Tag Archive for: Employment

Employment Rights Act 2025

Home | Employment

The Employment Rights Act 2025 is widely being described as a generational shift in employment law.

While the scale of change can feel daunting, the key question for employers is a practical one: what should you actually be doing now to prepare?

The below sets out a clear, practical “to do list” to help you get ready for the changes ahead.

To do list:

April 2026 changes

Paternity and Parental LeaveStatutory Sick PayCollective Consultation AwardTrade Union Recognition*
Check and Update Policy wordingCheck and update contractsEnsure all relevant stakeholders awareEnsure you have practical understanding of union recognition
Make sure managers are aware of the changeEnsure you have robust return to work processes and apply consistentlyAudit consultation processesReview how you collectively engage with staff
Make sure your payroll system is ready

*If you don’t already recognise a union.

To do list:

October 2026 changes

Fire and Re-hireHarassment PreventionIndustrial RelationsTips Policy
Review timing of any planned changesUndertake or review your risk assessment – ensure third parties coveredPrepare a written statement to issue to new startersPut in place a review cycle
Review variation clauses in contractsMake sure policies are up to dateUnderstand trade union access rightsImplement a process for consulting with staff
Refresh staff training

Other actions

  • Ahead of Unfair dismissal qualifying period change review and strengthen recruitment and probation practices and train managers.
  • If you use zero hours/casual workers, start auditing arrangements and tracking work patterns and hours.
  • If you use zero hours/casual workers consider taking part in the upcoming Government consultation on guaranteed hours.
Download “to-do list”

If you need more support with the Employment Rights Act, please contact Sarah Martin in our team on 07799 136091.

Multi-generational workforces: bridging the generation gaps and embracing workplace diversity

Home | Employment

Have you ever found yourself in a meeting where the ideas are flying, but you notice that some colleagues are struggling to connect? Maybe it’s the seasoned manager who prefers face-to-face discussions, while the younger team member is more comfortable firing off messages. With four generations now working side by side, these moments are becoming increasingly common. But rather than seeing generational differences as a challenge, what if we reframed them as an opportunity?

Of course we should never make assumptions about people’s experience or interests based on their age, but being alive to the topic of multi-generational teams can play an important part in your workplace inclusion. By embracing the unique perspectives and experiences each age group brings, you can foster collaboration, spark innovation, and build a stronger, more inclusive team. Here are some ways to bridge the generational gap and make diversity work for your organisation.

Recognise and adapt to communication styles

Think about how you communicate with your colleagues. Do you prefer picking up the phone or sending a quick instant message? These preferences often reflect generational habits. Baby Boomers and Gen X might lean towards emails or in-person chats, while Millennials and Gen Z are more likely to favour WhatsApp or Teams. The key is to meet people where they are. By offering a mix of communication tools and encouraging adaptability, you can help everyone feel heard. Try introducing shared platforms like Microsoft Teams, where colleagues can choose between chat, video, or document collaboration

Address unconscious bias to foster inclusion

We all carry assumptions, even if we don’t realise it. How often do we hear comments like “older employees resist change” or “younger workers lack loyalty”? These stereotypes can undermine trust and teamwork. Instead, challenge these biases by celebrating real-life success stories such as the experienced manager who mastered new tech or the young recruit who led a long-term project with dedication. By addressing these biases openly, you can create a culture where everyone feels valued for their contributions.

Build cross-generational teams for collaboration

Imagine pairing a Gen Z social media whizz with a Gen X strategist on a marketing project. The younger team member might bring fresh ideas and digital expertise, while the older colleague offers a wealth of experience and a big-picture perspective. By intentionally creating cross-generational teams, you can encourage collaboration and mutual learning. It’s not just about solving problems – it’s about building respect and understanding between colleagues.

Offer flexible working to meet diverse needs

Flexibility isn’t just a perk; it’s a necessity in today’s workplace. Different generations have different priorities. While older employees might value phased retirement or part-time roles, younger colleagues may be looking for remote working options and opportunities for growth. Offering tailored policies, such as hybrid working or sabbaticals, shows that you understand and respect these diverse needs. It’s not one-size-fits-all, and that’s the beauty of it.

Celebrate generational diversity in workplace culture

Have you ever been to a work event that felt like it was designed for someone else? Social activities can unintentionally exclude people, whether it’s the time of day, the focus on alcohol, or the type of activity. Instead, think inclusively—offer non-alcoholic options, schedule events during work hours, and mix up the activities to appeal to different preferences. Recognising generational achievements in team meetings or newsletters can also reinforce the value of diversity and collaboration.

