and prevent bigger problems later.

The truth is, no one likes having these conversations. Even experienced managers feel the nerves. Research from the Chartered Management Institute found that:

  • 66% of people feel stressed or anxious if they know a difficult conversation is coming.
  • 57% would do almost anything to avoid it.
  • 52% of managers said they’d rather “put up with” a negative situation than talk about it.
  • 43% admitted they’d lost their temper during one.
  • 40% even confessed to panicking and telling a lie.

So why is it so tricky? Because conversations touch people’s identity, expectations, and trust. And because most of us aren’t taught how to do it well. But avoiding the conversation only makes things worse: silence lets issues fester, performance slide, and relationships fracture.

A mindset shift

Difficult conversations don’t have to mean conflict. They can mean clarity, accountability, and even trust – when approached through the lens of kind leadership.

A kind leader isn’t soft. They are purposeful, compassionate and clear. Here are some principles to hold in mind:

  • Active listening and open communication — listening to understand, not just replying.
  • Authenticity and vulnerability — admitting when you don’t have all the answers.
  • Recognition and appreciation — acknowledging effort as well as outcomes.
  • Empathy and curiosity — seeking to understand the “why” behind behaviour.
  • Accountability with compassion — high standards delivered kindly and clearly.
  • Inclusive decision-making — involving people where possible, which builds buy-in.
  • Growth mindset — creating space for learning and improvement.

A structure you can actually use

Preparation and structure make conversations less daunting:

  • Prepare the facts — What exactly happened? Gather examples. Write notes.
  • Arrange the meeting properly — private space, give notice (“Can we talk tomorrow about X?”), avoid both ambush and weeks of anxious waiting.
  • Open with purpose — “Thanks for meeting. I want to talk about X so we can get this right.”
  • Set out the issue with examples — stick to facts and impact: “The report was two days late, which delayed Y.”
  • Invite their perspective — open questions, then listen actively.
  • Work the way forward together — co-create solutions: “What support do you need to make this work?”
  • Close with clarity — agree actions, timescales, and follow up in writing.

A note on the feedback sandwich: it can feel contrived. Use it only if the positives you share are genuine. Otherwise, aim for direct, kind clarity.

How to handle those tricky moments

Of course, even the most well-prepared and structured conversations don’t always go to plan. If it looks like the conversation isn’t going to plan, here are some useful prompts to get you back on track:

If someone gets defensive, say to them “I can see this is difficult. My intention is to help us get back on track. I want to hear your view so we can solve this together.”

If they go quiet, you can say “I notice you’ve gone quiet — that’s okay, take a moment. I want to make sure I understand your perspective.”

If they deflect blame, reply with : “Thanks, I hear that. From my side the impact has been X. Help me understand what stopped you from meeting the expectation.”

The role of policies and support

Don’t forget the scaffolding around you:

  • Be familiar with your organisation’s policies – they exist to guide you and protect everyone involved.
  • Your line manager and HR contacts are there for support, especially as situations escalate or grow complex.
  • Don’t be afraid to rehearse with a peer or manager beforehand. Preparation is not weakness – it’s professionalism.

If you’d like further support on this topic or to discuss our training on managing difficult conversations in your workplace, please contact Sarah Martin in our team on 07799 136 091.

Navigating neonatal care leave

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In our March Spotlight article, we outlined the key updates for employers to be aware of regarding the Neonatal care leave legislation which went live from 1st April 2025. This included an overview of eligibility requirements, and explained how the Act considered the rights to leave and the right to pay separately.

The government has recently published further supporting guidance for employers in managing neonatal care leave requests from employees. In this article we’ve outlined the key points employers need to consider, along with some examples of how it works in practice.

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

Information required by employees

Employers do not need to see documentary evidence to take neonatal care leave. You should not ask your employee to share medical information about their baby’s condition.

Employers can be flexible in how they ask employees to make a request for neonatal care leave under tier 1, so phone, email, WhatsApp would be acceptable.

There can be situations where a baby is admitted to neonatal care on more than one occasion, which means leave entitlement would need to be checked. Employers should ask their employees to keep a record of dates of treatment.