Generational diversity is more than a buzzword—it’s an opportunity to create a richer, more inclusive workplace. By recognising communication differences, challenging biases, and fostering collaboration, you can build a team where everyone thrives. So next time you’re in a meeting, look around. Those different perspectives aren’t just gaps to bridge—they could be the positive foundation of your workforce.

For more information on this topic or to discuss other HR support needs, please contact Claire Parr in our team on 07385475786.

National Apprenticeship Week 2026: why apprenticeships matter

Home | Employment

As it’s National Apprenticeship Week from February 9th to 15th 2026, I wanted to share my own experience of working with apprenticeships, in particular the value they can bring to organisations.

Having worked in organisations where I was involved in the recruitment, onboarding and mentoring of apprentices, a career highlight for me has been watching their growth and development into their roles. Years on, seeing LinkedIn posts from former apprentices on how their careers have flourished has provided a real sense of satisfaction.

But personal satisfaction is not the only benefit for organisations. By combining on-the-job training in the workplace with external training at a college for a nationally recognised qualification, organisations benefit from a structured career route for their staff along with the development of both practical skills and theoretical knowledge.

The last few years have seen vast developments in the structure of apprenticeships and they now cover a huge range of occupations and sectors such as animal care, digital technology, legal, childcare, accounting, cyber security and science. This means many more organisations can consider whether an apprenticeship offers them another route to bring talent into the workplace.

Building on this, the theme for this year’s National Apprenticeship Week is “Skills for Life” which focuses on how apprenticeships provide opportunities for broader, lifelong skills, and are not just aimed at building career-specific abilities.

Apprenticeships can also play a role in breaking down barriers and encouraging diversity. For example, women remain underrepresented in many technical roles such as maintenance and engineering. Encouraging underrepresented groups to explore technical career paths through apprenticeships can increase the pipeline and improve diversity in this field. Apprenticeships can also provide accessible opportunities for individuals who may not follow traditional academic routes, allowing them to explore their potential, reducing unemployment rates and fostering social mobility.

Many employers are already acknowledging these benefits. In a recent CIPD study, 80% of employers felt that hiring apprentices had benefited them in improving future skills in their business. In the same study, 70% of employers running apprenticeships had seen improvements in the goods and services they offered, identifying that apprentices can help foster innovation by bringing in new ideas and ways of working, which in turn can also improve economic resilience. The government has also seen the opportunity for apprenticeships to increase national productivity and has been promoting them over recent years. For many, apprenticeships are seen as an effective way to close skills gaps that align to organisational needs, which enable businesses to improve their organisational efficiency and productivity.

If you’d like discuss this topic further, please contact Rachel Walker in our team on 07392090890.

The Employment Rights Act: time to get ready!

Home | Employment

After more than a year of discussion and anticipation, the Employment Rights Bill has officially become law, receiving Royal Assent on 18 December 2025. The Act marks a significant shift in employment law, introducing the biggest changes in employment law and practices for over a decade. The changes will impact HR practices across organisations.

With the first measures set to be implemented in April 2026, it’s important that employers proactively prepare for the changes to ensure compliance and adapt workplace policies accordingly. To help you prepare, we outline the summary changes in order of implementation.

Family leave enhancements (April 2026)

Family leave rights are significantly expanded:

  • Day-one rights to unpaid parental leave and paternity leave.
  • Bereavement leave extended to include pregnancy loss before 24 weeks.

Actions:

  • Update family leave policies to incorporate new statutory entitlements.
  • Educate managers on supporting employees during bereavement and pregnancy loss.
  • Create clear communication materials to ensure employees understand their rights.

Statutory sick pay changes (April 2026)

The Act simplifies statutory sick pay (SSP) entitlements:

  • SSP will be payable from day one of sickness absence, removing waiting days.
  • All employees, regardless of income, will be entitled to SSP.

Actions:

  • Review sickness absence policies and payroll systems to accommodate SSP changes.
  • Communicate the new entitlements to employees and managers.
  • Monitor sickness absence trends to manage potential increases in costs.

Trade union access and recognition (April and October 2026)

The Act simplifies union recognition processes and strengthens trade union rights:

  • From April 2026: Establishment of the new Fair Work Agency and simplified trade union recognition process.
  • From October 2026: Further trade union rights, including strengthened access rights for independent trade unions.