If the employee is eligible for neonatal care pay, they are required to provide information in writing., which includes the baby’s date of birth, date they started to receive neonatal care, and confirmation that the employee meets the parental relationship criteria..

This information is also required for tier 2 leave requests.

The tier system

Neonatal care leave is divided into tiers, to determine when the leave can be taken and notice requirements.

  • Tier 1 applies when the baby is still receiving neonatal care. It can be taken in non-consecutive blocks. Employees need to advise their manager before their first day of Neonatal care leave, or as soon as is reasonably practical
  • Tier 2 will apply after the baby has been discharged from neonatal care, and needs to be taken in one continuous block. Employees need to give at least 15 days’ notice to take a single week, or 28 days’ notice for two or more consecutive weeks – although employers could decide to waive the statutory notice requirements.

Scenario 1 – Tiers in practice

  • A baby is admitted to neonatal care immediately after birth and remains there for four weeks.
  • The mother has already began maternity leave, which cannot be replaced by neonatal care leave – so does not take Tier 1 leave
  • When her maternity leave ends, she uses her entitlement to neonatal care leave by requesting four weeks of Tier 2 leave and follows necessary notice requirements
  • Her partner takes his paternity leave when the baby is born for two weeks
  • Her partner returns to work for a week
  • Her partner then then takes one week of neonatal care leave under Tier 1
  • He then provides his employer with the relevant notice, and takes the remaining three weeks’ entitlement of neonatal care under Tier 2

Multiple Births

The requirement for neonatal care can be higher in multiple births (twins or triplets). If all babies require neonatal care at the same time, then parents would only be eligible for one period of leave attributed to one of the baby’s, rather than separate periods of leave for each child. However, if there are multiple treatments required and no overlap, then this could trigger separate periods.

Scenario 2 – Multiple Births

  • Twin A and Twin B are born and both spend one week in a neonatal care unit from birth (days 0-7).
  • Their father is entitled to one week’s neonatal care under Tier 1 for both twins
  • Twin A returns home on day 8, and Twin B stays in hospital
  • Their father takes a second week of neonatal care under Tier 1 for Twin B
  • Twin B returns home on day 16
  • Twin A is readmitted on day 20 and remains in hospital for a 10 days (day 20 – day 30)
  • Their father takes another week of neonatal care leave under Tier 1 for Twin A
  • When both twins are home, he applies to his employer for additional neonatal care leave under Tier 2, which he takes as a block for weeks 7-9

The nature of neonatal care leave can make it difficult to plan in advance and you may need to look at each situation on a case-by-case basis. Having straightforward policies readily available for staff will be helpful, particularly as they may be trying to navigate this during a stressful period. You should also ensure that any policies signpost employees to further information and support.

If you would like further information on the developing a neonatal care policy or handling any requests, please contact Rachel Walker in our team on 07392 090890.

Promoting Work-Life Balance: International Week of Happiness at Work and National Work Life Week

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October sees two awareness campaigns – International Week of Happiness at Work and National Work Life Week – both of which run from 6–10 October.

You could be forgiven for glossing over campaigns like these perhaps as you may not feel they’re that relevant for you. However both serve as a timely reminder for HR professionals and senior leaders to reflect on the importance of fostering a healthy work life balance within their organisations.

Why does work life balance matter?

Work life balance should be more than just a phrase; it is a cornerstone of employee wellbeing and organisational success. When employees feel they can effectively balance their professional responsibilities with personal commitments, they are more likely to be engaged, motivated, and productive. Conversely, poor work-life balance can lead to burnout, absenteeism, and higher staff turnover. We often see the results of that in the grievances we investigate and the things that are raised during mediations.


Creating a Happier, Healthier Workplace

International Week of Happiness at Work highlights the role of happiness in driving workplace success. For a lot of employees, happiness isn’t just about pay or benefits; it’s about creating a culture where employees feel valued, supported, and empowered. This is closely tied to work life balance, as employees who feel overworked or unable to manage their personal lives are unlikely to thrive. This can then lead to a vicious circle where the employee’s performance is impacted, which in turn impacts on their personal lives and so on.

What can you do to promote these?

Flexible Working: Promote your flexible working policy and any hybrid working models to give employees greater control over their schedules.