Actions:

  • Integrate trade union rights into onboarding and HR communications.
  • Establish protocols for handling union access requests.
  • Ensure compliance with new recognition requirements and maintain accurate records.

Workplace harassment protections (October 2026)

Employers will face new duties to prevent workplace and third-party harassment:

  • A legal duty to take all reasonable steps to prevent harassment.
  • Liability arises if harassment occurs due to insufficient preventative measures.

Actions:

  • Conduct workplace risk assessments to identify potential harassment risks.
  • Develop robust anti-harassment policies and reporting mechanisms.
  • Train staff and managers on recognising, preventing, and addressing harassment.

Fire and re-hire restrictions (October 2026)

The Act introduces new protections against fire-and-rehire practices:

  • Certain variations to employment terms will be restricted.
  • Dismissals linked to restricted variations will be automatically unfair.

HR Actions:

  • Audit employment contracts for variation clauses and assess their compliance.
  • Train managers on alternative approaches to renegotiating terms.
  • Develop consultation processes to manage changes collaboratively with employees.

Unfair dismissal protections (January 2027)

Perhaps the most anticipated and debated change being introduced, the Act introduces enhanced unfair dismissal protections, including:

  • A six-month qualifying period for unfair dismissal claims, replacing the current two-year threshold.
  • Removal of the statutory cap on compensatory awards, allowing higher payouts for unfair dismissal claims.

Actions:

  • Review probationary period processes to align with the new six-month qualifying period and provide sufficient opportunity to review new recruits in a timely manner.
  • Train managers on fair dismissal procedures to mitigate risks of costly claims.
  • Update recruitment and onboarding practices to ensure clear documentation and fair treatment during probation.

Zero-hours contracts and guaranteed hours offers (2027)

The Act imposes stricter regulations on zero-hours contracts:

  • Employers must offer guaranteed hours to qualifying workers based on average hours worked during a reference period.
  • Workers will have rights to reasonable notice of shifts and compensation for late changes or cancellations.

Actions:

  • Audit current zero-hours and agency worker arrangements to identify qualifying workers.
  • Develop internal protocols for offering guaranteed hours and managing shift changes.
  • Ensure compliance with notification and compensation requirements, while minimising administrative burdens.

Flexible working (2027)

The Act strengthens employees’ rights to request flexible working:

  • Requests must be granted unless refusal is reasonable and based on statutory grounds.
  • Consultation with employees before rejecting a request becomes mandatory.

HR Actions:

  • Review and update flexible working policies to reflect stricter requirements.
  • Train managers on handling flexible working requests sensitively and fairly.
  • Implement clear procedures for consultations, appeals, and record-keeping.

Equality Action Plans (2027)

  • Large employers will be required to publish equality action plans.
  • Plans must address prescribed gender equality matters, such as reducing the gender pay gap and supporting employees through menopause.

Actions:

  • Begin developing an equality action plan, even before regulations are finalised.
  • Gather relevant data on gender equality metrics and identify areas for improvement.
  • Ensure senior leadership is engaged in driving gender equality initiatives.

Annual leave records (2027)

  • Employers will be required to keep records of workers’ annual leave for six years.
  • Non-compliance will result in fines.

Actions:

  • Implement systems to track and retain annual leave records securely.
  • Audit existing records to ensure compliance with the six-year retention requirement.
  • Train HR teams on record-keeping best practices.

The Employment Rights Act introduces a wide range of changes that will reshape employment practices across sectors. By acting now to review policies, train staff, and implement necessary systems, you can ensure compliance and support employees effectively during this transition. While the Act presents challenges, it also offers opportunities to foster a fairer and more inclusive workplace.

You can track the progress of the Act and the regulations accompanying it Employment Rights Act tracker.

If you would like any further information on the Act or to discuss support in getting ready for the changes the Act will bring in, contact Lisa Reynolds in our team on 07771316123.

Supporting staff who are struggling at Christmas

Home | Employment

Whilst Christmas can be the most wonderful time of the year, it’s important that employers recognise that it can also bring challenges for some team members for a variety of reasons. Over the 2022 festive period, Samaritans responded to over 250,000 calls for help in the UK. How can employers ensure a balance between the joy and spirit of celebrating the calendar year end, alongside those team members who may be finding the festive period trickier?