Encourage Breaks: Ensure employees take regular breaks and use their annual leave to recharge. These annual breaks are often very useful to employers because it can help employees becoming too siloed with a particular project and allows them to be introduced to the broader team.

Support Systems: Offer resources such as mental health support, wellbeing programmes, or employee assistance schemes.

Lead by Example: Encourage managers to model healthy work life balance behaviours. One example might be to try to avoid sending emails late at night because that can lead to employees feeling overwhelmed when they come in the next day to a full inbox. If you do need to write emails late at night you could consider setting a delay in sending them.

By championing initiatives that support work-life balance during these awareness weeks and beyond, HR professionals can create happier, healthier workplaces where both employees and organisations can thrive.

If you would like to discuss this further then please do get in touch with Simon Martin in our team on 07384 813076.

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

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

Offer flexibility in working schedules

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

Adapt for the weather – particularly a heatwave!

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

Make the most of the nice weather

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

Team challenges

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

Show your appreciation

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

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

Employment Rights Bill – Government publishes new timetable

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

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

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

Immediate Changes (awaiting Royal Assent)

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

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

April 2026

From April 2026, the following reforms will take effect:

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

Employer Action:

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

October 2026

In October 2026, further significant reforms will be implemented:

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

Employer Action:

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

From 2027

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

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

Employer Action:

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

Final Thoughts

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

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

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

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

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

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

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

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

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

2. Model inclusion through your actions and behaviours

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

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

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

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

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

4. Consider neurodiversity throughout the employee lifecycle

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

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

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

5. Appreciate the individuality of neurodiverse conditions

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

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

A workplace for everyone

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

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

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

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

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

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

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

Caitlin Anniss, Director at Narrow Quay HR, said:

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

Sarah Martin, Director at Narrow Quay HR, added:

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

Rachel commented:

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

Claire added:

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

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

April marks Stress Awareness Month – an ideal time to reflect on the well-being of your employees

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Stress is as prevalent as ever in today’s workplace, significantly impacting overall productivity, morale, and even the long-term success of the organisation. So, are you doing enough to support your employees?

The impact of stress

Many of us will know that stress is a natural response to the demands and pressures of life, but when it becomes chronic or overwhelming, it can lead to burnout, anxiety, and depression. According to the Health and Safety Executive (HSE) statistics for 2023/24, 776,000 employees suffered from work-related stress, depression or anxiety. This of course does not include those suffering with non-work related stress, managing busy personal lives as well as work or other commitments.   

Stress affects every aspect of an employee’s performance, from their ability to focus, to their level of engagement and overall satisfaction at work. Beyond individual health concerns, the ripple effect of stress on a team can manifest as absenteeism, attrition, and decreased productivity.

What can employers do to minimise stress for employees

While recognising the symptoms and impacts of stress is important, employers need to take proactive steps to create a supportive work environment and help employees manage stress before it becomes overwhelming. Here are some key strategies:

  • Educate employees on stress management: as well as written resources, consider running  workshops, drop-in cafes, training sessions on specific coping strategies such as mindfulness and time management.
  • Promote open conversations and mental health support: creating an environment where employees feel comfortable discussing their stress and mental health challenges is crucial in reducing the stigma around seeking help and making employees feel more confident in reaching out when needed. Encourage managers to check in with their teams regularly in their 1:1s and offer a supportive ear. If the organisation has an Employee Assistance Programmes (EAPs), signpost staff to any resources that could help such as CBT or counselling.
  • Foster a healthy work-life balance: finding the balance between work and personal lives can be a struggle for many employees. Offering flexible work options, such as remote work or flexible hours, can greatly reduce stress by allowing employees to manage their time more effectively. Encourage employees to take breaks throughout the day to recharge, and discourage a culture of overwork, where employees feel obligated to work beyond their normal hours or be available on their non-working days.  Employers should model healthy work-life balance behaviours avoiding after-hours emails or communications unless absolutely necessary.
  • Create a positive work environment: foster a culture of recognition, inclusivity, and support, where employees feel valued and appreciated. Regular recognition of employees’ hard work can boost morale and motivate individuals to perform at their best. The physical work environment is equally important – adequate lighting, ergonomic furniture, and access to spaces for relaxation can all have a significant impact on stress reduction. Small changes to the physical environment can create a more calming and conducive atmosphere for productivity.
  • Provide opportunities for employee engagement: Engaged employees are less likely to experience chronic stress. Offering opportunities for employees to engage in team-building activities, professional development and volunteering can help create a sense of purpose and belonging. These activities not only promote connection between employees but also offer a break from the routine pressures of the workplace.
  • Monitor workloads and set realistic expectations: overwhelming workloads and unrealistic expectations are among the primary sources of work-related stress. Consider implementing a system for monitoring work levels and providing support when necessary. Managers should be trained to spot signs of employee burnout and take appropriate steps to distribute tasks evenly, offer assistance, or adjust deadlines.
  • Encourage physical activity and wellness programmes: physical health is directly linked to mental well-being. Encourage employees to participate in wellness programmes, such as fitness challenges, yoga sessions, or access to gym memberships. Physical activity can greatly reduce stress and improve overall health, leading to greater productivity and fewer sick days.