As a useful starting point, think about the reasons why people may find Christmas time a challenging time. These could include:

  • Money worries – The cost of living crisis continues to impact employees, and ongoing cost increases can be particularly felt around Christmas time.
  • Grief – the holiday seasons often act as particular points of remembrance for lost loved ones, especially if this year may be the first Christmas period they are no longer with us.
  • Family pressures – for some, spending time with families can cause pressure around expectations.
  • Social Media – this can impact self-esteem, with people comparing themselves to others and having unrealistic expectations of what the festive period should be.
  • Loneliness – people can feel alone or left out because everyone else seems happy and spending Christmas in big groups, when they are not.
  • Feeling overlooked – people may not celebrate Christmas as they celebrate alternative religious festivals instead, which do not get the same attention.

What can you do as managers?

Ideally as managers you know your team members well, and will have an awareness of how Christmas time may impact them. Additional steps to think about include:

  • Being open and approachable – by creating an atmosphere where team members feel they can speak up and be honest about their feelings, this can help you talk through how they may need any additional support. Let them know it is okay not to feel okay.
  • Ensure any Christmas celebrations are inclusive – think about how work-related Christmas activities can be optional, without any pressure. If individuals do not want to attend a Christmas party, their wishes should be respected and not questioned about.
  • Consider costs – if staff need to contribute financially to Christmas celebrations, such as meals or Secret Santas, think about the costs and how these can be minimised.
  • Signpost to professional support – If you feel that staff need additional support, signpost them to resources available, such as through any EAP provider, or organisations such as MIND, the Samaritans and Anxiety UK.
  • Consider leave and flexibility around time off – if you are aware that individuals do not celebrate Christmas but celebrate another religious festival, think about how you can manage leave to ensure they can have time off that is important to them. Individuals who have recently lost someone, may want additional compassionate leave as part of the grieving process near Christmas time.

For further advice on supporting your team during the Christmas period, contract Rachel Walker in our team on 07392090890.

How can employers tackle the growing issue of sickness absence?

Home | Employment

Did you catch the ‘Keep Britain Working’ Review by former John Lewis CEO, Sir Charlie Mayfield in the news lately? The independent review, commissioned by the Department for Work and Pensions highlights the alarming rise in sickness-related absences, with a staggering £85bn lost annually due to health issues affecting the UK workforce.


The predictions for the future are equally stark. The review found that 800,000 more people are now out of work due to health reasons compared with 2019, and if left unchecked, a further 600,000 individuals could leave the workforce due to health conditions by 2030.

As a consequence, the report calls for urgent action to address the growing problem of economic inactivity, especially among young people suffering from mental health challenges and older workers facing musculoskeletal problems. For organisations, this means shifting from reactive to proactive management.

What does proactive management look like in practice?

Create a supportive workplace culture

It may not be rocket science, but fostering a supportive workplace culture can pay dividends in terms of improved staff morale and attendance.

Fostering an open, supportive work environment means conversations around health are normalised, resulting in issues surfacing before they become long-term absences.

Implement clear communication protocols

Mayfield’s report emphasises that employees often disconnect from work during absence – making the return more difficult. Maintaining sensitive, structured contact with employees on sick leave is therefore crucial. Regular check-ins help employees stay connected to the workplace and offer opportunities for timely support and intervention.

Promote wellbeing initiatives

The review highlights a “surge” in mental health conditions among people aged 16-34, with 530,000 young people citing mental health as their primary health barrier. Creating psychologically safe and well-managed environments is essential – the British Psychological Society notes that work can improve wellbeing only when conditions are healthy.

Employers therefore need to adopt tailored strategies to improve engagement and prevent long-term withdrawal from the labour market. Examples include:

  • Provide accessible mental health support, such as EAPs, counselling, or partnerships with local services.
  • Introduce mentoring, structured onboarding and job-confidence programmes for young starters.
  • Review workplace contributors to poor mental health: job design, unrealistic workloads, digital overload, or toxic team dynamics.

Flexible return-to-work plans

Transitioning back to work after an illness can be challenging. Tailored phased return-to-work plans that consider an employee’s specific needs and condition can improve both their recovery and their return to full productivity. Leading employers such as Tesco, Google UK and John Lewis – now part of a government-backed partnership – are already piloting frameworks to refine return-to-work success.

Best-practice elements can include:

  • Early and tailored support during absence.
  • Multi-disciplinary input (manager, HR, Occupational Health, external professionals).
  • Graduated duties and realistic timescales.
  • Regular review and adaptation, rather than a one-size-fits-all model.

The way forward

As the recent report highlights, the rise in sickness absence is not an insurmountable problem, but it requires a proactive approach. Employers can significantly reduce the impact of sickness absence by focusing on creating supportive environments, clear communication channels, and health-conscious workplaces.

Businesses that act now can reduce costs and improve the long-term health of their workforce, ensuring both employees and employers thrive together.

If you need tailored support in addressing workplace challenges or fostering a culture of trust, please contact Bethan Arora in our team on 0117 992 9261.

The traitors at work: Building trust and navigating workplace deception

Home | Employment

Inspired by the intrigue and drama of the popular show ‘The Traitors’, this article explores the dynamics of trust, deception, and collaboration within the workplace. HR professionals play a pivotal role in fostering a culture of trust and addressing challenges related to dishonesty or manipulation. This piece offers insights and strategies to help HR teams navigate these complex issues.

The importance of trust in the workplace

Trust is the cornerstone of effective team dynamics. When employees trust their colleagues and leaders, they are more likely to collaborate, communicate openly, and contribute their best efforts. Conversely, a lack of trust can lead to disengagement, conflict, and reduced productivity.

‘The Traitors’ reminds us how easily trust can be eroded when deception, or even the perception, takes hold. In the workplace, even small acts of dishonesty or disingenuous behaviour can snowball into larger issues, undermining team morale and organisational goals.

Spotting and addressing deceptive behaviour

HR professionals are often the first line of defence against workplace deception. Examples might include an employee who exaggerates their qualifications or experience, leading to disruptions in workflow affecting team performance. Likewise, staff may have a hidden agenda in the context of team collaboration, perhaps withholding critical information or manipulating discussions to serve their own interests, but ultimately creating conflict. Other instances could include misrepresenting the hours worked/overtime claimed, which not only impacts financially but can also lead to resentment among colleagues. We also see the impact of undermining colleagues, but intentionally (or unintentionally) spreading false information or gossip about colleagues to damage reputation, gain a competitive edge or advance their own career. This behaviour can create a toxic work environment, erode trust, and negatively impact team cohesion.

Recognising manipulative or dishonest behaviours early can prevent them from escalating. Signs may include inconsistent communication, reluctance to share information, or actions that contradict stated intentions.

Once identified, addressing these behaviours requires tact and strategy. HR professional can combat this by promoting a zero-tolerance policy for workplace bullying and fostering open communications. Open conversations, mediation, and clear policies on workplace conduct can help resolve conflicts and rebuild trust. In some cases, formal investigations may be necessary to ensure fairness and accountability.

Fostering psychological safety

Creating an environment of psychological safety is essential for preventing deception and fostering trust. Employees should feel safe to voice concerns, share ideas, and admit mistakes without fear of reprisal. HR can support this by listening, promoting transparency, encouraging feedback, and ensuring leaders model honest behaviour.

Psychological safety also involves addressing systemic issues that may inadvertently encourage deceptive behaviours, such as overly competitive environments, certain targets/reward structures that focus on individual not team output, or unclear expectations.

Creating psychological safety in the workplace requires employees to feel confident that management and HR are addressing concerns and taking action when needed. However, HR professionals often face the challenge of balancing transparency with confidentiality. While employees may expect visible action, certain matters – such as disciplinary processes or sensitive personal issues – must remain private to protect the individuals involved and comply with legal obligations.

This lack of visibility can sometimes lead to misconceptions or frustration among staff, who may feel that concerns are being ignored or unresolved. To successfully navigate this, HR can take proactive steps to build trust and demonstrate accountability without breaching confidentiality:

  • Communicate policies and processes: Clearly outline the steps HR takes to address workplace issues. While specific details cannot be shared, employees can be reassured that robust procedures are in place to handle concerns fairly and effectively.
  • Be consistent in messaging: Ensure that HR communications consistently emphasise the importance of confidentiality while reinforcing the organisation’s commitment to resolving issues and fostering a positive workplace culture.
  • Provide updates where appropriate: For broader workplace matters, such as initiatives to improve team dynamics or address systemic concerns, share regular updates on progress. This demonstrates that action is being taken and keeps employees informed without revealing sensitive information.