External resources

Organisations such as Mind, Stress Management Society and Mental Health Foundation all offer useful advice and guidance for employees on managing their stress.  Signposting to external agencies can be helpful in encouraging staff to take an active role in managing their stress.

Stress Awareness Month is a timely reminder that employee wellbeing is essential to the success of any organisation. But it’s not a one-off activity.  It should be part of ongoing communication with staff on managing their mental wellbeing, educating them on the risks of stress, encouraging self-reflection, providing a safe environment to share if they’re struggling, and providing the tools and resources for them to manage and mitigate the impacts of stress. By taking a continuous and proactive approach,  employers can build a resilient and engaged workforce.

If you’re looking for tailored strategies, support or guidance in managing stress in your organisation please contact Helen Couchman in our team on 07799 901 669.

Managing collective consultations 

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Collective consultations will be familiar territory for many employers, whether they are seeking to make distinct changes to terms and conditions or are looking to implement wider scale structural changes.

We don’t have to look too far to recall employers who have failed to fulfil their obligations when it comes to running these types of consultations.

We know this is a very current topic for many – at our recent HR Club where we gave practical advice on handling consultations, the vast majority of attendees told us they were planning to do a collective consultation within the next 6 months, and expressed concerns and worries about getting the process right. So in this article we want to share some practical tips on how to handle collective consultations successfully.  

What is consultation and what are employers obliged to do?

The law requires that employers are obliged to consult with employee representatives if they are planning to dismiss 20 or more employees in a 90 day period if the reasons for those dismissals are because of redundancy or if the employer is proposing to terminate and re-engage employees.

There is a list specific information that needs to be provided in writing to employee representatives and then the law requires that the consultation should be on ways of:

  • Avoiding the dismissals
  • Reducing the number of employees to be dismissed
  • Mitigating the consequences of the dismissals.

How to get the process right 

Appreciating the legal context is only one part of the process however and often it is these other factors that employers don’t always consider. Below we have summarised the main points of our advice and best practice when doing consultations:

  • Engage in the process in good faith and with empathy
  • Understand your legal obligations – and consider legal advice
  • Prepare thoroughly before you begin, including by preparing key people
  • Have a clear business case for the proposal so that you can explain it to the employee representatives, prepare a timeline for the consultation, and prepare a meeting plan for each consultation meeting
  • Allow sufficient time for the process, and plan for the unexpected
  • Plan meetings and communications carefully
  • Give appropriate support to reps and manage relationships carefully
  • Be prepared to accept proposals that are made, and to give clear reasons where you don’t accept.

Getting the right support during a consultation can be a perfect solution to ensuring you manage the process effectively.  At Narrow Quay HR we have assisted a number of clients with their collective consultations – for reasons such as redundancies, changes to terms and conditions (including for independent school clients with possible changes to the Teachers’ Pension Scheme). We can support by providing scripts for consultation meetings, briefing relevant participants, training employee representatives, note taking and even chairing consultation meetings.

If you have a consultation in the pipeline and would like to discuss how we can assist you then please get in touch.  Or if you’d like to receive the recording of our HR club on consultation, please contact Simon Martin in our team on 07384 813 076.