By openly acknowledging the constraints of confidentiality and maintaining consistent communication, HR can strike the right balance – building psychological safety and trust while protecting the integrity of sensitive processes. Employees will feel reassured that management and HR are actively working to create a safe and supportive environment, even when specific details cannot be disclosed.

Building a culture of transparency and accountability

Transparency and accountability are key to maintaining trust within teams. HR can lead initiatives that promote open communication, such as regular team meetings, clear reporting structures, and accessible grievance procedures.

Accountability involves holding individuals responsible for their actions while supporting them in making amends. This balance helps create a fair and respectful workplace where trust can thrive.

Working together to build trust

The lessons from ‘The Traitors’ remind us that trust is fragile but essential in any collaborative environment. As HR professionals, you have the tools and influence to build a culture where trust flourishes and deception is minimised, to create workplaces where everyone feels valued and empowered.

If you need tailored support in addressing workplace challenges or fostering a culture of trust, please contact Jo Bradbury in our team on 07570372118.

Employment Rights Bill – Getting ready for the changes

Home | Employment

The last few months have seen much back and forth between the House of Lords and House of Commons regarding the long awaited Employment Rights Bill. It is expected that the House of Lords will consider the latest draft of the Bill on 28 October 2025, meaning Royal Assent is likely to be delayed until sometime in November. These delays mean that staying informed and prepared is even more crucial for organisations. This article offers an update on the latest developments, explores areas still under discussion, and provides practical advice to help HR teams navigate the changes effectively.

Latest Developments

Once the bill has reached Royal Assent, the implementation process set out in the government roadmap will begin in earnest. Some commentators have suggested that the delays caused by the debate between the Houses and the recent ministerial changes, could impact the timeline for implementation of the Bill, but so far the government has given no such indication. As a consequence we may see the timeline for consultations squeezed.

As we know, the aims of the Bill are to enhance workplace protections and rights, focusing on inclusivity and fairness. The Employment Rights Bill is expected to be implemented in stages, with some provisions taking effect immediately and others rolling out over the next few years. It’s therefore important that employers and HR managers stay updated on the timeline to ensure their organisations are compliant at every stage.

Key updates include:

  • Simplified flexible working request processes, empowering employees to seek adjustments to their working patterns.
  • Stronger protections against workplace harassment, with clearer employer responsibilities.
  • Pay transparency requirements, ensuring fairness in advertised roles.
  • Extended redundancy protections for pregnant employees and new parents.

These updates represent a significant shift in employment practices, requiring alignment of policies and procedures accordingly.

Unresolved Questions

While the Bill outlines ambitious goals, some areas remain uncertain. These include:

  • Exact timelines for implementing changes.
  • Detailed enforcement mechanisms for pay transparency and harassment protections.
  • Clarifications on the scope and definitions within the legislation.
  • These uncertainties mean organisations should be proactive but must also remain flexible, anticipating further updates and guidance in the coming months.

Practical Steps to Prepare for the Changes

Policy Review

Conduct a thorough audit of current policies, focusing on areas impacted by the Bill, such as flexible working, redundancy protections, and anti-harassment measures. Ensure alignment with the proposed changes to avoid compliance issues.
Pay Audit
Conduct an audit of pay structures and working conditions to identify any gaps in transparency.

Diversity Reporting

Prepare for mandatory diversity reporting by collecting and analysing workforce data.

Training and Development
Train managers and HR teams on the new protections against unfair dismissal and redundancy, and consider developing more robust probationary procedures and embedding strong and timely practices amongst line managers.

Familiarisation
Equip employees with the knowledge they need to adapt to the new regulations. Training sessions can help clarify roles, responsibilities, and expectations under the updated laws.

Dissemination and Employee Engagement
Develop a communication plan to inform employees about their enhanced rights and changes to policy. Highlighting this early, and revisiting this as you approach the implementation date(s), will help to embed knowledge and understanding of the changes. Transparency fosters trust and ensures smoother implementation of new policies.

Stay Informed
Monitor reliable sources for updates on the Bill, including government announcements and legal insights. Staying ahead of developments will enable your team to plan effectively. Our Employment Rights Bill tracker is designed to help you keep up to date with all of the changes.

Navigating legislative changes can be complex, but support is available. We will continue to report on key developments. For tailored advice and assistance in preparing for the Employment Rights Bill, please contact Jo Bradbury in our team on 07570372118.

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

Home | Employment

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

Home | Employment

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.